Chapter 2

Job Analysis &

Personnel Planning
Reference Books:
Human Resource Management (Keith Devis)
Human Resource Management (Mondy)
Internet

Resource Person: Muhammad Faisal1

 Functions (Scope) of HRM
1.Staffing
•Personnel Planning
•Job Analysis
•Recruitment
5.Employee •Selection
2.Human
& Labor Resource
Relations Functions Development
of HRM

4.Safety & 3.Compensation

Health & Benefits
2
 1. Staffing
 Process through which an organization ensures that it
always has the proper number of employees with the
appropriate skills in the right jobs at the right time to
achieve the organization’s objectives.

 It includes
• Personnel planning
• Job Analysis
• Recruitment
• Selection

3
 1996 Croatia USAF CT-43 crash
 On April 3, 1996, a United
States Air Force CT-43 crashed
in Croatia while on an official
trade mission. The aircraft was
carrying United States
Secretary of Commerce Ron
Brown and 35 other people
(including 16 corporate
executives).
4
 The September 11 attacks
 Often referred to as September 11th or
9/11were a series of coordinated suicide
attacks on the United States on
September 11, 2001. On that morning,
19 terrorists hijacked four commercial
passenger jet airliners.
 The death toll of the attacks was 2,996,
including the 19 hijackers with more
then 6000 injuries.
 The hijackers intentionally crashed two
of the airliners into the Twin Towers of
the World Trade Center in New York
City, killing everyone on board and
many others working in the buildings. 5
 Succession Planning
 The process for identifying and developing people
with the potential to fill key positions in the
company once the position is vacant. Succession
planning increases the availability of experienced
and capable employees that are prepared to assume
these roles as they become available.

6
Difference Between "Job" And "Position"
 Job - Consists of a group of tasks that must be
performed for an organization to achieve its goals
 Position - Collection of tasks and responsibilities
performed by one person; there is a position for
every individual in an organization.
(As per Mondy
Noe)
Job – A job is a pattern of tasks, duties and
responsibilities that can be done by a person
(Keith Devis) 7
 Strategic Planning- is the process by which top
management determines overall organizational
purposes and objectives and how they are to be
achieved.
 HR Planning- The process of systematically
reviewing HR requirements to determine & ensure
that required number of employees, with the
required skills, are available when they are needed.
 Succession Planning- Ensuring that a qualified
person is available to assume a managerial position
once the position is vacant usually with the help of
replacement chart. 8
 Human Resource Planning Process
External Environment
Internal Environment
Strategic Planning

Human Resource Planning

Forecasting Comparing Forecasting

Human Requirements Human Resource
Resource and Availability Availability
Requirements

Demand = Surplus of Shortage of

Workers Workers

No Action Restricted Hiring, Recruitment

Reduced Hours,
Early Retirement, Selection
Layoff, Downsizing
9
 Demand Forecasting
 Statistical approaches
1. Ratio analysis
2. Regression analysis
 Judgmental methods
10
Ratio analysis
Patients: Doctors = 4:1

Number of Patients = 100

Number of Doctors = 25

If there are 400 patients, how many Doctors

are needed?
11
 Regression analysis 75

50

# Employees 25

0
50 100 150

# Customers 12
The Relationship of Sales Volume to Number of
Employees

Number of
Employees

500

400

300

200

100

0 10 20 30 40 50 60
Sales (thousands)
13
 Job Analysis
 Job Analysis – Job analysis is a systematic
process of determining the skills, duties and
human characteristics required for performing
specific job in organization. In job analysis
information about jobs are systematically
collected, evaluated & organized.
 Job description – document providing information
regarding tasks, duties, and responsibilities of job
 Job specification – minimum qualifications to
perform a particular job 14
Job Analysis: A Basic Human Resource
Management Tool Human Resource
Planning
Tasks Responsibilities Duties Recruitment

Selection

Training
and
Job Development
Job Descriptions Performance

Analysis Appraisal
Job Compensation and
Specifications Benefits
Safety and Health
Employee and Labor
Knowledge Skills Abilities Relations
Legal Considerations
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 Job Description- a written statement that
explains tasks, duties, working conditions,
responsibilities & other aspects of a specified
job
 Job Title
 Job Grade / Pay Scale
 Employment Status
 Location
 Hazard
 Duties
 Machines, Tools,  Date
Equipments, Materials  Job Summary
used.
 Supervision given or
received 16
Sample Job
Description

17
18
Job Descriptions Contents
Job
Identification

Job Job
Specifications Summary

Sections of a
Typical Job
Working Description Responsibilities
Conditions and Duties

Standards of
Authority
Performance

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 The Job Description Sections
 Job identification
 Job title: name of job
 Grade/ status
 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

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 Relationships (chain of command)
 Reports to: employee’s immediate supervisor
 Supervises: employees that the job incumbent directly
supervises
 Works with: others with whom the job holder will be
expected to work and come into contact with internally.
 Outside the company: others with whom the job holder is
expected to work and come into contact with externally.

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 Responsibilities and duties
A listing of the job’s major responsibilities and duties (essential functions)
 Defines limits of jobholder’s decision-making authority, direct
supervision, and budgetary limitations.
 Standards of performance and working conditions
 Liststhe standards the employee is expected to achieve under each of the
job description’s main duties and responsibilities.
 Job Specification
 Authority

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Job Specification- a written statement that
explains human characteristics needed to
perform the job.
 Education
 Experience
 Training
 Physical & Mental Status
 Communication Skills
 Languages
 Physical Skills
 Personality Traits

23
Sample
Job Specification-

24
 Purposes of Job Analysis
 What physical and mental tasks does the worker
accomplish?
 When does the job have to be completed?
 Where is the job to be accomplished?
 How does the worker do the job?
 Why is the job done?
 What qualifications are needed to perform the job?

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 Reasons For Conducting Job Analysis
 Staffing- lacking up-to-date job analysis, a firm would have
to select employees for the job without having clear
guidelines.
 Training & Development- Incompatibility between job
requirement & employee can b met by T&D.
 Compensation and Benefits- The relative value of a
particular job to the company must be known before a
monetary value can be placed on it.
 Safety and Health- Information derived from job analysis is
also valuable in identifying safety and health considerations.
 Employee and Labor Relations- Job analysis provides a
standard for promotion, transfer, demotion.
 Legal Considerations- Job analysis data is used to defend
matters involving legal obligations.
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 Occasions For Job Analysis
 When the organization is founded
 When new jobs are created
 When jobs are changed significantly as a result
of new technologies, methods, procedures, or
systems

 Job Morphing- Readjusting skills to match the job requirements or

changing of a present job to a new one. like if your working in a
construction site as a an electrician, then you'll do the plumbing just to
make the work faster . any work you're capable of doing which is not
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you're usual routine.
 Job Analysis Methods
 Questionnaires
 Observation
 Interviews
 Employee recording
 Analyzing jobs of rival organizations
 Combination of methods

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Methods of Collecting Job Analysis
Information: The Interview
 Information Sources
 Individual employees
 Groups of employees
 Supervisors
job
with knowledge of the  Interview Formats
 Advantages  Structured (Checklist)
 Quick, direct way to find  Unstructured
overlooked information
 Disadvantages
 Distorted information

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Questionnaires
 Information Source
 Advantages
 Employees fill out
 Quick and efficient way to
questionnaires to
gather information from
describe their job-related
large numbers of
duties and responsibilities
employees
 Questionnaire Formats  Disadvantages
 Structured
checklists  Expense and time
 Open-ended questions consumed in preparing and
testing the questionnaire

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Observation
 Advantages
 Provides first-hand information
 Reduces distortion of information
 Information Source  Disadvantages
 Time consuming
 Observing and noting
 Difficulty in capturing entire job
the physical activities cycle
of employees as they  Of little use if job involves a high
go about their jobs level of mental activity

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Participant Diary/Logs
 Advantages
 Produces a more complete
picture of the job
 Employee participation
 Information Source
 Disadvantages
 Workers keep a
 Distortion of information
chronological diary/
 Depends upon employees to
log of what they do
accurately recall their
and the time spent on activities
each activity

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People Who Participate in Job
Analysis Should Include
(at a minimum)
 Employee
 Employee’s immediate supervisor
 Jobanalyst
 Consultants

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JOB DESIGN- 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 in order to increase
productivity & employees satisfaction.
Or else
 Lower productivity  Sabotage
 Employees Turnover  Unionization
 Absenteeism  Complaint
 Resignations
 Employees dissatisfaction
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 Job Design is Work arrangement (or rearrangement)
aimed at reducing or overcoming job dissatisfaction
and employee alienation arising from repetitive
tasks. Through job design, organizations try to raise
productivity levels by offering non-monetary
rewards such as greater satisfaction from a sense of
personal achievement in meeting the increased
challenge and responsibility of one's work. Job
enlargement, job enrichment, job rotation are the
various techniques used in a job design exercise.

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 Difference between Job Analysis and Job Design
 There are two basics ways in which work is organized. The first is related to the flow
of authority and is known as organization structure. The second relates to flow of
work itself from one operation to another and is known as procedure.
 The job design is about designing or re-designing a new job profile and setting the
correct organizational structure.
 The job design is about using several theoretical approaches to bring the balance
between creative and routine part of the job.
 The job design is done as the organization needs to keep the number of employees at
the affordable costs.
 The correct job design can bring the elimination of many process steps and it can help
the organization to react quicker to the requests of the customers.
 The job analysis is about the analysis of the current jobs and it is can be used as the
input to the job design.

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 Elements of Job Design
1. Organizational Elements (Efficiency)
 Mechanistic Approach- Involves
identifying every task of a job so that task
can be arranged & grouped into a job.
Results Specialization & shortens Job
Cycle.
 Work flow- Sequence & balance between
jobs.
 Work Practices- Set ways of performing
work.
 Ergonomics- Study of how human beings
physically interface with equipments.

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2. Environmental Elements
 Employee abilities & Availability
 Social & Cultural Expectations
3. Behavioral Elements.
 Autonomy
 Variety
 Task Identity- Extent to which a job involves doing a complete
from beginning to end and identifiable piece of work with a visible
outcome, as opposed to doing only a portion of the job. Task
identity is an important component of job satisfaction.
 Task Significance- Extent to which an identifiable piece of work
affects, or is important to, others within or outside the organization.
An employee's knowledge of other people's dependence on the
work he or she is doing is an important factor in his or her job
satisfaction.
 Feedback 38
 The Job design Input-output Framework

Feedback

Organizational
Elements

Job Productivity &

Environmental
Design Satisfying
Elements
Jobs

Behavioral
Elements

Transformation Desired
Input
Process Outputs
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 Job Analysis in a “Jobless” World
From Specialized to Enlarged Jobs
Techniques of Job Redesign /Dejobbing
 Job enlargement “adds more things to do”
Assigning workers additional same level
activities, thus increasing the number of activities
they perform. (Horizontal loading)
 Job enrichment “adds more responsibility”
Redesigning jobs in a way that increases the
opportunities for the worker to experience
feelings of responsibility, achievement, growth,
and recognition. (Vertical loading)
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 Job rotation
 Moving an employee from department to department to
broaden his or her experience and identify strong and
weak points to prepare the person for an enhanced role
with the company
 Systematically moving workers from one job to another
to enhance work team performance.

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Why Managers Are Dejobbing /Redesigning
 Dejobbing  External factors leading
Broadening the responsibilities of to dejobbing.
the company’s jobs by  Rapid product and
encouraging employees not to limit
technological change
themselves up to job description.
 Global competition
 Internal factors leading to
 Deregulation,
dejobbing
 Political instability,
 Flatter
organizations
 Work teams
 Demographic changes

 Reengineering  Rise of a service

economy.

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