Meaning and Definition of Human Resource Management

Meaning and Definition of Human Resource Management

• According to Flippo, "Human Resource/Personnel Management may

be defined as the planning, organising, directing, and controlling of
the procurement, development, compensation, integration and
maintenance and separation of human resources to the end that
individual, organisational and societal objectives are accomplished."
Nature of Human Resource Management.
HRM has the following features
1. A part of Management Discipline
2. Universal Existence
3. Concerned with People
4. Action Oriented
5. Directed Towards Achievement of Objectives
6. Integrating Mechanism
7. Development Oriented
8. Continuous Process
9. Comprehensive Function
HRM has the following features :
1. A part of Management Discipline : HRM is a part of management
discipline. It is not a discipline in itself but is only a field of study. HRM,
being a part of management process, draws heavily from management
concepts, principles and techniques and apply these in the
management of human resources.
2. Universal Existence : HRM is pervasive in nature. It is present in all
enterprises. It permeates all levels of management in an organization.
3. Concerned with People : HRM is all about people at work, both as
individuals and groups. It tries to put people on assigned job in order to
produce goods results. The resultant gains are used to reward people
and motivate them towards further improvement is productivity.
HRM has the following features
4. Action Oriented : HRM focuses attention on action, rather than on record keeping,
written procedures or rules. The problems of employees are solved through rational
policies.
5. Directed Towards Achievement of Objectives : HRM is directed towards achievement
of organisational Objectives by providing tools and techniques of managing people in
the organisation effectively.
6. Integrating Mechanism : HRM tries to build and maintain cordial relation between
people working at different levels in the organisation. It tries to integrate human assets
in the best possible manner for achieving organisational goals.
7. Development Oriented : HRM intends to develop the full potential of employees. The
reward structure is turned to the needs of employees. Training is provided to improve
the skill of employees. Every attempt is made to use their talents fully in the service of
organisational goals.
HRM has the following features
• 8. Continuous Process: HRM is not a one short deal. It cannot be
practised only one hour each day or one day a week. It requires
constant alertness and awareness of human relations and their
importance in every day operations.
• 9. Comprehensive Function : HRM is concerned with managing people
at work. It covers all types of people at all levels in the organisation. It
applies to workers, supervisors, officers, manager and other types of
personnel.
Scope of HRM
• Human resource management (HRM) deals with procurement,
development, compensation, maintenance and utilization of human
resources. HRD deals with efficient utilization of human resources and
it is a part of HRM.
• Human resource being a systematic process for bringing the desired
changes in the behaviour of employees involves the following areas:
• 1. Recruitment and selection of employees for meeting the present
and future requirements of an organization.
• 2. Performance appraisal of the employees in order to understand
their capabilities and improving them through additional training.
Scope of HRM
3. Offering the employees' performance counselling and performance
interviews from the superiors.
4. Career planning and development programmes for the employees.
5. Development of employees through succession planning.
6. Workers' participation and formation of quality circles.
7. Employee learning through group dynamics and empowerment.
8. Learning through job rotation and job enrichment.
9. Learning through social and religious interactions and programmes.
10. Development of employees through managerial and behavioural skills.
Importance of Human Resource Development
(HRD)
• Human resource is needed to be developed as per the change in the
external environment of the organization, hence, HRD helps to adopt
such changes through the development of existing human resource in
terms of skill and knowledge.

• The purpose of HR development is to provide the 'coaching' needed

to strengthen and grow the knowledge, skills, and abilities that an
employee already has. The goal of development and training is to
make employees even better at what they do.
Importance of Human Resource Development
(HRD)
• HRD expands capable HR
• HRD builds prospect for Career Development
• Employ Promise
• Job Fulfillment
• Transform Management
• Opportunities for Training and Development
• Performance Development
The importance or significance of HRD can
be explained as follows:
• 1. HRD expands capable HR : HRD develops the skills and knowledge
of individual; hence, it helps to provide competent and efficient HR as
per the job requirement. To develop employment's skill and
competencies, different training and development programs are
launched.
• 2. HRD builds prospect for Career Development : HRD helps to grasp
the career development opportunities through the development of
human skills and knowledge. Career development consists of personal
development efforts through a proper match between training and
development opportunities with employee's need.
• 3. Employ Promise : Trained and efficient employees are committed
towards their jobs which is possible through HRD. If employees are
provided with proper training and development opportunities, they
will feel committed to the work and the organization.
• 4. Job Fulfillment: When people in the organization are well oriented
and developed, they show a higher degree of commitment in an
actual workplace. This inspires them for better performance, which
ultimately leads to job satisfaction.
• 5. Transform Management : HRD facilitates planning and
management of change in an organization. It also manages conflicts
through improved labor management relation. It develops
organizational health, culture, and environment which lead to change
management.
• 6. Opportunities for Training and Development: Training and
development programs are tools of HRD. They provide an opportunity
for employee's development by matching training needs with the
organizational requirement. Moreover, HRD facilitates integrated
growth of employees through training and development activities.
• 7. Performance Development : HRD develops necessary skills and
abilities required to perform organizational activities. As a result of
which, employees can contribute to better performance in an
organization. This leads to greater organizational effectiveness.
Functions of HRM
Functions of HRM
• The functions performed by managers are common to all
organizations. For the convenience of study, the function performed
by the resource management can broadly be classified into two
categories, viz.
• (1) Managerial functions, and
• (2) Operative functions.
Managerial Functions
Planning: Planning is a predetermined course of actions. It is a process of
determining the organisational goals and formulation of policies and
programmes for achieving them. Thus planning is future oriented concerned
with clearly charting out the desired direction of business activities in future.
Forecasting is one of the important elements in the planning process. Other
functions of managers depend on planning function.
Organising: Organising is a process by which the structureand allocation of jobs
are determined. Thus organising involves givingeach subordinate a specific task
establishing departments, delegatingauthority to subordinates, establishing
channels of authority and communication, coordinating the work of
subordinates, and so on.
• Staffing: Tos is a process by which managers select, train, promote and retire
their subordinates This involves deciding what type of people should be hired,
recruiting prospective employees, selecting employees, setting performance
standard, compensating employees, evaluating performance, counseling
employees, training and developing employees.
• Directing/Leading: Directing is the process of activating group efforts to
achieve the desired goals. It includes activities like getting subordinates to get
the job done, maintaining morale motivating subordinates etc. for achieving
the goals of the organisation.
• Controlling : It is the process of setting standards for performance, checking
to see how actual performance compares with these set standards, and
taking corrective actions as needed.
(2) Operative Functions

The operative, also called, service functions are those which are
relevant to specific department. These functions vary from department
to department depending on the nature of the department Viewed
from this standpoint, the operative functions of HRM relate to ensuring
right people for right jobs at right times. These functions include
procurement, development, compensation, and maintenance functions
of HRM.
• A brief description of these follows:
• Procurement: It involves procuring the right kind of people in
appropriate number to be placed in the organisation. It consists of
activities such as manpower planning, recruitment, selection placement
and induction or orientation of new employees.
• Development : This function involves activities meant to improve the
knowledge, skills aptitudes and values of employees so as to enable
them to perform their jobs in a better manner in future. These
functions may comprise training to employees, executive training to
develop managers, organisation development to strike a better fit
between organisational climate/culture and employees.
• Compensation: Compensation function involves determination of wages and salaries
matching with contribution made by employees to organisational goals. In other
words, this function ensures equitable and fair remuneration for employees in the
organisation. It consists of activities such as job evaluation, wage and salary
administration, bonus, incentives, etc.
• Maintenance: It is concerned with protecting and promoting employees while at
work. For this purpose benefits such as housing, medical, educational, transport
facilities, etc. are provided to the employees. Several social security measures such as
provident fund, pension, gratuity, group insurance, etc. are also arranged.
• It is important to note that the managerial and operative functions of HRM are
performed in conjunction with each other in an organisation, be large or small
organisations. Having discussed the scope and functions of HRM, now it seems
pertinent to delineate the HRM scenario in India.
Policies and its Procedure in HRM
Policies and its Procedure in HRM

A personnel policy should have two types of objectives viz.,

1. general objectives and
2. specific objectives.
• General objectives express top management's philosophy of human
resources.
• Specific objectives refer to specific activities like staffing, training,
wages and, motivation.
Objectives

1. Optimum Use of Human Resources: Every organisation tries to

make use of the available human resources to the best of their
capabilities. Right men should be selected for the right jobs.
2. Training Of Everyone: The other main object of personnel policies is
to train and develop everyone so as to make them competent for
doing their job. Only a trained worker can do his job efficiently. The
personnel policies must encourage healthy and constructive
competition among the workers and also provide an opportunity for
development and growth of an individual.
3. Sound Industrial Relations: Personnel policies aim at creating sound
industrial relations and tend to establish conditions for mutual
confidence and understanding. Workers are encouraged to put forward
constructive suggestions and are given participation through joint
management councils and works committees. All this leads to industrial
peace. Many operational problems are avoided by having well
formulated policies.
4. Payment of Fair Wages: Personnel policies must aim at ensuring the
employees that they will be given fair wages for the work done by
them.
• 5. Security of Employment: One of the objectives of personnel
policies is to provide security of employment to the workers. Such
policies provide an efficient consultative service which aims at
creating mutual faith among those who work in the enterprise. All
types of doubts relating to loss of employment are cleared from the
minds of workers. Thus, social as well as economic security is
provided to workers.
• 6. Respecting Human Dignity: Personnel policies ensure fair treatment
to all irrespective of caste, colour and creed and aim at respecting the
human dignity. Workers are offered good and healthy working
conditions.
Principles of Personnel Policies
• According to Scot and others "carefully defined personnel policies
serve as a stabilising influence to prevent the waste of energy in
following programmes not in harmony with the company objectives".
Due to the importance of personnel function in the management, it
becomes essential to formulated personnel policies.
These policies are formulated keeping in
mind the following principles:
• 1. Principle of Right Placement: Only those persons should be selected
who are physically and mentally fit for the job so that they can become
our 'asset' in the future.
• 2. Principle of Development: All workers should be given the opportunity
to develop so that their monetary position as well as their social status is
enhanced. Workers tend to be more sincere and hard working when they
are aware of the chances of promotion in the organisation.
• 3. Principle of Participation: This principle states that we should consider
the organization a coordinated team. If workers participate in the
formulation of policies, a large number of problems which arise due to
misunderstanding can be avoided.
4. Principle of Mutual Interest : The workers should feel that interest of
management is common with the workers. This will provide motivation to
the workers to put in hard work which will entitle them to earn higher
wages and non-monetary benefits.
5. Principle of Good Working Conditions: Workers should be given better
tools, good working conditions, and adequate wages and there should be
impartial appraisal of their work.
6. Principle of Flexibility: A personnel policy must be such that it can be
changed with the change in circumstances. Technological changes are
taking place at a very fast speed in the industries and for that reason a
constant review of such policies is necessary.
Sources of Personnel Policies: The following
are the principal sources of Personnel Policies
• 1. Traditions and past experience.
• 2. Personnel Policies of similar concerns.
• 3. The philosophy of Board of Directors.
• 4. Suggestions of employees.
• 5. Labour Legislation and policies of the Government.
• 6. Trade Union and collective bargaining.
• 7. Objectives of organization
• 8. International conditions.
• 9. Business Environment
• 10. Day to day experience of dealing with personnel problems.
Contents of Personnel Policy : The following matters are
covered in the personnel policies followed in India:
• 1. Recruitment or hiring of employees.
• 2. Manpower planning and development.
• 3. Training programmes.
• 4. Absenteeism.
• 5. Hours of work.
• 6. Conditions of employment.
• 7. Overtime.
• 8. Lay-off, termination of services and welfare.
• 9. Wage policy, motivation and incentives.
• 10. Recognition of trade union, collective bargaining and workers participation in
management.
• 11. Promotion, demotion and transfer.
• Personnel policies are formulated by the personnel manager but the
top management is ultimately responsible for giving sanction to such
policies. Workers should be informed about such policies either in
group meetings or through the booklets.
Personnel Policies: A personnel policy must cover all areas of
manpower management. Usually personnel policies are framed with
regard to:
1. Recruitment and Selection (Employment) Policy :
(i) Minimum qualifications required in prospective employees
(ii) The sources from where labour supply will be available
(iii) Selection tests.
• 2. Promotion policy
• 3. Training policy: It covers :
• (i) Induction
• (ii) Types of training.
• (iii) Training of executives.
• 4. Wage policy: It includes:
• (i) Minimum wages
• (ii) Non-financial incentives
• (iii) Incentive plans
• (iv) Bonus, profit sharing etc.
• 5. Demotion and termination policy
• 7. Welfare policy
• 6. Working conditions and motivation policy
• 8. Integration policy: It covers :
• (a) Processing of grievances
• (b) Recognition of unions
• (c) Workers participation in management
• In order to communicate the personnel policy, a brochure may be
published. In certain cases a policy manual may be distributed to
managers, supervisors and employees. If any employee has any
confusion, a discussion can follow where all their questions should be
answered satisfactorily.
• Tests of Policy : The manager, as the leader in policy development, has
a heavy responsibility for the quality of the policy. The best evidence
of sound policy is historic performance.
The following tests can be applied to judge
whether a policy is good or otherwise :
• (a) Is it stated clearly?
• (b) Is it consistent with public policy?
• (c) Is it uniform throughout the organisation?
• (d) Is it having high level of acceptability among the members of the
organisation?
• (e) Is it having a sound base in appropriate theory? For example, wages may
be paid on piece-rate. It may be justified on the basis of wages theory.
• (f) Is it frequently reviewed and evaluated?
The positive answer the above questions will show that the personnel policy
is really good.
Manpower Planning
Definition of Manpower Planning
• Manpower planning may, be defined as, "The replacement planning which analyse labour
turnover, recruitment policy, promotion, development and maintenance of employee
programmes and assess the future needs of the organization so that sufficient number of
persons may be procured well in time.
• Manpower planning is "the process by which management determines how the
organization should move from its current manpower position to its desired manpower
position.
• Manpower, the labour force is not only an active, deep linking and essential factor of
production, but it activates their factors of productions.
• Manpower planning is a dual process, which identifies le manpower requirement, in
future and develops, its manpower resources accordingly.
• "According to M.N. Rudrobasavraj, "Manpower planning may be defined as a strategy for
acquisition, utilisation, improvement and presentation of an enterprise human resources."
• Edwin B. Geisler defined as, "Manpower planning is the process,
including forecasting, developing, and controlling by which a firm
ensures that it has the right number of people and the right kind of
people at the right places at the right me, doing work for which they
are economically most useful.
• "Coleman Bruce P defined as, "Man power planning is the process of
determining manpower requirements and the leans for meeting these
requirements in order to carry out le integrated plans of the
organization.
• "E.W. Velter, defines manpower planning as "The process which
management determines how the organisation should love from its
current manpower position. Through planning le management strives
to have the right number and right type of people at the right place,
at the right time doing things, which result in both the organisation
and the individual receiving maximum long hour unbenefits.
• "Edwin B. Flippodefind Manpower planning as, "the planning,
organizing, directing and controlling of the procurement,
development, compensation, integration and maintenance of people
for the purpose of contributing to organizational, individual and social
goals."
Need of Manpower Planning
Need of Manpower Planning
• 1. Replacement of Persons: A good number of employees are to be replaced in the undertaking
because of retirement, old age, death etc. So there will be a need to prepare and train persons for
taking up vacant jobs in an enterprise.
• 2. Labour Turnover : Labour turnover takes place in all enterprises. However, the degree of labour
turnover may vary from company to company but it cannot be eliminated altogether. There is
always a need to recruit new employees to take up the jobs of those who have left the under
taking. If the undertaking is able to foresee turnover rate properly then efforts in advance are
made to recruit and train employees so that work does not suffer for want of employees.
• 3. Expansion Plans: Whenever there is a proposal to expand or diversify the enterprise, more
employees will be needed to occupy new jobs. In such situations the human resource planning is
necessary.
• 4. Technological Changes: With research and new inventions, technological changes are coming
rapidly. There may be need to give fresh training to personnel. In addition, there may also be a
need to infuse fresh blood into the enterprise. Human resource planning will be helpful in coping
to the new demands of the enterprise.
• Assessing Future Requirements: Human resource planning is also
needed to assess whether there is any shortage or surplus employees
in the undertaking. If there is less number of employees than needed,
it will badly affect the work. On the other hand, if more persons are
working than needed then it will increase labour costs, etc. Human
resource planning ensures the employment of right employees.
Objectives of Manpower Planning
The objectives of manpower planning are
given below :

1. Optimum Productivity: Skilled and qualified workers are recruited or

they become so through the training programme provided by the
organization, through the manpower planning. Hence, an
organization can achieve the effective optimum utilization of human
potential, which will result in optimum productivity and thereby,
the production is carried out on uninterrupted.
2. Reduction in Labour Cost: Effective use of manpower, and optimum
productivity will reduce the wastage. It will reduce the labour cost.
Objectives of Manpower Planning
3. Effective Recruitment and Selection: Right person can be placed at the right job
and at right time through manpower planning. Because future need can be
predicted by manpower planning. Therefore, effective recruitment and selection
can be achieved so that no need to spend much amount on the training and labour
turnover can be reduced.
4. Group Satisfaction: By establishing mutually satisfying work relationship
between all the members of the organization, group satisfaction and team spirit
can be achieved.
5. It helps in maximizing individual development.
6. Effective manpower planning may help the management in 5. 6. Effective
manpower planning may help the management in developing the good employer-
employee relationship. It leads to improve the industrial relations.
Objectives of Manpower Planning
7. It maximizes the contributions and the satisfaction of the employees
of a business.
8. It gives due consideration to the capacities, interests, opportunities
and reactions of the workers.
9. To develop the future training and management developmentneeds.
10. To avoid the staff surplus and unnecessary dismissals in the
manpower planning.
11. To control the wages and salary costs.
Importance of Manpower Planning
Importance of Manpower Planning

• (1) Increase in the size of Business: Manpower planning is very helpful when there is expansion of
the plant. At the time of taking the decision for expansion of the plant, a large number of workers
are required to be recruited. For this purpose a stock of the existing manpower should be taken
and future need of the personnel should be assessed. It is very essential to know whether
personnel are to be recruited from outside or from inside and how the training facilities are to be
arranged for all this manpower planning is essential.
• (2) Effective Recruitment Selection Policy: Manpower planning helps in formulating effective
recruitment and selection policy. Manpower planning is concerned with the right type of people
from all sources to meet planned requirements. Manpower planning anticipates manpower needs
to develop the existing manpower to fill the future gaps. Thus only right man on the right job at
the right time may be recruited and selected.
• (3) Effective Employee Development Programme : Manpower planning reveals the training needs
of the working manpower with the result that training and development programmes become
more effective. No effective employed, development programme can be worked out unless it is
linked with the manpower requirements of the organisation.
Importance of Manpower Planning

• (4) Reduction in Labour Cost: Manpower planning ensures

recruitment and maintenance of better developed manpower
resource which results in reduced manpower costs. Forecasting of
long term manpower needs to help the management to forecast the
compensation costs involved.
• (5) Efficient Work Force: Manpower planning ensures on the one
hand, development of personnel at work and on the other hand, high
morale of the personnel. Manpower planning motivates the existing
employees and creates favourable psychological climate for
motivation. Management succession gets the best contribution from
the workers.
Importance of Manpower Planning

• (6) Avoiding Disruption in Production: Manpower planning may help the organisation
in procuring the skilled and qualified workers because future needs of personnel may
be estimated and they are selected and trained on the basis of a well developed
selection and training policy thus ensuring uninterrupted production.
• (7) Good Industrial Relations: Manpower planning helps the management in
developing the good industrial relations. With the help of manpower planning
management may plan to absorb the redundant workers to some new jobs after
training in case redundancies of workers are caused by automation or any other
reason.
• (8) National Policy on Employment: National policy on employment does not allow
any employer to oust the worker once employed by the organisation. It is very
essential to recruit the workers carefully according to the needs of the enterprise.
Only manpower planning can help the organisation in this regard.
Job Analysis
• Before we proceed to explain the concept of job analysis, let us first understand
the meaning of the term 'job' itself.
• Job: In simple words, a job may be understood as a division of total work into
packages/positions. According to Dale Yoder", "A job is a collection or
aggregation of tasks, duties and responsibilities which as a whole, is regarded as
a regular assignment to individual employees and which is different from other
assignments". Thus, a job may be defined as a group of positions involving
some duties, responsibilities, knowledge and skills.
• Each job has a definite title based on standard trade specialisations within a
job. Each job is different from other jobs like peon, clerk, supervisor, and
accountant, manager, etc. A job may include many positions. A position is a
particular set of duties and responsibilities regularly assigned to an individual.
• Job Analysis: Job analysis refers to the process of collecting
information about a job. In other words, it refers to the anatomy of
the job. Job analysis is performed upon ongoing jobs only. It contains
job contents. For example, what are the duties of a supervisor, grade,
what minimal knowledge, skills and abilities are necessary to be able
to adequately perform this job? How do the requirements for a
supervisor, grade, compare with those for a supervisor, grade? These
are the questions that job analysis answers.
Let us consider a few important definitions of
job analysis.

• According to Jones and Decothis "Job analysis is the process of getting

information about jobs: specially, what the worker does; how he gets
it done; why he does it; skill, education and training required;
relationship to other jobs, physical demands; environmental
conditions".
• Edwin B. Flippo has defined job analysis as the process of studying
and collecting information relating to the operations and
responsibilities of a specific job, The immediate products of this
analysis are job descriptions and job specifications".
• In the opinion of Herbert G. Hereman., "A job is a collection of tasks
that can be performed by a single employee to contribute to the
production of some product or service provided by the organisation.
Each job has certain ability requirements (as well as certain rewards)
associated with it. Job analysis is the process used to identify these
requirements". Now, job analysis can be defined as an assessment
that describes jobs and the behaviours necessary to perform them.
There are two major aspects of job analysis:
• 1. Job Description
• 2. Job Specification
1. Job Description
• Job Description: Job description is prepared on the basis of data collected
through job analysis.
• Job description is a functional description of the contents what the job entails. It
is a narration of the contents of a job.
• It is a description of the activities and duties to be performed in a job, the
relationship of the job with other jobs, the equipment and tools involved, the
nature of supervision, working conditions of the job and so on.
• All major categories of jobs need to be spelled out in clear and comprehensive
manner to determine the qualifications and skills required to perform a job.
Thus, job description differentiates one job from the other. In sum, job
description is a written statement of what a job holder does, how it is done, and
why it is done.
Purposes of Job Description
• Purposes of Job Description : Job description is done for fulfilling the
following purposes:
• 1. Grading and classification of jobs
• 2. Placement and Orientation of new employees
• 3. Promotions and transfers
• 4. Outlining for career path
• 5. Developing work standards
• 6. Counselling of employees
• 7. Delimitation of authority
2. Job Specification
• Job Specification: While job description focuses on the job, job
specification focuses on the person i.e, the job holder. Job
specification is a statement of the minimum levels of qualifications,
skills, physical and other abilities, experience, and attributes required
for performing job effectively. In other words, it is a statement of the
minimum acceptable qualifications that an incumbent must possess
to perform a given job. It sets forth the knowledge, skills and abilities
required to do the job effectively.
• Job specification specifies the physical, psychological, personal, social
and behavioural characteristics of the job holders.
• Usages of Job Specification: The usages of job specification include:
• 1. Personnel planning
• 2. Performance appraisal
• 3. Hiring
• 4. Training and development
• 5. Job evaluation and compensation
• 6. Health and safety
• 7. Employee discipline
• 8. Work scheduling
• 9. Career planning
Contents of Job Description and Job Specification: The contents of job
description and job specification are presented in the following Table.
Job Contents
Job description Job specification
A statement containing item such as A Statement of Human qualifications necessary to do the job.
Usually contains such items as
• Job title • Education, Experience
• Location • Training ,
• Job Summary • Physical Effort
• Duties • Physical skills
• Machines, Tools, and equipment • Responsibilities
• Materials and forms used • Communication skills
• Supervision given or received • Emotional characteristics
• Working Conditions • Unusual sensory demands such as sight, smell, bearing.
• Hazards • Initiative
Job Evaluation :
• Job Evaluation : Job evaluation is a comparative process of
establishing the value of different jobs in a hierarchical order.
• It allows one to compare jobs by using common criteria to define the
relationship of one job to another. This serves as basis for grading
different jobs and developing a suitable pay structure for them.
• It is important to mention that job evaluation cannot be the sole
determining factor for deciding pay structures because job evaluation
is about relationships, and not absolutes. The techniques used for job
evaluation include ranking, job classification, points rating, etc.
Process of Job Analysis: Job analysis is as useful is not so easy to make.
In fact, it involves a process.
1. Organisational Job Analysis: Job analysis begins with obtaining
pertinent information about a job'. This, according to Terry is required
to know the makeup of a job, its relation to other jobs, and its
contribution to performance of the organisation.
• Such information can be had by dividing background information in
various forms such as organisation charts i.e., how the particular job
is related to other jobs; class specifications i.e., the general
requirement of the job family; job description i.e., starting point to
build the revised job description, and flow charts i.e., flow of activities
involved in a particular job.
2. Selecting Representative Jobs for Analysis: Analysing all jobs of an
organisation is both costly and time consuming. Therefore, only a
representative sample of jobs is selected for the purpose of detailed
analysis.
• 3. Collection of Data for Job Analysis: In this step, job data features of
the job and required qualifications of the employee are collected.
Data can be collected either through questionnaire, observation or
interviews. However, due care should be taken to select and use the
method of data collection that is the most reliable in the given
situation of the job.
• 4. Preparing Job Description: The job information collectedin the
above ways is now used to prepare a job description. Job description
is a written statement that describes the tasks, duties and
responsibilities that need to be discharged for effective job
performance.
• 5. Preparing Job Specification: The last step involved in job analysis is
to prepare job specification on the basis of collected information. This
is a written statement that specifies the personal qualities, traits,
skills, qualification, aptitude etc. required to effectively perform a job.
• Thanks Unit 1st Completed.