KINGS COLLEGE OF MANAGEMENT & COMMERCE ASSIGNMENT: HUMAN RESOURCE MANAGEMENT TOPIC: NAME: EFFECTIVE JOB ANALYSIS AMMARA

SHAHZADI

SUBMITTED TO: SIR ARIF SHEIKH CLASS: BATCH: MBA (103)

Contents:
Introduction HRM Planning

Importance of HRM

An Organizational Framework Job Analysis Job Analysis Method Purpose of Job Analysis

Job Design

Job Enrichment Job Evaluation Job Enlargement Job Rotation Systems Recruitment Job Design and Teams

Effective Job Analysis

Introduction:
Human Resources Planning (HRP)
HRP can be defined as the task of assessing and anticipating the skill, knowledge and labor time requirements of the organization, and initiating action to fulfill or source those requirements. Thus, if the organization as a whole or one of its subsystem is not performing to the benchmark, in other words, it is declining, it may need to plan a reduction or redeploys its existing labor force. On the other hand, if it is growing or diversifying, it might need to find and tap into a source of suitably skilled labor. Lets look into some definitions of HRP as given by different experts. Coleman has defined HR/MP planning as The Process of determining manpower requirements and the means for meeting those requirements in order to carry out the integrated plan of the organization.

Human Resource planning can be defined as a process by which an organization ensures that it has the right number and kinds of people, at the right place, at the right time, capable of effectively and efficiently completing those tasks that will help the organization achieve its overall objectives or in other words HRP can be defined as planning for the future personnel needs of an organization, taking into account both internal activities and factors in the external environment.

Need and Importance of HRP

Human resource Planning translates the organization objectives and plans into the number of workers needed to meet these objectives. The need and importance of HRP is as follows: HRP helps in determining the future manpower requirements and avoids problems like over staffing or understaffing in the organization. HRP helps in tackling with the factors like competition, technology, government policies

etc. that generates changes in the job content, skill requirements and Now a days there is a demand of number and types of personnel required. exceptional intellectual skills while the existing staff becomes redundant, the HR manager has to attract and retain qualified and skilled personnel and also required to deal with issues like career development, succession planning for A proper and realistic human resource plan is which he takes the help of HRP. needed to ensure equal employment and promotional appointments to the candidates fro weaker sections, physically handicapped and socially and politically HRP provides valuable and timely information for various oppressed citizens. designing and execution of personnel functions like recruitment, selection, transfers, promotions, layoffs, training and development and performance It helps the organization to anticipate imbalance in human appraisal. HRP resources, which in turn will facilitate reduction in personal costs. facilitates planning for future needs which will help in better planning of assignments to develop managers and to ensure the organization has a steady supply of experienced and skilled employees.

Factors affecting Human Resource Planning

HRP is a dynamic and on going process. The process of updating is not very simple, since HRP is influenced by many factors, which are The type of organization determines the production process and as follows: The human resource needs of an organization number and type of staff needed. depend on the strategic plan adopted by it. For e.g. the growth of a business calls for hiring of additional labor, while mergers will need a plan for Organization operates under different political, social environment layoffs. and has to carefully formulate the HR policies and so the HR manager has to evolve suitable mechanism to deal with uncertainties through career HRP also depends on developments, succession planning, retirement schemes etc. the time periods and accordingly the short and long-term plans are adopted. And The type this time span is based on the degree of environmental uncertainties. and quality of information used in making forecasting is an important factor influencing HRP. Accurate and timely human resource information system helps in HRP is required to ensure that suitable getting better quality personnel. candidates should be appointed at the right kind of job. So these are some of the factors that affect the human resource planning. Human Resource Planning is the development of strategies for matching the size and skills of the workforce to organizational needs. Human resource planning assists organizations to recruit, retain, and optimize the deployment of the personnel needed to meet business objectives and to respond to changes in the external environment. The process involves

carrying out a skills analysis of the existing workforce, carrying out manpower forecasting, and taking action to ensure that supply meets demand. This may include the development of training and retraining strategies. Human resource planning has traditionally been used by organizations to ensure that the right person is in the right job at the right time.

Importance:
it's important because it helps the companies look better and gives them a clear impression of the outside and hopefully will do better in competition.

An Organizational Framework:
SWOT analysis
A SWOT (Strengths, Weaknesses, Threats, Opportunities) analysis is often performed to analyze the company's internal strengths and weaknesses, as well as threats from and opportunities available in the external environment. The weaknesses and threats identified in a SWOT analysis, may be used as areas of focus in the proposed training programs. Similarly, the training program should be targeted at availing the opportunities available in the environment, and at maintaining the company's strengths.

SWOT analysis is a strategic planning method used to evaluate the Strengths, Weaknesses, Opportunities, and Threats involved in a project or in a business venture. It involves specifying the objective of the business

venture or project and identifying the internal and external factors that are favorable and unfavorable to achieve that objective. The technique is credited to Albert Humphrey, who led a convention at Stanford University in the 1960s and 1970s using data from Fortune 500 companies. A SWOT analysis must first start with defining a desired end state or objective. A SWOT analysis may be incorporated into the strategic planning model. Strategic Planning has been the subject of much research. Strengths: characteristics of the business or team that give it an advantage over others in the industry. Weaknesses: are characteristics that place the firm at a disadvantage relative to others. Opportunities: external chances to make greater sales or profits in the environment. Threats: external elements in the environment that could cause trouble for the business.

Identification of SWOTs are essential because subsequent steps in the process of planning for achievement of the selected objective may be derived from the SWOTs. First, the decision makers have to determine whether the objective is attainable, given the SWOTs. If the objective is NOT attainable a different objective must be selected and the process repeated. The SWOT analysis is often used in academia to highlight and identify strengths, weaknesses, opportunities and threats. It is particularly helpful in identifying areas for development.

Job analysis:
Job Analysis is a process for identifying necessary skills, knowledge and abilities for the purpose of employee training and career development. Job Analysis is also done so that employees can be paid according to degree of skill, knowledge and specific behaviour which they bring to the job. Job Analysis is the process of describing and recording aspects of jobs and specifying the skills and other requirements necessary to perform the job.

Job Analysis Methods

There are several ways to conduct a job analysis, including: interviews with incumbents and supervisors, questionnaires (structured, open-ended, or both), observation, critical incident investigations, and gathering background information such as duty statements or classification specifications. In job analysis conducted by HR professionals, it is common to use more than one of these methods. For example, the job analysts may tour the job site and observe workers performing their jobs. During the tour the analyst may collect materials that directly or indirectly indicate required skills (duty statements, instructions, safety manuals, quality charts, etc). [4] The analyst may then meet with a group of workers or incumbents. And finally, a survey may be administered. In these cases, job analysts typically are industrial/organizational psychologists or Human Resource Officers who have been trained by, and are acting under the supervision of an industrial psychologist. [5] In the context of vocational rehabilitation, the primary method is direct observation and may even include video recordings of incumbents involved in the work. It is common for such job analysts to use scales and other apparatus to collect precise measures of the amount of strength or force required for various tasks. Accurate, factual evidence of the degree of strength required for job performance is needed to justify that a disabled worker is legitimately qualified for disability status. In the United States, billions of dollars are paid to disabled workers by private insurers and the federal government (primarily through the Social Security Administration). Disability determination is, therefore, often a fairly "high-stakes" decision. Job analysts in these contexts typically come from a health occupation such as occupational or physical therapy. Questionnaires are the most common methodology employed by certification test developers, although the content of the questionnaires (often lists of tasks that might be performed) are gathered through interviews or focus groups. Job analysts can at times operate under the supervision of a psychometrician.

Purpose of Job Analysis

One of the main purpose of conducting job analysis is to prepare job description and job specification which in turn helps to hire the right quality of workforce into the organization. The general purpose of job analysis is to document the requirements of a job and the work performed. Job and task

analysis is performed as a basis for later improvements, including: definition of a job domain; describing a job; developing performance appraisals, selection systems, promotion criteria, training needs assessment, and compensation plans. In the fields of Human Resources (HR) and Industrial Psychology, job analysis is often used to gather information for use in personnel selection, training, classification, and/or compensation. The field of vocational rehabilitation uses job analysis to determine the physical requirements of a job to determine whether an individual who has suffered some diminished capacity is capable of performing the job with, or without, some accommodation. Professionals developing certification exams use job analysis (often called something slightly different, such as "task analysis") to determine the elements of the domain which must be sampled in order to create a content valid exam. When a job analysis is conducted for the purpose of valuing the job (i.e., determining the appropriate compensation for incumbents) this is called "job evaluation."

(HRM) JOB ANALYSIS, JOB DESIGN & JOB EVALUATION JOB ANALYSIS Strategic Overview Jobs are
dynamic and subject to change. Before people are assigned work, managers must examine jobs scientifically and describe the tasks needed clearly. Learning Objectives Nature of job analysis Identifying how job analysis information is used in other HR activities Process of job analysis Methods by which job analysis is typically completed Assessing he impact of behavioral factors on job analysis Distinguishing job descriptions and job specifications Job analysis changes as organizations change. Introduction India being a labor surplus country, jobs are very important to individuals. Jobs help determine the standards of living, places of Job residence, status and even ones sense of self-worth. What is Job Analysis? analysis is a systematic exploration of the activities within a job. It is a technical procedure, one that is used to define the duties, responsibilities and This analysis involves the identification and accountabilities of a job. description of what is happening on the job accurately and precisely identifying the required tasks, the knowledge and the skills necessary for performing them, and the conditions under which they must be performed now and in the future. Uses of Job Analysis Good human resource management demands of both the employee and the employer a clear understanding of the duties and responsibilities to be performed on a job. How job analysis helps with other Human resource planning: Job analysis aspects of work are summarized below. helps in forecasting human resource requirements in terms of knowledge and skills. By showing

lateral and vertical relationships between jobs, it facilitates the formulation of a systematic promotion and transfer policy. Also helps in determining the quality of human resources needed in an organization.

Job design
Designing the contents and structure of a job is called job design. When designing a job, the manager should consider not only the physical requirements of the job, such as skills needed, materials and parts handled, efficiency requirements etc., but also how the employees can be motivated through better job design. For example, the job may involve some sort of social interaction.

Job analysis
Job Analysis is a process for identifying necessary skills, knowledge and abilities for the purpose of employee training and career development. Job Analysis is also done so that employees can be paid according to degree of skill, knowledge and specific behaviour which they bring to the job.

Job evaluation
This means using the information in job analysis to systematically determine the value of each job in relation to all jobs within the organization. Job Evaluation has four basic approaches i.e. (a) the ranking method; (b) the classification method; (c) the factor comparison method; and (d) the point method.

Job Enlargement
Job enlargement is characterized by horizontal job loading which means adding more tasks of different nature to a job. Job enlargement is done to create variety in a job, to minimize monotony and boredom in a routine or repetitive job.

Job Enrichment

Job enrichment is characterized by vertical job loading which means adding duties and responsibilities to a job which provide variety in skill, more autonomy, and feedback on performance. The purpose of enriching a job is to make it more challenging, and more attractive to the employees.

Job Rotation
Job Rotation is achieved by moving employees working on routine and repetitive jobs from one position to another and so on. The purpose of job rotation is to minimize boredom and monotony among employees. Another purpose of job rotation is to achieve better internal control and minimize the chances of fraud, by rotating the employees who are responsible for the custody of cash and other liquid assets.

Worker traits
This means to characteristics of workers. Worker traits vary from job to job but in general a worker must be punctual, honest and have good behaviour on the job. In particular a worker should have skills relevant to his/her work.

Systems:
The (an online resource which has replaced the Dictionary of Occupational Titles (DOT)) lists job requirements for a very large number of jobs and is often considered basic, generic, or initial job analysis data. Data available from includes physical requirements, educational level, and some mental requirements. Task-based statements describing the work performed are derived from the functional job analysis technique. also provides links to salary data at the US national, state and city level for each job. The Position Analysis Questionnaire (PAQ) is a well-known job analysis method. Although it is labeled a questionnaire, the PAQ is actually designed to be completed by a trained job analyst who interviews the subject matter experts (e.g., job incumbents and their supervisors). Functional job analysis (FJA) is a task-based (or work-oriented) technique developed by Sidney Fine and colleagues in 1944. In this method, work elements are scored in terms of relatedness to data (0-6), people (0-8), and

things (0-6), with lower scores representing greater complexity. Incumbents, considered subject matter experts, are relied upon, usually in a panel, to report elements of their work to the job analyst. Using incumbent reports, the analyst uses Fine's terminology to compile statements reflecting the work being performed in terms of data, people, and things. The Dictionary of Occupational Titles uses elements of the FJA in defining jobs. Task inventories use tasks gathered from Subject Matter Experts (SMEs)about the tasks performed by the job incumbents. Typically, subject matter experts rate long lists of tasks on scales such as frequency, amount of time spent, or importance. The KSAO's required for a job are then inferred from the most frequently-occurring, important tasks. In a skills-based job analysis, the skills are inferred from tasks and the skills are rated directly in terms of importance of frequency. This often results in data that immediately imply the important KSAO's. However, it can be hard for subject matter experts to rate skills directly. The Fleishman Job Analysis System (F-JAS) represents a generic, skills-based approach. Fleishman factor-analyzed large data sets to discover a common, minimum set of KSAO's across different jobs. His system of 73 specific scales measure three broad areas: Cognitive (Verbal Abilities; Idea Generation & Reasoning Abilities; Quantitative Abilities; Memory; Perceptual Abilities; Spatial Abilities; and Attentiveness), Psychomotor (Fine Manipulative Abilities; Control Movement Abilities; and Reaction Time and Speed Abilities), and Physical (Physical Strength Abilities; Endurance; Flexibility, Balance, and Coordination; Visual Abilities; and Auditory and Speech Abilities). JobScan is a measurement instrument which defines the personality dynamics within a specific type of job. By collecting PDP ProScan Survey results of actual performers and results of Job Dynamics Analysis Surveys completed by knowledgeable people related to a specific job, JobScan provides a suggested ideal job model for that position. Although it does not evaluate the intellect or experience necessary to accomplish a task, it does deal with the personality of the type of work itself.

Recruitment:
Job analysis is used to find out HUMAN RESOURCE MANAGEMENT (HRM) how and when to hire people for future job openings. An understanding of the skills needed and the positions that are vacant in future helps managers to plan and hire people in a systematic way. For e.g. a company for its financial analysis section may be hiring MBAs. An analysis may show that a graduate with an analytical bent of mind can also serve the purpose. The

prospect can result Selection: Without a proper understanding of what is in savings to the company. to be done on a job, it is not possible to select the right person. If a college has not clearly identified what a clerk has to do, it is difficult to ascertain if the person selected is in a position to handle stores or maintain a cash Placement and orientation: After register or even the books of accounts. selecting people, we have to place them on jobs best suited to their interests, activities and aptitude. If we are not sure about what needs to be done on a job, it is not possible to identify the right person suited for the job. Similarly, effective job orientation cannot be achieved without a proper understanding of the needs of each job. To teach a new employee how to handle a Training: If there is no proper job job, the job has to be clearly defined. analysis it will lead to confusion and proper training cannot be initiated. Counseling: Managers will be in a position to counsel employees about their careers when they understand the different jobs in an organization. Likewise, employees can better appreciate their career options when they understand the Employee safety: A job analysis will specific needs of various other jobs. Performance appraisal: Only indicate unsafe conditions associated with a job. on a proper job analysis being made available will it be possible to assess or compare individuals. It is necessary to compare what individuals should do (as per performance standards) with what they have actually done (as per job Job design and redesign: Once the jobs are understood properly, it analysis). is easy to locate weak spots and undertake remedial steps. Unnecessary movements, simplifying certain steps and improving the existing steps through Job continuous monitoring can be followed through a process of redesign. evaluation: Job analysis helps in finding the relative worth of a job, based on criteria such as degree of difficulty, type of work done, skills and knowledge needed, etc. This in turn helps in designing proper wage policies and rewards. Organizational Analysis: It is necessary to first The Process of Job Analysis have an overall picture of the various jobs in an organization. This is required to find the linkages between jobs and organizational objectives, inter-relationships between jobs and contribution of various jobs to the effectiveness and efficiency of the organization. The information can be obtained through organization charts and workflow charts.

Job Design and Team:

Introduction
The nature of work and its organization has interested managers, economists and social scientists for as long as people have been employed by others to engage in productive activity. (See section on scientific management.) Managers have largely been interested in maximizing output from available resources. Economists and social scientists have raised questions about the organization of work in relation to issues of the individual and society in general. The aims of this section are to:

Define selected terms applicable to job design and work organization Examine the aspects of traditional thinking applicable to job design and work organization Propose alternative factors to be considered that take cognizance of employees needs Generate some ideas on how these factors may be applied in work situations in existing and new organizations Stress the importance of fitting the work to the worker, in order to achieve the productivity benefit

Job Design Defined

Job design and work organization is the specification of the contents, method and relationships of jobs to satisfy technological and organizational requirements as well as the personal needs of job holders.

Job Teams Defined:

A team is any group of people organized to work together interdependently and cooperatively to meet the needs of their customers by accomplishing a purpose and goals. Teams are created for both long term and short term interaction. A product development team, an executive leadership team, and a departmental team are long lasting planning and operational groups. Short term teams might include a team to develop an employee onboarding process, a team to plan the annual company party, or a team to respond to a specific customer problem or complaint. Three common types of teams include functional or departmental, crossfunctional, and self-managing.

Functional or departmental teams: Groups of people from

the same work area or department who meet on a regular basis to analyze customer needs, solve problems, provide members with support, promote continuous improvement, and share information. Cross-functional teams: Groups of people who are pulled together from across departments or job functions to deal with a specific product, issue, customer, problem, or to improve a particular process. Self-managing teams: Groups of people who gradually assume responsibility for self-direction in all aspects of work.

A team is defined as a group of people working together to achieve common objectives or goals. Teamwork is the cumulative actions of the team during which each member of the team subordinates his individual interests and opinions to fulfill the objectives or goals of the group. The objective or goal is a need to accomplish something, such as solve a problem and improve a process. Members of a team will need to focus on how they relate to each other, listen to the suggestions of others, build on previous information and use conflict creatively. They will need to set standards, maintain discipline, build team spirit and motivate each other. Each member of the team has their own history of experience to help achieve the objectives. They should have a need to see the task completed, but also the need of companionship, fulfillment of personal growth and self-respect.

Types of Teams
The early history suggests that work simplification efforts by management and labour were most likely the first productionoriented teams. The current type of teams can be divided into four main groups. They may be called by different names and slightly different characteristics to accommodate a particular organization.

1. Process improvement teams

The members of the process improvement team represent each operation of the process or sub-process. Usually, the scope of the teams activity is limited to the work unit. A team of labour six to ten members will come from the work unit and depending on the, marketing accounting location of the sub-process, an external or internal customer would be included on the team. During the course of the teams life, additional expertise from other work areas may be added on a permanent or temporary-it is disbanded when the objective has been obtained. When the targeted process includes many

work units or the entire organization, a cross functional team may be more appropriate with work unit teams as sub teams.

2. Cross functional teams

A team about six to ten members will represent a number of different functional areas, such as engineering, marketing, accounting, production, quality and human resources. It may also include the customer and supplier. A design review team is a good example of cross functional team. This type of team is usually temporary. An exception would be a product support team, which would be permanent and have as an objective to serve a particular product line, service activity, or a particular customer. This type of team breaks down functional area boundaries.

3. Natural work teams

This type of team is now voluntaryit is composed of all the members of the work unit. It differs from quality control circles because a manager is a part of the team and the projects to be improved are selected by management. Some employees may not to work in teams for various reasons and managers should anticipate this action and be prepared to help employees become comfortable in the team environment or alternatively find work in another unit that still performs work as individuals. Even through, team work is technically feasible; there may be such resistance that its introduction should be delayed until there has been substantial turnover.

4. Self directed/Self management teams

They are an extension of natural work teams without the supervisor. Thus, they are the epitome of the empowered organizationthey not only do the work but also manage it. There is wide direction to organize their work subject to organizational work flow requirements. There is a team coordinator to liaison with senior management that may rotate among members. The team meets daily to plan their activities, and decisions are usually by consensus. Additional responsibilities may include; hiring, dismissal, performance evaluation, customer relations, supplier relations, recognition/reward and training. The team must have access to business information in order to plan, control and improve their processes.