HUMAN RESOURCE

MANAGEMENT

UNIT – II
HR Dynamics
Human Resource Planning, Preparing Manpower Inventory, Job
Analysis: Methods, Job Description, Job Specification, Job Design.
 HRP(Human Resources Planning)

Human Resource Planning could be expressed as a process by

which the management ensures the right number of people
and right kind of people, at the right place , at the right time
doing the right things for which they are recruited and placed
for the achievement of goals of the organization.
 HUMAN RESOURCE PLANNING

Human resource planning can be defined as the process of ensuring the right
number of qualified people into the right job at the right time to deliver the
results in an efficient manner. It is the system of matching the available
resources , either internally or externally, with the demand that the organisation
expects to have over a period of time.

E.Geiser, has described “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 and at the right places ,at the
right time doing work for which they are economically most useful “

In the words of Colman, “Manpower planning is the process of determining

manpower requirements and the means of meeting those requirements in order to
carry out the integrated plan of the organization”
 OBJECTIVES OF HRP

1.To maintain the required quantity and quality of human resources required for a
smooth & efficient functioning of the organisation.
2.To forecast the turnover/attrition rates
3.To plan to meet organisational human resource needs at the time of expansion or
diversification
4. To foresee the effects of technological changes
5.To develop the existing human resources to match the HR requirements of the
future.
6.To make contingent plans to handle sudden requirements and situations of
shortfall.
7.To improve the standards ,skill ,knowledge ,ability ,discipline etc.
8.To assess the surplus or shortage of HR and take measures accordingly.
9.To maintain favourable industrial relations
HRP COULD BE SEEN AS A PROCESS.....

HRP consists of the following series of activities...

1.Forcasting future personnel requirements

2.Inventorying present manpower

3.Anticipating manpower problem

4.Planning the necessary programmes of HR

HUMAN RESOURCE PLANNING PROCESS
Human resource planning process-------

1.ANALYSING ORGANISATIONAL PLAN

The process of HRP begins with analysing the overall plans and objectives
of organisation. The reason being the human resource plans stem from
business plans. Analysis of business plans into sub-sectional and functional
plans such as technology, production ,finance marketing ,expansion and
diversification provides for assessing the HR requirements for each activity
in each section and department.

2.ANALYSING OBJECTIVES OF HUMAN RESOURCE PLANNING.

The main purpose of human resource planning is matching employees
abilities to enterprise requirements with an emphasis on future instead of
present arrangements.
While developing specific objectives of HRP, certain questions need to be
addressed like:
• Vacancies will be filled by Promotion, transfer or external sources?
•Selection procedure?
•Restructure job positions
•Downsizing the organisation

•Training and development of employees?

3.FORECASTING DEMAND FOR HUMAN RESORCES.

The Demand for human resources in an organisation is subject to vary from time to
time ,depending upon both external and internal factors.
•External Factors--- competition, economic and political climate, technological
changes, government policy .
•Internal Factors--- growth and expansion, design and structural changes,
management philosophy, change in leadership style, employees resignation ,
retirement , termination, death etc.

There are various techniques varying from simple to sophisticated ones employed in
human resources forecasting. These include:
1.Management judgement
2.Work study method
3.Ratio-Trend analysis
4.Delphi technique
5.Flow methods
6.Mathematical model
4.FORECASTING SUPPLY OF HUMAN RESOURCES

5.MATCHING DEMAND AND SUPPLY

6.MONITORING AND CONTROL

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Nature & Scope of HRP
 It present an inventory of existing man power of the organisation. Analysis of this
resource helps in ascertaining the status of the available personnel and to discover
untapped talent presently available with the organisation.

 Helps in determining the short fall or surplus of the resource by comparing the
total resource needs with the present supply.

 It also helps in projecting future HR needs.

 Concerned with the initiation of various organisation programmes depending upon

the demand and supply of human resources .

 Designing training programme for different categories of human resource.

 NEED FOR HRP
1.Shortage of human resource with required skills , qualification and
capabilities to carry on works.

2.Ensure smooth supply of workers without interruption

3.To curb workforce turnover

4.Technological changes and globalisation

5.Change in the number of employees required.

6.To meet the needs of expansion and diversification programmes of an

organisation.

7.Identify areas of surplus and shortage.

 IMPORTANCE OF HRP

1. HRP meets the organisation need for right type of people in right number at right
times.
2.Maintaining a balance between demand for and supply of HR.

3.Manpower shortfalls and surpluses may be avoided, to a large extent

4.HRP helps the organisation create and develop training and succession planning of
employees and manager.

5.Provide multiple gains to the employees.

6.Avoid resistance for changes.

7.Coordination of workers efforts can be improved

8.Increase in production ,growth, development.

 HRP results in reduced labour costs as it helps the management to anticipate
shortages and or surpluses or HR, and correct these imbalances before they become
unmanageable and expensive.
 HRP is the scientific way for planning employee development that is designed to
make optimum use of workers’ skills within the organization.  HRP enables
identification of the gaps of the existing HRs so that corrective training could be
imparted.
 HRP leads of improvement in the overall “Business Planning” process. HRP
helps in formulating managerial succession plan as a part of there placement
planning process.
 HRP leads to a greater awareness of the importance of sound man power
management through out the organization

 HRP serves as a tool to evaluate the effect of alternative man power actions and
policies.
FACTORS AFFECTING HRP

Internal Factors Affecting HRP

 Strategies of the Company
 Human Resource Policies of the Company
 Formal and Informal Groups
 Job Analysis
 Company’s production Operations policy
 Trade unions

External Factors Affecting HRP

 Government policies
 Level of economic development
 Business Environment
 Information Technology
 Level of Technology
 International Factors
STRATEGIC PLANNING & HR PLANNING

Strategic Human resource planning is a process that identifies current and

future human resources needs for an organization to achieve its goals.
Human resource planning should serve as a link between human resource
management and the overall strategic plan of an organization.

Strategic HR planning predicts the future HR needs of the organization

after analyzing the organization's current human resources, the external
labour market and the future HR environment that the organization will be
operating in.

Strategic HR planning is an important component of strategic HR

management. It links HR management directly to the strategic plan of your
organization.
PROCESS OF STRATEGIC PLANNING
A strategic human resource planning helps the organisation in achieving
its overall objectives. This approach involves creating & managing
functions like staffing and services, based on the strategic goals,
eliminating any hurdles in the process. The process to be followed is
explained in brief:

•Understand the specific business objectives and their priorities , based

on the overall strategic objectives .
•Understand the internal & external factors
•Determine the responsibility and accountability for each objective.
•Identify alternatives for achieving the business objectives.
•Translate these business objectives into specific human resources
policies and programs
•Determine the resources required to achieve these business objectives
•Analyse the impact on HR policies and programs, if each business
objectives is not achieved.
•Assess each objective in terms of money and time required.
•Identified where efficiencies can be achieved
•Determine the staffing requirements to meet the business objectives .
DEALING WITH SURPLUS MANPOWER
It is easier to handle a situation of demand for manpower rather than a
situation of surplus manpower because there are various sources that an
organisation can look at to satisfy the demand.
Surplus manpower situation is more difficult situation because any step in
this direction will have a direct impact on the organisation and its
employees.

1.RETRENCHMENT
2.OUTPLACEMENT
3.LAY-OFFS
4.LEAVE OF ABSENCE WITHOUT PAY
5.LOANING
6.WORK SHARING
7.REDUCED WORK HOURS
8.EARLY/VOLUNTRY RETIREMENT
9.ATTRITION
MANPOWER INVENTORY
OR
SUPPLY FORECASTING
OR
PREPARING MANPOWER INVENTORY

The basic purpose of preparing manpower inventory is to find out the size and
quality of personnel available within the organisation to man various positions. Any
organisation has two major sources of supply of manpower , namely: Internal and
External sources.
Internal Sources-------
1.Skill Inventories
• Identify qualified employees for different jobs
•Determine which skills are present or lacking in the organisation
•Assess longer term recruitment ,selection and training in the organisation.

2.Replacement charts
These are the listings of current jobholders and persons who are potential replacements
if an opening occurs.
3.Succession planning
This is the process of identifying ,developing and tracking key individuals for executive
positions
FIGURE REPLACEMENT CHART
4.Analysis of Manning /staffing tables
These are graphic representations of all organisational jobs along with the
numbers of employees currently occupying those jobs and future employment
requirements.

5.Turnover analysis
A detailed turnover analysis of why people leave is essential for meaningful
information regarding loss of manpower in an organisation.

6.Markov analysis
This is a method used for tracking the pattern of employee movements
through various jobs in the organisation. It is mathematical technique that
helps to forecast the availability of internal job candidates in an organisation.
It assumes that the movement of personnel among various job classifications
can be predicted from past movements.
7.Wastage analysis
Manpower wastage is an element of labour turnover. Wastage is severance
from the organisation, which includes voluntary retirement,normal
retirement,resignations,deaths and dismissals.
The various methods of wastage analysis are:
a) Labour turnover index-------
Labour turnover= No. of emp leaving x 100/ avg no. of emp employed

b)Stability index-------
SI=Number with more than 1 year service now x 100/total employed one year
ago
c) Cohort analysis-------
CA= Number remaining at a given time x 100/Number engaged at the start

EXTERNAL SOURCES
• Outside sources- consultant firms or by out sourcing
FACTORS INFLUENCING INTERNAL & EXTERNAL SUPPLY FORECAST
 RECRUITMENT

(Process of locating, identifying and attracting capable applicants )

Recruitment is the generating of applications or applicants for specific
positions to be filled up in the organisation. In the other words ,it is a
process of searching for and obtaining applications for jobs so that the
right people in right number can be selected.

In the words of Werther and davis ,”Recruitment is the process of

finding and attracting capable applicants for employment .The
process begins when new recruits are sought and ends when their
applications are submitted ,The result is a pool of applicants from
which new employees are selected.

According to Flippo, Recruitment is a process of searching for

prospective employees and stimulating and encouraging them to apply
for jobs in an organisation.
FACTORS AFFECTING
RECRUITMENT
Internal factors

1.Size of the organisation

Larger organisations find recruitment less problematic
2.Recruiting policy
Internal sources or external sources

3.Image of organisation
4.Image of job
External factors
1.Demographic factors
Age ,literacy. economic status

2.Labour market
3.Unemployment situation
4.Labour laws
5.Labour consideration
 PROCESS OF RECRUITMENT
Recruitment is the process of locating ,identifying and attracting capable applications
for jobs available in an organisation. Accordingly ,the recruitment process comprises
the following five steps.

1.Recruitment planning

2.Strategy development

3.Searching

4.Screening

5.Evaluation & control

 SOURCES OF RECRUITMENT

Internal Sources
1.Present employees
2.Employee referrals
3.Former employees
4.Previous applicants

Advantages of Internal sources

1.Familiarity with own employees
2.Better use of talent
3.Economical recruitment
4.Improves morale
5.Motivator

Disadvantages of Internal sources

1.Limited choice
2.Discourages competition
3.Stagnation of skills
4.Creates conflicts
External Sources
1.Employment exchanges
2.Advertisements
3.Employment agencies
4.Professional associations
5.Campus recruitment
6.Deputation
7.Word –of-mouth
8.Raiding or Poaching

Advantages of External sources

1.Open process
2.Availability of talented candidates
3.Opportunity to select the best candidates
4.Provides healthy competition

Disadvantages of External sources

1.Expensive and time consuming
2.Unfamiliarity with the organisation
3.Discourages the existing employees
RECENT TRENDS IN RECRUITMENT

The success of any recruitment depends upon the procedure followed by the company
while recruiting the members. Jobs with low salary, uninteresting jobs or difficult jobs
cannot be filled up by the company very easily. Every company has to recruit its staff
members but the quantum of recruitment may vary from one company to another
company. The variation may be due to the size of the company, recruitment policy of
the company, nature of the job and the like.
The following trends are being seen in recruitment:

1. HR Poaching/Raiding:

“Buying talent” (rather than developing it) is the latest mantra being followed by the
organizations today. Poaching means employing a competent and experienced person
already working with another reputed company in the same or different industry; the
organization might be a competitor in the industry.
A company can attract talent from another firm by offering attractive pay packages
and other terms and conditions, better than the current employer of the candidate. But
it is seen as an unethical practice and not openly talked about. Indian software and
the retail sector are the sectors facing the most severe brunt of poaching today. It has
become a challenge for human resource managers to face and tackle poaching, as it
weakens the competitive strength of the firm.
 2. The Recruitment Industry:
The recruitment industry has four main types of agencies. Their recruiters aim
to channel candidates into the hiring organization’s application process. As a
general rule, the agencies are paid by the companies, not the candidates.

a. Traditional Recruitment Agency:

Also known as employment agencies, recruitment agencies have
historically had a physical location. A candidate visits a local branch for a
short interview and an assessment before being taken onto the agency’s
books. Recruitment Consultants then endeavour to match their pool of
candidates to their clients’ open positions. Suitable candidates are with
potential employers.
Remuneration for the agency’s services usually takes one of two
forms:
i. A contingency fee paid by the company when a recommended
candidate accepts a job with the client company (typically 20%-
30% of the candidate’s starting salary), which usually has some
form of guarantee, should the candidate fail to perform and is
terminated within a set period of time.

ii. An advance payment that serves as a retainer, also paid by the

company.
In some states it may still be legal for an employment agency to charge
the candidate instead of the company, but in most states that practice is
now illegal, due to past unfair and deceptive practices.
b.) Outsourcing:
In India, the HR processes are being outsourced from more than a decade now. A
company may draw required personnel from outsourcing firms. The outsourcing firms
help the organization by the initial screening of the candidates according to the needs of
the organization and creating a suitable pool of talent for the final selection by the
organization.
Outsourcing firms develop their human resource pool by employing people for them
and make available personnel to various companies as per their needs. In turn, the
outsourcing firms or the intermediaries charge the organizations for their services.

Advantages of outsourcing are:

i. Company need not plan for human resources much in advance.
ii. Value creation, operational flexibility and competitive advantage.
iii. Turning the management’s focus to strategic level processes of HRM.
iv. Company is free from salary negotiations, weeding the unsuitable
resumes/candidates.
v. Company can save a lot of its resources and time.
c.) Online Recruitment Websites:
Such sites have two main features- job boards and a resume/Curriculum Vitae (CV)
database. Job boards allow member companies to post job vacancies. Alternatively,
candidates can upload a resume to be included in searches by member companies. Fees
are charged for job postings and access to search resumes.
d.) Employee Leasing: Employee leasing now a days have become one of the most
convenient ways of hiring human resources in an organization. Outsourcing
organizations, consultants etc. provide their client organizations the most dependable,
sincere and creative employees. These employees work remotely from the consultant’s
offices.
In this type of staffing or hiring, from a technical and productive standpoint, there is no
difference between an engineer sitting 6000 miles away and the one sitting in the next
cubicle in the office on a local area network. Employee leasing is similar to the
process of hiring temporary workers, but the key difference is permanency.
A company wishing to pursue employee leasing will first contact a professional
employment organization (PEO) to discuss its particular employment needs. The PEO
or other employment leasing company might set up an interview process for recruiting
new staff, or might take responsibility for existing workers. The company can still
participate in the hiring process, but any hired personnel will officially work for the
employee leasing company.
Employers often pursue employee leasing options in order to eliminate the need for
accountants and human resource managers. The employee leasing agency charges a
fee in addition to the employees’ wages, much like temporary employment agencies.
This fee is often less than the cost of hiring human resource experts and payroll
accountants. Because workers are not considered employees of the company in a legal
sense, personal injuries and workers’ compensation claims become the responsibility
of the employee leasing agency.

Employee leasing is not a perfect solution for some companies, however, since
workers are not completely under the control of management, communications may
become strained. Conflicts may have to be arbitrated by representatives of the
employee leasing agency. Termination of non-productive workers may not be as
simple as handing out pink slips.
Applicability of Employee Leasing:
The concept of employee leasing can be highly profitable for the company
and the existing staff as:

i. Better product and great customer service are the two most important factors for
growth and prosperity of every company. Remote employees can help you
develop efficient, bug less products and free In-Office or (say) In-House
employees’ time to communicate with customers to understand and design their
requirements efficiently.
ii. Give more time and opportunities to In-Office employees for innovation.
iii. Client Company can have more brains to throw at a job to get it done better
and faster.
iv. Stress-free environment can also play a big role when it comes in meeting tight
deadlines. A fresh brain can work ideally smarter than a talented one. In fact if an
offshore employee is also surrounded by an equally talented Project manager,
Results are golden.
 3. Head-Hunters:
Head-hunters are third-party recruiters often retained when normal recruitment
efforts have failed. Head-hunters are generally more aggressive than in-house
recruiters. They may use advanced sales techniques, such as initially posing as
clients to gather employee contacts, as well as visiting candidate offices.
They may also purchase expensive lists of names and job titles, but more often will
generate their own lists. They may prepare a candidate for the interview, help
negotiate the salary, and conduct closure to the search. They are frequently
members in good standing of industry trade groups and associations. Head-hunters
will often attend trade shows and other meetings nationally or even internationally
that may be attended by potential candidates and hiring managers.
4. In-House Recruitment:
Larger employers tend to undertake their own in-house recruitment, using their
Human Resources department. In addition to coordinating with the agencies
mentioned above, in-house recruiters may advertise job vacancies on their own
websites, coordinate employee referral schemes, and/or focus on campus
graduate recruitment. Alternatively a large employer may choose to outsource all
or some of their recruitment process (Recruitment process outsourcing).
 5. Recruitment Management System:
Recruitment management system is the comprehensive tool to manage the entire
recruitment processes of an organization. It is one of the technological tools facilitated by
the information management systems to the HR of organizations. Just like performance
management, payroll and other systems,

The features, functions and major benefits of the recruitment management system
are :
1. Structure and systematically organize the entire recruitment processes.
2. Recruitment management system facilitates faster, unbiased, accurate and reliable
processing of applications from various applications.
3. Helps to reduce the time-per-hire and cost-per-hire.
4. Recruitment management system helps to incorporate and integrate the various links
like the application system on the official website of the company, the unsolicited
applications, outsourcing recruitment, the final decision-making to the main recruitment
process.
5. Recruitment management system maintains an automated active database of the
applicants facilitating the talent management and increasing the efficiency of the
recruitment processes.
6. Recruitment management system provides and a flexible, automated and interactive
interface between the online application system, the recruitment department of the
company and the job seeker.
7. Recruitment management system helps to communicate and create healthy
relationships with the candidates through the entire recruitment process.
The Recruitment Management System (RMS) is an innovative information system
tool which helps to sane the time and costs of the recruiters and improving the
recruitment processes.
 JOB ANALYSIS

Job?
Concept of Job analysis
Definition of JA
Job Description and Job specification
Process of JA
Methods of Data Collection
Uses of JA
Job Design
 JOB ANALYSIS
A job may be understood as a division of total work into positions. A job is a
collection or aggregation of tasks, duties, and responsibilities. Each job is
different from other jobs like peon, supervisor, accountant ,manager etc. A job
may include many positions.

 According to Edwin B.Flippo “Job analysis is 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.
 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”

 According to Richard Henderson “ Job analysis is

the methodical compilation and study of work
data in order to define and characterise each
occupation in such a manner as to distinguish it
from all others”
Job analysis is a detailed examination of
(1) tasks that make up a job (employee role),
(2) conditions under which an employee performing his/her job, and
(3) what exactly a job requires in terms of aptitudes (potential for achievement),
attitudes (behavior/ characteristics), knowledge, skills, educational qualifications
and the physical working condition of the employee.

Its objectives include

(a) to determine most effective methods for performing a job.

(b) to increase employee job satisfaction.
(c) to identify core areas for giving training to employees and to find out best
methods of training.
(d) development of performance measurement systems, and
(e) to match job-specifications with employee specifications while selection of an
employee.
JOB DESRIPTION JOB SPECIFICATION
A statement containing items such A statement of human
as...... qualifications necessary to do the
 Job title job...
 Location
o Education
 Job summary
o Experience
 Duties
o Training
 Machines, tools & equipment
o Judgement
 Materials and forms used
o Initiative
 Supervision given or received
o Physical effort
 Working conditions
o Physical skills
 Hazards
o Communication skills
o Emotional characteristics
o Unusual sensory demands such as
sight, smell, hearing
 JOB DESRIPTION
Job analysis 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 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 and hazards of the job and so on.
In sum ,JD is a written statement of what a job holder does, how it is done and
why it is done.

Purposes/Uses
•Grading and classification
•Placement and orientation of new employees
•Promotions and transfers
•Outlining of career path
•Developing work standards
•Counselling of employees
•Delimitation (demarcation) of authority
 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 ,judgement and
attribute required for performing job effectively.
In sum, JS specifies the physical ,psychological, personal ,social and
behavioural characteristics of the job holders.

Purposes/Uses
•Personnel planning
•Performance appraisal
•Hiring
•Training and development
•Job evaluation and compensation
 PROCESS OF JOB ANALYSIS
STEP-1 Organising and planning for the programme

STEP-2 Obtaining current job design information

STEP-3 Conducting “needs research”

STEP-4 Establishing priorities in the jobs to be analyzed

STEP-5 Collecting job data

STEP-6 Redesigning the job

STEP-7 Preparing job descriptions and job classification

STEP-8 Developing job specifications

BENEFITS / USES OF JOB ANALYSIS
 Organizational design
 Manpower planning
 Recruitment and selection
 Placement and orientation
 Training and development
 Job evaluation
 Performance appraisal
 Job designing
 Safety and health
 Discipline
 Employee counselling
 Labour relations
Compensation
 It can also be used in compensation to identify or determine
 Skills level
 Compensable actors
 Work environment
 Responsibilities
 Required level of education

Performance appraisal
 Job analysis can be sued in performance review to identify and
develop
 Goals and objectives
 Performance and evaluation
 Evaluation criteria's
 Duties of probationary/trying perio
Selection Process
 Job analysis can be used in selection process in order to identify or
develop
 Appropriate salary level for all positions
 Job duties that should be included in advertisements of vacant
positions
 Minimum requirements for screening applicants
 Sections test/ appraisal evaluation forms
 Orientation forms for applicants and new hires
Aspects of jobs to be analyzed
 Duties and task: The basic unit of a job is the performance of specific tasks and
duties
 Environment: This also have a significant on the physical requirements to be able
to perform the job
 Tools and equipment: This may include protective clothing and needs to be
specified in a jib analysis.
 Relationships: This involves relationship with both external and internal people.
 Requirements: A Job Analysis typically only states the minimum requirements to
perform the job. Also involves KSA needed to perform the job.
METHODS OF DATA COLLECTION

•Observation

•Interview

•Questionnaire

•Checklists

•Critical Incidents

•Diaries or Log Records

•Technical Conference Method

 CONCLUSION

•The main purpose of job analysis is thus to collect the data and then to
analyses the data relating to a job.

•A job can be analysed only after it has been designed and someone is already
performing it. The most important thing is job description and job
specification are two products of job analysis plays a major role .
•Job analysis is an anatomy of job explaining the activities within a job .
While job description refers to the activities and duties performed in a job, job
specification specifies the skills and qualification required to perform a job.
•Job analysis is useful for human resource planning, recruitment and selection
, training and development , placement and orientation, job evaluation,
performance appraisal, personnel information, and health and safety.
•The main steps involved in job analysis are to collect data about organisation ,
select representative jobs, collect data , prepare job description, and prepare job
specification.

•The methods used for data collection for job analysis include--- observation
method, interview, questionnaire , checklists, critical incidents, diaries, and
technical conference method.
JOB DESIGN
JOB DESIGN:
By using a variety of tools and techniques we try to find the best way to keep
employees satisfied while maintaining as high as possible productivity,
monetary or otherwise

The goal is job satisfaction, it is the key to successful job design. Everything is
contingent upon job satisfaction.

Job design integrates work content, rewards and the qualifications required for
each job in a way that meets the needs of employees and the organization.
METHODS / TECHNIQUES OF JOB DESIGN
JOB SIMPLIFICATION
 jobs are broken down into very small parts where a fragment called “task” is
repeatedly done over and over again by the same individual.

ADVANTAGES
•Employee therefore is paid higher rewards.
•the productivity is high.
• Achieves specialization.
•Training cost to the organization is practically negligible.

•DISADVANTAGES
• a worker is likely to get bored and remain absent frequently. •Quality and
quantity may suffer in the long run due to frustration. •Organization may have
to attract workers by offering higher wages
JOB ENLARGEMENT
 Job Enlargement means where two or more simple tasks are combined and
allotted to an employee .

 Eg: As in the case of vehicle driver, apart from driving he can undertake the
job of maintenance of the vehicle.
 Increases job range, but not depth .

Advantage :
 more variety in a job
 acquiring additional proficiency.
 Dissatisfaction of employees can not be avoided after a long period due to
boredom.
JOB ENRICHMENT
 The concept of job enrichment was developed by Fredrik Herzberg in the 1950s.
 Job enrichment involves providing an employee with more responsibility for a
job and challenges the individual's skills at work.
 Enrichment involves increasing the decision-making authority and encouraging
the employee with their tasks.

FEATURES OF JOB ENRICHMENT

 The characteristics or features of job enrichment are:-
 Nature of Job : Job enrichment is a vertical expansion of the job.
 Objective : The objective of Job enrichment is to make the job more lively and
challenging.
 Positive Results : Job enrichment gives positive results if the workers are highly
skilled.
 Direction and Control : Job enrichment encourages self-discipline.
ADVANTAGES

The importance or merits or advantages of job enrichment are:-

 Job enrichment is useful to both the workers and the organization.

 The worker gets achievement, recognition and self-actualization.

 The worker gets a sense of belonging to the organization.

 The worker finds the job meaningful.

 Job enrichment reduces absenteeism, labour-turnover and grievances.

 It motivates the workers to give best performance.

JOB ENRICHMENT OPTIONS

• Give people the opportunity to use a variety of skills, and perform different kinds
of work (Rotate Jobs)

• Combine work activities to provide a more challenging and complex work

assignment. (Combine Tasks)

• Break your typical functional lines and form project-focused units.

•Create Autonomous Work Teams

• Allow team members to participate in decision making and get involved in

strategic planning. Implement Participative Management
LIMITATIONS

The shortcomings or demerits or limitations of job enrichment are:-

 In many cases, job enrichment does not give the expected results.

 It makes many changes in the job. So many workers oppose it.

 It has limited use for highly skilled managers and professionals.

 The consent of workers is not taken before implementing job enrichment.

 Managers force the workers to accept job enrichment, which is not good.
JOB ROTATION
 Job rotation refers to a technique where the employee is periodically rotated from
one job to another within the work design.
 It involves moving employees among different jobs over a period of time
 1) Meaningfulness of work:
Skill variety: Using an appropriate variety of your skills and talents:
 Task Identity: Being able to identify with the work at hand as more whole and
complete,.
 Task Significance: Being able to identify the task as contributing to something
wider, to society or a group over and beyond the self.

Characteristic of Job Rotation

1.Variety of skills: improve and increase the skills of the employee due to
organization as well as the individual benefit.
2.Improves earning capacity: Due to job enlargement the person learns many new
activities. such people apply for jobs to other companies and can bargain for more
salary.
3.Wide range of activities: Since a single employee handles multiple activities the
company can try and reduce the number of employees. Advantages of Job Rotation
27.
DISADVANTAGES

 1. Frequent interruption:
o A person who is doing a particular job and get it comfortable suddenly finds
himself shifted to another job or department this interrupts the work in both the
departments

 2. Reduces uniformity in quality:

o when a new worker I shifted or rotated in the department, he takes time to learn
the new job, makes mistakes in the process and affects the quality of the job.
Design Model

 Hackman and Oldham (1976) developed the Job Diagnostic Survey (JDS) which
provides : measures for some job related variables. The study provides certain guidelines
and analysis
of independent variables like core job Characteristics, intervening factors based on
psychological states of people and consideration of dependant variable in terms of
outcome that provides high intrinsic value to the worker.
The Hackman and Oldham Model of Job Design
 Skill variety-- different job activities involving several skills and talents.

 Task identity -- the completion of a whole, identifiable piece of work

 Task significance -- an important, positive impact on the lives of others

 Autonomy -- independence and discretion in making decisions.

 Feedback -- information about job performance
1.Forming natural work units:

 Though specialization involves division of work, yet formation of „whole‟ job is

important because it gives performer an identity and association with completed
work.

 The job must be identifiable and individual made responsible and accountable with
the job with appropriate authority.

 For example :an accountant in an office should be given an independent job

instead of flittering his energy on various trivial jobs.

 This contributes towards the principle of task identity and task significance.
 2. Combine tasks:
 Managers must view division of labour and specialization scientifically. 
Attention must be paid to combine small jobs or part of job in a whole job so that
workers performing it, feel proud of producing item and thus achieve task identity.
 Workers in automobile industry for example should be assigned a job as a group
so that they develop a sense of group identity and achieve skill variety.
3.Establish client identity:
 While producing product or creating services, worker does not have direct contact
with the user of product or services. If the managers can achieve this contact, the
workers will be able to get a first hand feedback from the client regarding customer
choice.
 He may also be able to modify product or services as per the requirement of the
ultimate user and achieve autonomy and develop skill variety while producing.
 This principle is very important and needs vision on the part of managers.
 4.Expand job vertically:
 Taylor in his scientific management has suggested separation of planning and
doing a job. This has led to workers doing a particular job which has been planned
by the managers with very little or no involvement of workers.
 Planning, execution and control therefore, need to be unified and gap between
doing and controlling needs to be reduced. This phenomenon is called “vertical
loading”.
 In typical fractionalized organizations, responsibilities and control that formerly
was reserved for higher level of management are now added to the job itself. This
increases workers autonomy in performance of job.

Expansion of the job can be achieved by workers by scheduling, work methods,

quality controls, prioritizing the work, exercising financial controls and making
appropriate decisions within the parameter of work schedule. This will provide the
worker the sense of „self worth‟ and intrinsic motivation that will lead to higher
productivity.
5.Feedback:
 Feedback is an important aspect of employee performance assessment.
 Feedback about on-going work should be given to the worker on line as he
proceeds with the job.

 Negative feedback should be avoided and given in the form of suggestion and
be corrective in nature.

 Positive feedback is like re-enforcement which builds up morale, positive

attitude and propels individual to higher performance
OPTIONS FOR JOB DESIGN
1. Job Sharing
 two persons sharing one full time job with sharing rewards and responsibility for
its completion.
 This method is suitable for working mothers, doctors, and other professionals who
can gainfully utilize their available time.

2. Telecommuting
 Use of computer in jobs.
 Eg: Jobs having financial implications like billing, accounting, telemarketing, e-
commerce, graphics, media can be done at home for global organizations.
 This method is also known as flexi place.
 It isolates employee from team work and personal physical supervision.
 Managers need attitude change to incorporate such system in organizational
setting.
 Compressed Work Week
 work hours can be compressed into five or even four days a week with long hours
of daily work with two or three days free at the week end.
 This system gives worker more leisure and higher productivity. Five days a week is
a popular concept in India. This system ensures less absenteeism, more time available
for maintenance of machines & equipment.
 It suffers from a disadvantage of high fatigue and boredom due to extended work
days.
Quality Circles
 Quality circles is one of the recent concepts of group job design.
 It consists of a group of 7 – 10 employees from a unit or across units who have
volunteered to meet together regularly and analyse, make proposals about product
quality, investigate causes and suggest corrective actions. The recommendations of
quality circles are later forwarded to coordinating or steering committee.
 Meetings of quality circles are held once in a week or when need arises and are
chaired by supervisors or any of the group members. Leaders are encouraged for a
high degree participation within the group.
 Group members are trained in group communication skills, product quality
promotes a sense of belonging, boosts employee morale, accords job security and
develops “we” feeling among group members and enrich organizational culture.
Flexitime
 This method allows workers more freedom to select work schedule within the
general guidelines laid down by the organization.
 Flexitime stipulates that all workers must be present during the core time so
that interpersonal and inter departmental activities can take place smoothly
 Employees can choose timings of work which are convenient to them. 
Flexitime method is beneficial to both as individual has freedom to select own
time of work and the organization can attract talented workers.
Quality of worklife  Quality of work life refers to high level of satisfaction an
employee enjoys by virtue of job design.  Quality of work life is measured by
factors  job involvement,  job satisfaction,  competence,  job performance
 productivity
JOB SATISFACTION
 Job satisfaction indicates the positive and affective responses of employees to their
job environment.
 More specifically, job satisfaction indicates employees satisfaction with
1. Nature of work they do. 2. Quality of supervision they receive. 3. Co-workers. 4.
Pay and 5. Promotional opportunities.
 Job satisfaction is correlated to job characteristics (skill, variety, autonomy etc) and
to job involvement.

SENSE OF COMPETENCE
 Competence involves knowledge, skill and ability. When an individual attains
competence he is more involved in his job because he is intrinsically motivated. By
greater involvement the individual achieves higher degree of competence. Hence
greater the involvement greater is competence. Thus competence and involvement re-
enforces each other.
Equity Theory
 Outcomes
 refer to the various things the person receives on the job: recognition, pay,
benefits, satisfaction, security, job assignments, and punishments

 Inputs
 refer to the contributions the person makes to the organization: effort, time, talent,
performance, extra commitment, and good citizenship.

Procedural Justice

 Using fair process in decision making and making sure others know that the
process was as fair as possible.
Quality of Work Life

 Quality of work life (QWL) programs

 Programs designed to create a workplace that enhances employee well-being.
QWL Programs
1. Adequate and fair compensation
2. A safe and healthy environment
3. Jobs that develop human capacities
4. A chance for personal growth and security
5. A social environment that fosters personal identity, freedom from prejudice, a
sense of community, and upward mobility
6. Constitutionalism, or the rights of personal privacy, dissent, and due process
7. A work role that minimized infringement on personal leisure and family needs
8. Socially responsible organizational actions