3.

1 cONCEPT AND NATURE OF HUMAN RESOURCE PLANNING

What is Human Resource Planning?
According to Decenzo and Robbins,

Human resource planning is the process by whlch an organisation ensure5able

has the rightnumberand kind of people, at the rlght place, at theight tm anisation
of efectively and efticiently completing those tasks that will help the orga
achieve its overall objectives."
i m saat
Human resource planning (traditionally called manpower planning) aims at . t h e r aaims
lo
workforce needs of the organisation both in right number and of right kind. t anisation.
the continuous supply of right kind of personnel to fill various positions in the o r d ensuring
of
quote Dale S. Beach, "Human resource planning is the process determin at the proper
that the organisation will have an adeqate number of qualified persons, avaiadasatisfaction
times, performing jobs which meet the needs of the enterprise and which prov
for the individuals involved". can project
management

Human resource planning is a two-phased process by which to

ommodate
the future human resource requirements and develop
suitable action plans ac
of developing
is the process
the implications of projections. Thus, human resource planning uuDdd

programs that will procure, develop and

and determining objectives, policies and
resources so as to achieve the goals of the organisation.

Nature of Human Resource Planning

resource
above definitions of human
The following points emerge from the study of the
planning:
Human resource planning aims at ascertaining the
human resource needs of the
organisation both in number and kind.
the organisation. An analysis
(i) It presents an inventory of existing human resource of the status of the available
of the inventory of human resource helps in ascertaining
with the organisation.
personnel and to discover untapped talent presently available
the
(i) It helps in determining the shortfall (or surplus) of workforce by comparing
It also
total human resource needs with the present supply of human resource.
helps in projecting future human resource needs.
(v) It is concerned with the initiation of various programs depending upon the demand
and supply of human resources. If the future needs exceed presently available
talent, this gap becomes the basis for a program of employment and training
And, if the presently available talent exceeds the future needs, this difference may
become the basis for a program of retirements, discharge, etc.
(v)Effective human resource planning is the basis the acquisition, utilisation
improvement, and preservation of the organisatipn's human resources.

Objectives of Human Resource Planning

The major objectives of human resource planning in an àrganisation are as follows
) To ensure optimum use of human resources curreritly employed.
among

) To avoid imbalances in the distribution and allocation of human resources an

different departments or divisions.
 HUMAN RESoURCE PLANNING AND JOB ANALYSIS
59

(H) To assess or forecast future skill requirements for the accomplishment of the
organisation's overall objectives.
tiv) To provide control measure to ensure avallability of necessary human resources
when required.
(To control the cost aspect of human resources.
( To formulate transfer and promotion policies.
of Human Resource
Scope or Elements Planning
The basic activities involved in human resource planning are as under:
(0Listing of current human resource or human resources with the organisation.
(i) Assessing the extent to which the current human resource is utilised to the
advantage of the organisation.
() Phasing out the surplus human resource, if any.
(v) Analysing the requirements of human resource in future in the light of expansion
plans, retirement of personnel, etc.
() Making human resource procurement plans.
(vi) Designing training programs for different categories of human resource.

3.2 IMPORTANCE OF HUMAN RESOURCE PLANNING

As said earlier, human resource planning is a two-phased process by which management
resource requirements and develop human resource plans. It helps
can project future human
of are available to occupy various
in proper recruitment and selection so that right type people
of training programs for the employees R

positions in the organisation. It also facilitates designing

human resource planning plays an important role
to develop the required skills in them. Thus,
3
in the effective management of personnel.
lead time for the acquisition and training
Systematic human resource planning provides
the more crucial because the lead time for
of employees to meet future requirements. It is all
and in certain cases, one may not always
procuring personnel is a time consuming process suitable human
needed for the jobs. Non-availability of
get the requisite type of personnel and expansion
or delays in executing new projects
resource may result in post-ponement
To overcome this, an
lead to lower efficiency and productivity.
programs, which ultimately advance so that it could
must plan out its human resource requirements well in
organisation
in the market.
compete effectively with its competitors
Benefitis of Human Resource Planning it
tool of Human Resource Management as
Human resource planning is an important
helps in the following ways: as it helps the
planning results in reduced labour costs
I. Human resource
and/or surpluses of human resource and
management to anticipate shortages and expensive.
before they become unmanageable
correct these imbalances
is to make
employee development that designed
It serves as a basis for planning
the organisation.
optimum useof workers' skills within
so that corrective
the gaps of the existing personnel
3. It enables identification of becomes more effective.
could be imparted. Thus, the training program
training
the overall business planning
process.
4. It leads to improvement in
 HUMAN RESOURCE PLANNING AND JOB ANALYSIS
61

In relatively large organisations, human resource planning must take place at divisional,
olant, and/or departmental levels. In manufacturing, for example, production schedules may
require
equire constant
consta reallocation of people to different assignments almost on an hourly basis.
erefore, internal departmental planning is a necessity. However, when planning involves
other departments and the outside labour market, it must be conducted by a central agency.
Thus, the HR department must develop information by soliciting projected future needs from
department and relating these data to probable rates of transfer and turnover and to possible
surpluses of employees. Such data must be checked against information being developed by
any industrial-engineering group undertaking work-simplification or efficiency program or
planning changes in equipment or work-flow that could affect staffing needs.

3.3 STEPS IN HUMAN RESOURCES PLANNING

The process of human resource or human resource planing involves the following steps:
1. Determination of objectives of human resource planning.
2. Preparation of skill inventory.
3. Demand forecasting.
4. Supply forecasting.
5. Gap analysis.
6. Action plan for redeployment and redundancy.
7. Employment plan.
8. Training and development program.
Human resource planning is a continuous process as shown in Fig. 3.1. The manager R

responsible for human resource planning has to be concerned with all the steps at all times.
He may haveto revise employment plan and training and development program from timeto 3
time depending upon the changes in circumstances such as sudden changes in volume of
production, unexpected high rate of labour turnover, obsolescence of existing skills and so
on. A brief explanation of the steps in the human resource planning process is given below :

Objectives of Inventory of
Human Human Demand Gap Analysis
Resource Skills and Supply Net HR
Resource
Planning (Finding Gaps) Forecasting Requirements

Appraisal of Training Redeployment

Human and and
Employment
Resource Development Program Redundancy
Program Plan
Planning

Fig. 3.1. Human Resource Planning Process.

1. Objectives of Human Resources Planning

The ultimate purpose of human resource planning is to relate future human resoutces to
future enterprise needs so as to maximise the future return on investment in human resources.
 HUMAN RESOURCE PLANNING AND JOB ANAI V
62
LYSS
Human resource planning must be integrated with the overall corporate plans. Human res
planning should be done carefully as it has got long-term repercussions. Once the resour
forecast of future røqulrement of human resources and the wrong analysis of the avai
uman resource Inventory are made, It may not be possible to rectify the errors in the
run. Therefore, human resource planning should be more concerned with filling future vaca
itabde
with right type of people rather than with matching existing personnel with
existing jobs. ndies
2. Skill Inventory
Analysis of current skill inventory may be undertaken by
department,
occupation. Approprlate adjustments in these would need to be made in the function
foreseeable changes In weekly hours of work, holidays, leave light of
entitlements, etc. an
of demand for the operative
personnel presents less problems of uncertainty Assessme and hu
resource supply can be adjusted
and managerial levels presents a
accordingly. But projection of skill
requirements supervis
for uman
complex problem. The required talents are not
ascertain the present human resource available a
short notlce. This explains the need to
enterprlse. This wll also help In drawing employment and inventory in th
certain skllls In the future. The training plans to meet the needsthe
proforma of skill inventory form is given in Exhibit 1.
ExHIBIT 1
SKILL INVENTORY FORM

Personal Data
Name. Birth place...*********
Age . . . . . .

3 Sex.
**st****
Occupation of parents..
Present address..
Dependants .. *******a*o****e*d*****
Permanent address..
Marital Status.. *****************
Telephone number (if any). *'******

Education and Training

School education.
Degrees/Diplomas obtained.******** ***********".
***°°.*.

Training obtained.. **°°°***********

Professional qualification ** *******************
*****

*.*********.

Job areas Experlence and Skills

Job titles.***********************
Special skills...
Additional Information
Salary . **********o*
Career plans.
Grade.
Absenteeism record .. Performance ratings..
Potential Appraisal data..
Disciplinary record. *****
Any other information . .
 PLANNING AND JO8 ANALYSIS
63
HLMAN RESoURCE

3. Demand Forecasting
human demand are:
The major determinants of future resource

(a) employment trends: ()replacementneeds;

() absenteeism and
(c) productivity changes
(e) growth and expansion.
Trends. The human resource planning experts at the corporate (or
top)
(a) Employment the past five
an of number of employees on the payroll during
level shouid make examination
know the trend within each employees group.
With the help of this, it would be
years to whether it
has been stable or unstable and
OOssible to determine whether a particular group
or contracting9.
has been expanding
retirement,
The need for replacement arises from death,
(b) Replacement Needs. needs may relate
and termination of employees. The examination of replacement
resignation unskilled, etc. For some
human resource groups supervisory, skilled, clerical,
tospecific or supervisory, it is very ditficult to predict
the needs. One of the major
groups like managerial
the need for managerial skill is that the managemen
difficulties involved in predicting resource should be
time. So the need for managerial human
development cycle takes a long
anticipated sufficiently in
advance.
related
which the human resource planning is
(c)Productivity. Another important area to of the
improvements in productivity. Gains in productivity add to the growth potential
is the decrease
increase. Gains in productivity will
organisation and can make possible healthy wage
the requirements of human
resource.
rate of
Absenteeism. While estimating demand for human resource, the prevailing
(d) calculated
considered. The rate of absenteeism can be
absenteeism in the company should be
as follows
Mandays Iost due to absenteeism
Absenteeism Mandavs worked + Mandays lost
considered unduly high, steps should
be taken to
In case the rate of absenteeism is
reduce it.
and divisions should
Growth and Expansion. The expansion plans of various plants
(e) effects on the number of employees required
be carefully reviewed to assess their probable can be forecast
each The accuracy with which such human resource requirements
by group.
of accuracy which can be achieved
in relation
will depend, among other things, on the degree and the time
to the expansion program, Where
the expansion program is less specific
will be greater.
perspective larger, the uncertainties of
to changes in the methods and techniques
A good organisation always tries to adapt nuclear science,
like the emergence of space science,
production. Explosion in scientific world of business investment and
etc., has considerably opened up new avenues
electronics, in the management of companies. These
expansion. It has introduced great complexities and ability of existing work
out of gear the capacity
changes have also completely thrown educated and trained. Human
force to meet the new situations unless they are adequately of
into account while studying the impact
resource planners should take all these factors
various expansion plans on human resource requirements.
 HUMAN
RISOURCE
PlANNING AND JOB ANAI
ALYSIS
64

4. Supply Forecasting
Alongwith
demand forecasting,
it is equally
at
important to
the cut of date
forecast the supply of l i t e
of human resource plannina T
dif erem
with the organisation and external. But internal sun
types of personnel human
resource-internal

are two sources

of supply of
It comprises of the employees
workina
planning. he
as and when th
resource
more important
for human transferred to fill up various jobs
or
can be promoted
organisation who evaluation of the present personnel
abilities, their strenath
vacant. This would require their suitability for different jobs. In order to estimatein hg
weaknesses, so as to gauge
repare replacCem
audit and prepare replaceme
ernal
it is necessary to conduct human resource
supply of personnel,
charts in advance.

Resource Audit. Systematic HR audit would lead to preparation of s

inventories. It would give a thorough idea of capabilities and potential of persskil
Human
ills that need
working in the organisation. It would also point out the types of skills needt
Sons
be acquired or deveiloped for future.
(Replacement Charts. Replacement charts are meant for listing each key positin
and indicating time when it is likely to be vacated. They als0 list the most likely
candidates working in the organisation suitable to ill vacancies and also the tim
C
when they would be ready for promotion. In short, a replacement chart presents
clearly who will replace whom in case of vacancy. Orten, large enterprises use
computers to record job analysis information and human resources audits and
replacement summaries.

5. Gap Analysis
Human resource planners can identity human resource gaps by comparing demand
forecasts
with supply forecasts. Such comparison
willreveal either deficit or surplus of human
resourcesin ture. Deficits suggest the number of persons to be recruited from outside whereas
surplus implies redundants to be redeployed or offered voluntary retirement package.
gaps may occur in terms of knowledge, skills and aptitudes. Employees found to be deficient
Similarly,
can be trained whereas employees with
higher skills may be given more enriched jobs.
Once the human resource gaps are identified,
plans are prepared to bridge these gaps.
Plans to meet the surplus human resource
may be redeployment in other departments/units
and retrenchment in consultation with the trade
unions. People may be persuaded to quit
voluntarily through golden handshake under the Voluntary Retirement Scheme (VRS). Deficit
can be met through
procurement, transfer, promotion and training of employees.
6. Redeployment and Redundancy Program
If it is estimated that there would be
surplus personnel of certain
redeployment of such personnel or for retrenchmentcategories,
to be made for a plan has

cannot be adjusted. Redeployment if surplus personne

may include the following measures :
(a) Transfer of personnel from the departments with
shortage of workforce. surplus workforce to those having
(b) Employment in sister concerns.
(c) Launching of ad hoc projects to accommodate
(d) Provide surplus staff,
training
to surplus personnel and offer them
out-placement services.
 RESOURCE PLANNINGAND JOB ANALYSIS 65
HUMAN

REDUNDANCY/RETRENCHMENT PROaRAM
n Voluntany Retirement. The Government of India Introduced Voluntary Retirement Scheme
VRS) under the capton dolden Handahake' in order to solve the problem of overstaffing
in the public sector undertakings including nationalised banks. Under, VRS, the management
of the enterprise provides cash reward to those employeos vho opt for VAS in addition to
normal retirement benefits. Hence this is also called golden hendshake. Thls can solve the
problem of excessive supply of future Inventory over the demand tor human resources. VAS
has been folowed by several companies both In the puble and private soctors.
a Job Freeze. As incumbents leave thelr jobs for varlous reasons, thoso Jobs aro kept vacant
or unfilled. Attrition, hiring freezøs or ban on employment can be Implemented organisation
wise, department-wise or job-wise. Several public sector organlsatlons have followed this
strategy to reduce the problem of overstafting
Layoffs. Layofs can be temporary or permanent. Temporary layoff is due to the slackness
in business, machinery breakdown, power failure, etc. Workers are called back as soon as
work resumes to the nomal position. Permanent layoff is due to liquidation of the company.
Proper human resource planning and leveling the workforce at proper level can help to
reduce this effect.
Leave of Absence without Pay. This technique helps the company to cut the labour cost
and the employae to pursue his self interest. It also serves as a productive method to help
employees prepare for future plans. Some public sector undertakings followed this technique
to deal with the problem of surplus staft.
a Compulsory Retirement/liron Handshake. Under this program, the management identifies
surplus employees and discharges them from the service. Management does not provide
any cash or non-cash benefits to the employees other than normal retirement benefits at the
time of discharging or firing. That is why, it is called Iron handshake.

7. Chalking out Employment Plan

The next phase of human resource planning is to determine how the organisation can
obtain the quality and quantity of human resources required to meet the objectives as reflected
to meet the
by the personnel forecast. Long-term employment program must be chalked out
forecast deficits of human resource in the coming years. It will include steps like recruitment,
selection, placement, transfer and promotion. It may be noted all these steps are time-
consuming. Therefore, the human resource planner must have a long-term perspective in
view while designing the employment plan.

8. Designing Training Program

Another purpose of assessing the human resource inventory and demand forecasting is
to find out the training and development needs in the organisation. The operative employes
must be given appropriate training so that they may learn the required skills. Appropriate
development programs should also be designed for the present and the would be executives
so that the required talents could be developed. A detailed discussion of the methods of
training and development has been given later in this book.
Appralsal of HR Planning
After the employment and training programs have been implemented, an appraisal must
De made of the effectiveness of human resource planning. Deficiencies in the program should
be pointed out and the catalogue of human resource inventory shoutid be updated periodically.
 H I I R H MANNINC, AND JOB ANALYS 73
UMAN

The disadvantage of the labour stability index may be partly

of Servlce Analysls.
Length who leave.
.ame if an analysis al6o made of the average length of service people
18 of
deals
glves an Index of labour turnover. It ls still fairly crude because it only
o v o r c o n

Thisanalyis also
who loave.A more refined analysis would compare tor each service category the
with those who
aving
numbers loav
with the numbers omployed. If, for oxample, the total number employed with
was 80, the
pe montha sorvice was 80 and tho total with more than five /ears
less than throe
much more
artion of leavers in each category respectlvoly, say, 50% and 10%-would be
propor

revealing.

3.8
JALITATIVE ASPECTS OF HUMAN RESOURCE PLANNING
determining number of personnel for each job in the
Having done the exerclse of
nisation, it is now necessary to determine the precise nature of the job in terms of functons,
s and responsiblitles. This determinatilon of the nature of the job would help determining
heminimum acceptable qualities on the part of per8onnel required for adequate performance
resource
the ob in question. This aspect is referred to as the qualitative aspect of human the minimum
the nature of the job together with
olanning. The process of determining
eotable qualifications, aptitude and experlence, etc., on the part of personnel required for
termed as Job analysis. To quote Edwin B. Flippo "Job
adequate pertormance ofofthe job is and
anavsis is the proceSs studying collecting information relating to the operation and
rasoonsibilties of a specific job. The immediate products of this analysis are job descriptions
.and job specification'".
statement of the duties and responsibilities of
A job description is an organised, factual
a specific job.
In brief, it should tell what is to be done, how it is done, and why. It is a summary
and responsibilities in a job. Basically the job description indicates what is
of the tasks, duties
it is done, and briefly, how it is done. Performance standards flow
done, why it is done, where
and the satisfactory
directly from a job description, telling what the job accomplishes here is
performance accepted in each area of the job description.
The logic very clear. If
then they have a
employees know what is expected and what is good or poor performance, while
much better chance of performing acceptably. Unfortunately, performance standards,
beneficial, are often omitted from most job descriptions.
Ajob specification is a statement of the minimum acceptable human qualities necessary
it a standard öf personnel and
to perform a job properly. In contrast to the job description, is
lists
designates the qualities required for acceptable performance." Thus, a job specification
the various qualifications, skills, and experience an individual needs to do the job satisfactorily.
describes the person needed for
The job description describes the job; the job isspecification
to guide in the recruiting and selecting of
the job. The major use of job specifications
people to fil jobs.

3.9 PROBLEMS IN HUMAN RESOURCE PLANNING

Human Resource planning is not always successful. Some of the major stumbling blocks
are described below:
()Identity Crisis. There is generally identity crisis and many managers as well as
Human Resource specialists do not fully understand the total Human resource
planning process. There can be little doubt that unless the Human resource
planning specialists develop a strong sense of purpose, they are more likely to
fail.
 IeMAMK, AStVm K$int,
() Laok of Support of Top Management. Human rosOurcs planning rerit
and wholehoarted support fron tho top marnagemst,
In the asencA Ai 6
snsurs ths ngCKsary r s / ,
and commitment, It would not be possltble to
cooperation and nupport for the s166969 o ho hurman 680urca planning
()Inautfiolont Initlal Bftorte. Sucoosnlul hurmran r6s0urcs planningflourishgs, sl
and gradually Bometlimes sophloliatod toohnologlos Bre torcefully irnre
Just because compelitors have ndoplod thorn, Thøso riay not be SuCCAsstl
matched with tho nøads and onvironmont of iho part1Gular ontsrprise.
() Realetance from Employeos. Employ09 and trads unions often resist hu
rosource planning. Thoy fool that this plaining incr6Hses their overall wu
and regulatos them through produotlivity bargalning, They also feel that it u2
load to wide spread unomploymont, ospoolally of unskilled fabour.
( Coordinatlon wlith other Managorlal Funotlons, Thero is generally a tendent
on the part of the human rosourco plannere to remain aloof from other operatic
managere and to bocome totally absorbed In thelr own world. To be efective turna
1an
rOsource planning muet bo Intogratod with other management functions.
(v)Expenalve and TIme Consuming. Human rosource planning ie an expensive ane
and
consuming procous. Employors may roslst human ro80urce planning feelin
that it incroasos tho oost of human rosource
(vi) Uncertalntlos. Labour absonteolem, labour turnover, trade cycles, technological
changes and market fluctuatlone are the uncertainties whlch serve as constraints
to Human Rosourcos planning. It le rleky to depend upon general estimates of
human reeource In the face of rapid change8 in environment.
(vil) Ineuflelent Informatlon. In most of the Indlan organisatione, human resourca
information aystem (HAIS) has not been fully developed. In the absence
data It may not be poselble to develop effectlve human resource plane.

Guldelines for Efectve Human Resourcos Planning

The following guldelnes should be followed to Increase effectivenes8 of human resource
planning
(0 Organlsed Effort. Human reeource planning function should be properly
organised. A 80parate cell, section or committee may be constituted within the
Human Resources department to provide adequate focus, and to coordinate the
planning efforts at varlous levels.
() Support of Top Managoment. To be effective, in the long-run, human resource
planning must have the full eupport of top management. The support from top
management le eseentlal to ensure the nece8sary resources, cooperation and
support for the euccess of Human Resources planning.
(I) Slze of Inltlal Etftort. Human resource planning falls because of lack of sufficient
Inltial effort. To be successful, human resource planning should start slowly and
expand gradually. Development of accurate sklle Inventory, and preparation of
replacement chart are an Integral part of human resource planning.
 HUMAN RESOURCE PLANNING AND JOB ANALYSIS 75

(v) Coordination with other Management Functlons. To be effective, human

planning must be coordinated with other management functions. resource
there is a Unfortunately,
tendency on the part of human resource planners to become totally
absorbed in their own world
keeping aloof from the other operating managers.
() Integration with Corporate Plans. Human resource must be based
planning on
corporate ODjectives and plans. This requires development of good communication
channels between organisation planners and the
human resource planners. In
many organisations, such a communication is lacking and the human resource
plans are prepared in isolation of the fundamental organisational plans.
vi)Involvement of Operating Managers. Human resource planning is not a function
of human resource planners only. Successful
human resource planning requires
a coordinated effort on the of
part human resource department and the operating
managers to develop human resources plans.

3.10 CONCEPT AND APPLICATIONS OF JOB ANALYSIS

Job Analysis
Job analysis is the process of discovering and identifying the pertinent information relating
to the nature of a specific job. It is the determination of the tasks which comprise the job and
of the skills, knowledge, abilities and responsibilities required of the worker for successful
performance of the job.

Job analysis is a systematic collection and compilation of data abouteach job in the
organisation to redesign each job in such a manner so as to distinguish it from
the other jobs.

The process of job analysis is essentialy one of data collection and then analysing that
data. It provides the analyst with basic data pertaining to specific jobs in terms of duties,
responsibilities, skills, knowledge, etc. This data may be classified as follows:
Job analysis provides the following information
0 Job identification. Its title, including its code number;
() Significant characteristics of the job. Its location, physical setting, supervision,
union jurisdiction, hazards and discomforts;
i) What the typical worker does. Specific operation and tasks that make up an
assignment, their relative timing and importance, their simplicity, routine or
complexity, the responsibility or safety of others for property, funds, confidence
and trust;
(v) Which materials and equipments a worker uses. Metals, plastics, grains, yarns,
milling machines, punch presses and micrometers;
() How a job is performed. Nature of operation-ifting, handling, cleaning, washing
feeding, removing, drilling, driving, setting up and many others;
(Vi) Required personnel attributes. Experience, training, apprenticeship, physical
strength, co-ordination or dexterity, physical demands, mental capabilities,
attitudes, social skills;
(Vil) Job relationships. Experience required, opportunities for advancement, patterns
of promotions, essential co-operation, direction, or leadership ftrom and for a job.
 UMAN RANURCH PI.ANNING AND JOB ANALYSIS
Sme of the above informallon relatos to tha Job while the rest ls concerned
with tha
por8on dolng ho job, 10, the Job-holdar. The roqulrømønts of a job are known as
Joh
besorlptlon and the quallies demanded fron the job holder are termed as Job Speclflcation
T e , job tlescription and job speclficnlion aro the Imnødlato by products of job analysis.

JOD ANALYS1S
(4yatomatio oleotlon and complhatlon of Job data)

Job Desorlptlon Job 8peclflcation

(A statement of dutlos and (A btatomont of quallficatlons
responslblitlos of a roqulrod to portorm a
speollo Job) opocliflc Job)
The emphasls in Job analyale le upon dolormining the princlpal dutles of a job, the nature
and lovel ol oklle and aptltudos roqulrod to perlorm these activities, the relatilon of job
to
others in the organlaallon, rosponelblitloo Involved and
working conditions. its purpose to
describe and dellne tho dietinctlone among varlous Joba. Consldering emphasis is placed
is

upon acourate detalling of the human oharacterlatice, physlcal and mental skills, personality
ralts and so on noodocd to adequatoly porform the
Job.
EXHIBIT 2

JOB THRMINOLOaY
1. Taeki Ataoklsa dletlinct work activly with an ldentlflable beginning and end. For example,
typhng a letter le a taek porlormed by computer oporator
2. Job:AJob conelote ofa group of rolatod actvltles and dutles, For example, two computer
programmere porforming tho olmlar sots of aclvtes and dutles will be sald to be holding
the sane kind of job.
3. Poallon :A poeltion coneleteof a set of dutles and taske assigned to a single individual.
Blinoe a pollon la rolatod to an Indlvidual, there are as many positions as the number of
pereone, In a alty llbrary, for oxample, four employees (four posltions) may be involved
I releronoe work, but all of them have only one job (reference llbraran).
4, Job Famlly: AJob famly conslste of groups of diferent jobs that need similar skill. For
example, 8ales jobs and alerloal jobe.
6. Job Denorlptlon: AJob descriptlon ls an organlsed factual statement of job contents in
the form of dutloe and reaponslbltles of a speclic job.
6. Job 8peolloatlon: Ajob apoolfloatlon le aetatement of mnlmum acceptable qualtes
requlred In a job holder for the effectlve performance of the Job.

It le pertinont to distingulsh "Job analysis' from 'job design'. The latter involves the
conaldorallon of apealalleatlon and simplification, Job rotatlon, enlargement of scope and
depth In telation to the type8 of jobs In the organisation, the personal desires and motivations
 PLANNNG AND JOB ANALYSS
MAN RESOURCE T

t e empioyees the type of organisation, and many other situational tactors. Job design is
aand requires perspectve understanding and analysis of employees and organisational
u tjo
hBut job analysis examines the tasks, duties and responsibiltes contained in an indvidual
nt af
work or job
Job analyss 5 generaly conducted when :
An organisation is newly established and job are to be designed.
A new oD s created in
an established
organisation.
A job is changed signiscantly due to changes in technology. methods, procedures.
or systemS.
)The organisation is thinking of introducing a newwage and salary structure.
)The employees or managers feel that there exist certain inequities between job
demands and the remuneration it camies.

JDescripbo
A job description is an organised factual statement of job contents in the form of
duties and responsibilities of a specifñic job. The preparation of job description is necessary
other words, it
bedore a vacancy is advertised. t tells, in brief, the nature and type of a job. In
TOhesises the job requirenments. As the tte indicates, the document is descriptive in nature
and consitutes a record of job facts in an organised way as showm in Exhibit 3.
ExHIBIT 3

Specimen of Job Description

Job Tide Job Number Code. ***

Departme. Division/Section. ***************

Repotto Wiage Category

Summary of Job Duties

Pegular duties . *****

- Ocasiornal duties .

Working Conditions

Surroundings. ***

Work hazards.
Retation to Other Jobs
Promotion from.
Promotion to . vsotnirtao*******

Tools, Equipment, and Machines used.

Matertals used.
Mature of Supervision Required .
 78 HUMAN RESOURCE PLANNING AND
JOB AN
The contents of the job description have been discussed below
1. Job Title or Name. It is desirable that the job title should be
short,
suggestive of the nature of the job, 0.g, cashier,
personal secretary. definite an
definis
2. Job Location. By location we mean the name of the
under consideration exists. department whera ih
3. Job Summary. A short
the employee is
paragraph succinctly summarising the tasksS
helpful for subsequent convenient identification of performe
4. Duties to be the ioh
Pertormed. Each task to be performed should be
5. Machines, listed propet.
Tools, Materlals. The tools, machines, tly
in the performance of the equipments
job should also be included in the
and materials
e.
is necessary since these
items tend to indicate the nature
and
job description T
6.
Relationship with Other Jobs. Clear-out relation of the complexity of the i.
with other jobs in the job under consideratio
7. Working
organisation
will help to understand the
nature of the
Environment. The working job well
of the
physical conditions, hazards and other
in surroundingswithin the working area characteristics
should be described
subsequent interpretation
of job evaluation. to help
Job Specification
A job
specification
qualities necessary to perform document
is a
which states the
who is to be selected a job
properly. It sets forth minimum acceptable human
into human
to perform a
requirements sought in the person
particular job. Job specifications
qualifications required successful
for translate the job
the job. The descriptions
may relate to : ()
educational qualifications;
health; (iv) personality: performance of
(v) mental abilities; (i) training and experience; (ii) specifications
Specifications (vi) maturity; (vi) physique and
are often
guide in hiring and to be usedappended to job
creativity; (vii) aptitude, etc.
guide to the characteristics in descriptions.
job evaluation. In They intended to serve as a
are
hiring, they
checking of references. sought in the application blank, the are presumed to be a partial
tests, the interviews, and the
Job Specification vs.
Job Description
In
contrast to job
combines qualities description, job specification is a
educatilon, experience,required for
acceptable measuring rod of personnel and
assessed and recorded psychological attitude, performance of a particular job like i1s
proper assessment of on job specification document physical measurement, etc. The forma
people such as job these qualities depends upon the involve an element of qualities as
f analysis, job holder and hisvalue subjectivity. In
judgements of
twO
kept separate from supervisor. a number
sections-job job description document, job
will vary from identification and specification
be put. Such company to company human and requirements. The exact list of document incluo
attributes as
and according the uses to which
human
the
specifications written foreducation
each
to
experience are
requiremen
job specification
Specification is given in Exhibit 4. element of the job shouldalways indicated. As far as is
be
quantified. A specimenpossibli
of Jo
 PLANNING AND JOB ANALYSIs
UMAN RESOURCE 79

ExHIBIT 4
Specimen of Job Specification
JobTitle. *************** * Job Number/Code 4 te9>**u*oogrcoo****************

Department.. *********************
Division/Section . *******************s**************************
Job Analyst.. Age Limits **** ********************a*************************

Report to Wage Category.. ***°************************ ****************** ***

Educational Quallfications
Skills
Training
Previous Experience ***°°

Responsibility for Others

For others' performance **************.

For others' safety *******" *****

Health Condition ..
Any Other Requirement

Uses (Benefits) of Job Analysis Information

Job Analysis is an important component of human resource management system. It provides
important information which aids in redesigning jobs and organisation structure, planning staffing
procedures, designing training and appraisal programs as shown in Fig. 3.3.

HR Planning

Recruitnent and Selection

Placement

Job Training and Development

Descriptions
Job Evaluation
Job
Analysis Performance Appraisal

Job
Specifications Employee Counselling

Job Design

Organisational Design

Safety and Health

Fig. 3.3. Applications of Job Analysis.