2.

1 MEANING AND RELEVANCE OF JOB ANALYSIS

Meaning : Job analysis is a formal and detailed study of jobs. It refers
to a scientific and systemaic analysis of a job in order to obtain all
Job pertinent fact about the job. Job analysis has been defined as the process
of determining by observationand study the tasks, which comprise the job,
Analysis the methods and equipment used, and the skills and attitudes required for
successful perfomance of the job".\Job analysis is essentially a process
of collecting and analysing data relating to a job. It is a part of overall
work planning called 'work design'. A job can be analysed only after it
has been designed and someone is already performing it. Job analysis is.
therefore, performed upon ongoing jobs. As jobs are always subject to
change, a job analysis may become obsolete within a short period of timne. Job analysis provides
the following information about a job:
(i) Identity of the job in terms of its title and code number.
(ii) The operations and tasks involved in the job including their timing, significance.
complexity and sequence.
(ii) Location, physical setting, hazards and discomforts, supervision given and received and
other significant characteristics of the job.
fiv) Duties involved in the job along with the frequency of occurrence of each duty.
(v) Materials, methods and equipments used in performing the job.
 (V1} HoW the job is performed, i.e.. the nature of operations like clearing, lifting, handing.
drilling, feeding, driving, guiding, assembling, etc.
(vii) Relationship of the job with other jobs in the organisation.
(vii) Human resource attributes required for performing the job, eg. physical strength.
cducation, mental skills, attitudes, experience, training. etc.
Thus. job analysis is the process of collecting job related infornation. Such information helps
in the preparation of job description and job specification.
Relevance: Job analysis is cssential for effective management of human resourCCS. IIs main
uses are as follows :

.Organisational Design. Job analysis is useful in classifying jobs and interrelationsh1p

among them. Responsibility commensurate with authority and accountability for various
jobs can be specified so as to minimise duplication or overlapping. In order to improve
organisationalefficiency, sound decisions concerning hierarchical positions and functional
differentiation can be taken on the basis of information obtained through job analys1s.
2. Human Resource Planning. Job analysis provides useful information for forecasting
manpower requirements in terms of knowledge and skills. It also helps in planning
for promotions and transfers by indicating lateral and vertical relationships between
different jobs. Job analysis helps in determining quality of human resources required in
an organisation. It also facilitates division of work. Therefore, job analysis is an essential
clement of effective human resource planning.
3. Recruitment and Selection. Infornmation relating to the tasks, responsibilities, knowledge
and skills serves as a realistic basis for hiring people. Job vacancy is advertised on the
basis of job description and job specification. Job analysis provides understanding of
what an employee is expected to do on the job. Such understanding serves as the basis
for meaningful forecast of job performance. Selection methods are based upon such
forecasts.
4. Placement and Orientation. A clear understanding of job requirements helps in
matching these requirements with the abilities, interests and aptitudes of people. Each
job can be assigned to the person who is best suited for it. Similarly, the orientation
programme can be geared towards helping the employee learn the activities, tasks and
duties that are required to perform a given job more effectively.
5. Training and Development. Job analysis provides valuable information required
to identify training needs, to design training programmes and to evaluate training
effectiveness. A clear idea of what is required on a job helps in deciding what is to be
learnt and how. Similarly, employee development programmes such as job rotation, job
enlargement andjob enrichment are based on analysis of job requirements.
6. Performance Appraisal. Job analysis helps in determining performance standards in
critical parts of a job. Employee performance can then be evaluated against known
standards and critical activities. The superior can compare actual performance with the
standards set with the help of job analysis.
7. Career Path Planning. Job analysis provides a clear idea of opportunities in terms of career
paths and jobs available in the organisation. With the help of such understanding employes
and the organisation both can make efforts for career planning and career development.
8. Job Design. With the help of knowledge about job requirements, improvements in work
design and work methods can be made to improve productivity and job satisfaction. This
takes two forms, namely industrial engincering and human engineering. The former is
concerned with measurement, simplification and improvement of work so as to improve
efficiency and reduce costs, The latter involves redesigning jobs to match the physicat
and psychological capabilitics of employees.
15
 2.2 MEANING AND RELEVANCE OF JOB DESCRIPTION OR
POSITION DESCRIPTION
Meaning The data collected through job analysis provides the basis for preparing job
descriptions and job specifications. Job description is a functional description of what the job
entails. It is descriptive in nature and defines the purpose and scope of a job.Job description is
a written record of the appropriate and authorised contents of a job. It is a factual and organised
statement describing the job in terms of its title, location, tasks, duties, responsibilities, working
conditions, hazards and relationship with other jobs. It tells us what is to be done, how it is to
be done and why. The main object of a job description is to differentiate it from other jobs and
to set out its outer limits. Job description is an important document as it helps to identify the
job and gives a clear idea of what the job is.

2.2.1 Relevance of Job Description

Jób deseription is helpful in the following areas of Human Resource Management :
i) Job grading and classification.
) Piacement of new employees on a job.
(iD Orientation of new employees towards basic duties and responsibilities.
(iv) Promotions and transfers.
Av) Defining and outlining career paths.
(vi) Redressal of grievances relating to duties and responsibilities.
(vii) Investigating accidents.
 Iable 2.2 : Distinction between Johb Analysis and Job Description
Basis of Distinction Job analysis Job Description
L.Meaning A formal and detailed study
of a job
Astatement describing the nature and
contents of ajob
Purpose To serve as the basis for various To guide placement, orientation,
HR functions training, etc. of employces
3. Nature A statement
A process
4. Sequence Prepared after job analysis
Carried out before a job
description is prepared
2.3 MEANING AND RELEVANCE OF JOB SPECIFICATION OR MAN
SPEC0FICATION
Meaning Job specification or man specification or employee specification is a statement of
the minimùm acceptable human qualities required for the proper performance of a job. It is
a written record of the physical, mental, social, psychological, and behavioural characteristics
which a person should possess in order to perform the job effectively.)Physical
characteristics include height, weight, chest, vision, hearing, health, áge, voice,
poise, hand and foot coordination, etc. Mental characteristics consist of general
intelligence, memory, judgement, ability to concentrate, foresight, etc. Social and
psychological characteristics comprise emotional stability, flexibility, perSonal
appearance, pleasing manners, initiative drive, conversational ability, ete. Other
personal characteristics include sex,education, family background, job experience,
extra-curricular activities, hobbies, etc. All these traits may be classified into three
categories:
(a) Essential attributes which a perSon must possess.
(b) Desirable attributes which a person ought to possess.
(éy Contra-indicators which willbecome a handicap to successful job pertormance.
Table 2.3: Distinction between Job Description and Job Specification
Basis of Distinction Job Description Job Specification
1.Meaning Awritten statement of the contents A written statement of the
qualities
of a job required for performing a job
2. Contents Title, duties, working conditions, Education, training, experience.
supervision, relationships aptitude, etc. required for aparticular
involved in a job |job
3 Purpose To identify, define and describe To facilitate recruitment, selection
a job training, etc. of people for the job
4. Sequçnce Prepared before job specification Prepared after job description
Relevance; Job specification tells what kind of a person is required for a given job. it serves
as a guide in the recruitment and selection processes. It is also helpful in training and appraisal
of employees. Job specification is criticised on the ground that it involves a great deal of
subjectivity. It is restrictive in nature as it restricts the development of an individual in the job.
Organisations generally tend to specify relatively high requirements for formal education and
training with the result that highly qualified personnel end up doing routine jobs. Despite these
problems, it is necessary to specity for every job the minimum acceptable human qualities. A
 Table 2.4 : Jeh Specification of Compensation Manager
Position Title Manager, wage and administration.
Departmeni Human Resource Division.
Education and Training :(a) A good bachelor degree with at least 50 per cet rarks
(b) MBA with specialisation in HRM/MA Social Work/lbiploma
in HRM or other equivalent qualification.
(C) A degree or diploma in labour law will be an additional
desirable qualification.
Experience At least five years' experience in a similar position in a large
organisation of repute.
Age Preferably above 30 ycars and below 45 years.
Other Attributes : (a) Good health
(b) Plcasing manners
(c) Flucncy in speaking and writing
(d) Analytical and decision-making skills
(e) Ability to work long hours
() Innovative approach
(g) Good knowledge of computer applications.
2.4 MEANING AND RELEVANCE OF JOB ENLARGEMENT
Meaning Job Enlargement is the process ofincreasing the scope of ajob by adding more
tasks to it. The related taskS are combined. The widened and more complex job is expected
to satisfy the higher order needs of employees.JDue to variety of tasks, an employee gets
the opportunity to make greater use of his mind and skill. In the words of Strauss and
Sayles, "It implies that, instead of assigning one man to each job, a group of men can be
assigned to a group of jobs and then allowed to decide for themselves how to organise the
work. Such changes permit more social contacts and greater control over the work process."
sales
For example, in a company there are three groups of sales persons for three different
functions namely booking orders, delivering the product and providing after-sales service.
Under job enlargement, all the groups are merged together so that every salesperson perforrms
all the three functions.

Original Job

Fig. 2.2 : Job Enlargement

Relevance : Job enlargement reduces monotony and boredom by providing the employee
a more complete or whole job to do. It helps to increase interest in werk and efficiency.
It is also a method of training and developing more versatile employecs) But it does not
increase the depth of a job. Enlarged jobs require longer training period as there are more
tasks to be learncd.

2.5 MEANING AND RELEVANCE OF JOB ENRICHMENT

Meaning Job enrichment is the process of making the job more challenging or assigning
employees additional responsibility normally reserved for higher level employees. This is done to
ensure employces meaning at work place. This theory is based on concept that when emplovees
19
 challcnging, they drive ncuning out of them and consequcntly love to contribute
e ns Job
to the onyanisation,
Fnrichment involves designing a job in such a way that it provides the worke.
Job for planning andcontrolling his own performance. It is based on the assurmption
Oheeptautònouy
reater
that in onder to motivate cmployces, the job itself måst provide opportunities for achievement,
enrichment, a job is made
Teeognition, responsibility, advancement and growth. JThrough jobof narrow specialisation A
functions
more interesting and challenging thereby removing he functions of planning and control
employee whose job is enriched will perform the management
so far as his own work is concerned.

Original Job

Fig. 2.3 : Job Enrichment

Table 2.5 : Distinction between Job Enlargement and Job Enrichment
Ba_is ofDistinction Job Enlargement Job Enrichment
Nature It involves expansion or horizontal|It involves vertical loading of job.
loading of a job.
2 Contents Under it more tasks of a similar Under it quality of the job is
nature are added to the job. improved.
3 Purpose Its purpose is to reduce monotony Its purpose is to make the job
in performing repetitive jobs by more challenging and satisfying.
lengthening the operating cycle.
4.
Skills Required It may not require acquisition of high It requires acquisition of higher level
level skills on the part of job holders.skills on the part of job holders.
5. Direction and| It does not reduce the need for It reduces the need for direction
Control direction and control bythe superior. and control by the superior as the
jobholder uses self-direction and
control.
t Job Enlargement Job enrichment needs to be differentiated from job enlargement. Job
enlargement involves a horizontal loading of the job by adding a variety of
Job operations which the jobholder will perform. On the other hand, job enrichment
Scope consists of a vertical loading of the job so that the jobholder himself controls
the planning and execution of his job. In job enlargement, employees are
given more work at the same level of responsibility. Jobs are restructured so
mparison of Job that they become more meaningful interesting and challenging. Controls are
dJob Enlargement reduced to provide greater freedom of action and to increase accountability.
For instance, an employee may be assigned total responsibility for a complete
job. Job enrichment involves grouping together jobs at different levels.
Steps in Job Enrichment
The process of job enrichment consists of the following steps :
(i Zelecting jobs which are amenable to job enrichment.
(ii) Identifying the changes that may enrich the selected jobs.
(ii) Changing the contents of a job so as to provide self-control, responsibility, achievement
 and advancement. This can be done by forming natural work groups, combining tasks
and opening feedback channels.
(iv) Training, guiding and encouraging employees, whenever necessary.
(v) Integrating the enriched jobs into the daily work routine of the organisation.
Relevance : Job enrichment provides the following bencfits :
AYit makes the job interesting thercby reducing monotony and boredom for the jobholder.
(i) It provides job satisfaction to the jobholder by making the job challenging.
(ij} Tt helps to reduce cmployec absentecism and employee turnover.
iv) It improves motivation of jobholder through opportunity for advancerment and growth in career.
(v) It helps to increase quantity and quality of job performance.
Advantages of Job Enrichment
The following are the advantages of job enrichment:
() Creation of better work environment.
An) croate contribution of the employees.
( ) Reduction in boredom on account of repeated tasks.
(ivy More learning skills.
(v) More suitable for employees who wants to achieve more.

26 MEANINGAND DEFINITION OF MANPOWER PLANNING

Meaning and Definition of Manpower Planning
people, right
Manpower planning or human resource planning consists of putting right number of
they are suited for
kind of people at the right place, right time, doing the right things for which
the achievement of goals of the organisation.
the requisition utilization,
According to Stainer, "Manpower planning is defined as strategy for relates to establishing job
improvement and preservation of aenterprise's human resource. It
number of personnel
specifications or the quantitative requirements of jobs determining the
required and developing sources of manpower".
requirements of right number and right kind
Thus, manpower panning is a process determining
of human force at right place and right time.
Objective of Manpower Planning
The following are the objectives of manpower planning:
iy To ensure optimum use of human
resources currently employed,
when required,
are available as and
(i1) To ensure that necessary resources
iii) To assess future skills requirements,
(ivy To determine requirement level,
(v) To provide control measures,
(vi) To anticipate redundancies and
assess training and development needs.
(vii) To avoid unnecessary dismissals and
AND RELEVANCE OF MANPOWER ESTIMATION
2.7 MEANING
/Before starting recruiting or hiring employees, a company must estimate
Meaning employees, it will need during a future
the number of-employees and the quality of
period. Such estimation is called manpower estimation or manpower planning.
time process by which management
According to Eric Vetter, manpower estimation is "the
current manpower position to its
determines how an organisation should move from its
management strives to have the right number
desired manpower position. Through it doing things which
at the right time,
and the right kind of people at the right place, 21
resuit in both the onganisation, and the individuai receiving maximum long range benefit." There
are two dmensions of manpower estimation quantitative, and qualitative.
kQuantitative Aspect. This aspect of manpower, estimation involves estimating the
number of employees required in a future time period. In order to estimate the quanity
of required manpower, workload analysis and work force analysis are done.
(a)_Workload Analysis : Under workload analysis, the workload of cach department
is estimated. The total workload divided by workload per cmployee will yield the
number of employees needed in the department. Suppose, a factory decides to
produce 50,000 cars during 2018-2019. Standard man hours needed to produce one
car are 10. Total man hours will be 50,000 x 10 = 5,00,000. Man hours available
5,00,000 200 workers
per worker are 2,500 per year. The factory will require 2,500
during 2018-2019.
b) Work Force Analysis : All the existing workers in the factory are not likely to
be available during 2018-2019. Some of the current workforce or manpower will
be lost due to retirement, resignation, promotion, etc. In order to estimate the loss
of current workforce, workforce analysis is done. The work history of each of the
existing workers in the factory is prepared. On the basis of past experience, the
loss of manpower is 10 percent every year. If 160 workers are already employed
in the factory only 144 (160-16) workers will be available in 2018-19. The factory
will have to recruit 16 (160-144) new workers next year.
2. Qualitative Aspect. The estimate of the knowledge, skills, experience, etc. of required
manpower is the qualitative aspect of manpower estimation. The quality of manpower
be judged on the basis of job analysis and job specification or man specification.
Relevanee : Manpower estimation or manpower planning is relevant and helpful in the following
Ways:
( ) It helps to ensure that the organisation has the required number and required quality of
manpower to fill al! the job vacancies. Otherwise, it cannot achieve its goals.
(G) it helps to avoid excess and shortage of employees for various jobs.
(ii) It facilitates expansion and growth of the enterprise.
<iv) It leads to better utilisation of manpower and reduces wastage of manpower.
(v) It is useful in anticipating and controlling costs of manpower.
(i) It hclps in planning for physical facilities like staff quarters, canteen, ofice furniture and
equipment, etc.