HRM2 PDF

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Job analysis
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Chapter
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INTRODUCTION
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• Job analysis is the process of gathering

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information about a job. It is, to be more

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specific, a systematic investigation of the

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tasks, duties and responsibilities necessa

do a job.
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• According to Jones and Decothis “Job an

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is the process of getting information a

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jobs: specially, what the worker does; ho

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gets it done; why he does it; skill, educ

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and training required; relationship to

jobs, physical demands; environm
conditions”.
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• Edwin B. Flippo has defined job analysis a

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process of studying and collecting inform

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relating to the operations and responsib

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of a specific job. The immediate produc

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this analysis are job descriptions and

specifications”.
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Nature of job analysis

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Job Tasks
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Job Analysis Job Duties

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Job Responsibilities
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Who should conduct jo

analysis?
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v Job incumbents themselves

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v Supervisors
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v External analysts
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The process of Job analysis

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The major steps involved in job analysis are:

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v Organizational analysis
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v Selection of representative positions to be analyzed

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v Collection of job analysis data

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v Preparation of job description

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v Preparation of job specification
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Aspects of Job Analysis
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Job Description: Job description is a function

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description of the contents what the job enta
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• It is a narration of the contents of a job
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• It is a description of the activities and duties
performed in a job, the relationship of the j
with other jobs, the equipment and tools
involved, the nature of supervision, working
conditions and hazards of the job and so on
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Purposes of Job Description

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1. Grading and classification of jobs

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2. Placement and Orientation of new employees

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3. Promotions and transfers

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4. Outlining for career path
5. Developing work standards
6. Counselling of employees
7. Delimitation of authority
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Title Compensation manager

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Code HR/2310
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Department Human Resource Department

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Summary Responsible for the design and administration of emplo

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compensation programmes.
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Duties v Conduct job analysis.

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v Prepare job descriptions for current and projected

positions.
v Evaluate job descriptions and act as Chairman of J
Evaluation Committee.
v Insure that company’s compensation rates are in tu
the company’s philosophy.
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4-22
Specimen of Job Description
v Relate salary to the performance of each em

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Conduct periodic salary surveys.

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v Develop and administer performance apprai

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programme.
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v Develop and oversee bonus and other empl

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benefit plans.
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v Develop an integrated HR information syste

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Working conditions Normal. Eight hours per day. Five days a week.
Report to Director, Human Resource Department.
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Job Specification:
• job specification focuses on the person i.
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job holder
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• Job specification is a statement of the

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minimum levels of qualifications, skills, p

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and other abilities, experience, judgment

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attributes required for performing job

effectively.
• Job specification specifies the physical,
psychological, personal, social and behav
characteristics of the job holders
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purpose
1. Personnel planning
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2. Performance appraisal
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3. Hiring
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4. Training and development

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5. Job evaluation and compensation

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6. Health and safety

7. Employee discipline
8. Work scheduling
9. Career planning
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Specimen of job specification
Education v MBA with specialisation in HRM/MA in socia

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Diploma in HRM/MA in industrial psycholo

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v A degree or diploma in Labour Laws is desir

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Experience v At least 3 years’ experience in a similar posi

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manufacturing company.
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Skill, Knowledge, Abilities v Knowledge of compensation practices in com

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industries, of job analysis procedures, of com

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survey techniques, of performance appraisa

v Skill in writing job descriptions, in conducting
interviews, in making group presentations, in
statistical computations
v Ability to conduct meetings, to plan and prio
Work Orientation Factors v The position may require upto 15 per cent tr
Age v Preferably below 30 years.
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Methods Of Collecting Jo
Analysis Data
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• Job performance: the analyst actually performs t

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in question and collects the needed information

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• Personal observation: the analyst observes othe

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doing the job and writes a summary

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• Critical incidents: job incumbents describe sever

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incidents relating to work, based on past exper

the analyst collects, analyses and classifies data.
• Interview: job incumbents and supervisors are
interviewed to get the most essential informati
about a job
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• Panel of experts: experienced people such

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incumbents and supervisors with good

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knowledge of the job asked to provide the

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information.
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• Diary method: job incumbents asked to ma

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diaries or logs of their daily job activities an

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record the time spent and nature of work c

out.
• Questionnaire method: job incumbents
approached through a properly designed
questionnaire and asked to provide details.
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• The Position Analysis Questionnaire: it is

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standardised form used to collect specifi

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information about job tasks and worker t

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Employee activities in PAQ

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1. Information Input: Where and how does the employee get t

information he/she uses in performing his/her job.
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Examples:
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Use of written materials.

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Near-visual differentiation.
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2. Mental Processes: What reasoning, decision making, planni

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information-processing activities are involved in performing the job?

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Examples:
Levels of reasoning in problem solving.
Coding/decoding
3. Physical activities: What physical activities does the employ
perform and what tools or devices does he/she use?
Examples:
Use of Keyboard devices.
Assembling/disassembling.
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4. Relationships with other people: What relationships w

people are required in performing the job?
Examples:
Instructing.
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Contacts with public, customers.

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5. Job context: In what physical and social context is the

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performed?
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Examples:
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High temperature.
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Interpersonal conflict situations.

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6. Other Job characteristics: What activities, conditions, o

characteristics other than those described above are rel
the job?
Examples:
Specified work pace.
Amount of job structure.
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• Management Position Description

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Questionnaire: it is a standardised form

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designed to analyse managerial jobs

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Management Position Descriptio

Factors
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• Product, marketing and financial strategy planning.

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• Coordination of other organisational units and personnel.

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• Internal business control.

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• Products and services responsibility.

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• Public and customer relations.

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• Advanced consulting.
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• Autonomy of actions.
• Approval of financial commitments.
• Staff service.
• Supervision.
• Complexity and stress.
• Advanced financial responsibility.
• Broad personnel responsibility.
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• Functional job analysis: it is a systematic

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process of finding what is done on a job

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examining and analysing the fundamen

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components of data, people and things.

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Partial job analysis questionna
The information about a job is usually collected through a str

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questionnaire:
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JOB ANALYSIS INFORMATION FORMAT

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Your Job Title_______________ Code__________Date________

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Class Title_______________ Department_________________

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Your Name_________________ Facility_____________________

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Superior’s Title______________ Prepared by_________________

Superior’s Name____________ Hours Worked______AM______
PM PM
1. What is the general purpose of your job?
2. What was your last job? If it was in another organisation, please name it
3. To what job would you normally expect to be promoted?
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4-5
4. If you regularly supervise others, list them by name and job title.
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5. If you supervise others, please check those activities that are part of you
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supervisory duties:
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¨ Hiring ¨ Coaching ¨ Promoting

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¨ Orienting ¨ Counselling ¨ Compensating

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¨ Training ¨ Budgeting ¨ Disciplining

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¨ Scheduling ¨ Directing ¨ Terminating
¨ Developing ¨ Measuring Performances ¨ Other___________
6. How would you describe the successful completion and results of your w
7. Job Duties – Please briefly describe WHAT you do and, if possible, How
Indicate those duties you consider to be most important and/or most diffi
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(a) Daily Duties
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(b) Periodic Duties (Please indicate whether weekly, monthly, quarte

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(c) Duties Performed at Irregular Intervals
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8. Education – Please check the blank that indicates the educational
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requirements for the job, not your own educational background.
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¨ No formal education required ¨ College degree
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¨ Less than high school diploma ¨ Education beyond gradu
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¨ High school diploma or equivalent degree and/or professional licen
¨ College certificate or equivalent
List advanced degrees or specified professional license or certificate
required.
Please indicate the education you had when you were placed on this
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Guidelines for conducting job ana

interviews
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• Put the worker at ease; establish rapport.

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• Make the purpose of the interview clear.

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• Encourage the worker to talk by using empa

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creativity.
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• Help the worker to think and talk according

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logical sequence of the duties performed

• Ask the worker only one question at a time.
• Phrase questions carefully so that the answ
will be more than just “yes” or “no”.
• Avoid asking leading questions.
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• Secure specified and complete information perta

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to the work performed and the worker’s traits

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• Conduct the interview in plain, easy language.

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• Consider the relationship of the present job to o

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jobs in the department.

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• Control the time and subject matter of the interv

• Be patient and considerate to the worker.
• Summarise the information obtained before clos
the interview.
• Close the interview promptly.
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Behavioural Factors Impacting J

Analysis
The following behavioral factors must be taken care of while carryi
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job analysis:
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v Exaggerate the facts

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v Employee anxieties
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v Resistance to change
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v Overemphasis on current efforts

v Management straight jacket
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Role Analysis
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• To have a clear picture about what a pers

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actually does on a job, the job analysis

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information must be supplemented with

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analysis. Role analysis involves the follow

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steps:
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• Identifying the objectives of the departmen

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the functions to be carried out therein

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• Role incumbent asked to state his key

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performance areas and his understanding o

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roles to be played by him

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• Other role partners of the job such as boss,

subordinate, peers are asked to state their
expectations from the role incumbent
• The incumbent's role is clarified and expres
writing after integrating the diverse viewpo
expressed by various role partners.
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HUMAN RESOURCE PLANNING om
INTRODUCTION
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• HRP offers an accurate estimate of the

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number of employees required with mat

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skill requirements to meet organisationa

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objectives. HRP is a forward looking func

as human resource estimates are made w
advance. It is, of course, subject to revisio
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• The basic purpose of HRP is to decide what

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positions the organization will have to fill an

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how to fill them.

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Objectives of human resource planning

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• Forecast personnel requirements

• Cope with changes
• Use existing manpower productively
• Promote employees in a systematic way
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Importance:
Organizations use HRP to meet future chall
cut costs, and achieve greater effectiveness
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Importance of human resource planning

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• Create a talent pool

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• Prepare people for future

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• Cope with organisational changes

• Cut costs
• Help succession planning
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Need for HRP

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• Employment-Unemployment Situation
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• Technological Change
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• Organizational Change
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Demographic Change
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• Skill Shortage
• Governmental Influences
• Legislative Control
• Impact of the Pressure Group
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The Process Of HRP

The HRP is a four step process: dem
forecasting, supply forecasting, estim
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manpower gaps and formulating HR plans

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demand for human resources is influence

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several factors
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Forecasting the demand for human resourc

• External challenges
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Economic developments
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Political, legal, social, technological

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changes
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Competition
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• Organizational decisions
• Workforce factors
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• External Challenges: Liberalization, privati

and globalization (LPG era) have created
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demand for people in software, fi

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marketing, and manufacturing fields.

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• Organizational Decisions: Decisions suc

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expansion, diversification, and relocation le

to demand for people possessing requisite s
• Workforce Factors: Such as retire
resignation, and termination etc cre
manpower gaps.
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Forecasting Techniques
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HR forecasts are an attempt to find out an

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organization's future demand for employees

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• Expert forecasts
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• Trend analysis
• Workforce analysis
• Workload analysis
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• Expert Forecasts: These are based on

judgments of those who possess g
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knowledge of future human resource nee

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• Trend Analysis: This is based on

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assumption that the future is an extrapola

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from the past. Human resource needs

such, can be estimated by examining
trends.
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• Workforce Analysis: All relevant factor

planning manpower flows in a firm suc
transfers, promotions, new recruitme
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retirement, resignation, dismissal etc

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taken into account while estimating HR ne

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• Workload analysis: Based on the plan

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output, a firm tires to calculate the numb

persons required for various jobs.
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Supply Forecasting
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• A) Internal labour supply: a manpower

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inventory in terms of the size and qu

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of personnel available (their age,

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education, training, experience,

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performance, etc) is usually prepare

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HR departments. Several techniques are

while ascertaining the internal supp
manpower (asupplyofemployeestofill
projected vacancies can come from wit
the firm or from new hires )
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• Staffing table: Shows the number of

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employees in each job, how they are util

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and the future employment needs for ea

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type of job.
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• Marcov analysis: Uses historical informat

from personnel movements of the intern
labour supply to predict what will happen
the future
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• Skills inventory: It is a summary of the sk

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and abilities of non managerial employee

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used in forecasting supply.

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• Replacement chart: It is a visual

representation of who will replace whom
the event of a job opening.
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• B) External Labour supply: External hires

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to be contacted when suitable int

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replacements are not available. A gro

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number of firms are now using compute

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human resource information system

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track the qualifications of hundred

thousands of employees. HRIS can pr
managers with a listing of candidates
required qualifications after scanning the
base.
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Manpower Gap Analysis

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• This is used to reconcile the forecas

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labour demand and supply. This pr

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identifies potential skill shortages or surp

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of employees, skills and jobs

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Formulating HR Plans
• Once supply and demand for labour is know
adjustments can be made formulating requ
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HR plans
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Various HR Plans
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• Recruitment plan
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• Redeployment plan
• Redundancy (termination) plan
• Training plan
• Productivity plan
• Retention plan
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Effective Human Resource Plann

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• HR plans must fit in with overall objective

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firm. They must get consistent support

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top management. Computerised h

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resource information systems must be

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for applicant tracking, succession plan

building skills inventories etc. The w
exercise must be carried out in coordin
with operating managers.
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www.FirstRanker.com www.FirstRanker.

• Job analysis is the process of gathering

information about a job. It is, to be more

specific, a systematic investigation of the

tasks, duties and responsibilities necessa

• According to Jones and Decothis “Job an

is the process of getting information a

jobs: specially, what the worker does; ho

gets it done; why he does it; skill, educ

and training required; relationship to

• Edwin B. Flippo has defined job analysis a

process of studying and collecting inform

relating to the operations and responsib

of a specific job. The immediate produc

this analysis are job descriptions and

Nature of job analysis

Job Analysis Job Duties

Who should conduct jo

v Job incumbents themselves

The process of Job analysis

The major steps involved in job analysis are:

v Selection of representative positions to be analyzed

v Collection of job analysis data

v Preparation of job description

v Preparation of job specification

Job Description: Job description is a function

Purposes of Job Description

1. Grading and classification of jobs

2. Placement and Orientation of new employees

3. Promotions and transfers

4. Outlining for career path

5. Developing work standards

Title Compensation manager

Department Human Resource Department

Summary Responsible for the design and administration of emplo

Duties v Conduct job analysis.

v Prepare job descriptions for current and projected

Specimen of Job Description

v Relate salary to the performance of each em

Conduct periodic salary surveys.

v Develop and administer performance apprai

v Develop and oversee bonus and other empl

v Develop an integrated HR information syste

• Job specification is a statement of the

minimum levels of qualifications, skills, p

and other abilities, experience, judgment

attributes required for performing job

4. Training and development

5. Job evaluation and compensation

6. Health and safety

Specimen of job specification

Education v MBA with specialisation in HRM/MA in socia

Diploma in HRM/MA in industrial psycholo

v A degree or diploma in Labour Laws is desir

Experience v At least 3 years’ experience in a similar posi

Skill, Knowledge, Abilities v Knowledge of compensation practices in com

industries, of job analysis procedures, of com

survey techniques, of performance appraisa

• Job performance: the analyst actually performs t

in question and collects the needed information

• Personal observation: the analyst observes othe

doing the job and writes a summary

• Critical incidents: job incumbents describe sever

Your Job Title_____ CodeDate

Class Title_ Department___

Your Name_ Facility_____

Superior’s Title Prepared by___