UNIT-III

HRP, JOB Analysis, Recruitment,

Selection
 Productivity and Improvement
• Productivity can be referred to the set of
services a person is expected to provide while
occupying the present position.
• Productivity is measured by comparing
output with the material, labor and time
used.
• Productivity is a matter of priority in the
present business scenario.
 Productivity improvement in 2 aspects

Business can make productivity improvement in

2 ways:
Organizational Aspect: Research and Analysis,
smart investment, productive risks, innovation
and originality.
Employee Aspect: Safe and friendly environment,
proper utilization of employees, employees
knowledge, employee happiness.
 How to boost morale & productivity

• Fair remuneration
• Job Security
• Employee’s participation
• Job enrichment and job enlargement
• Cohesive structure of organization
• Grievance handling
• Counseling of employees
• Sound and democratic leadership
Productivity Improvement Techniques
1. Value Engineering(VE): giving maximum
value at lower price at initial stage. It
improves value of product.
2. Quality circles(QC): 1960-Japan: small group
of employees meet regularly to identify or
solve problems to increase productivity.
3. Monetary and Non Monetary Incentives.
4. Training to increase efficiency.
5. Job enrichment. 6. Job enlargement.
7. Operation research(OR): use of mathematical
and scientific methods to solve management
problems.
8. Inventory control: no overstocking and no
under stocking.
9. Materials Management: for optimum
utilization of material resources.
10. Quality control: at reasonable prices and
reducing wastage.
11. Job evaluation: for improvement.
12. Human Factor Engineering.
 Job Analysis
JOB: may be defined as a collection of
duties, tasks, responsibilities which as a
whole regarded as a regular assignment of
an individual.
JOB ANALYSIS: Process of discovering and
identifying the relevant information
related to nature of job. It is the study of
work as well as the analysis of conditions
and environment in which the work is
performed.
 Objectives of Job Analysis
Objective to collect required information:
1. Defining duties to be performed on a job.
2. Defining procedure of doing the job.
3. Defining the tools required on a job.
4. Defining the relationship of job with the other
related job.
5. Defining skills, qualification and abilities needed to
perform the job.
6. Determining requirements for measuring
employee performance. Contd….
• Defining operational procedures to be
adopted.
• Defining the safety measures.
• Defining authority and responsibility.
 Significance and uses of Job Analysis
1. HR Planning
2. Recruitment, selection and placement
3. Training and development
4. Job redesign
5. Job evaluation
6. Performance appraisal
7. Career planning
8. Safety and health
 Methods of job analysis
• Personal observation
• Questionnaire method
• Log records: every employee maintains a daily
record of the duties he performs.
• Personal interviews
 Job Analysis
Job Description: Immediate result of job
analysis. It gives a picture of features of job in
terms of task contents and occupational
requirements. It describes “jobs” and not job
“holders” e.g. job title, job location, job
summary, duties to be performed, machines,
tools, equipments, materials and forms used,
supervision, working conditions, job relation to
other job.
 Job Analysis
Job Specification: it contains a statement
of human qualifications necessary to do
the job. Usually it contains:- educational
level, experience, training, judgment skills,
initiative, physical efforts, responsibilities,
communication skills, emotional
characteristics, etc.
 Job Design
Job design is the process of deciding:-
1. the contents of a job in terms of its duties and
responsibilities.
2. Methods/techniques/procedure to be used in
working on job.
3. Relationship between job holder and his
superior, subordinate and colleagues.
Job design is an attempt to create a match
between job requirements and human
attributes.
 Methods of Job Design
• Job analysis- study of job description and job
specification
• Job simplification -simplifying the
duties/operations
• Job enlargement- expansions of worker’s task
• Job enrichment- vertical expansion of job
• Job rotation- movement of employee to
another job.
 Work measurement
• Work measurement is the systematic and
critical examination of all the aspects
governing the functional efficiency of any
specified activity. It is some sort of time study
which attempts to determine the amount of
time required to perform a task by an operator
following a prescribed method.
• It is a broad concept which covers: method
study, time study, motion study, fatigue study.
 Work measurement Procedure
• It is used for designing the job.
1. Selection- the area of study
2. Data/information collection- worker, machine, material,
standards, etc.
3. Divide job into elements- for better understanding of
nature of job, types of work, time of job, etc.
4. No. of cycles to be timed- sufficient readings must be
recorded
5. Rating the operator- operator’s performance
6. Objective rating- of speed and difficulty experienced on job
7. Allowances- to worker
 Ergonomics
• Ergonomics is a science of balancing
relationship between people and their
working environment. The term has been
derived from Greek word ‘ergos’=work and
‘nimikos’ =law. It means law of work. It is also
known as HFE. It tells us how to fit a job to a
man considering physiological and
psychological characteristics to increase
efficiency. In short it improves man-machine
system.
 Origin and growth of Ergonomics
• Originated in the beginning of 20th century. But
came into existence during world war-II
• Before world war-II designing the human to fit with
the machine instead of designing machines to fit
with the human.
• Earlier trial and error method was applied whereas
Taylor, Frank and Lillian made it more scientific.
• Human Factor Society was formed in US in the year
1957. In 1992 name changed Human Factor and
Ergonomics Society.
 Characteristics of ergonomics
• It involves arrangement of work environment
• Focus on development of best possible
workplace design
• Balancing between employee and job
• Provides safe and comfortable workplace
• Provide better working condition
 Nature of Ergonomics
• Humanistic and mechanistic compatibility
oriented
• Efficiency oriented
• Productivity oriented
• Humanistic
• Growth and development oriented
• Effectiveness oriented
• Employee’s health management oriented
 Types of Ergonomics
• Physical ergonomics – body’s responses to
physical and physiological loads at
workplace.
• Cognitive ergonomics – mental activities
such as perception cognition, beliefs, etc.
• Organizational ergonomics – optimum
utilization of socio- technical system with
in workplace.
 Suggestions for effective ergonomics

1. Proper utilization of computers

2. Proper ventilation and lightning
3. Cleanliness regularly
4. Convenient Furniture
5. Proper utilization of Machines
 Manpower Planning/HRP
A process of forecasting organization’s
future demand and supply of the right
type of people in the right number.
 Objectives of HR Planning
1. Forecasting future manpower requirements
2. Assessing surplus or shortage of human resource
3. Anticipating the technological impact on job/HR
4. Expansion of diversification
5. Providing availability of HR
6. Optimum utilization of HR
7. Linking HR planning with organizational objectives
8. Determining needs of recruitment and training
9. Improving HR continuously
 Nature of HRP
• Forward looking
• Integral part of organizational planning
• Long and short term both
• Interdisciplinary
• Growth and development oriented
• Humanistic
• Proactive
 Importance of HR Planning
• Determine future personnel needs
• Training and motivation
• To cope up with the technological changes
• Helpful in preparing manpower budget
 Process of HRP
1. Analyzing organizational plans
2. Deciding organizational objectives
3. Analyzing factors of manpower requirements
(demand and supply forecasting)
4. Developing employment plans(job analyses)
5. Developing HR plans(deficit/surplus)
… recruitment starts
 Guidelines for effective HR Planning
• Objective must be clear
• Top management support
• With in time limit
• Proper man power inventory
• Proper HRIS
• Coordination among plans
• R&D
• Democratic approach
 Recruitment and Selection
Recruitment
• It is a process to encourage potential
applicants to apply for job openings.
• Filippo – R is the process of searching
prospective employees and stimulating
them to apply for the job in the
organization.
 Features of Recruitment
• Positive function (searching suitable
person)
• Locating the source of people
• It is a series of activities
• Pervasive function
• Linking activity between job and job
holder
 Factors affecting recruitment
External- labour market, unemployment
situation, demographic situations,
political and legal factors, regional
factors, image of company
Internal- recruitment policy, HR planning,
size of the firm, cost factor, growth and
expansion, union interference
 Source of recruitment
• Direct :- hiring at gate, advertisement,
employment exchange and employment
agencies, university/campus recruitment,
employee referrals, labour contracts,
management consultants, e-recruitment,
outsourcing, etc.
• Indirect or internal: - promotion, reward and
opportunities, etc.
 Direct or External Recruitment
Merits:-
new ideas, new blood, wide choice,
minimizing training, innovation and creativity,
new terms and conditions may be introduced,
minimize resist to change
Demerits:-
demotivates employees, time consuming,
expensive, brain drain, may reduce morale,
creates bad blood
 Indirect or Internal Recruitment
Merits:-
improve morale, less time consuming,
less expensive, minimize job training,
build trust, promotes loyalty.
Demerits:-
Drying up sources, tendency of closed
system, may be biased, dependent on
seniority, heart burning
 Recruitment Process
Steps:-
1. Planning(Job Analysis)
2. Strategy
development(Where/How/When)
3. Searching(source/media)
4. Screening(qualified or unqualified)
5. Evaluation of all above steps
6. Control or corrective measure
 Recruitment Vs Selection
S.N Recruitment Selection
o.
1 Searching and stimulating Choosing the right person for
job

2 Positive process Negative process

3 Creating pool of applicants Rejecting unsuitable

applicants

4 Connecting the sources of Complex and time consuming

labor process
 Selection
• Picking individuals who have relevant
qualifications to fill jobs requirements.
• The needs and requirements of the job are
matched.
• The applicant should neither be over qualified
nor under qualified for the post.
 Selection Procedure
1. Preliminary interview(rejecting unsuitable)
2. Application blank(information classified into 4
groups):-
a)Identification-name, gender, age, address, etc.
b)Education, c) Occupation- Profession, exp., salary
d) Miscellaneous- Hobbies, membership.
3. Scrutiny of Applications:-after screening a list of eligible
candidates is prepared for test.
4. Test:- Intelligence, Achievement, personality, aptitude
5. Interview:- to find out suitability, 6. Checking References, 7.
Medical examination, 8. Appointment letter , 9.
Placement
 Suggestion for Effective Selection
SHOULD BE:-
1. Simple and clear process
2. Unbiased
3. Appropriate to suit the nature of job
4. Flexible
5. Economical
6. Having Complete information
7. Less time consuming
 Career Planning
An ambitious employee wants to take up
the job as a career in a good organization.
A career consists of the changes in values,
attitudes and motivation that occur as a
person grows older.
 Characteristics of Career

1. It develops over a period of time.

2. The individual is the judge of the
success in his career.
3. In one’s career, psychological success is
experienced which is a feeling and sense
of personal accomplishment and
fulfillment.
 Career Planning
Career Planning is a process by which one
selects career goals and the ways to achieve
these goals. Organizations help employees in
career planning so that both can satisfy each
other’s needs.
Objectives of CP:- to attract and retain talent by
offering career not a job., to use HR effectively,
to reduce employee turn over, to improve
morale and motivation, to meet future HR
needs.
 Career Development
CD is another term in career planning. For Career
Development some initiatives by organization:-
1. Career planning workshops
2. Career counseling
3. Mentoring
4. Personal development plans
5. Career workbooks
6. Training
7. Education
 Training
Training, education and development are
interrelated in the learning behavior of the
employees to prepare them for an intended job.

Process of giving people an awareness of the

rules and procedures to guide their behavior.

It improves present and future performance of

the employees.
 Types of Training
On the job:- learning through experience, coaching,
under study, job rotation, temporary promotion,
committee assignment, job enrichment, job
enlargement, apprentice training
Off the job training:- Role Play, case study, conference
training, management games, T-group training , in-
basket training(subordinate reactions), Lecture
method, syndicate method(small groups solve
problem under guidance of trainer) incidence method
(provide incident then try to solve), special courses.
 Performance Appraisal
• It is a formal systematic assessment to know
that how well employees are performing their
jobs in relation to established standards.
Objectives of Performance Appraisal:- to assess
the ability of individuals, to find out areas of
weakness, assisting management, to implement
changes in org., to identify training and
development needs, to act as an incentive to
individuals.
 Process of performance appraisal
• Job analysis
• Establishing standards of performance
• Communicating performance standards to
employees
• Measuring Actual performance
• Comparing actual against established
standards
• Taking corrective action (if required)
 Methods of Performance Appraisal
Traditional:-
1. Grading or Rating Method:- placing employee in
a rank according to their performance. Best is
placed in the first rank and poorest occupy last
rank.
2. Paired comparison method:- worker is compared
with all other employees in the group for every
trait.
3. Forced choice method:- evaluator rate
performance as high, moderate, low and very low.
4. Unstructured method:- subjective in nature
5. Checklist method:- rater checks the behavior of an
employee whether it is positive or negative. (e.g. Regular
or not regular on job?)
6. Weighted checklist:- work behavior of the employee
under the items important for organizational
effectiveness.
7. Essay method:- open-ended appraisal of employee,
evaluator writes in his own words.
8. Critical incident method:- performance is rated on the
basis of certain events or key incidents.
9. Field review method:-HR specialist interviews
supervisors to rate subordinates.
10. Confidential report:- by the immediate supervisor.
Modern Methods:
1. Behaviorally Anchored Rating Scale:- standard scale for
measurement.
2. MBO:- focuses on what must have been completed
3. Assessment centre method:- experienced managers
with proven ability serve as evaluator. They evaluate
individually and collectively(by using role plays, games,
etc.)
4. Human Resource Accounting Method:- employee’s
contribution to organization at what cost.
5. Psychological Appraisal:- psychological test and
discussion with supervisors.
6. 360 degree appraisal:-
 Problems with performance appraisal
1. Primary effect
2. Halo effect
3. Stereotyping- mental picture that individual holds
4. Horn effect
5. Leniency or strictness
6. Central tendency to rate
7. Recent effect
8. Poor appraisal forms
9. Rater’s capabilities
10.Ineffective organizational policies and practices
 Promotion and transfer
• Promotion is a shifting of an employee to a new
position which commands higher pay, privileges
or status compared with the old position.
• It is an upward assignment of an employee in
an organization hierarchy.
• It increases responsibility, status, income, etc.
• It involves:-change of position, duties,
responsibilities, title, change of pay, etc.