Unit 2: HRP, Job Analysis & Job Design

Human Resource Planning (HRP)

► Also known as Manpower Planning (MPP)

► Always starts with the Business Strategy / Strategic Plan / AOP
► Key process are the
► Demand forecast
► Supply forecast
► Focus is on the ’Number’ as well as the ‘Type’ of employee
► Tip: When applying to companies, make sure their manpower budgets are not ‘frozen’
https://images.app.goo.gl/DkiF1kKQs2q2vasS8
https://images.app.goo.gl/JTpPXoXfPEAJUDUE8
Job Analysis

► The process through which you determine the duties of the jobs you are analyzing and the
characteristics of the (ideal) people to hire for them.

► Two outcomes of the process:

► Job Descriptions: what duties the job entails
► Job (or “person”) Specifications: what kind of people to hire for the job

► Why do you think this process / these outcomes are important?

Dessler, Pg 80
 Process of Job Analysis
► Step 1: Decide how you’ll use the information

► Step 2: Review relevant background information such as organization charts, process charts, and job
descriptions

► Step 3: Select representative positions

► Step 4: Actually analyze the job—by collecting data on job activities, working conditions, and human traits
and abilities needed to perform the job

► Step 5: Verify the job analysis information with the worker performing the job and with his or her immediate
supervisor

► Step 6: Develop a job description and job specification

Organisation Charts

https://images.app.goo.gl/TtGXK2FhiE4M1ipf9
 Data Collection Techniques

► Interview

► Structured

► Well prepared

► Questionnaires

► Open ended as well as checklist options

► Observation

► Daily Diary/Logs

► Quantitative techniques

► Position Analysis Questionnaire (194 questions – www.paq.com)

Job Description

► Job identification

► Job summary

► Reporting Relationships

► Responsibilities and duties

► Authority of incumbent

► Standards of performance

► Working conditions
 Job Specification

► Can be derived based on prior experience, judgement, statistical techniques or job tasks

► Educational Qualifications

► Age*

► Skills / Competencies

► Behavioural Traits

► Gender / Physical Characteristics**

► Work Experience

► Related

► Generic
Job

► A job consists of a related set of tasks that are carried out by a person to fulfil a purpose. It can be regarded
as a unit in an organization structure that remains unchanged whoever is in the job.

► Position is the collection of tasks and responsibilities performed by one person

► Question: 1 supervisor, 1 clerk, 40 assemblers, and 3 tow-motor operators

Tasks Job Career

 Job Design

► “The specification of the contents, methods, and relationships of jobs in order to satisfy technological and
organizational requirements as well as the social and personal requirements of the job holder” (Davis, 1966).

► Tries to fulfill two aims:

► to satisfy the requirements of the organization for productivity, operational efficiency and quality of product or service

► to satisfy the needs of the individual for interest, challenge and accomplishment, thus providing for ‘job engagement’
 Principles of Job Design

► Robertson and Smith (1985) suggest the following five principles of job design:

► To influence skill variety, provide opportunities for people to do several tasks and combine tasks.
► To influence task identity, combine tasks and form natural work units.
► To influence task significance, form natural work units and inform people of the importance of their work.
► To influence autonomy, give people responsibility for determining their own working systems.
► To influence feedback, establish good relationships and open feedback channels.
 Approaches to Job Design

► Work Simplification: based on the premise that work can be broken down into clearly defined, highly
specialized, repetitive tasks to maximize efficiency.
► Not effective in a changing environment in which customers/clients demand custom-designed products and/or
high-quality services, or one in which employees want challenging work. Moreover, among educated employees,
simplified jobs often lead to lower satisfaction, higher rates of absenteeism and turnover
► Industrial Engineering: concerned with analyzing work methods and establishing time standards to improve
efficiency and determine which, if any, elements can be modified, combined, rearranged, or eliminated to
minimise cycle time
► may result in human considerations being neglected or downplayed. For example, an assembly line, with its simplified
and repetitive tasks, embodies the principles of industrial engineering but may lead to repetitive strain injuries, high
turnover, and low satisfaction because of the lack of psychological fulfillment.
 Approaches to Job Design

► Job rotation: which comprises the movement of employees from one task to another to reduce monotony by
increasing variety.
► Job enlargement: which means combining previously fragmented tasks into one job, again to increase the
variety and meaning of repetitive work.
► Job enrichment: which goes beyond job enlargement to add greater autonomy and responsibility to a job
and is based on the job characteristics approach.
► Self-managing teams (autonomous work groups): these are self-regulating teams who work largely without
direct supervision. The philosophy on which this technique is based is a logical extension of job
enrichment.
► High-performance work design: which concentrates on setting up working groups in environments where
high levels of performance are required.
 Job Enrichment

► increasing the level of difficulty and responsibility of the job;

► assigning workers more authority and control over outcomes;

► providing feedback about individual or unit job performance directly to employees;

► adding new tasks requiring training, thereby providing an opportunity for growth; and

► assigning individuals entire tasks or responsibility for performing a whole job rather than only parts of it, such
as conducting an entire background check rather than just checking educational credentials.
Team-based Job Design

► Focus on giving a team, rather than an individual, a whole and meaningful piece of work to do.

► Team members are empowered to decide among themselves how to accomplish the work.

► Often they are cross-trained and then rotated through different tasks.

► Team-based designs are best suited to flat and matrix organization structures.

► Virtual Teams are an outcome of this initiative – combining technology for outcomes
Job Evaluation

► Job evaluation is a formal and systematic comparison of jobs to determine the worth of one job relative
to another.
► Job evaluation aims to determine a job’s relative worth within an organisation as well as within the job
market.
► Job evaluation eventually results in a wage or salary structure or hierarchy (this shows the pay rate for
various jobs or groups of jobs).
► The basic principle of job evaluation is:
► Jobs that require greater qualifications, more responsibilities, and more complex duties should receive more pay
than those with lesser requirements
 Additional Links

► To see
► HRP
► https://www.youtube.com/watch?v=kTIJqQlO_l4
► https://www.youtube.com/watch?v=UCB6S6h4Ucc
► https://www.youtube.com/watch?v=YCdUmlOsP8w

► Job Evaluation
► https://www.youtube.com/watch?v=Jjgy67XI4V0
► https://www.youtube.com/watch?v=L07rWAQJAoY
► https://www.youtube.com/watch?v=dBfcWcQWJbg

► To Read
► https://www.yourarticlelibrary.com/human-resource-development/demand-and-supply-forecasting-factors-and-methods/60201