Module 2

Job Design, Job

Analysis and Human
Resource Planning
Job & Position

 Jobconsists of a group of related

activities and duties

 Positionconsists of different duties
and responsibilities performed by
only one employee
Relationship of Job
Requirements & HRM
Functions
 Recruitment
 Job specification
▪ A statement of knowledge, skills and
abilities required of a person performing
a job
 Selection
 Job description
▪ It is the statement of tasks, duties and
responsibilities of a job
Relationship of Job
Requirements & HRM
Functions
 Training and Development
 Discrepancy between the jobholder
and the requirements contained in
the description
 Performance Appraisal
 Compensation Management

Job Analysis

Process of obtaining information about



jobs by determining what the duties,

tasks or activities of the jobs are
Job Analysis

Consists of:


 Job Description: It is a written record of

the duties, responsibilities and
requirements of a particular job.
 Title, duties, working conditions,
location, etc of the job.
 Job Specification: It is a written record
of the requirements in an individual
worker for a given job. It refers to the
summary of the personal
characteristics required for the job.

Gathering Job
Information
 Interviews
 Questionnaires
 Observation
 Diaries
Purpose and use of JA

 Organization and man power

planning
 Recruitment & selection
 Wage and salary administration
 Employee training and development
 Performance appraisal
 Health and safety.
Content of JA

 Job identification
 Significant characteristics of the job.
 Job duties
 Which material and equipment the
worker uses
 How a job is performed
 Required personnel attributes
 Job relationship.

Content of JA

 Job Description  Job Specification

 Job title  Psychological

 Job Identification characteristics
 Job Duties  Personal
 Relation to other jobs Characteristics
 Supervision given /  Physical
taken Characteristics
 Machines, tools,  Other factors of
equipments demographic nature
 Materials and forms 
used

 Conditions of work
 Hazards
Problems with Job
Descriptions
 Ifpoorly written, with vague terms,
they give little help
 Not updated
 Contain specifications not related to
job success
 Can limit scope of activities of
jobholder
Job Design
Job Design

 Concerned with structuring jobs in

order to improve organization
efficiency and employee job
satisfaction
Basis for Job Design
Behavioral concerns

 Job enrichment
 Job characteristics model
 Employee empowerment

Job Enrichment

 Enhancing a job by adding more

meaningful l tasks and duties to
make the work more rewarding or
satisfying
Job characteristics
model
 Jobdesign that purports that three
psychological states –
▪ Experiencing meaningfulness of the work
performed
▪ Responsibility for work outcomes
▪ Knowledge of results of work performed
- of a jobholder result in improved
work performance, internal
motivation and lower absenteeism
and turnover
Job characteristics
model
 Fivecharacteristics that produce the
3 psychological states are
 Skill variety
 Task identity
 Task significance
 Autonomy
 Feedback
Employee Empowerment

 Granting employees power to initiate

change, thereby encouraging them
to take charge of what they do

 Technique of involving employees in
their work through the process of
inclusion
Employee Empowerment

 Organizations must encourage the

following conditions
 Participation
 Innovation
 Access to information
 Accountability
Industrial Engineering
Considerations
A field of study concerned with
analyzing work methods and
establishing time standards
Ergonomic
Considerations
 An interdisciplinary approach to
designing equipment and systems
that can be easily and efficiently
used by human beings

 Jobto person, rather than person to
job
Designing work for
Group/Team Contributions
 Employee Involvement Groups
 Employee Teams
Employee Involvement
Groups
 Groups of employees who meet to
resolve problems or offer
suggestions for organizational
improvement

Employee teams
 Work functions are structured for
groups rather than for individuals and
team members are given discretion in
matters traditionally considered like
process improvement, product
development etc
 Synergy
 Support
 Listen and Clarify
 Disagree
 Consensus
 Acceptance
Employee teams
 Teams
 Cross functional teams
 Project teams
 Self directed teams
 Task force teams
 Process improvement teams
 Virtual teams

Human Resource
Planning
Human Resource
Planning
 Process of anticipating and making
provision for the movement of
people into, within and out of an
organization

Objectives of HRP

 To foresee employee turnover and

make arrangements for minimizing
turnover and filling consequent
vacancies
 To meets needs arising from
expansion, diversification etc
 To foresee impact of technology on
work
 To estimate cost of human resources
Need for HRP

 Shortage of certain category of

employees
 Rapid changes in technology,
management etc
 Government policies in respect to
reservation, child labor, working
conditions etc
Factors affecting HRP

 External factors:
 Government policies
 Level of economic development
 Business environment
 Level of technology
 International factors
 Outsourcing

Factors affecting HRP

 Internal factors:
 Company policies and strategies
 Human resource policies
 Job analysis
 Time horizons
 Company’s production operation
policies
 Trade unions

Benefits of HRP

 Offsets uncertainty and changes to

maximum extent
 Helps anticipate cost
 To plan for facilities
 To give an idea on selection methods

Problems in HRP

 Resistance by employers and

employees
 Uncertainties
 Inadequacies of Information Systems

Process of HRP

 Analyzing organizational plan

 Forecasting
 Demand forecasting
 Supply forecasting
 Estimating net HR requirements
 Action plan for Redeployment,
Retrenchment
 Forecast future supply from all sources
 Action plan for Outsourcing,
Recruitment & Development
 Modify organizational plan
 Retention plan

Forecasting

 Quantitative
 Trend analysis – based on an
organizational index (such as sales)
 Qualitative
 Management judgment – opinions of
supervisors, departmental managers
experts or others knowledgeable
about the organization’s future
employment needs

Forecasting

 Internal Labor Supply

 External Labor Supply
 When organization lacks internal
supply
 Staffing entry level positions
Forecasting

 Internal Labor Supply

 Staffing tables – graphic
representation of all organizational
jobs along with the numbers of
employees currently occupying these
jobs and future employment
requirements
 Markov Analysis – method for tracking
the pattern of employee movements
through various jobs
 Skill inventories – files of education,
experience, interests, skills, etc that
Forecasting

 Internal Labor Supply

 Replacement charts - listings of
current jobholders and persons who
are potential replacements if an
opening occurs
 Succession planning – process of
identifying, developing and tracking
key individuals for executive
positions
Process of HRP

 Analyzing organizational plan

 Forecasting
 Demand forecasting
 Supply forecasting
 Estimating net HR requirements
 Action plan for Redeployment,
Retrenchment (due to surplus)
 Forecast future supply from all sources (due
to shortage)
 Action plan for Outsourcing, Recruitment &
Development
 Modify organizational plan
 Retention plan
