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    Human Resource Management RENU JOGDAND What all resources are required to runa business ?? Concept: Human Resource Management Organizations are not mere bricks, motors, machineries or inventories. IT IS THE PEOPLE WHO MANAGE ORGANIZATION. Human Resource (HR) is most active, productive and sensitive resource (think & act), man behind machinery is more important. HR is important for achieving org. objective as they utilize all the resources effectively. HR is source of CREATIVITY. Plays 2 key role and hence should be nurtured. “the prosperity, if not survival of any business depends on the performance of its managers” — PETER DRUCKER Introduction: Human Resource Management HRM is concerned with the human beings in an organization. “The management of man” is avery important and ‘challenging job beceuse of the dynamic nature of the people. No two people are similar in mental abilities, strategists, Sentiments, and ‘behaviors; they differ widely also asa group and are subject to many varied influences. People are responsive, they feel, think and act therefore they can not be operated tite a machine of shifted and altered like ‘template in a room layout, They therefore need a tactful handing b) management personnel.” (you don’t say ‘Hey, lam motivating you! you do something to motivate a person without telling ) HRM js the process of managing people of an organization with a human approach. Human resources approach to manpower enables The marager to view the people as an'important resource. itis the approach through which organization can utilize the manpower not only for the benefits of the organization but for the growth, development and self satisfaction of the concerned people. Thus, HRM is a system that, focuses on human_resources Wevclopmere on Soc Kate antl ahertoe weanogemenk of people oa thesother hand So that people wil enjoy human city i ther Sraplaymet Introduction: Human Resource Management 3, what happens when you don’t trust or respect your employees? HRM is involved in providing human dignity to the employees taking into Secount their capacty, potentially, talents, achievement, ‘motivation, Skil, commitment, great abilities, and so on, So, that their personalities fre recognized a:'valuable human beings. Stustion one- abundance of money but no trust/ respect on employees, Situation 2- abundance of money. and trust/ respect on employees (If an organization can, trust, depend and draw from their bank Secount on the strength of their Capital. assets, they can trust, depend ond draw more on their committed, talented, dedicated ‘and capable people.) This is what the His involved in every business, managerial activity or introduction. 4. The principal component of an organization is its human resource or ‘people at, work. According to Leon C; Megginson from, the national int_of view Human Resources as, “the knowledge, skills, creative Bblities, talents and aptitudes obtained in the populstion; whereas from the . view point of the individual enterprise, they represent the total of inherent abilties, acquired knowledge and skils as exemplified in the " talents and aptitudes of its employees.” To sum up both points (Eg: Taj Hotel Karambir Kang) https://www.youtube.com/watch?v=v_nTM2inJiU, Introduction: Human Resource Management 5, Human resource has a supreme importance in the success of any organization because most of the problems in organizational setting are human and social (if you have good projects but stressed relationships amongst employees) (like inter-relations, decision, planning and strategies) rather than physical, technical or economical failure. In the words of Oliver Shelden, “No industry can be concentrated efficient so long as the basic fact remains unrecognized that it is principally human.” 6. Human Resources Management is concerned with the “people” dimension in management. Since every organization is made up of people acquiring their services, developing their skills, motivating them to high level of performance and ensuring that they continue to maintain their commitment to the organization are essential to achieve organizational objectives. This is true regardless of the type of organization, government, business, education, health, recreation or social action. Getting and keeping good people is critical to the success of every organization, whether profit or non- profit, public or private. (eg: Ritz Carlton Bali) Definitions of HRM 1. Edwin Flippo defines- HRM as “planning, organizing, directing, controlling, development, compensation, integration , maintenance and separation of human resources to the end that individual, organizational and social objectives are achieved.” 2. In the words of Dunn and Stephens, "The HRM is the process of attracting, holding and motivating all manager line and staff” 3. The National institute of Personnel Management (NIPM) of India has defined human resource as “that part of management which is concerned with people at work and with their relationship within an enterprise. Its aim is to bring together and develop into an effective organization of the men and women who make up an enterprise and having regard for the well-being of the individuals and of working groups, to enable them to make their best contribution to its success.” Read and Comment!! 1. “When people go to work, they shouldn’t have to leave their hearts at home.” — Betty Bender 2. “In order to build a rewarding employee experience, you need to understand what matters most to your people.” — Julie Bevacqua 3. “lam convinced that nothing we do is more important than hiring and developing people. At the end of the day, you bet on people not on strategies.” — Lawrence Bossidy 4, "I emphasize this - no matter how good or successful you are or how clever or crafty, your business and its future are in the hands of the people you hire”. - Akio Morta (Late) (Businessman and co-founder of Sony Corporation. Japan) 5. “Train people well enough so they can leave. Treat them well enough so they don’t have to.” — Sir Richard Branson 6. “The hardest challenge being an HR is that sometimes you have to be the LAWYER, the JUDGE and the HANGMAN.” — Hassan Choughari 7. “if you think hiring professionals is expensive, try hiring amateurs.” — Anonymous 8. "you must treat your employees with respect and dignity because in the most automated factory in the world, you need the power of human mind. That is what brings in innovation. If you want high quality minds to work for you, then you must protect the respect and dignity. " ~-Mr. N.R. Narayana Murthy, Chairman, Infosys ltd FEATURES OF HRM People 9. Itis pervasive in nature as iti 1. Itrelates to managi present in all enterprises. It is People oriented process (involvement, motivation & 10. Its focus is on results rather than on rules. co-operation) 11 It tries to help employees develop their potential fully. 3. it develop employees’ potentialities (HRD) pene p (a) 12. It encourages employees to give their best to the 4. itis an Integral part of org (RSD) organization. 5. itis Continuous function 13. It is all about people at work, both as individuals and 6. _ It Aims at securing employee co-operation Groups 14, It tries to put people on assigned jobs in order to 7 oriented produce good results. 8. ich: sociology, 15. It helps an organization meet its goals in the future by Psychology a providing for competent and well-motivated employees. cordial relations between people working at various levels in the organization, FEATURES OF HRM . Pervasive force - Action oriented Individually Oriented - People oriented 1. 2 3 4 5. Future oriented 6. Development Oriented 7. Integrating mechanism 8. Auxiliary (Supportive) service 9. Interdisciplinary function 10. Continues function OBJECTIVES OF HRM - uet- Employee first approach 1. Tohelp the organization reach its goals 2. To employ the skills and abilities of the workforce efficiency 3. To provide the organization with well trained and well motivated employees 4. To increase to the fullest the employee’s job satisfaction and self actualization 5. To develop and maintain a quality of work life 6. To communicate the HR policies to all employees 7. Tobe ethically and socially responsive to the needs of society OBJECTIVES OF HRM 1. Toattain maximum individual development 2. Tomold HR effectively 3. To establish desirable working relationships between employee employer 4. Toensure satisfaction to the workers, 5. To improve the service rendered by the enterprise to the society through better employee morale. (better group performance) 6. Tohelp og to achieve its goals 7. Tomaintain high morale and good Human relations 8 To establish and maintain a productive and self respecting relationships emong all the employees 9. To satisfy the individual needs of employees by offering the Sppropriate onelary non-monetary Benes.” oe 10. To ensure the availablity of 2 competent ard willing Importance of Human Resource Management: significance of HRM can be seen in three contexts: organizational, social and professional. Organization Significance: HAI is of vital importance to the individual organization asa means for achieving their objectives. It_contributes to. the achievement of organizational objectives in the following way 1. Good human resource practice can help in attracting and retaining the best people in the organization. 2. Developing the necessary skills and right attitudes among the employees through training, development, performance appraisal, etc 3. Securing willing cooperation of employees through Motivation, participation, grievance handling, etc. 4, Effective utilization of available human resources, 5. Ensuring that enterprise will have in future a team of competent and dedicated employees. Importance of Human Resource Management: Significance of HRM can be seen in three contexts: organizational, social and professional Professional Significance: Professional significance of HRM lies in developing people and providing healthy environment for effective utilization of their capabilities. This can be done by: 1, Developing people on continuous basis to meet challenge of their job. 2. Promoting team-work and team-spirit among employees. 3. Offering excellent growth opportunities to people who have the potential to rise. 4, Providing environment and incentives for developing and utilizing creativity. Importance of Human Resource Management: Significance of HRM can be seen in three contexts organizational, social and professional. Social Significance: (Mirchi and mime, echoes eee delhi café ad) Social significance of HRM lies in the need satisfaction of personnel in the organization. Since these_personnel are drawn from the society, their effectiveness contributes to the welfare of the society. Society, as a whole, is the major beneficiary of good human resource practice. i. Employment opportunities multiply. ii, Scare talents are put to best use. Companies that pay and treat people will always race ahead of others and deliver excellent results Role play situations 1. Building interpersonal relationships and managing conflicts : 2. Linking training with performance : 3. Moving from patriarchal and hierarchical management to amore team based, informal organizational culture- 4. Retaining talent : 5. Going Global: 6. Creating high performance culture: PERSONNEL MANAGEMENT PM is different from HRM. Personnel means persons employed. Hence, PM views the man as ECONOMIC man who works for money / salary. HRM treats the people as human beings having economic, social and psychological needs. Thus HRM is a broader scope than PM. Huh??!! PM??HRM??. PMundestood that his company follows human resource policy, but not the personnel policy and therefore heshould bea HR manager — BE Ee nae een aun es MrBhat, Personnel Manager of IVS Group approached the Managing Director and appraised him of the absence ot ‘MuPerumal, Driver for the past 30 days and requested him to approve the show-cause notice to be served to MrPerumal as, per the Labour Rules in force. 2 ‘The Managing Director saidto Mr.Bhat: when Mr.Perumal, has been absent for the total month, your duty isin Mr.Perumal's house but not in the company. Go immediately to Mr.Perumal's house and report to me belore 5 pm. today. Mr.Bhat went to Mr-Perumal's house and found that MrPerumal has been in distress as he has been ting to mobilise Re.one lakh to get the treatment to hie sick wife in a roputed hospital in Chennai. Mr-Bhat alongwith Mr Perumal met the M.D. of the company at 3.00 p.m. and appraised him of the reason for his distress and absenteeism for a month. ‘The M.D. immediately contacted the hospital and informed them that the company will pay Fis.one lakh tomorrow and asked them to conduct the surgery on Mr.Perumar’s wife tomorrow itself. ‘The M.D. ordered Mr.Bhat to arrange to issue a cheque for Rs.one lakh and also pay Rs.10,000 to Mi.Perumal to meet incidental expenses as grant. Mr.Perumal was surprised al the decision of the M.D. and emotionally touched his feet. The M.D. told MrBhat, problems of our employees are our problems, treat them as human beings. This news spread in the entire company within no time and the employees felt highly secured. The productivity levelin the company doubled in the following month itself. _ McBhat then understood that his company follows resources policy, but not personnel policy and therefore, he Distinguish between HRM and PM Refers to the management of people Management of employees’ knowledge, attitudes, skills and social behavior. ‘Treats employees as an economic man as his Treats the employee not only as an economic services are exchanged for wages/ salaries man but also a social and psychological man Employees are treated as Cost Centre and Employees are treated as Profit Centre and therefore mgmt. makes an attempt to control hence mgmt. invests in HR Developent ‘the cost of labour The services and capabilities of employees are The services and capabilities of employees are used mainly for the benefit of the org utilized for mutual benefit or interest Communication mostly flows downwards Communication mostly flows downwards, upwards, horizontal, informal Distinguish between HRM and PM Daren ee eae Pence hae eas Payment of a employee is decided on the basis of job evaluation (fixed grades) T&D is undertaken to import knowledge and to develop skills The key relations are Labour- Mgmt Not much emphasis is on employees’ participation in decision making Payment of a employee is decided on performance T&D places emphasis on the development of knowledge, skills, attitudes and social behaviour Employees are treated as internal customers and therefore mgmt. makes every possible effort to serve employees with better treatment and facilities emphasis is on employees’ participation in decision making Your first day on the job!! i x Personnel policy manual Every organization has its well prepared personnel policies. Such policies deal with employee welfare and benefits, employee relations, employee discipline, policy towards labour unions and so on A document/ booklet which contains the details of personnel policies of an organization is called personnel policy manual/ personnel manual. It is a comprehensive document which serves as a guide/ reference book to employees, managers, supervisors. They can refer to such manual as and when required for dealing with personnel problems or while taking decisions on personnel matter. Personnel policy manual All businesses have policies and procedures that employees need to follow. Part of ensuring that your employees follow them is making sure they are aware of your company’s specific Riles snd have Secost 3 chem the bast way Toda thet eo Provide each employee with a copy of your company’s policy Policy and, procedure manuals include everything from the company dress code to the holiday schedule to use of social media at work. Other rules that are included in a policy and procedure manual include: Paid time off and sick days policy Workolace safety procedures Internet and emal policy ; se of company property policy Payrall policy, ncuding overtime and breaks sScrminatign and harassment policy Substance use poly, ncudirg rug testing ; Bereavement, jury déty and maternity/paternity leave policy How worslace dsputes are hancled Privacy policy” ‘The specific policies and procedures that you include in your manual can vary depending on the type of industry in which You operate. For instance, you have'a health care company Where empioyees regularly ‘interact with clients, you may include a policy about protecting client information and another about the protocol for interacting with clients. Employee manuat Objectives of personnel policy manual 1. Providing systematic approach to policies and practices (gives direction) 2. Providing @ fundamental communication tool to supervisory staff. ( complaints, grievances) 3. Avoid difficulties due to misunderstanding of personnel policies 4. Provide fair opportunity of employment to all employees 5. Provide guideline for consistent application of personnel policy. (throughout the org) http://brewermaine.gov/wp- content/uploads/2019/08/General-Personnel- Manual.pdf Benefits of policy manual Gives clear explanation of existing policies Useful tool in supervisory training (PM acts as the ready reference book to supervisors) Acts as document of company’s faith on fair personnel policies. Enables managers to maintain cordial personnel, relations. Avoids unfair employment practices. NETFLIX Evolution of Human Resource Management kK, From industrial revolution era to the present era, Evolution of HRM ... various stages to development of management of human resource practices may be classified as follows: 1. Industrial revolution era— 19th century 2. Trade union movement era — close to the 19th century 3. Social responsibility era — beginning of the 20th century 4, 5. Human relations era— 1930s-1950s entific management era— 1900-1920s 6. Behavioural science era— 1950s-1960s 7. Systems and contingency approach era - 1960 onwards 8. Human resource management era — 1980 onwards Evolution of Human Resource Management 4. Industrial Revolution Era: The systematic development of HRM started with industrial revolution that started during 180: in Western Europe and USA. The industrial revolution conssted, essentialy, the development oF machinery, te {se of mechanical energy in production processes, and consequent the emergence of the concept of feckory with’ forge numberof workforce working together. The factory system replaced the old cottage system. Industrial revolution brought out a number of changes ike centralized work focations with lafge numer of workers working fogether, mecranized production process, migration of workers from ther place of origin, and Indirect contact between factory owners and workers In order to, manage people in the factory system of industrial revolution, three systems of HRM were developed: recruitment of workers, taining for workers, anc control of workers. However, tie Basic phitosopny of managing workers revolved around master-servant relationship. 2. Trade Union Movement E Shortly after the emergence of factory system, workers started to organize themselves based on ‘heir common intefests {0 form workers” assecations Which were subsequently krown a: tage unions: rhe beste oojecuves of Mase asociatons were to safeguard interest of hel members ané to srt out the fous of work and poo'workingcondtion. Later, other aspects of work such as economic problems and wages, employee benefits and services, etc. aso became issues. These trade urlons started such Weapons as sirkes, siowdowns, walkouts, boycotts, etc, for the acceptance Of thelr demands These activities of the trade unions forced owners and managers to adopt Employer erevance handing systems, srtation 2e 3, meant. of reine Contiels between owners/managers and workers, ‘iscplinary_ practce, Expansion of employee benefit programmes, holiday and vatation tite, cleat Sefintion of job duttes, job night through seniority and installation Of rational nd defensible wage stucturen ° ” Evolution of Human Resource Management 3. Social Responsibility Era: In the first decade of 20th century, some factory owners started adopting a more humanistic and atemalistic apprgach towards Workers. Paternalistic approach to {agour managernent Dazed en the phvosophiy that labour is Just Ike's cid 2nd ‘owner Is just like a father and the owner should take care of his labour just ike 3 father takes care of hs chidren. Those industrialists who adopted paternalistic approach offered 2 number of Concessions and faclities to abouf force lite reduced number of work hous, ieproved lites atwor lace model lage: Co worers atc Ase races ‘Many critics to paternalistic approech viewed thet this approach was adopted to Overdome the problems posed | iy abe non moyetment as plenty of trode Sinions emerged ‘which frequent interrupted work performance. Employers observed that workers were going Out of their control and to overcome ‘his problem, they implemented welfare scheme. Thus, ths was a compulsion rather fran aphilosopry. 4. Scientific Management Era: ‘Around the beginning of 20th century, Taylor started to find out ‘one Seat way of Cong ting’ based on tine and motion studies, One Baus" of ‘nis experiments, fe was. able ‘to. mcease Workers reductvity consdersbly and wrote many papers based cn these Exgertmant Sed a book Gn scentine management ‘The main principles of scientific man2gemont are: Replacing rule of thumb with science, (i) harmony, nat conc ly ssoperatcn ot davai, an) seylopet of acho Mocoope ater ot cre tvauamy ana) ceaenres cht ae cider a a ea a SNP ipleadon ot wore and Seren pce wage sem Evolution of Human Resource Management 5. Human Relations Era: Around 1920s, management researchers. gave a close look at the human factor at work and the variables that affected people’s behaviour. Before that, Hugo Munsterberg wrote 2 book on ‘Psychology and Industrial Efficiency’ which suggested the use of psychology in the eld of personnel testing, interviewing, attitude measurement, learning, etc. This brief period was termed as ‘Industrial Psychology Era’. In 1924, a group of professors from Harvard Business School, USA, began an enquiry info the human aspects of work and working conditions at Hawthorne plant of Western Electric Company, Chicago. They conducted researches from 1924 to 1932 and arrived at the conclusions that productivity of workers depended on- (i) social factors at the workplace, (ji) group formation and group influence, (iii) nature of leadership and supervision, and (iv) communication. They concluded that in order to have better productivity, management should take care of human relations besides the physical conditions at the workplace. Consequently, the concepts of social system, informal organization, group influence, and non-logical behaviour entered the field of management of personnel Evolution of Human Resource Management 6, Behavioural Science Ere: In contrast to human relations which assume, that happy workers ae Productive workers, the ‘betavioural. scientists have been goal. and Efficiency: ortented and consider understanding of numan behaviour to be the major means to that end. They have. tried several sophisticated research methods to understand the néture af work and the people in the Wark environment. The contribution of ‘behavioural. scentists to Management practices consists primarily of producing new insights rather fFan- new techniques. 1t has developed or expanded 2 usetul way of thinking about the role of the manager the nature of organteations, and the Eehavigur of individuals withm organizations. As agaist rumen reations ‘model, they have given the concept of humar resource model. \Najor conclusions of the contributions made by behaviouralists are as fellows! J. People do not dislike work. if they have been helped to establish fobjectves, they will want to achieve them. In fact, Job self Is. 9 source Of ‘motivation and satisfaction to employees. ‘wos people can exercise a, great deal of st iection and se contol 1nd generate more creativity than required in their current job. Therefor Hfeiintapped potertial remans unused \ * Managers’ basic job is to use untapped human potertial in the organization. Iu Manager should create a healthy ervirormert wherein all persons can clntribute othe eS of ew capneny he eruonment SHOU provide 8 health, safe, comfortable, and convenient place to work \. Managers should provide, opportunity for se-direction, by thelr Liners and thoy? must be Bncturaged to artlpste fully inh important matters. i, Operating efficiency can be improved by expanding subordinate Intuentes sel drectonand etfcontrac* Y S*P2neing vil, Work satisfaction may improve as a ‘by-product’ of subordinates makin Yuiluse oftheir potential > yer * ‘Behavioural science era led to the development of two-way communication, Participation ‘of employees. In dedston making, joint goal-setting, group Synamics, management cevelopment, and management of change in he olgantuation ‘These contributions of behavicural science era are backbone of behavioural approach of human resource management even inthe present context Evolution of Human Resource Management 7. Systems & Contingency Approach Era: Systems and contingency approach has 2% attracted maximum attention of thinkers in management in the present era. It is an integrated approach which considers management of human resources in its totality based on empirical data. The basic idea of this approach is that analysis of any object must rely on a method of analysis involving immediate variations of mutually-dependent variables. —_— This happens when systems approach is applied in managing human resources. 8, Human Resource Management Era When the factory system was applied in production, large number of workers started Working together. X need was el that there shouid be someone who should take dfulung, developing, and looking afer wotare ot URese worker: For THE urpese, Industrial relatons department came into existence in most of the large Ergonaations wich wos soncerned mostly with waver However, a the time pasced andthe compladty of managing hunan resources in large business organizations increased, the scope of industrial relatons department was extended to cover supervisory staf and subsequently managerial personnel industrial tetauons department was named ss personel department. With the increasirg competition for, market share, competition for resources Including humar ‘and increased knowledge in the felé of managing human Ia aver ro ated pu pou spe fae po: jogical beings as a-prime source of organizational ess 2 large organizations changed the nomenclature of their personnel department to human resource ‘department to reflect the contemporary view. fen the American Sock for Personnel Administration, th Inrest orofessioal Exsocition in the Feld of human sasource manggemant changed te rame tote Society for Human Rescurce Maragement in 1960. At the academic level, simior fatter was folowed and the tle of persomel management course was changed to aman fesouree menagernent Sitce Gen, the expression fs Gradually TeplaORg tHe Tackreyed term ‘pesonrel management Period before industrial revolution — The society was primarily an agriculture economy with limited production. Number of specialized crafts was limited and was usually carried out within a village or community with apprentices assisting the master craftsmen. Communication channel were limited. Period of industrial revolution (1750 to 1850) — Industrial revolution marked the conversion of economy from agriculture based to industry based. Modernization and increased means of communication, gave way to industrial setup. A department was set up to look into workers wages, welfare and other related ssues. This led to emergence of personnel management with the major task as — Worker's wages and salaries = Worker's record maintenance = Worker’s housing facilities and health care ‘An important event in industrial revolution was growth of Labour Union (1790) — The works working in the industries or factories were subjected to long working hours and very less wages. With growing unrest , workers across the world started protest and this led to the establishment of Labour unions. To. deal with labour issues at one _end and management at the other Personnel Management department had to be capable of Bolltcs and diplomacy thus the industrial relation department emeged. he meusinal setason Sepenmens Post Industrial revolution — ih ae A” mu ‘The term Human resource Management saw a major evolution after 1850, Various studies were released and many experiments were conducted during this. period which gave HRM altogether "a new meaning ard Importance Arie overview of major theories release during ths perio is presented Frederick W. Taylor gave principles of scientific management (1857 0 1911 fes'to the evalitof of Sienffc human resource managemert approach which was involved in = Worker'straining Maintaining wage uniformity — Focus onattaining better productivity Hawthorne stucies, conducted by Elton Mayo & Fritz Roethlisberger (1927 {¢ 1940), ~ Observations and findings of Hawthrone experiment shifted the fects of Numan resource rom inceasng workers productiiy 10 Increasing worker’ efficiency through greater work satsfaction. Douglas McGregor Theory X and Theory ¥ (1960) and Abraham Maslow's Rerarchy of needs ( 2958) These. studies anc) gbservations led tothe transition from the adminisjativeand pasive Personnel Management Spproach to. a. more dynamic. Human’ Resource Management Pproach which considered workers as avaluabe resource 7 ‘As.a result ofthese principles and studies , Human resource management Secame-ncressingly fine management fufcton--Trked to core business ‘Sbelations. Some‘f the maior acvaies OFPIR department are ised as" Recruitment and selection of skilled workforce. Motivation ard employee benefits Training and development of workforce Performance related salaries and appratcal. Strategic Human Resource Management Approach With increase in technology and knowledge base industries and as a result of global competition , Human Resource Management is assuming more critical role today . Its major accomplishment is aligning individual goals and objectives with corporate goals and objectives. Strategic HRM focuses on actions that differentiate the organization from its competitors and aims to make long term impact on the success of organization. STRATEGIC |Human Resource Management. Ashwathappa 7e page 43 Job Analysis Job A job may be defined as a “collection or aggregation of tasks, duties and responsibilities which as a whole, are regarded as a regular assignment to individual employees”. In other words, when the total work to be done is divided and grouped into packages, we call ita “Job”. Each job has a definite title based upon standardized trade specifications within a job; two or more grades may be identified, where the work assignments may be graded according to skill, the difficulty in doin, them, or the quality of workmanship. Further, a jo include many positions, for a position is @ job performed by, related to, a particular employee. AISI) Lets say you have a vacancy in marketing dept. tell outsourced agency what kind of person you need and his/her responsibilities/task/duties etc Job Analysis?: It isa systematic analysis of each job for the purpose of collecting information as to what the job holder does, under what circumstances it is performed and what qualifications are required for doing the job. Job Analysis 1. For scientific recruitment- attention needs to be given to the nature of the job for which recruitment is eguired. Scientific R&S is possible only when they are made in the light of the details available from JA. 2. Clear_understanding of a_job_ is called job study/ ob analysi 3. It suggests details about the job to be performed and the human qualities and qualifications required for performing that job effectively. Definitions of Job Analysis Edwin Flippo: “Job analysis is the process of studying and collecting information relating to the operations and responsibility of a specific job”. Definitions of Job Analysis Harry Wylie: “Job analysis deals with the anatomy of the job ... This is the complete study of the job embodying every known and determinable factor, including the duties and responsibilities involved in its performance; the conditions under which performance is carried on; the nature of the task; the qualifications required in the worker; and the conditions of employment, such as pay hours, opportunities and privileges”. What Happens If an Organization Doesn't Conduct a Job Analysis? Organizations that don't conduct a thorough job analysis may end up hiring the wrong people and setting unrealistic performance standards, They may also have a difficult time attracting talent and identifying top performers. Nearly 75 percent of employees admit having hired the wrong person for a job, reports Northwestern University. The same source states that bad hiring decisions cost companies about one-third of an employee's first-year expected earnings. Think about the costs associated ‘with recruitment, training, onboarding, poor work performance and mére. One way to mitigate this risk and increase your chances of hiring the right candidate is to conduct a jpb, analysis. ,the ‘Society’ for “Human Resource jis as the process of ic ualifications and activities needed for apa it_also encompasses the conditions under which the work is Berformed. anagement defines job anal ifying the skills, responsi Job analysis is the foundation of human resources management. This process has the role to help organizations identify the human attributes required for a specific role, as well as the duties and responsibilities involved. HR managers must, gather, evaluate and summarize this information so they can use it to create compelling jo descriptions and make informed hiring decisions. Job analysis data may be also used for performance and risk management, employee training, career planning and other HR activities. — — = ZS edie cate oN Uses of Job Analysis Job Analysis is not useful but an essential part of organizational strategies to serve the following purposes: (bookPearson BUJU pg 133) Organization and Manpower Planning: It is helpful in organization planning, for it defines labour needs in concrete terms and coordinates the activities of the work force, and clearly divides duties and responsibilities; Recruitment and Selecti By indicating the specific job requirements of each job (i.e. the skills and knowledge), it rovides a realistic basis for the hiring, training, placement, ransfer and promotion of personnel. “Basically, the goal is to match the job requirements with a worker's aptitude, abilities and interests’. It also helps in charting the channels of promotion and in showing lateral lines of transfer; Wage and Salary Administration: By indicating the qualification required for doing a specified job and the risks and hazards involved in its performance, it helps in salary and wage administration. Job analysis is used as a foundation for job evaluation; 1 Uses of Job Analysis Job Re-Engineering: Job Analysis provides information, which enables us to Change Jobs in order to permit their being managed by personne! with specific characteristics and qualification. Employee Training and Management Development: Job Analysis provides the necessary information to the management of training and development programmes. It helps to determine the content’ and subject matter of in training courses. It also helps in checking application information, interviewing, weighing test results, and in checking references. Performance Appraisal: It helps in establishing clear cut standards which may be compared with the actual contribution of ‘each individual; Health and Safety: It provides an opportunity for identifying hazardous conditions and unhealthy environmental factors so that corrective measures may b taken to minimize and avoid the possibility of accidents. (mine/ firecracker factory/ airhostess/IT- odd hours/Navy) 1 In sum, it may be noted that job analysis is a systematic procedure for securing and reporting the information, which defines a specific job Uses of Job Analysis Employee Orientation: Effective job orientation cannot be accomplished without a clear understanding of the job requirements. The duties and responsibilities of a job must be clearly defined before a new employee can be taught how to perform the job. Utilizing Personnel: Job Analysis information can help both employees and managers, pinpoint the root of a problem if employee functions are not adequate. Pera ON) 3. Maintenance of log records Techniques of Job Analysis Data . Personal observation . Sending out questionnaires (next slide) . Conducting personal interviews Job Description The preparation of job //.O/ description is necessary A before a vacancy is — advertised. It tells in brief the nature of a job. In other / words, it emphasizes the job requirements. Definition of Job Description Edwin Flippo: “Job [mT = Description is an organized factual statement of the duties and responsibilities of a specific job. It should tell what is to be done, how it is done and why.” eye The details given in Job Description Job title Organizational location of the job ‘Supervision given and received Materials, | tools, worked with Designation of the immediate superiors and subordinates Salary levels: Pay, DA, other allowances, bonus, incentive wage, method of payment, hours o work, shift, break etc. (Deamess Aliowance is paid by the government to its employees as well as a pensioner to offset the impact of inflation. The effective salary of government employees requires constant enhancement to help them cope up with the increasing prices.) 1 2. machinery and equipment Complete list of duties to be performed separated according to daily, weekly, monthly and casual, estimated time to be spent on each uty Conditions of work: Location, time, speed of work, accuracy, health hazards, accident hazards Trai 1g and development fa Promotional chances and channels pprmneemenen rename orner rae rae eC Job Description Pecan al Conner repre eres co ewe cons Foon Sarpy Change Teed enc nana de aon opans pos aoe Ra mesos [780 — mension, ney AccouNTABRITES. ernbn Ta Romane noc tig pe serene betwen [Saeaingeemet Sa Job Specification Job specification is based on job description. It is a written statement of qualifications, traits, physical and mental characteristics that an individual must possess to perform the job duties and discharge responsibilities effectively. Definition of Job Specification Edwin Flippo: “Job Specification is a statement of minimum acceptable human qualities necessary to perform a job properly”. Job Specification covers: aye ene Educational and professional qualifications Skills — Practical experience So Physical fitness Pena Sr oes ew Se nae Special qualities required for performing the job Intelligence, judgment and initiative required for performing the job Jol) Aivalysis Job Description Jol Specitication Scientific Recruitment & Selection Job design ‘economicsdiscussion net/human sesource-management/what is- Job design logically follows job analysis. Job analysis provides, job related data as well as the skill and knowleds petted Sf le cannon to decharge te abe 7 Jb dasien invalves oreapizing tasks, dutes and responsibilities into a unit of Wonka Sehlowe denseragectves: 7 Job design Is the process of deciding on the contents of a job in terms of its duties and responsibiities on the methods toe used incartying out the job in ferme af echnaes, sytéms 4nd procedures and on the velguanshie that Shaul eat between the Job holders and he SupePsos, subordinates and colleagues. The main objectives of job design are to integrate the needs of the individuals and the requirements of the organisation. © Needs of the employees include job satisfaction in terms of Interest, challenge and achievement. © Organisational requirements are high productivity, technical icency and quality of work. “Job design” refers to the way that z set of tass, oran entire ob, sorgenize. 0b desigh helps to determine: vias doe Hone se ie Hori a oe Int eer tt a oe Jo eg nga mons te ns lp say sn ne Sa te errr reba ate Jol design isthe logical sequence to job analysis. tinvolves conscious efor 1 organize tant ates end responses tree aunt of work spas fo ‘efi organizational objected. Itdeals with the alocstion znd atrangerert inlzational work activities ane tasks into sets where 2 singular set af fies consttutes a “jeb" and wtih fe subsequently pertormed by 2 Bb If we talk about job analysis and job design, the latter focuses on a different process. Job Design integrates the tasks, responsibilities and duties that are quintessential for a spetificjob profile-it also puts together the work content and qualifications needed for a job profile according to the requirements of an organization as well asan employee. The key difference between job analysis and job design is that job analysis aims to put forward the description and specification for a job profile while job desi Fespon goals. Carries out the further process of finalising the. actual tasks, and ies the employee will be performing to actualise organisational Moreover, job design has a crucial role in, ensuring, well-designed, jobs anc encouraging and boosting the morale of employees. As per Louis E.Davis, Job Design can be simply defined as “the specification of the content methods and relationships of jobs in order to satisfy technological and ‘organizational requirements as well as the social and personal requirements of the job holder’. Job Design Job design is defined by Michael Armstrong, “as the process of deciding on the content of a job in terms of its duties and responsibilities; on the methods to be used in carrying out the job, in terms of techniques, systems and procedures and on the relationships that should exist between the job holder and his suoeriors. subordinates and colleagues” Job Design Decisions Important goals of job design 1. To meet the _ organizational requirements such as _ higher productivity, operational efficiency, quality of product/service etc. and 2. To. satisfy the needs of the individual employees like interests, challenges, achievement or accomplishment, etc. i. Facilitating the interest of employees towards the job and enhancing their satisfaction ii. Increasing employee motivation and productivity ili. Enhancing employees’ skills by identifying their taining iv. Covering the modern needs of employee participation v. Ensuring safer working environment vi. Making the communication process clear and effective in the organization vii. Improving the quality of working life of employees vi ating the unnecessary levels of supervision, checking, and control ix. Establishing high-level standards for customer service x. Minimizing cost by reducing wastage. Qu PFwWwNnN bP Poorly designed jobs often result in Boredom Increased turnover Reduced motivation Low levels of job satisfaction Less than optimal productivity Increase in organizational costs Factors affecting Job Design Characteristics of task ( one main task which consists of number of interrelated elements) Work flow, Work practices (set methods/ ways of performing work) Ergonomics : physical abilities and the characteristics of individuals Environmental factors: employee availability and ability- eg: actuaries, social and cultural expectations (hours of work, rest breaks, holidays) Techniques of Job Design es Job Simplification This requires that jobs be broken down into their smallest units and then analyzed. Each resulting subunit typically consists of relatively few operations. These subunits are then assigned to workers as their total job. This is done so that employees can do these jobs without much specialized training. Many small jobs can also be performed simultaneously, so that the complete operation can be done more quickly. Time and motion studies are often used for work simplification erie Advantages of Job Simplification Requires less training eLess costly unskilled labour elncrease in speed Job Enlargement: (Horizontal) The Job Enlargement refers to the horizontal expansion of [obs wherein ore and more sctuites, and tks are added {othe exiting Job scope at the some level in the organtzation Job enlargement meansincreasing the scape of duties and sibilities of an. individuel. by adding the related activities to, his existing job profile and generally without Sny change in his authority and his level in the hierarchy in the organization. The purpose behind the job enlargement is to increase the employee flexibility and reduce the monotony that occurs gradually over a period of time. Often, the employees are not requited to get the trainin for the task-reloted activities because he is already aware ol that and is doing for quite some time. It involves expansion of the scope and width of the job by ‘means of assigning certain closely related operations. E.g. a dlerkin an office doing typing work may be also ‘assigned tasks of drafting simple letters, sorting mail and filling of papers. This will educe his boredom and mai Example: ‘A person hired to handle the reception work is responsible for handling customer enquiries, queries and calls on the front desk. She kept on doing the Same work for two years and got bored. She discussed the problem with the HR manager, who plannes to implement job enlargement for making her job profile interesting. Few more task were added to her job profile like interacting with the clients and making outbound calls to create new customers for the company, These added tasks reduced her monotony. Job Enrichment: (Vertical) 1. Itisa direct outgrowth of Herberg’s Two Factor Theory of Motivation. 2. tis therefore based on the assumption that in order to motivate Personnel, the job itself must provide opportunities for achievement, Fecognition, responsibility, advancement and growth, & 3. The Job Enrichment is the job deslan technique used to increase the satisfaction among the employees by delegating higher authority and responsibility to them and thereby enabling them to use thelr ables to g the fullest & 4, Succession planning It involves the vertical expansion of jobs by increasing the amount of worker responsibilities associzted with the positions. 6. Eg. a worker who previously only loaded boxes for delivery into a trailer may be given the responsibility of verifying that the customer order is correct. 7. Through job enrichment, autonomy, esponsibility and control becomes part of aworker’sjob. 8 Thisin turn leads to greater feelings of satisfaction, higher motivation and increased productivity Job Enrichment: (Vertical) Example 1. A human resource executive was_ initially responsible for maintaining the employees’ record and calling the candidates for interviews as directed by the HR manager. To add more value to the HR executive’s job profile, the manager gave him some authority related to the work already assigned to him. (joining + formalities, reference check) 2. The new responsibilities included providing the employees’ provident fund details to the accounts department, keeping contact with the provident fund office and initial scrutinizing of + the candidates for the interviews. These additional responsibilities hold authority and accountability, making the employee more efficient, confident and satisfied with the job. Job Rotation This refers to the movement of an employee from one job to the another over a designated period of time. Jobs themselves are not actually changed, only the employees are rotated among various jobs. An employee who works on another job for some days or months and returns back to the first job. Job Rotation This would relieve the employee from boredom and monotony, improves the employee's skills regarding various jobs and prepares the employee to meet the contingencies. This is also intended to improve worker’s self- image and provides personal growth. Respect, job will get different prespective ot Benefits of job rotation Raises fundamental reward potential of a job (versatile ) Beneficial for the organization Makes employee competent in several jobs Improves interdepartmental co-operation motivates employees Reduces boredom Job Rotation- limitations 1. However, job rotation can have a very limited potential. 2. It does not change the basic nature of jobs. Rather an employee is asked to perform several monotonous jobs in place of a single job. 3. Therefore, the employees who want a challenging and satisfying job still feel frustrated. 4. Moreover, frequent rotation of employees may cause interruptions in the work routine of the organization. Should all employees receive the same pay scale? Or should one be paid differently if onehas Graduate, MBA, 10 years experience, better performance and/or greater 15yeras in the company, outstanding seniority? » Job evaluation One job differs from the other. Wage payment also differs from job to job. Job evaluation mean determining the relative worth of a job in an organization by comparing it with other jobs. Job evaluation helps in establishing job hierarchy. “job evaluation is a systematic and orderly process of determining the worth of a job to other jobs within the organization.” Job evaluation different from performance appraisal ? Job evaluation different from performance appraisal ? 1. Meaning Finding the relative worth Finding the worth of a jobholder. of a job. 2. Aims Determining the wage Determining incentives rates of different jobs. and rewards for superior performance. 3. Shows How much a job is worth, How well an individual is doing an assigned work. 4 It considers the It considers the abilities Consideratio requirement of various job and performance of n in term of Job individuals. description and job ‘specification. Job evaluation 1. It is a systematic and orderly process of determining the worth of a job in relation to other jobs. 2. The objective of this process is to determine the correct rate of pay. 3. It is therefore not the same as job analysis. Rather it follows the job analysis process, which provides the basic data to be evaluated. Methods of Job evaluation Qualitative : Ranking method 1. This method is considered to be simplest and rr DSI the least formal of all job evaluation method. In this jobs are arranged in order of 4, Accountant 3000 importance, with the most important job at the highest end and the least important job at 2. Accounts Clerk 1800 the lowest end. The remaining job are arranged as per their relative imp through 3. Purchase 1700 suitable evaluation techniques. Assistant 2. The ranking of jobs is carried out by a 4 Machine- 1400 committee of experts called job raters, they are supplied with the necessary information (ob operator description) for ranking of available jobs 5. Typist 900 3. Jobs are arranged in each department and , then depts. Ranking are combined to develop § Office boy 600 an org. ranking. Qualitative : Ranking method Ra 4. Accountant Little paper work 2 Accounts Clerk 1800 i i 3. Purchase 1700 Suitable for small establishments home Demerits : 4. Machine- 1400 rator It does not indicate the imp d f differences of jobs we joes not indicate the imp degree of differences of jot 2 - May offend people 6 Office boy 600 Raters general knowledge about the jobs ‘Subjective judgments (les accurate and not fully reliable ) Not suitable for large org Qualitative : 2. Classification method 1. Classification method is a revised version of the ranking method that considers one whole job of am organization and divides the job into cfferent grades and levels. Class! 2. Accordingly, grades/levels are defined in terms of certain factors such as the key tasks carried out, skill, competence, experience, initiative and assy responsibility. CLASS | consist of employees atthe executive level, 2. CLASS tteonsiet of employes atthe operational siled workars) wa, Class3 2 cass ‘onsit of employees that factate the werk dene by employees (semi-silled)in CLASS 1, 4. CLASS Vconsit of employees thatfacitate work cross cLass!, 14884 (CLASS It and CLASS. Executives —_Oifice manager, Deputy office manager, Office superintendent ate. Skiled Workers Purchasing Assistant, Cashier, Receipts clerk etc. Seriskiled —Stenotypists, Machine-operaiors workers atc, Lessskiled _Daftars, File clerks, Office boys workers etc, Qualitative : Classification method MERITS DEMERITS 1. Less subjective than Ranking method Requirement of all jobs are not taken into consideration Difficult to write all inclusive description of 3. Acceptable by all employees without a grade. any hesitation 2. Easy to understand Evaluator have the tendency to classify the job using their subjective judgment Quantitative 1. Point rating method 1. Quantitative and analytical approach 2. Under this method, each job’s key factor is identified and then the sub factors are determined. These sub- factors are then assigned the points by its importance ~ oe _ —— ponts are converted into wages. + nkitneandingeniy 8 o 6 wo 8 FORT 3. List down all jobs- number of factors- determine the So ied dead] 7 ee ee ee degree (importance/ intensity)- wage structure Cena aesira are a a 4. For example, the key factor to perform a job is skills, estOwsmILITY “and then it can be further classified into sub-factors + Rquipmentorproces o oe mB such as training required, communication skills, social eae r ee ee skills, persuasion ski + Seyi 5 vs BB 5. The point ranking method is less subjective and is an + Workotatherpbonditons 5 o os mB error free as the rater sees the job from all the peatoeetr perspectives. But however it is a complex method and is time-consuming since the points and wage scale has to oso foment 2 a be decided for each factor and the sub factors + Unwoibbletaan 5 oo sm Quantitative 1. Point rating method MERITS DEMERITS Perceived as valid by users and employees Time, money, and effort required to set up Likely to be reliable among committee that _Relies heavily on key (benchmark) jobs, so if assesses the jobs key jobs and correct pay rates don’t exist, the point method may not be valid Job grades of key bank offi ao * © © Quantitative: 2. Factor Comparison method Combination of ranking and point system “ob Hourly | Skil | Physical | Responsbilties | Working Under this method, the job is evaluated, and the mae ecribersane conaitons ranks are given on ‘the basis of a series sctors | Secretary Viz. Mental effort, physical effort, skills required GSE) [O29 || to ( = supervisory responsibilities, working conditions, |xamin and other relevant factors. Assistant ee | ed ee = 3. These factors are assumed to be constant for each |SHPeMsr | Reaso | Rego | reas R40 Res set of jobs. Thus, each job is compared against each other on this basis and is ranked accordingly. wane Taso | nso | wu35 a a 4. The advantage of this method is that it is consistent and less subjective, thus appreciable by all. But however it is the most complex and an expensive method. 5. For example, 5 critical factors were identified — Mental Requirement; Physical Requirements; Skill requirements; Working ions and; Responsibility. Quantitative 2. Factor Comparison method MERITS DEMERITS Customized to the organization Hard to set up Results in ranking of jobs anda specific Rs. value for _Not easily explained to employees each job, based on allocating part of the job’s total Every timewage rats charge the schedule wage to each factor becomes obsol Human resources planning Human resources planning Human resource planning (HRP) is the continuous process of systematic planning ahead to achieve optimum use of an organization's most valuable asset—auality employees. Human resources planning ensures the best fit between employees and Jobs while avoiding manpower shortages or surpluses. Having a good HRP strategy in place can mean productivity and rofitability for a company, HRP is concerned with the plannin for future requirements of an o7g. HRP includes replacement plans and managerial succession plans. it includes estimating the size and composition of the future workforce. Definition- “It is a process of determining and assuring that the Srganisation willhave an adequate number of qualified persons Svalabie a the proper tes, petorming [obs which mieet the lable at ihe proper times, performing Jobs which meet the needs of the enterprise and which provide satisfaction for the It refers to the estimating the number & type of people needed during the ensuring period. itis process of forecasting an org’s future demand for, and supply of right type of people in the right number. Areas of HRP Forecasting : manpower requirement Objectives: Acquiring : from internal & external sources 1. Find and attract skilled employees. Developing: through education, training 2. Select, train, and reward the best candidates. Maintaining : by attractive wages, welfare, 3. Cope with absences and deal with conflicts. opportunities 4. Promote employees or let some of them go. HRP Features 1. Integral part of corporate plans 2. Facilitates control of manpower cost (over/under staffing ) 3. Facilitates effective manpower management 4. Brings equilibrium between demand and supply of manpower 5. Promotes manpower development Numericals Numerical- Trend Analysis 2019-2020 2000* 100 © production of units: 5000 5000 » Number of workers: 100 © Ration: 100:5000 Number of workers needed =160 2021-22 Estimated Production : 8000 If supervisors have a span of 20 workers, 8 supervisors are also needed on 2021-22 ‘Number of workers needed? Total HR= 160+ 8= 168 Numerical- Work load analysis » Planned output for the year: 10,000 Pieces = 30000 > Standard hours /pe: 3 hours +000 > Planned hours required: 30,000 =30 > Productive hours per person per year : 1000 (allowing for absenteeism, turnover, If span of control in the unit is 10 per officer, idle time etc) the 3 officers will also be required. ya 2 ‘Number of workers needed? Total 33 a Advantages of HRP 1. HRP provides quality workforce to the org 1 2. it raises productivity of labour through scientific 2. selection, t and development 3. It improves quality of work life of employees 3. 4, It facilitates smooth and orderly introduction of 4. new technology 5. Avoids shortage of skills of employees (retention of talented employees) Limitations Future manpower needs are uncertain Surplus manpower makes HRP redundant ‘Time consuming and costly Shortage of skilled labour and high labour turnover Human Resource Planning Process er ean ett e te sterieeteaeat Demand Surplus of Shortage of Supply Workers Reduced Hours, Early Retirement, Layoff, Downsizing Workers No Action Restricted Hiring,

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