Human Resources a tater is a part © : s | ing. inthis SEFINITIONS The following definiti erly the concept of human eso, ty) | nderstand prop’ ons will help £0 1 is the process by why " resource planning YY Which »} Fs Humar guid move from is Current man power Postion gg || an organising @ management stives 0 have the right number ag red f people at Tree places, at the right time 10 oe which result in both y, | the right kinds of Pot jvidualrecelving the maximum tong range b | organisation an Buie's: planning is a process of determining a According to Dale 5. ES, te number of qualified persons available at the | i I have an adequate ni e a al te Calg the oa eh aval the needs of the enterprise and which provide satistacizg|| for the individuals involved.” | ‘According to Leon C. Meginson, “Hum performing the planning aspects of the person adequately developed and motivated people to per organisational objectives and satisfy the individual nee ‘According to G. Stainer, “Manpower planning is the strategy for the acquisition, utilisation, improvement and preservation of an organisation's human resources. It is aimed at coordinating te requirements for and the avallabilty of different types of employees.” According to Bruce P. Coleman, “Manpower planning is the process of determing manpower requirements and the means for meeting those requirements in order to carry out be integrated plan of the organisation.” | According to E. Geister, “Manpower plannin includit in| | > \g is the process including forecasting, developing) | ‘and controlln 19 9, | fs atin a PY we fim eraren that it has the right number of people and the right kind || 2 1 right time doing work for which they are economically most useful’ | | | ‘an resource planning is an integration approach el function in order to have a sufficient supply q) | form the duties and tasks required to med | .ds and goals of organisational members.” ‘S OF HUMAN RESOURCE PLANNING discussion of various definitions brin; ig: igs out the following features of human resour® and so on. 2. Determinin, determination of pe advance so that the may also have to un 8 Personnel Nj ; leeds. Huma rsonnel needs in the gr@t™™" Tesource planning is related 1°. is DETSOnS are availee er eetisation. The thinking will have to b¢ org dertake reeruig ee 8 time when they arerneeted. ‘The orBaris 3. Having Manpower 1 "® Slcting and training oer eee organisation. The manager shy doe nn Process also. rin undertaking higher responsibit persone ea of present manpowr, ft Foti, 7 S wl il il to 4. Adjusting Demand ana 5; ture, 0 will be available in the near fu upply. well Manpower rear: Power requirements have to be plan | 4 © scanned with OKEN ScannerHuman Resource Planning and Alignment [ENS advance as suitable persons are not immediately available. In case sufficient persons will not be available in future then efforts should be made to start recruitment process well in advance. The demand and supply of personnel should be seen in advance. 5. Creating Proper Work Environment, Besides estim: manpower planning also ensures that like to work in the organisation and th ating and employing personnel, proper working conditions are created. People should hey should get proper job satisfaction | I NEED FOR HUMAN RESOURCE PLANNING Human resource planning is viewed as foreseeing the human resource requirements of an organisation and supply of human resources. Its need can be assessed from the following points : 1. Determining the number of persons to be employed at a new location If organisations overdo the Size of their workforce it will carry surplus or underutilised staff. Alternatively, if the opposite misjudgement is made, staff may be overstretched, making it hard or impossible to meet production or service deadlines at the quality level expected. ‘The questions normally asked in this context are : * How can output be improved through understanding the interrelation between productivity, work organisation and technological development ? What does this mean for staff numbers? What techniques can be used to establish workforce requirements ? * Have more flexible work arrangements been considered ? * How the needed staff is to be acquired ? ‘The principles can be applied to any exercise to define workforce requirements, whether itbe a business start-up, a relocation, or the opening of new factory or office. 2. Retaining the highly skilled staff Issues about retention may not have been.to the fore in recent years, but all its needs is for organisations to lose key staff to realize that an understanding of the pattern of turnover is needed. * monitor the extent of employee turnover * discover the reasons for it © establish what it is costing the organisation ‘© compare loss rates with other similar organisations. Without this understanding, management may be unaware of how many good quality staff are being lost. This will cost the organisation directly through the bill for separation, recruitment and induction, but also through a loss of long-term capability. Having understood the nature and extent of turnover steps can be taken to rectify the situation. There may be relatively cheap and simple solutions once the reasons for the turnover of employees have been identified. But it will depend on whether the problem is Peculiar to the organisation, and whether it is concentrated in particular groups (eg by age, Bender, grade or skill). © scanned with OKEN Scanner| nning and Allgnment > | ( } EG Human Resource Pla n effective downsizi is anager issue for managers, ae long-term interes ‘management is ing programme « how the workforce can be cut painless, mas of the organisation ? A question 7" “tie, under, both because of business neon Siig | [ 4. Where will the next generation of mana: Many senior managers are troubled by this issue. They have seen traditional career pay disappear. They have had to bring in senior staff from elsewhere. But they recognize th While this may have dealt with a short-term skills shortage, it has not solved the longer em question of managerial supply: what sort, how many, and where will they come from ? Tp address these questions one must understand : © the present career system (including patterns of promotion and movement, o recruitment and wastage). j © the characteristics of those who currently occupy senior positions. © the organisation’s future supply of talent. i sani they | pe compared with future requirements, in number and type. These will af e affected by internal structural changes and external business or political chang _ Comparing the current supply to this revised d i marin ipply lemand will show surpluses and shorts ‘which will allow the organization to take corrective action such as : yee 3. Managing al ‘Anall too common is ax the same time protecting (he I the harder by the time pressures and employee anxictics: : une : Ha planing helps in these issues by considering i «the sort of workforce envisaged at the end of the exercise i to get there . ‘and cons of the different routes ' i fe nature an e during the run-down .d extent of wastage will chang fe the utility of retraining, redeployment and transfers ¢ what the appropriate rect uitment levels might be. ‘Such an analysis can be presented to senior managers so that the cost benefit of vary methods of reduction can be assesse 4, and the time taken to meet targets established, gers come from ? recruiting to meet a shortage of those with senior management potential. allowing faster promotion to fill immediate gaps developing cross functional transfers for high fliers | J/ossectrves or numan : : RESOU! Following ae the cbectves of ha IRCE PLANNING 1. Assessing man an n resource plannin, : er needs . selection. for future and making plans for recruitment —_ | © scanned with OKEN ScannerHuman Resource Planning and Alignment [ES 2. Assessing skill requirement in future, 3. Determining training and development needs of the organisation. Anticipating surplus or shortage of staff and avoiding unnecessary detentions or dismissals. 5. Controlling wage and salary costs. 6, Ensuring optimum use of human resources in the organisation. 7. Helping the organisation to cope with the technological development and modernisation. 8. Ensuring higher labour productivity, 9. Ensuring career planning of every employer of the organisation and making succession programmes. I THE PROCESS OF HUMAN RESOURCE PLANNING The major steps involved in the process of manpower planning are as follows : 1. Analysis of Objectives and Strategic Plans of the Company. The persons concerned with manpower planning must be clear about the objectives of manpower planning. The manpower planning must be integrated with other business policies and therefore business policies or objectives as regards profitability, production, sales and development of human resources should be prepared well in advance to spell out the business objectives. Any change in business objectives would certainly affect the manpower planning. The ultimate aim of manpower planning should be to relate future human resources to future enterprise needs so as to maximise the future return on investment in human resources. Manpower planning should be done carefully as it has long term repercussions. Each plan should further be analysed into subplans and detailed programmes. It is also necessary to decide the time period | for which manpower plans are to be prepared. The future organisation structure and job design should be made clear and changes in the organisation structure should be examined so as to anticipate its manpower requirements. 2. Preparing Manpower Inventory. The main purpose of manpower planning is to avoid the situation of understaffing or overstaffing and for this purpose a stock of existing manpower is to be assessed. Analysis of current manpower supply may be undertaken by department, by function, by occupation or by level of skill or qualifications. Manpower inventory refers to the assessment of the present and the potential qualifications of Present employees qualitatively and quantitatively. It reveals the degree to which these capabilities are employed optimally and helps to identify the gaps that exist or that are likely to arise in the firm’s human resources. Preparation of manpower inventory involves determination of Personnel to be inventoried, cataloguing of factual background information on each individual, systematic appraisal of each individual and listing the present and potential abilities and aptitudes of each. This record will provide foundation for a programme of individual development. Appropriate adjustments would need to be made in the light of any foreseeable changes in weekly hours of work, holidays, leaves etc. From the available stock of manpower, a discount should be allowed for employees turnover during the period of planning. 3. Manpower Forecasting. Forecasting of future manpower requirement is the most © scanned with OKEN Scanner: Ea Human Resource Planning and Alignment | ning. This requirement is forecaste f a uh zi aa anne analysis, work force analysis, one I ee oan future ‘manpower requirements should be forecasted q and one “These forecasts depend upon the business objectives. Formal ay gua Y. cuts involves statistical and mathematical projections of labour may, ae product market trends and technological changes. Future demand for human resources depend on several factors, some of which a bag ed agen want ' follows : : ; () Employment Trends. The manpower planning committee should compare al analyse the staff during the past five years to know the trend within each group, (ii) Replacement Needs. The need for replacement may arise due to death, retire resignation and termination of employees. These can be assessed on the basis of pc experience. Forecasts of manpower may be based to a great extent on the analysis q historical data. It is presumed that the factors causing past occurrences will also play a sinily role in the future. But this data must be adjusted in the light of other known information abot the future. Certain losses of key personnel can be predicted with a substantial degre a accuracy i.e, retirement situation in future, (iii) Productivity. Manpower requirements are also influenced by ingprovemest i} ‘ productivity. Planning for productivity gains has several aspect. One aspect of securing gait | in productivity is better utilisation of existing manpower. To judge manpower utilisatiot | nm th qualitative and quantitative manpowe! requirements in future. The last aspect is matching the Eaapaves skills with jo requirements. Job analysis techniques are helpful in such matching (i) Absenteeism. Absenteeism is a situation | : when a i ik whet he is scheduled to work. While estimating demand for aan ene valing ta f absenteeism in the organisation should be power, the prevaltne oa consic « %: caleulated with the help ofthe following formula "THE tate of absenteeism can 6 Rate of Absenteeism = Man days lo g : Uses of 4 ' i as far as possible. While estimating manpower requires nteeism and attempt to redue have to consider the known rate of absenteeism, ments, the planning committee Wi! (%) Expansion and Growth. Expansion and growth pi carefully analysed to judge their impact on manpower requ tHe Organisations should should be taken to procure or develop the talent required tq pet'® iM future. Timely SP growth plans. implement the expansion 4 (vi) Work Study. Whenever it is possible to apply work operations should take and the amount of labour required, work urement to know how lonB used. This is also known as workload analysis. On the baci’ °K StUdy technique should BE during the forthcoming years, work force analysis jg. qot,'® Work load of each plat! absenteeism and labour turnover. Ne considering the rates “4, Manpower Plans. After the personnel forecasts deci type of personnel the next phase is to plan how the organ ide the requi “ quire e isation can obtener of right these people- lla © scanned with OKEN ScannerHuman Resource Planning and Alignment After determining the gaps in manpower, programmes and strategies are developed for recruitment, selection, training, transfers, promotion and appraisal so that the future manpower requirements can be met. Development plans are designed to ensure a continuing supply of trained people to take over jobs as they fall vacant either by promotions or recruitment or through training. In this way, shortages or redundancies can be avoided in the ong run. 5. Training and Development Programmes, ‘Training and development needs of the organisation are identified with the help of skill inventory preparations. Training is necessary not only for the new employees but for the old employees as well. Executive development programmes have to be devised for the development of managerial personnel. No organisation has a choice of whether to provide training or not, the only choice is to decide the method or technique of training. The talents of the employees are not fully tapped without asystemetic programme of training and development, 6. Appraisal of Manpower Planning. After the training and development programmes are implemented, an appraisal must be made of the effectiveness of manpower planning. This is a monitoring and control phase. It involves allocation and utilisation of human resources over time. Review of manpower planning helps to reveal deficiencies. Corrective action should be taken at the right time to remove the deficiencies. Manpower inventory should be updated periodically. Necessary alterations and modifications should be made in the light of changing environment and needs of the organisation. An appraisal of the existing manpower plans serves as a guide to future manpower planning. I FACTORS AFFECTING HUMAN RESOURCE PLANNING There are mainly three factors affecting Human Resource planning. These constitute the basis of Human Resource planning which may be summarised as follows : 1. Existing Stock of Manpower. Taking stock of existing manpower is the first basis of manpower planning and is the starting point of all planning processes. To analyse the existing stock of manpower, one must study the position of total stock of manpower by dividing it into groups on the basis of function, occupation, level of skill or qualification. A groupwise detailed statement is prepared regarding the number of workers in the group, their age, qualification, date of retirement and chances for promotion etc. is a Janning is wastage. For good planning, 2. Wastage. The second basis of manpower p! appropriate ‘adjustment in the existing stock of manpower should be made for the possible Wastage of manpower caused by any foreseeable changes in the organisation. In order to analyse the wastage of manpower, rate of labour turnover and the period of active management, the work should be studied. Other reasons of wastage may be expansion and 7 i ic fer and training of workers etc. In Modernisati irement, promotion, trans! ng of Dlaning the coankowe “hese factors should be taken into consideration to make the ? is 1. neces ju i requirement of personnel ial ee ee ee quirement. ‘After evaluating the existing stock of manpower ee factors ‘of wastage caused by any foreseeable change in the ind analysing the various fact sess the future requirements of manpower in an industry empleo ACO ne and supply of manpower in future, productivity of labour an loyment policy, dema © scanned with OKEN Scanner 1ziven TIED UNI ttre renee . j DEFINITIONS OF JOB ANALYSIS Some of the definitions of job analysis are given as follows, to understand the meaning of e term more clearly : According to Michael J. Jucius, “Job analysis refers to the process of studying the | operations, duties and organisational aspects of jobs in order to derive specifications or as they are called by some job descriptions.” According to Edwin B. Flippo, aly information relating to the operations and responsibi “Job analysis is the metho According to John A. Shbim hen d characterise each occupation in suc data in order to define an all others.” | “Job analysis is the process of studying and collecting lities of a specific job.” dical compilation and study of work ha manner as to distinguish it from © scanned with OKEN Scannerepee ve i OBJECTIVES OF JOB ANALYSIS The main objectives of job analysis are as follows : 4. Work simplification A job may be analysed to simplify the process and methods involved in it. This will mean redesigning the job. Work simplification helps to improve productivity of personnel. 2. Establishment of standards of performance In order to hire the personnel on the scientific basis, it is very necessary to determine in advance a standard of performance with which applicants can be compared. This standard should establish the minimum acceptable qualities necessary for the effective performance of the job duties and responsibilities. These standards would be established with the help of job analysis only. 7 © scanned with OKEN ScannerJob Analysis and Job Design [EE 3, Support to other personnel activities _Job analysis provides support to other personnel activities such as recruitment, selection, training, development, performance appraisal, job evaluation ete, [USES OF JOB ANALYsIs A comprehensive job analaysis is an essential ingredient in designing a sound human resource programme. Job information gathered from job analysis process and its resulting products—job description and job specification-may be used for the following purposes : 1. Organisational Design. Job analysis will be useful in classifying the jobs and the interrelationships among the jobs. On the basis of information obtained through job analysis, sound decisions regarding hierarchical positions and functional differentiation can be taken. This will improve operational efficiency. 2, Manpower Planning. Job analysis is the qualitative aspect of manpower requirements because it determines the demands of the job in terms of responsibilities and duties and then translate these demands in terms of skills, qualities and other human attributes. It also determines the quantum of work which an average person can perform on the job in a day. It facilitates the division of work into different jobs. Thus, it is an essential element of manpower planning because it matches jobs with men. 3. Recruitment and Selection. In order to hire a right person for a job, it is very essential to know the requirements of the job and the qualities of the individual who will perform the job. The information regarding these two are procured from job description and job specifications respectively and help the management in matching as closely as possible the job requirements with workers’ aptitudes, abilities, interests etc to facilitate the execution of employment programmes. 4, Placement and Orientation, Job analysis helps in matching the job requirements with the abilities, interests and aptitudes of people. Jobs will be assigned to persons on the basis of suitability for the job. The orientation programme will help the employees in learning the activities and understanding duties that are required to perform a given job more effectively. 5. Training and Developoment. Job analysis provides valuable information which is required to identify the training needs, to design training progammes and to evaluate training effectiveness. Job analysis helps in deciding what is to be learnt and how it is to be learnt. Employee development programmes such as job rotation, job enlargement and job enrichment are also based on the analysis of job requirements. 6. Job Evaluation. Job analysis provides a basis for job evaluation. Job evaluation aims at determining the relative worth of the jobs which in turn helps in determining the temuneration for the jobs. An accurate and comprehensive set of job descriptions and job specifications forms a factual basis for evaluating the worth of the job. 7. Performance Appraisal. Job analysis data provide a clearcut standard of performance for every job. The performance of employee can be appraised objectively with the standard of job performance so established. A supervisor can very easily compare the contribution of cach man with the set standards. ee a ysis helps the industrial engineers in designing the job by ounie eee aoe he a ‘slements. It also helps in time and motion study, Work specifications, methods and work place improvement and work measurement, Human © scanned with OKEN ScannerJob Design Job Analysis and hological are als i Ha / tivities such as physical, mental and psycholog) ‘0 Studieg Wit y engineering activiuc ation. help of job er anh oe job analysis process uncovers the hazardous an 9. Safety and tie such as neat, noise, fumes, dust ete moan environmental corrective meas ances of various risks to ensure safety of ct i es to minimise the chances rious risks t safety of won te ti a nil to avoid unhealthy conditions. Worke; Discipline. Job analysis studies the failure of the workers to meet the req: 10. Discipline. E i asures may be taken in time to avoid ance. Corrective measur standard of performan Ee Pee Job analysis provides information about career choices ard Nesiaoos Such information is helpful in vocational sustance a Tehabiltaig Pounselling, Employees who are unable to cope with the hazards an lemands of given joy may be advised to opt for subsidiary jobs or to seek premature retirement, 12. Labour Relations. Job analysis will be helpful in improving labour managenm relations. It can also be used to resolve disputes and grievances relating to work load, wai procedures etc, 1d un i isati Untow, helps in maintaining discipline in the organisation. ral i THE PROCESS OF JOB ANALYSIS The process of job analysis is nothing but a data collection process. The main steps involved in job analysis are as follows : 1. Organising and planning for the programme. The first step in the process of job analysis is to organise and to plan for the programme. The company must decide who will incharge of the programme and must assign responsibilities to the designated persons. A time schedule and a budget for carrying out the analysis of job should also be prepared. 2. Obtaining current job design information, The job analyst should obit information concerning the current de: i c i sign of the representative job. For this purpose, curt! {ob description and job specification, procedure manual, systems flow charts etc shoul studied. 3. Conducting “needs research”. The job analyst should investigate to determine ¥" Srp bala siagers or staff people require job analysis or output from job analysis. ™ analyst should also determine for what Purpose and t a : nalysed how the information will be used, , © what extent jobs must be analy te + ; '8 priorities in the jobs to be analysed, The human resource depart ious operational executives sh j oe ccm open 's should identify the jobs to be analyse 5. Collecting job data. The next lly being performed using est ning the job. The n / ya Step is to collect data about the selected jobs as th) ‘ablished systematic techniques, “xt step is to redesign the job, if necessary. © scanned with OKEN ScannerJob Analysis and Job Design [EE : p lob specifications are also prepared on the basis of infor Gob, tapi is @ Statement of minimum acceptable qualities of the person to be placed on the job. It specifies the standard by which the qualities of the person are measured. Job analyst Prepares such statement taking into consideration the skills required in performing the job properly, Such Statement is used in selecting a person matching with the job. 8. Developing job specifications, J mation collected, [ TECHNIQUES oF JoB ANALYSIS Job analysis is mainly and essentially a data collection Process. The information can be obtained in one of the following ways, 1. Questionnaire In this method a detailed questionnaire is among the workers. The workers answer the questions to the best of their knowledge and belief. Employees’ cooperation can more e 8 F ‘asily be achieved by explaining the entire programme fully in detail to the Tepresentatives of employees. Assistance of supervisors can also be sought. Prepared by the Job analyst and distributed 2. Observation Method The most practical and reliable technique of getting information regarding job is through Personal observation of the work performed, coupled with the discussion with the supervisor of the job. The analyst may ask questions from the workers on a job. The complete and useful information can be gathered by the use of this technique. This technique can be used if a particular job is simple and of repetitive nature, Observations coupled with discussions with the supervisor and the workers, constitutes the preferred approach in most of the cases, to get the required information. 3. Interview | oS . intervi ir d of data collection. He contacts the workers Job analyst uses interview as a prime metho ‘ He co and the Rinenor concerned and asks questions regarding the various jobs performed by them for collecting the information. The supervisor may be taken into confidence in collecting the information about the work which the worker is not willing to supply due to certain Timitations Interview may be used as a technique for comparing the data, collected by the analyst through observation or questionnaire. ; i icions which might be held. It Si i ch to dispel any doubts and suspicions whic be he ae at ‘ feeene the information obtained with the incumbents of identical or sian fa ‘But it a be kept in view that when information is gathered by interviewing, it t Jobs. 4 ee is the andy of positions and not of persons holding the positions. 4. Record Personnel department The analyst collects the in ing j job holders. intains the record of the facts regarding job and the job formation from the record maintained by the personnel department. © scanned with OKEN ScannerEG Job Analysis and Job Design . ts. Certain information such as Supervisor wo is method is also not free from defec mn i eae tools and accessories used and work conditions are not made available fr records ‘and hence complete information about work and worker cannot be obtained by technique. 5. Critical Incidents In this method, job holders are asked to describe incidents concerning the Job on the basi of their past experience. The incidents so collected are analysed and classified according the job areas they describe. A fairly clear picture of actual job requirements can be obtaine by distinguishing between effective and ineffective behaviour of workers on the job, However, this method is time consuming. The analyst requires a high degree of skill analyse the contents of descriptions given by workers. The above techniques s of collecting information are generally used but none of themis free from defects. The analyst St should use these techniques in combination and not in isolation to get better results. 6. Job Performance In this method, the job analyst actually perfo: i ina fi | experience of the actual tastes, physical aa Social ‘demione te ieee a ae ia This method can be used only for jobs wi i i eo eng ene learnt quickly and easily. It i extensive training. Moreover, it is a very time cons) Although mast amnlavacs 2 © scanned with OKEN Scannersupporieu 4s ~ + 1 PROBLEM! Certain problem: follows : 1. Lack of Supl ygement is missing. g IN JOB ANALYSIS te conducting job analysis. The major ones - a 5 may crop UP whi ont. In most cases the support fj To} Management. m : rt from port from ‘coon appropriately describe what an employee issue pee any creating confusion in the minds of employees. TI g top manageney ie e a Seana all employees that their full and honest participation is extremely should m: important for the process. 2, Single Method. All t combination of two or more met 3, Lack of Training/Motivati job, but they are not trained or moti holders are rarely made aware of providing accurate data. 4, Distortion of Activities. When training or preparedness does not exist, job holders tend to submit distorted data, either intentionally or inadvertently. Another reason for the negative attitude is the feeling that “as long as someone does not know precisely what I an supposed to be doing, I am safe.” 100 often, job analyst relies on only one of the methods when a thods might provide a better idea. ion. Job holders are a great source of information about the vated to generate quality data for job analysis. Further, jh the importance of the data and are never rewarded for [| soB DESCRIPTION Job description is the immediate product of job analysis process. The data collected tough jb analysis provides a basis for job descriptions and job specifications. J desertion nctionally describes what the job entails. It discloses what, how and why the job isto be diuer Classifies the job into various subjobs and analyse the nature of each subjo>- lain object of job description is to differentiate it from other jobs and to set out its outer limits. Job description is a very ij ir ar 4 i ‘ i Bes rrrinticn Ise y important document as it helps to identify the job and giv’s* INITIONS A job description is an i form lescrip is an organised j ee cee factual statement of job contents in the form of dull A few im initi ic portant definitions of job description are as follo a WS : According to Edwi description. As its title reno e nF tPPO: “The first and i ma record of existing and pe oes: this document is basically dec otuct Of job analyet, ee Pertinent job facts,” cally descriptive in nature and consti © scanned with OKEN ScannerJob Analysis and Job Design [OE According to Pigo1 anisational relationshi rs eh eae ‘Job description is a pertinent picture (in writing) of the ition. It defines a scope of Ponsibilities and specific duties that constitute a given job or responsi ° Gifferent from that of other jobs Pesca dl end eontindng work assignment that are sufficiently The preparation of job deseri brief the nature and type of a job. ption is necessary before a vacancy 1s advertised. It tells in I CONTENTS OF JOB DESCRIPTION The contents of job description are as discussed below :— 4. Proper Job Title _ itis desirable that the job title should be short, definite and suggestive of the nature of the job. The desirable qualities of job holder should also be clear from the title so that every job could be distinguished from one another. Commerce and industry nomenclature (Vocabulary of names) where ever applicable should always be considered in phrasing meaningful job titles. 2. Job Summary Job summary describes the contents of the jobs in terms of activities or tasks performed. Job summary should clear the nature of the job. Primary, secondary and other duties to be performed on the job should clearly be indicated separately. 3. Job Location Job location should also be given in the description of the job. Job location means the place where the job is to be performed i.e. in which department. 4. Duties and Responsibilities This is the most important phase of job description and should be prepared very carefully. It describes the duties to be performed along with frequency of each major duty. Responsibilities concerning custody of money, supervision and training of staff etc are also described in this part. 5. Machines, Tools and Materials is i ial required in the performance of each job The machines, tools, equipment and material requ : should also be included in job description. It will indicate the nature and complexity of the job and will help in devising the training programmes. | 8. Working Conditions The working environment in terms hazards and possibility of their occurrens Itwill be helpful in job evaluation. of heat, light, noise levels, dust and fumes ete, the job ‘ce and working conditions should also be described. 7. Nature of Supervision The nature of supervision required ©} certain jobs like unskilled jobs which require @X” SE Supervisory or managerial jobs require less supt yn each job should also be mentioned. There are re close supervision while other jobs like skilled or ae u © scanned with OKEN Scannersign En ‘Job Anaiysis and Jb PS ig jobs immedial _ von 8 channels of promotion who will report to him. = ARATION FOR JOB DESCRIPT! canara amare ff PREP: vides the data of the job itself 2 Gen fates and opm — pti Ir j it : Job description Prev ocuments, the detailed information ve oF job oo re he of i In rer a eponsiks e,tTOUg 2) oe te filed on perreecr s igned bank in an orgal # cture. It j Se te ee ee ervaloating the job and determining the wage stru is also 4 job. It ma} . rd for future reference and guidance. CHARACTERISTICS OF A GOOD JOB DESCRIPTION ‘A good job description must possess the following characteristics :-— 1. Itshould be kept uptodate. Necessary adjustments and amendments should be made from time to time. 2. Job title should be short, definite and suggestive so as to indicate the nature of the work. . It should describe in sufficient detail each of the duties and responsibilities. .. Job specifications should clearly be mentioned. . It should be descriptive but short and concise. . Statement of opinion should be avoided. - Examples of work performed may be quoted. . It should tl i : Recision hat a new employee can understand the job by reading the 9. All employees must know tl In order to make it uptodate, necessary changes should be inco, [son sPrcirication Job specification ication is a stat joned. It provides an idea of verti ¢ are ment! vides an ideo ey nee indicates to whom the j cn | | | SNAWAY he contents of job description, a regular survey should be i sation and a y Made in the nisation ané "porated in the existing job description, 's also the product of j Seep a tement of the minima, alysis. Job specification or employ Performance of a job. It eae acceptable human Atalities required for tHe ations, cXPetience, aptitude ete o © type of person Tequired in terms of educatiom! job, SO”! by Outlining the partien® do 284 further assists in the selection | : | articula : | 'S Working Conditions to be encountered ™ | Accordin 8 to human qualities necestin " cn ication is a stat ini = thus, a speciaioey boa Yoder, The Job i cy epee facillate Selection ang pigse"Ption, “noha po 2nd placement” a N.S such a Sonnel require sary propery described Ment and designed especiall ° © scanned with OKEN Scanner