HRM 1&2

CHAPTER ONE
INTRODUCTION TO HUMAN RESOURCE

1
MANAGEMENT
Objectives:
After studying this chapter, you would be able to:
1)Know the basic concepts of human resource management
(HRM)
2)Be acquainted with the major human resource
management functions.
3)Understand personnel issues under different schools of
thoughts
4)Analyze the context (the environment) within which
human resource management functions.
SHAWEL ASSFAW 04/30/23

What is Human Resource Management?
2
Brain storming questions

1. How do you perceive the term human resource
management?
2. Do you think that human resource management is
more important than other resources? Why?
3. What do you think is the objective/ purpose of human
resource management?
4. What do you think is the functions/activities of
human resource managers?

 Before giving answer to this question, it would be
better to define "management" it self, because HRM
3 belongs to the broader field of study and practice
known as management.
Management is defined as the process of reaching goals

through efficient utilization of human, financial, material
and informational resources.
Among all these, human resource is the most important and

fundamental resource for an organization. Why? Because:
 human resource is the major cost (expenditure) of doing

business (wages, benefit & training constitute 40-60% of the
total cost)
Unlike other resources, human resource require fairness,

justice and equity
4
Human resources make decision over efficient utilizations of

other resources.
Organizational activities require human efforts and capabilities
Organizations depend on performance of people for achieving
its mission and goals
Definition: Human Resource Management is the process of

achieving organizational goal by attracting, developing, and
retaining and properly using talented human resource.
What does this definition imply to you? List the important
points________________________________
5
 some points need to be emphasized:

 HRM is concerned with the people dimension
 HRM is a pervasive activity,
 HR is said to be the most important ( or critical) element in

an organization .
 Some writers names as "personnel", "personnel
management", "manpower management", and
"employee relations" to say the same thing: human
resource management

Major HRM objectives and
6
Functions
HRM OBJECTIVES
The primary objectives of HRM is to ensure
the availability of a competent and willing
workforce to an organization.
Societal Objectives :
Organizational Objectives:
Functional Objectives:
Personnel objectives:
HRM FUNCTIONS
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1. Human Resource Planning
2. Recruitment
3. Selection
4. Orientation
5. Training and Development
6. Compensation Administration
7. Performance Evaluation
8. Safety and Health
9. Promotions, transfers, demotions and separations
10. Human Resource Research
11. Other areas such as employee and labour relations,
collective bargaining, employee rights and discipline, and
retirement are also concerns of human resource management
Historical Development: an
8 overview
 Personnel, according to some writers, at
least in a primitive form, have existed
since the dawn of group effort.
 During the course of this century,
however, the processes of managing
people have become more formalized and
specialized, and a growing body of
knowledge has been accumulated by
practitioners and scholars.
9
 For many decades such responsibilities as selection,

training and compensation were considered basic
functions constituting the area traditionally referred
to as personnel.
 From this narrow view the world has seen the
emergence of what is now known as human
resources management.
 Human resources management (HRM), as it is
currently perceived, therefore, represents the
extension rather than the rejection of the traditional
requirements for managing personnel effectively.
Understanding Personnel issues under
different Schools of thoughts: Scientific
10
management and human Relations School
1. Scientific Management
 SM is one of the classical schools of thought.
 This approach was initially formulated with
the aim of increasing productivity and makes
the work easier by scientifically studying
work methods and establishing standards.
 Frederick W. Taylor played the dominant role in
formulating this theory and he is usually named as
the father of scientific management – Taylorism.
 Taylor whose primary aim was maximizing
profits and minimizing costs of production.
11
 The guiding principle was "getting the most

out of workers".
 Taylor disliked wastage and inefficiency.
 Frederick Taylor based his management
system on production-line time studies:
He analyzed and timed each element of
workers' movements on a series of jobs.
He thereby established how many workers
should be able to do with the equipment and
materials at hand. SHAWEL ASSFAW 04/30/23
Next, he implemented a piece-rate pay
system – Instead of paying all employees
the same wage, he began increasing the
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pay of each worker who met and exceeded

the target level of output set for his job.
Taylor encouraged employers to pay more
productive workers at a higher rate than
others.
To realize this, he developed a differential
rate system, which involves the
compensation of higher wages to more
efficient workers.
 Frederick Taylor rested his philosophy on some
basic principles (Stoner & Freeman, 1992):
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1. The development of a true science of

management, so that the best method for
performing each task could be determined.
2. The scientific selection of workers, so that
each worker would be given responsibility
for the task for which he best suited.
3. The scientific training (education) of the
worker.
4. Intimate and friendly cooperation between
management and labour.
5. A division of responsibility between
management and labour.
 Frederick Taylor saw scientific management as
benefiting both management and the worker equally.
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 Taylor strongly believed that employees could be
motivated by economic rewards, provided those
rewards were related to individual performance.
 Scientific management was a complete mental
revolution for both management and employees
toward their respective duties and toward each other.
 It was, at that time, a new philosophy and attitude
toward the use of human effort.
 It emphasized maximum output with minimum effort
through the elimination of waste and inefficiency at
the operative level.

 Scientific management basically had a
focus on such areas as:
15
 techniques of production
 the most efficient method
 rigid rules of performance
 using the shortest time possible
 workers productivity /efficiency
 minimum cost of production
 highly refined tools and materials
 training and closer supervision, etc.
 Scientific management, because of its fundamental
ideas, has been subject to strong critics.
16
 This school of thought was and still is considered

to be limited by its basic assumptions, particularly,
about human beings.
 During the time of Taylor, the popular model of
human behavior held that people were rational and
motivated primarily to satisfy their economic and
physical needs.
 Employees were considered as an extension of machine,
as a factor of production, and as an economic unit.
 Thus, employees, according to Taylor, could be
motivated solely by economic rewards or material gain.
 Nevertheless, the Taylor's model of
motivation overlooked the human desire for
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job satisfaction and the social needs of

workers as a group, failing to consider the
tensions created when these needs are
frustrated.
 Furthermore, the emphasis on productivity
and profitability led some managers to exploit
both workers and customers of the
organization.
 As a result more workers started to join labour
unions to challenge the behavior of
management.
2. The Human Relations Movement
18
 The human relations movement, as the name

implies is said to stress the human element in
the work place.
 This movement was started as a reaction
against the doctrines and practices of scientific
management.
 According to the beliefs of this theory, labour
is not a commodity to be bought and sold.

19
 Workers must be considered in the context of
the groups of which they are a part.
 The human relation was interdisciplinary in
nature.
 It was founded on new knowledge's developed
in the areas of psychology, group dynamics,
sociology, political science, and labour
economics.
 The human relations movement basically
grew from the Howthrone Experiments
conducted by a scholar known as Elton Mayo.
 Elton Mayo argued that workers respond
primarily to other social context of the work place,
20
and his conclusions include:
 Work is a group activity

 The need for recognition, security, and a
sense of belonging is more important in
determining workers' morale and
productivity than the physical conditions
under which he works.
 The worker is a person whose attitudes and
effectiveness are conditioned by social
demands from both inside and outside the
work place.
21
 Informal groups within the work place exercise

strong social controls over the work habits and
attitudes of the individual worker.
 Informal organizations exist and play
important part in the life of the worker.
 Informal organizations consist of social
relationships among employees.
 It is voluntary in origin, its purpose is not
clear, it has no hierarchy of positions and it
ceases to exist when its members left.
22
 Many workers get their satisfaction in the

informal groups where they are treated as
individuals, not as a part of a machine in
the plant.
 Elton Mayo and his associates tried to
show that workers primarily respond to

group, not as individuals.

 The human relations movement also
emphasizes that:
23
 Communication is the life blood of an organization.
Therefore, unlike the thinking of the classical
school, information must flow freely, up, down, and
horizontally through established net works of the
formal organization and non-official networks of
the informal organization,
 Participative decision making has strong
motivating force. Participation in decision making
increases members' level of satisfaction, their
enthusiasm for their organization and their positive
attitude towards their organization and their
superiors
The Human Resource Management
24
Model
 The HRM Model includes four interrelated phases
(Milkovich & Boudreau, 1991):
1. Assess human resource conditions,
2. Set objective based on the assessment,
3. Choose a course of action from alternatives
generated to achieve objectives, and
4. Evaluate the results (evaluating the results
provides feedback on the success of the actions).

1. Assess human resource conditions
25
 The environment of an organization consists of the

conditions, circumstances, and influences that affect the
organization's ability to achieve its objectives.
 Every organization exists in an environment that has both
external and internal components.
 As such, a human resource management programme
functions in a complex environment both outside and inside
the organization.
 Human resource managers therefore should be aware that
rapid changes are occurring within the environment in which
organizations operate.
THE EXTERNAL
26
ENVIRONMENT
 The external environment consists of everything
outside an organization that might affect it.
 The external environment has a significant impact on
human resource management policies and practices.

 It helps to determine the values, attitudes, and
behavior that employees bring to their jobs.

 The external environment is composed of two layers:
the general environment and the task environment.

the general environment
27
 An organization's general environment consists of the

nonspecific dimensions and forces in its surroundings that
might affect the organization's activities.
 These elements are not necessarily associated with other
specific organization or groups.
 Instead, they are general forces or processes that interact
with each other and also affect the organizations as a
whole.
 Each embodies conditions and events that have the
potential to influence the organization and its human
resource management activities in significant ways.
 The general environment of most organizations has the
following dimensions:
a) The Economic Environment
28
 The economic environment refers to the general economic

conditions and trends that may affect the human resource
management activities of an organization.
 The economic variables include unemployment, demand and
supply, inflation, interest rates, the labour market, and others.
b) The Technological Environment

 The technological environment includes advances in sciences as
well as new developments in products, processes, equipment,
machinery and other materials that may affect an organization.

c) The Socio-Cultural Environment
29
 The socio-cultural dimension of the general environment is

made up of the customs, values, and demographic
characteristics of the society in which the organization
functions.
 The socio-cultural dimension influences how employees feel
about an organization.
 Human resource management, today, has become more
complex than it was when employees were concerned
primarily with economic survival.
 Today, many employees have more social concerns than
mere economic interest as early times.
d) The Political-Legal Environment
30
 Political variables are the factors that may influence an organizations

activities as a result of the political process or climate.
 The political-legal environment is also made up of the laws and
regulations within which an organization conducts its affairs.
 Government has a significant impact on human resources
management.
 Each of the functions performed in the management of human
resources, from employee recruitment to termination, is in some way
affected by laws and regulations established by the government.
 Human resource managers must follow all laws and government
regulations.

e) The Physical Environment
31
 The physical environment includes the climate,

terrain, and other physical characteristics of the area
in which the organization is located.
 The physical element can help or hinder an
organizational ability to attract and retain employees.
 Housing and living costs can vary from one location
to another and can have a significant impact on the
compensation, employees will expect.

The Task Environment
32
 The task environment of an organization consists of

individuals, groups, and organizations that directly
affect a particular organization but are not part of it.
 The customer  The Competitor
 T he supplier  The Partner
 The Regulators  The Owners
 All these elements are much close and specific to a
given organization.

THE INTERNAL ENVIRONMENT
33
 The internal environment of an organization

includes
 Mission
 Policy
 Organizational Culture
 Other factors include:
 The organization's management
 The organization's employees
 The organization's structure
 The organization's rules and procedures etc.
2. HUMAN RESOURCE
34
OBJECTIVES
 The second phase of the diagnostic process is setting
objectives.
 The information gathered in the first phase by assessing
the external, organizational and employee conditions the
organization not only suggests what current conditions
are, but also what future conditions may be.
 This information is useful in setting human resource
objectives.
 The two categories of objectives are efficiency and equity:
 Efficiency
 Equity
3. CHOOSING AND APPLYING HUMAN
RESOURCE MANAGEMENT ACTIVITIES.
35
 These are the programs designed in response to the

human resource objectives and managed to achieve
those objectives.
 Each of these activities contains numerous alternatives
from which mangers choose.
 We have identified five activities.
- Planning - Employee/union relations
- Staffing - Compensation
- Development

4. EVALUATING RESULTS
36
 Identifying the contribution of sound human

resource management requires evaluating results.
 Evaluation is driven by the objectives established
in the second phase: efficiency and equity.
 Similar to the objectives, evaluation can focus on
both organization and employee indicators.

CHAPTER TWO
HUMAN RESOURCE MANAGEMENT TOOLS
37
Chapter Objectives
 Define job analysis and understand why job analysis
is conducted.
 Identify types of information needed for conducting
job analysis.
 List and describe job analysis methods.
 Explain:
 -Job description
 -Job specification
 -Job standard and describe theirASSFAW
SHAWEL content and uses.
04/30/23
objectives…
38

Define: -job design, job rotation, job enlargement, job
enrichment
 Describe the elements and importance of job design.
 List and discuss the major job redesign techniques.
 State the importance of job rotation, job enlargement
and job enrichment.

 Check students’ learning progress

Discussion Questions
39
1. What is job Analysis? Why we do job

analysis?
2. What are the information identified in the
job analysis?
3. What are the outcome of job analysis?
4. What is job design? What is the
importance of job design?
1. JOB ANALYSIS:
40
 A JOB in an organization is created when tasks,

duties and responsibilities justify hiring of one or
more people for accomplishing the organizational
purposes.
 A POSITION is the collection of tasks and
responsibilities performed by one person
If a job is so fundamentally important in an organization,
what then is a job analysis?
Eg. In a work group consisting of an auditor, two chief
accountants, and three accounting clerks, there are a
total of three jobs and six positions.
41
 Job analysis is the systematic process of

determining the skills, duties and
knowledge required for performing jobs
in an organization.
 It is an important HR technique and is
also a method that enables to obtain

information regarding jobs available in
the organization.
42
 The major purpose of job analysis is to

provide answers to the following six
important questions
1. What physical and mental tasks does the worker
accomplish?
2. When is the job to be completed?
3. Where is the job to be accomplished?
4. How does the worker do the job?
5. Why is the job done?
6. What qualifications are needed to perform the job?
 Job analysis is a procedure used to
43
determine:
 tasks, duties and responsibilities
 the relationships of one job to other jobs
 the working conditions
 the qualifications needed for each job.
 Job analysis is performed on three
different accession.
 when the organization is founded
 when new jobs are created
 when jobs are changed significantly
 In most cases, job analysis is carried out because
of changes in the nature of jobs.
44
 It is used to prepare both job descriptions and

job specifications.
 The job description is a written statement that
explains the title, duties, responsibilities, working
conditions, and other aspects of a specified job.
 Job specification, on the other hand, describes
the skill, knowledge, work experiences required
to perform the job.

Fig. 2.1 JA: A Basic HRM Tool
Responsi- HR Planing
45
Tasks bilities Duties
Recruitmnt
Selection
Job
Descrptn T&D
Job
Analysis PA
Job Rewards
Specifcn
Safety& health
Employee&
labor relns
Legal
considrns
Knowledge Skills Abilities JA for
teams
 Job Analysis: The Most Basic Human Resource
Management Tool
46
 Recruitment and selection largely depend on job

information.
 examinations or interviews to be conducted.
 Training and development requirements.
 Performance standards are developed from job
information
 Monetary value/compensation/
 safety and health considerations
 important to employee and labour relationships.
 promotion, transfer, or demotion,
In general, job studies are undertaken in
47
order to bring about:
 improvement in work methods,
 reduction in errors,
 elimination of handling unnecessary materials and
duplication of effort,
 reduction in fatigue,
 increased employee commitment and responsibility
and consequently
 to improve the performance of the employee.
(Chateerjee, 1995).
Types of Job Analysis Information
48
 Work activities - What needs to be done?

 Work tools and technology - What machines, tools and
technology people will use.
 Knowledge requirement - What people must know to
perform the job.
 Personal requirement - What skills and experience people
must possess to perform well.
 Job context - the work schedules, physical conditions, and
social environment of the job.
 Performance Standards - expected results.
 This information enables the job analyst to determine
the type and level of education, training and work
experience. SHAWEL ASSFAW 04/30/23
Job Analysis Methods
49
 Basically, in order to get information for

job, the job analyst need to know that
organization and the work it performs.
 Some of the most common methods of
obtaining information for job analysis are:
Questionnaires
Interviews
Observation
Employee Log
Combination of Methods
 Questionnaires
50
 These questionnaires reveal the duties

and responsibilities, human characteristics
and working conditions and performance
standards of the job to be investigated.
 Quick and economical to use.
 Accuracy is lower
 a possibility some workers may tend to
exaggerate
 Interviews
51
 Effective method to collect job

information.
 provides an opportunity for the
interviewer "to explain unclear questions

and probing into uncertain answers
 Although, the interview method is time-
consuming and expensive, but the method

ensures a high level of accuracy.
 Observation
52
 Slow and less accurate than other methods.

 Actual observation acquaint the analyst with the
machines, tools, equipment's and work aids used, the
work environments and to obtain visual impression of
what is involved in the job.
 Used primarily to study jobholders at work, noting
what they do, how they do it, and how much time it
takes.
 Moreover, it enables the analyst to see the
interrelationships between mental and physical tasks.
 However, observation alone is usually an insufficient
means of conducting job analysis, particularly when
mental skills are dominant in a job.
 Employee Log
53
 Collect job data by having the employees

summarize their work activities in a diary or
log.
 If entries are made over the entire job cycle, the
diary can be quite accurate and feasible way of
collecting job information.
 It is time-consuming and less reliable
 However, valuable understanding of highly
specialized jobs, such as a financial analyst,
may be obtained in this way.

 Combination of Methods
54
 Since each method of obtaining information for job
analysis has its own defects, job analyst often rely on
combinations where two or more techniques are used
concurrently.
 For example, in analyzing clerical and administrative jobs, =
questionnaires supported by interviews and limited observation
 On the other hand, in analyzing production jobs, =interviews
supplemented by work observation
 Combination of methods can ensure high accuracy at
minimum costs.
 Basically, the job analyst would employ the combination
of methods required to carry out an effective and
efficient job analysis. SHAWEL ASSFAW 04/30/23
Conducting Job Analysis
55
 Organizations may use employed human resource

experts or use outside consultants to perform job
analysis.
 Before conducting job analysis, the analyst seeks
to gain general understanding of the organization
and the job/jobs to be studied.
 Then, the analyst develops the desired job analysis
methods to gather information about the job,
employee chxs, and job performance standards.
 The job information collected allow management
to draw up a job description, job specifications
and job standard. SHAWEL ASSFAW 04/30/23
1. Job Descriptions
56
 A job description is a written statement of what

employee does, how it is done and why it is done.
 In other words, the job description contains the total
requirements of the job, i.e. who, what, where, when
why and how.
 Among the items frequently included in a job
description is:
 Major duties performed
 Percentage of time devoted to each duty.
 Performance standards to be achieved.
 Working conditions and possible hazards.
 Number of employees performing the job and how they report
to.
 The machines and equipment usedASSFAW
SHAWEL on the 04/30/23
job.
57
 Job description outlines what the jobholder

is actually supposed to do, how he does it
and why it is done.
 Although the contents of the job description
vary, most job descriptions include:

 Job Identification
 Date of the Job Analysis
 Job Summary
 Duties Performed (Refer on HO, page 19)

2. Job Specification
58
 A job description defines what a job is; it is a
profile of the job
 job specification describes the job demands on
the employees who do it and the human skills
that are required.
 It is a profile of human characteristics needed by
the person performing the job.
 These requirements include experience,
training, education, and the ability to meet
physical and mental demands.
59
 Job specifications are often included as

one section of job description.
 For example, the qualifications required
for the job of "secretary II" include typing
at least sixty words per minute and
demonstrated proficiency in English.
 This type of information, as stated
earlier, is extremely important in
recruiting and selection process.
3. Job Performance Standards
60
 Job performance standard is the third

application of job analysis.
 Performance standards make explicit the quantity
and/or quality of performance expected in basic

tasks indicated in the job description.
 Job performance standards are statements of the
acceptable as well as attainable levels of

achievement on a particular job.
 Job performance standards serve three functions.

1. Standards become objectives or targets for employee
effort.
61
 The challenge or pride of meeting objectives may serve to
motivate employees.
 Once standards are met, workers may feel a sense of
accomplishment and achievement.
 This outcome contributes to employee satisfaction.
2. Standards are criteria against which job success is
measured.
 Without standards, no control system can evaluate job
performance
 When measured performance strays from the job standard,
corrective action is taken.
 The action serves as feedback, which in turn can lead to
change standards if they are inappropriate or improve the
actual performance.
3. Performance standards benefit both the jobholder
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and the superior who evaluates him.
 The more the employee understands what is expected
of him, the more likely it is that he or she will be able
to carry out the responsibilities of the position
successfully.
 On the other hand, in evaluating the performance of
each employee, the supervisor can compare the actual
performance of each person with the written standard.
 Performance appraisals can never become fully
objective, but the usage of written standards helps to
make them more objective (Chatterjee, 1995).

1.2. JOB DESIGN
Jobs are the foundation of organizational
63

productivity and employee satisfaction.
 How well jobs are designed will play an
important role in the realization of
organizational objectives.
 Well-designed jobs, therefore, enable to
attract and retain motivated employees…
 Job design is the process of determining
the specific tasks to be performed, the
methods used in performing these tasks,
and how the job relates to other work in the
organization (Mondy & Noe, 1990).
 It integrate work content (tasks, functions,
relationship_), the rewards (extrinsic and intrinsic)
64 and qualification required (skills, abilities,
knowledge) for each job in a way that meets the
needs of employees and the organizations.
 It specifies how the job is to be done and how
workers can be satisfied doing the job.
 Workers must also sense that they are accountable
for specific results and feel that the job has
meaning beyond pay.
 The design of a job reflects the organizational,
environmental, and behavioral demands placed on
it.
 Job designers need to consider these elements and
try to create jobs that are productive.
ELEMENTS OF JOB DESIGN
65
1. Organizational Elements
Organizational elements of job design
according to Werther and Davis (1996),
includes:
Mechanistic approach
Work flow
Work practices
Ergonomics


66
Mechanistic Approach
 This approach involves identifying every task in a job
so that task can be arranged to minimize the time and
effort expended by workers.
 Once task identification is complete, a limited number
of tasks are grouped into a job.
 The result is specialization:
Specialized jobs lead to a short job cycle, the time to
complete every task in a job.
 The mechanistic approach stresses efficiency in effort,
time, labour costs, training and employee learning time.
67
 Work Flow
 The product or service usually suggests
the sequence of and balance between jobs
if the work is to be done efficiently.
 For example, the frame of a car must be
built before doors can be added. Once
the sequence of jobs is determined, the
balance between jobs is established.
 Ergonomics

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Optimal productivity requires that the physical
relationship between the worker and the work be
considered in designing jobs.
 Ergonomics is the study of how human beings
physically interface with their equipment.
 The apparatus and other related work product must
be modified for ease of work process.
 Work practice
 Are a set of ways of performing work.
 These methods arise from traditional or collective
wishes of employee
2. Environmental Elements
69
 Are concerned with ability and availability

of potential employees and their social
expectations
 Employee Abilities and Availability
 Efficiency considerations must be balanced
against the abilities and availability of the
people who are to do the work.
 The level of technology and the type of
work in an organization should not exceed
the abilities of the organization's
workforce.
Social and Cultural Expectations
70
 Working hours, holidays, religious

beliefs, management styles, are some
of the factors that must be
considered when designing jobs.
 Failure to consider these social
expectations can create
dissatisfaction, low motivation, low
quality of work life and the like.
3. Behavioral Elements
71
 Jobs cannot be designed by using only

the elements that aid efficiency.
 Instead, job designers draw heavily on
behavioral research to provide a work

environment that helps satisfy
individual needs.
 Any job can be described in terms of
five core dimensions.

72
 These are:
Skillvariety.
Task identity.
Task significance.
Autonomy.
Feedback

Further more, there are factors that play a
vital role in job design or redesign. These
73 are:
Technology
Economic Factors
Laws and Government Regulations
Union Pressure
Employees' Potential
Management Philosophy

 TECHNIQUES OF JOB
74
REDESIGN

The major purpose of job design and redesign is to
improve employee performance.

There are many methods of enhancing jobs through
job design/redesign.

The following represent the more viable techniques
of job redesign.

75
1. Job Rotation

This technique refers to the movement of employees from one job
to another.

Jobs themselves are not actually changed

Rotation breaks the monotony of highly specialized work by calling
on different skills and abilities.

The organization benefits

Learning and developing new skills,
• helps the worker's self-image
• provides personal growth, and
• Makes the worker more valuable to the organization .
The main drawbacks are:
76
 Costs involved in the movement of personnel,
 productivity inevitably drops in the initial phase of
a worker's taking on a new job.
 efficiencies derived through experience are lost
 Job rotations also create disruptions.
 Job rotation is a weak solution to jobs that score low
on motivation potential.
 Critics point out that this approach involves nothing
more than having people performing several boring
and monotonous jobs rather than one.
2. Job Enlargement
77
 Expand the number of related tasks

 It increases job scope.
 Gives greater variety in job content and thereby
helps to relieve monotony in repetitive jobs.

 For example, instead of knowing how to operate only
one particular machine, a worker is taught to
operate two or even three with the same level of
responsibility.
 Here, through job enlargement, management
can reduces monotony, and increase job
satisfaction by creating task
SHAWEL variety.
ASSFAW 04/30/23
3. Job Enrichment
78
 Employees are given autonomy to
 set their own work pace,
 design their own work methods,
 participate in making decisions affecting their work units,
and
 evaluate their accomplishments
 It refers to basic changes in the content of the job
and increasing the level of responsibility,
autonomy, and control.
 It is a means of expanding jobs vertically.
 Add more planning and control responsibilities.
 These additions to the job, in-turn, can lead to
increased motivation. SHAWEL ASSFAW 04/30/23
 According to Herzberg (1979), job
79
enrichment efforts should be based on
the following principles:
1. Increase job demands:
2. Increase Worker's accountability:
3. Providing Work Scheduling freedom:
4. Providing feedback:
5. Providing New Learning experience:
 The management would make use of job
enrichment techniques based on the nature of
the job, and the prevailing environment.
 The major differences between these two
80
techniques and job enrichment are:
 Job enlargement and job rotation are
horizontal expansions while job
enrichment is a vertical expansion.
 Job enlargement and job rotation increase
job scope while job enrichment increases
job depth. Job depth is the degree of
control or autonomy and individual has
over his/her own work (Baird, et.al, 1990).

Individual Assignment (10%)
81
Read the handout, any book,

or material on job analysis by
visiting to your library.
Discuss the differences
among task, duty, position
job, occupation and career
with adequate elaboration
and examples.
82
TEST ONE
THANK YOU!

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CHAPTER ONE

INTRODUCTION TO HUMAN RESOURCE

SHAWEL ASSFAW 04/30/23

Brain storming questions

SHAWEL ASSFAW 04/30/23

Management is defined as the process of reaching goals

Among all these, human resource is the most important and

 human resource is the major cost (expenditure) of doing

Unlike other resources, human resource require fairness,

Human resources make decision over efficient utilizations of

Definition: Human Resource Management is the process of

 some points need to be emphasized:

 HR is said to be the most important ( or critical) element in

SHAWEL ASSFAW 04/30/23

 For many decades such responsibilities as selection,

 The guiding principle was "getting the most

pay of each worker who met and exceeded

1. The development of a true science of

SHAWEL ASSFAW 04/30/23

 This school of thought was and still is considered

job satisfaction and the social needs of

 The human relations movement, as the name

SHAWEL ASSFAW 04/30/23

 Work is a group activity

 Informal groups within the work place exercise

 Many workers get their satisfaction in the

show that workers primarily respond to

SHAWEL ASSFAW 04/30/23

SHAWEL ASSFAW 04/30/23

 The environment of an organization consists of the

human resource management policies and practices.

behavior that employees bring to their jobs.

the general environment and the task environment.

SHAWEL ASSFAW 04/30/23

 An organization's general environment consists of the

 The economic environment refers to the general economic

b) The Technological Environment

SHAWEL ASSFAW 04/30/23

 The socio-cultural dimension of the general environment is

 Political variables are the factors that may influence an organizations

SHAWEL ASSFAW 04/30/23

 The physical environment includes the climate,

SHAWEL ASSFAW 04/30/23

 The task environment of an organization consists of

SHAWEL ASSFAW 04/30/23

 The internal environment of an organization

 These are the programs designed in response to the

SHAWEL ASSFAW 04/30/23

 Identifying the contribution of sound human

SHAWEL ASSFAW 04/30/23

 State the importance of job rotation, job enlargement

and job enrichment.

SHAWEL ASSFAW 04/30/23

1. What is job Analysis? Why we do job

 A JOB in an organization is created when tasks,

 Job analysis is the systematic process of

also a method that enables to obtain

 The major purpose of job analysis is to

 It is used to prepare both job descriptions and

SHAWEL ASSFAW 04/30/23

 Recruitment and selection largely depend on job

 Work activities - What needs to be done?

 Basically, in order to get information for

 These questionnaires reveal the duties

HRM 1&2

HRM 1&2