Presented by: Ms.

RITU JAIN
Ms. RITU JAIN 1

Job Analysis
• Job analysis is a formal and detailed examination of jobs. It is a systematic investigation of the tasks, duties and responsibilities necessary to do a job. • Job analysis is an important personnel activity because it identifies what people do in their jobs and what they require in order to do the job satisfactorily.
Ms. RITU JAIN 2

Sources of Job Data
 NON HUMAN SOURCES • Existing job description and specification • Equipment maintenance records • Records of employee working • Popular literature  HUMAN SOURCES • Job Analysis • Supervisors • Job Experts
Ms. RITU JAIN 3

Method of collecting Job Data
INTERVIEW

DIARY

JOB DATA

QUESTIONNAIRE

OBSERVATION
Ms. RITU JAIN 4

duties and responsibilities Ms.Interview:– Structured interview – Unstructured interview Questionnaire:. RITU JAIN 5 .Should Contain the following basic information: – Job title of the holder – The job title of the job holder’s manager or supervisor – The job titles and number of the staff reporting to the job holder – A brief description (one or two sentences) of the overall role or purpose of the job – A list of the main task.

Diary:.Observation:-the job analyst carefully observe the job holder at work and records what he or she does. Ms. RITU JAIN 6 .this method requires the job holders to record in detail their activities each day. how he or she does and how much time is needed for completion of a given task.

RITU JAIN 7 JOB SPECIFITION .USES OF JOB ANALYSIS HRP RECRUITMENT & SELECTION JOB DESCRIPTION TRAINING AND DEVELOPMENT JOB ANALYSIS JOB EVALUATION PERFORMANCE APPRAISAL PERSONNEL INFORMATION SAFETY & HEALTH Ms.

RITU JAIN 8 .Process of Job Analysis ORGANISATIONAL ANALYSIS Selection of representative positions to be analyzed Process of Job Analysis Preparation of job description Collection of job analysis data Preparation of job specification Ms.

this is required to find the linkages between jobs and organizational objectives.it is not possible to analyze all the jobs. interrelationships between jobs and contribution of various jobs to the efficiency and effectiveness of the organization. A representatives sample of jobs to be analysed is decided keeping the cost and time constraints in mind. RITU JAIN 9 .  Selection of representative positions to be analyzed:. Organizational Analysis:. Ms.

 Collection of job analysis data:-care should be taken to use only reliable and acceptable techniques in a given situation. operations etc. Ms. Preparation of job description:-this steps involves describing the contents of the job in terms of functions. skills. RITU JAIN 10 .  Preparation of job specification:-job specifications is a written statement of personnel attributes in terms of traits. duties responsibilities. training. experience needed to carry out the job.

Nature of Job Analysis JOB TASK JOB ANALYSIS JOB DUTIES JOB RESPONSIBILITIES Ms. RITU JAIN 11 .

TOOLS AND EQUIPMENT •WORKING CONDITIONS Ms.Job Description and Job Specification JOB ANALYSIS JOB DESCRIPTION •JOB TITLE •LOCATION •JOB SUMMARY •DUTIES •MACHINES. RITU JAIN JOB SPECIFICATION •EDUCATION •EXPERIENCE •TRAINING •JUDGEMENT •PHYSICAL EFFORTS •COMMUNICATION SKILLS •EMOTIONAL CHARACTERISTICS 12 .

Problems with Job Analysis • • • • Support from top management Single means and source No training or motivation Activities may be distorted Ms. RITU JAIN 13 .

RITU JAIN 14 .Ms.

JOB DESIGN • The logical sequence of job analysis is job design. duties and responsibilities into a unit of work to achieve certain objectives. Ms. • Job design following job analysis. • Job design involves conscious efforts to organize tasks. RITU JAIN 15 .

RITU JAIN 16 .Factors Affecting Job Design FEEDBACK ORGANISATIONAL FACTORS JOB DESIGN PRODUCTIVE AND SATISFYING JOB ENVIRONMENTAL FACTORS BEHAVIORAL FACTORS Ms.

 ORGANIZATIONAL FACTORS:.includes characteristics of task. RITU JAIN 17 . work flow. ergonomics and work practices.  ENVIRONMENTAL FACTORS:• Internal factors • External factors • Employee abilities and availabilities • Social and cultural expectations Ms.

 Behavioral factors:• Feedback • Autonomy • Use of abilities Ms. RITU JAIN 18 .

A process of finding and attracting capable applicants for employment Ms. RITU JAIN 19 .Recruitment According to Edwin B. Flippo. “Recruitment is the process of searching the candidates for employment and stimulating them to apply for jobs in the organisation” Meaning: Recruitment is the activity that links the employers and the job seekers .

• Help increase the success rate of the selection process by reducing the number of visibly under qualified or over qualified job applicants. RITU JAIN 20 .Purpose and Importance • Increase the pool of job candidates at minimum cost. Ms. • Begin identifying and preparing potential job applicants who will be appropriate candidates.

Factors Governing Recruitment EXTERNAL FORCES •SUPPLY AND DEMAND •UNEMPLOYMENT •IMAGE INTERNAL FACTORS RECRUITMENT •RECRUITMENT POLICY •HRP •SIZE OF THE FIRM •COST •GROWTH AND EXPANSION Ms. RITU JAIN 21 .

RITU JAIN 22 .SOURCES OF RECRUITMENT INTERNAL SOURCES externalSOURCES PROFESSIONAL R E C R U I T M E N T ADVERTISEMENTS CAMPUS RECRUITMENT RADIO AND TELEVISION COMPETITORS ACQUISITION AND MERGERS PRESENT EMPLOYEES FORMER EMPLOYEES PREVIOUS APPLICANTS Ms.

promoted or demoted  Merits • Economical • Suitable • Reliable • Satisfying  DEMERITS • Limited choice • Inefficiency Ms.Sources of Recruitment  INTERNAL SOURCES • Retired employees • Transferred. RITU JAIN 23 .

EXTERNAL SOURCES • Employees working in other organizations • Students from reputed educational institutions • Candidates referred by unions. friends. RITU JAIN 24 . issued by the organization Ms. relatives and existing employees • Candidates responding to the advertisements.

RITU JAIN 25 . MERITS • Wide choice • Fresh blood • Motivational forces • Long term benefits  DEMERITS • Expensive • Time consuming • Demotivating • uncertainty Ms.

RITU JAIN 26 .Discussion Questions • In your opinion. what are some of the important reasons for the deep changes we are seeing in the way jobs are done?(TEAM 1) • Explain how you would carry out a job analysis in a company that never job descriptions(TEAM 2) • Are job description really necessary? What would happen if a company decided not to use any job description at all?(TEAM 3) Ms.

Recruitment Process 1.Managing the response 5. RITU JAIN 27 .Arrange interviews 7.Prepare job description and person specification 3.Advertising the vacancy 4.Identify vacancy 2.Short-listing 6.Conducting interview and decision making Ms.

Ms. RITU JAIN 28 . searching for prospective employees and stimulating them to apply for jobs in an organization .SELECTION According to Thomas stone “ • Selection is the process of differentiating between applicants in order to indentify and hire those with a greater likelihood of success on the jobs • In simple words…… • It is the functions perform by the management of selecting the right employees at the right time After identifying the sources of human resources.

. Ms.Contd. • The objective of the selection decision is to choose the individual who can most successfully perform the job from the pool of qualified candidates. RITU JAIN 29 .

Steps in the Selection Process • • • • • • • • Screening of application Preliminary interview Application blank/CV Check of references Psychological test Group discussion Approval by the supervisor Physical examination Ms. RITU JAIN 30 .

Help to reduce the probability. • Helps to increase organization and individual effectiveness. Help to increase success rate. RITU JAIN 31 .Importance of Recruitment and Selection • • • • Helps to get a proper candidate. Helps to get organizations legal and social obligations. Ms.

RITU JAIN 32 .all types Presentations Tests Psychometric tests Ms.Selection Methods • • • • Interviews .

RITU JAIN 33 . experience. skills. behaviours? • Does candidate know enough to decide this is right job and organisation for them? (so they stay) • Good impression of University? (even if not successful) Ms. personal qualities.Purpose of an Interview • Does candidate meet person specification – knowledge.

presentation • Presentations can be used in a variety of ways depending on how they relate to the job description and the normal working practices expected of the post. be quickly briefed and given half an hour to prepare a 5 minute presentation. • Example 1: for a post which is required to respond to a committee or the public in a very short timescale given a few facts. Ms. and deliver it orally with no supports. candidates could be asked to simply arrive early to the interview. RITU JAIN 34 .

how will you know that the candidates meet the standard that you are expecting in the job? Ms. if some IT skills are needed for the posts. • For example. or via the interview. RITU JAIN 35 . such as Access database skills.TEST • It is possible that when defining the person specification criteria that some criteria prove hard to assess either through the application form or c.v..

RITU JAIN 36 . towards a manager. towards their peers. for example. • These types of test are especially good at assisting with assessing how candidates are likely to behave.Psychometric tests • These are particularly useful if you want to assess candidates for managerial or senior appointments or candidates for appointments where there is a special need for the post . and towards their subordinates.such as strong relationship building skills. Ms.

RITU JAIN 37 .Conclusion • The Purpose and Importance of Recruitment and select • Attract and encourage candidates. • Increase the pool of job candidates Ms. • Determine present and future requirements. • links the employers with the employees. • Create a talent pool.

transfer or demotion of present employees. Ms.PLACEMENT Placement is the actual posting of an employee to a specific job. it includes initial assignment of new employees. and promotion. placement refers to the allocation of people to jobs. it involves assigning a specific rank and responsibility to an employee. The placement decision are taken by the manager after matching the requirement of a job with the qualifications of a candidate. RITU JAIN 38 .

RITU JAIN 39 .Major Benefits • • • • Show good results on the job Get along with people easily Keep his spirits high. report for duty regularly Avoid mistakes and accidents Ms.

Induction/ Orientation • Orientation or Induction is the task of introducing the new employees to the organization and its policies . • Lectures. handbooks. Ms. films. groups. RITU JAIN 40 . seminar are also provided to new employees so that they can settle down quickly and resume the work. procedures and rules.

RITU JAIN 41 .OBJECTIVES • Removes fears • Creates a good impression • Acts as a valuable source of information Ms.

RITU JAIN 42 .Induction programme: steps • Welcome to the organization • Explain about the company • Show the location/department where the new recruit will work • Give the company manual to the new recruit • Provide details about various work groups and the extent of unionism within the company Ms.

. • Explain about future training opportunities and career prospects • Clarify doubts • Take the employee on a guided tour of buildings. leave etc. facilities.Contd. etc Ms. RITU JAIN 43 . • Give details about pay. holidays. benefits.

1) Content:Organizational issues Employee benefits Introduction Job duties 2) Socialization 3) Follow up Ms. RITU JAIN 44 .

RITU JAIN 45 .Ms.

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