HUMAN RESOURCE

MANAGEMENT

HRM101
Topic
• Job Analysis
Methods of Collecting Job Data
Process of Job Analysis
Potential Problems with Job Analysis
Job Design and its approaches
Learning Outcome
• Students will learn about methods of collecting job data and process of
job analysis
• Students will learn about Potential Problems with Job Analysis and
Job Design and its approaches
 Pedagogy
• News
• Article
• Video
• MCQ
• Activity
• Content
News
NEWS
ONLINE JOB ADS IN DECEMBER UP 52% FROM LAST YEAR

•  Data collected and analyzed by the Alabama Department of Labor’s Labor

Market Information (LMI) Division shows that as of December 2021, the yearly
comparison of online job ads is 97,405, up 52% from December 2020. The
monthly total of online job ads for December 2021 is up 0.1% with 23,765 new
online ads.

The five occupations with the most online job ads continue to be for registered
nurses, retail salespersons, sales representatives, supervisors of retail
salespersons, and customer service representatives with 15,881 ads placed for
those occupations in December.

• https://labor.alabama.gov/news_feed/News_Page.aspx?id=3382
 The Nature of Job Analysis
• Job analysis
• The procedure for determining the duties and skill
requirements of a job and the kind of person who should be
hired for it.
• Job description
• A list of a job’s duties, responsibilities, reporting relationships,
working conditions, and supervisory responsibilities—one
product of a job analysis.
• Job specifications
• A list of a job’s “human requirements,” that is, the requisite
education, skills, personality, and so on—another product of a
job analysis.
Job Analysis
 Job Descriptions
(work to be done)

+ Job Specifications
(necessary personal
characteristics)
_______________________________________________________

= JOB ANALYSIS
Example
Discuss
• If you want to hire Marketing representative . In retail mall
• Job Description
• Job specification
Job Analysis Methods
Job Analysis
Methods

Observation Computerized
Job Analysis
Interviewing Questionnaires Checklist
Work Sampling Technical
Diary/Log Conference
Methods of Collecting Job Analysis Information: The Interview

• Information sources • Interview formats

• Individual employees • Structured (Checklist)
• Groups of employees • Unstructured
• Supervisors with
knowledge of the job
• Advantages
• Quick, direct way to find
overlooked information.
• Disadvantages
• Distorted information

4–12
Methods of Collecting Job Analysis Information: Questionnaires
• Information source
• Have employees fill out
questionnaires to
describe their job-related
duties and
responsibilities.
• Questionnaire formats
• Structured checklists
• Opened-ended questions
• Advantages
• Quick and efficient way to
gather information from
large numbers of
employees
• Disadvantages
• Expense and time
consumed in preparing
and testing the
questionnaire
Methods of Collecting Job Analysis Information: Observation

• Information source • Advantages

• Observing and noting the
physical activities of
employees as they go
about their jobs.
• Disadvantages
• Provides first-hand
information
• Reduces distortion of
information
• Time consuming
• Difficulty in capturing
entire job cycle
• Of little use if job involves
a high level of mental
activity.
Methods of Collecting Job Analysis Information: Participant
Diary/Logs

• Information source • Advantages

• Workers keep a
chronological diary/ log
of what they do and the
time spent in each
activity.
• Disadvantages
• Produces a more
complete picture of the
job
• Employee participation
• Distortion of information
• Depends upon employees
to accurately recall their
activities
Sample Report
Based on
Department of
Labor Job
Analysis
Technique
Writing
•
Job Descriptions
A job description
• A written statement of what the worker actually does,
how he or she does it, and what the job’s working
conditions are.
• Sections of a typical job description
• Job identification
• Job summary
• Responsibilities and duties
• Authority of incumbent(office tenure/duty)
• Standards of performance
• Working conditions
• Job specifications
Sample Job
Description,
Pearson
Education
Sample Job
Description
, Pearson
Education
The Job Description
• Job identification
• Job title: name of job
• status section: Exempt or nonexempt
• Preparation date: when the description was written
• Prepared by: who wrote the description
• Job summary
• Describes the general nature of the job
• Lists the major functions or activities
Sample Job Description
Sample Job Specification (cont’d)
 Potential Problems with Job
Analysis
Support From Top Magement
Single Means and source – Rely on one method
No training or Motivation
Activities may be distorted – speed up
Uses of Job Analysis Information
• Recruitment and Selection
• Compensation
• Performance Appraisal
• Training
• Discovering Unassigned Duties
• EEO Compliance(equal employment opportunity)
Uses of Job Analysis Information
Job Analysis in
Perspective
The Process of Job Analysis
• Strategic Choices
• Gather Information- Methods
• Process Information- job related data would be useful to prepare job
description and job specification
• Job Description
• Job Specification
Stages in the Job
Analysis Process
What is Job Design? Meaning
(4 techniques used in job
design)
Job design means to decide the contents of a job. It fixes the duties and
responsibilities of the job, the methods of doing the job and the
relationships between the job holder (manager) and his superiors,
subordinates and colleagues.
Job simplification,
Job enrichment,
job enlargement
,job rotation
Job Design
• The process of defining the work that needs to be
done, dividing the work into jobs, describing the jobs
and describing people capable of performing the
jobs.
Job Design Around the World- Researcher conduct study
Coal mining Industry in England
Textiles unit in India
Automobile Industry Sweden
Key findings
Better job designs
More pleasant work environment
Relationship between people and technology(Social system and
technical system in the organization)
Job Design Approaches
• Job Rotation
• Job engineering- work flow among employees, layout
of the workplace, performance standards, time and
motion study
• Job enlargement
• Job enrichment
• Socio-technical system- socio(organization being
made of people), technical ( tools, machines and
techniques)
• Ergonomics – Minimizing physical demands and risk of
work
From Specialized to Enlarged Jobs
• Job enlargement
• Assigning workers additional same level activities, thus increasing the number
of activities they perform.
• Job enrichment
• Redesigning jobs in a way that increases the opportunities for the worker to
experience feelings of responsibility, achievement, growth, and recognition.
 Job Design
• The process of defining the work that needs to be done,
dividing the work into jobs, describing the jobs and
describing people capable of performing the jobs.
• Job design means to decide the contents of a job. It fixes the
duties and responsibilities of the job, the methods of doing
the job and the relationships between the job holder
(manager) and his superiors, subordinates and colleagues.
• Job simplification, Job enrichment, job enlargement ,job
rotation
Job Design Approaches
• Job Rotation
• Job engineering- work flow among employees, layout
of the workplace, performance standards, time and
motion study
• Job enlargement
• Job enrichment
• Socio-technical system- socio(organization being
made of people), technical ( tools, machines and
techniques)
• Ergonomics – Minimizing physical demands and risk of
work
From Specialized to Enlarged Jobs
• Job enlargement
• Assigning workers additional same level activities, thus increasing the number
of activities they perform.
• Job enrichment
• Redesigning jobs in a way that increases the opportunities for the worker to
experience feelings of responsibility, achievement, growth, and recognition.
 Job Enlargement

Job enlargement,- A job design technique in which the number of

tasks associated with a job is increased (and appropriate training
provided) to add greater variety to activities, thus reducing
monotony.
Job enlargement is considered a horizontal restructuring method in
that the job is enlarged by adding related tasks. Job enlargement
may also result in greater workforce flexibility
Job Enrichment

• job enrichment, - A job design technique that is a

variation on the concept of job enlargement. Job
enrichment adds new sources of job satisfaction by
increasing the level of responsibility of the employee.
• While job enlargement is considered a horizontal
restructuring method, job enrichment is a vertical
restructuring method by virtue of giving the employee
additional authority, autonomy, and control over the
way the job is accomplished. Also called
job enhancement or vertical job expansion.
How can jobs be enriched?

Core job characteristics:

• Skill variety
• Task identity
• Task significance
• Autonomy
• Feedback
News
ONLINE JOB ADS IN DECEMBER UP 52% FROM LAST YEAR

• https://labor.alabama.gov/news_feed/News_Page.aspx?id=3382
•  Data collected and analyzed by the Alabama Department of Labor’s
Labor Market Information (LMI) Division shows that as of December
2021, the yearly comparison of online job ads is 97,405, up 52% from
December 2020. The monthly total of online job ads for December
2021 is up 0.1% with 23,765 new online ads.
News
Implementation of e-HRM system

• https://www.dailyexcelsior.com/implementation-of-e-hrm-system/
•  Jammu and Kashmir was placed at the lowest bottom of Innovation
Index
• Not timely implementing Electronic Human Resource Management (e-
HRM) system in Jammu and Kashmir 
• Adopting new system based on electronic intervention comprising e-
Service Book, Personnel Information, integration with Public Finance
Management System (PFMS) for salary GPF, retirement benefits etc.
• Smart Performance Appraisal Report Recording Online Window
(SPARROW) Platform
Activity
• Why should they not bother about resolution of the “issue” even after
repeated reminders from the General Administration Department
• Why resisting it
Solution
• Generally people don't like changes
• Threat to them
• support from management
• maybe they are not sure about their changes outcome
• Outcome not clear
Implementation of e-HRM system

• In fact, its implementation was for the overall benefit of these officers in
both the cadres and for registering on the requisite portal, all relevant
data and details are required but non- cooperation from the concerned
officers not only is unbecoming on their status, stature and conduct but
is tantamount to creating an environment of treating every reform,
every new and innovative measure, every better results oriented move
etc taken by the Government, as optional and non-mandatory.
• Does it look all fine that the General Administration Department should
grant ”last opportunity” by granting a ”grace” period of one week only
to those who had not furnished the requisite details so as to put at
place the new system
SBI during IT transformation
HR Planning
SBI during IT transformation
Made this YONO app for net banking (add with debit card details)
SBI
• Single window platform for all banking needs
• Digital India
• To be more Systematic
SBI during IT transformation
• SBI played a significant part in developing the rural India by providing assistance to villagers
and providing them credit.
• Having a decentralised computerized system turned out to be difficult for the customers as well
as the banks.
• Resistance to change was the hurdle for the bank in adopting the new technology, while the
entrants, being tech-savvy institutions, provided an excellent customer services which lured
everyone.
• SBI started losing its market share and to regain its position, it had to work on its two major
things which are essential for any institution, customer service and technology.

• https://www.linkedin.com/pulse/case-analysis-state-bank-india-transforming-giant-ipshita-soga
ni
/
 Force-field Model of Change

Desired
state

Restraining forces

Status quo

Driving forces

Time
McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved.
Managing resistance to change
 Communication
 Involvement
 Sympathy and support
SBI during IT transformation
• SBI also implemented a programme named “Parivartan”, which
means “Transformation of people”. This programme sensitized
everyone at the bank that there is a need for change and this training
programme brought new energy across the bank. Along with this, he
started a campaign “Citizen SBI” i.e. every employee of SBI is the
citizen of SBI. The quintessence of it was to develop a deeper sense of
inner satisfaction amongst the employees and build motivation
amongst them.
Concept of migrant labours in India and
worldwide
• Migrant workers contribute to growth and development in their
countries of destination, while countries of origin greatly benefit from
their remittances and the skills acquired during their migration
experience. Yet, the migration process implies complex challenges in
terms of governance, migrant workers' protection, migration and
development linkages, and international cooperation. The ILO works
to forge policies to maximize the benefits of labour migration for all
those involved.
 Let’s think!
• Prem Nath Divan
• Executive Chairman
• Early retirement (6 more years)
• Management trainee to marketing
director to youngest Chairman
• Planning to switch career into academia
• Ramcharan Saxena
• Board member & close friend of
Divan
• Reluctantly in support of Divan’s
decision
• Curious to identify a successor for
Divan
• Rajan Warrior
• Financial strategist and visionary
• Good conceptual skills
• Protégé of Divan
• Played staff role, but no line experience
• Saxena and other Board of Directors do
not appreciate Rajan’s attitude at work
• Richard Crasta
• Operations Executive
• Knows the organisation inside out
• Saxena feels Richard the best option to
succeed Divan
• Divan feels Richard is doer, and no fire in
belly
Constraints

• Divan wants to choose Rajan Warrior, but the BoD will exit in this case.

• Saxena is in support of Richard Crasta, but Divan feels he does not possess
the true drive to be a leader.

• Divan strongly feels that outside leadership will undo all his efforts in these
many years.

• Divan has prolonged his departure by another 6 months in order to find a

successor.
What should Divan do?
Solution
• Divan should test both of them under different conditions and criteria
in presence of BOD
• Diwan can bring both co-ordinating each other
• Divan should put them both in the position to make decisions the
chairman will make to assess their leadership capabilities
• They can have voting
• Comparing their past experience and taking feedbacks from
empoyees
• Holding a group discussion and test their personality and Knowledge