JOB DESIGN

Prof.Dr. Fatma Zehra TAN

Job design is the process of Work arrangement (or rearrangement) aimed
at reducing or overcoming job dissatisfaction and employee alienation
arising from repetitive and mechanistic tasks. Through job design,
organizations try to raise productivity levels by off ering non-monetary
rewards such as greater satisfaction from a sense of personal
achievement in meeting the increased challenge and responsibility of
one's work. Job enlargement, job enrichment, job rotation, and job
simplifi cation are the various techniques used in a job design exercise.
A l thoug h j ob a na l y si s, a s j ust d escr i b ed , i s i m p or ta nt f or
a n under sta nd i ng of exi sti ng j ob s, o r g a ni za ti ons a l so
must p l a n f or new j ob s a nd p er i od i ca l l y consi d er w hether
they shoul d r ev i se exi sti ng job s. When a n or g a ni za ti on i s
expa ndi ng , sup er v i so r s a nd hum a n r esour ce
pr of essi ona l s m ust hel p p l a n f or new or g r ow i ng wor k
uni ts. When a n o r g a ni za ti on i s tr y i ng to i m p r ove q ua l i ty
or effi ci ency, a r ev i ew of wor k uni ts a nd p r ocesses m ay
r equi r e a fr esh l oo k a t ho w job s a r e d esi g ned .
These si tua ti ons ca l l fo r job d esi g n, the pr ocess of d efi ni ng the way wor k w i l l b e
p er f or m ed a nd the ta sk s tha t a g i ven j ob r eq ui r es, or j ob r ed esi g n, a si m i l a r p r ocess
tha t i nvo l ves cha ng i ng a n exi sti ng j ob desi g n. To d esi g n j ob s eff ecti vel y, a p er son
m ust thor oug hl y und er sta nd the j ob i tsel f (thr o ug h j ob a na l y si s) a nd i ts p l a ce i n the
l a r g er wo r k uni t's wor k fl ow p r o cess ( thr oug h w or k fl ow a na l y si s). H av i ng a d eta i l ed
k now l ed g e of the ta sk s p er f or m ed i n the w or k uni t a nd i n the j ob, a m a na g er then ha s
m a ny a l ter na ti ve way s to desi g n a j ob. A s sho wn i n Fi g ur e , the ava i l a bl e a p p r oa ches
em p ha si ze d i ff er ent a sp ects o f the job : the m echa ni cs of d oi ng a jo b effi ci entl y, the
j ob 's i m p a ct on m oti va ti on, the use of sa f e wor k p ra cti ces, a nd the m enta l d em a nds of
the job.
 According to Michael Armstrong, "Job
Design is the process of deciding on the
contents of a job in terms of its duties and
responsibilities, on the methods to be used in

Definition carr ying out the job, in terms of techniques,

systems and procedures, and on the
relationships that should exist between the
job holder and his superior subordinates and
colleagues.
Job design is the process of

a) Deciding the contents of the job.

b) Deciding methods & processes to carry out the job.

c) Making optimize use of j o b / w o r k- t i m e s o t h a t j o b / w o r k- t i m e s h o u l d n o t b e w a s t e d a s

t i m e i s m o n e y a n d t i m e c a n n o t b e e a r n e d , b u t c a n b e s a v e d b y m a k i n g e ffi c i e n t u s e o f i t .

d ) Av o i d i n g m a n u a l t a s k i f c a n b e h a n d l e d b y m a c h i n e s o r a u t o m a t e d .

e ) Sy n c h r o n i z a t i o n o f w o r k , a n d n o c o n fl i c t w i t h o t h e r j o b s

f ) Deciding the relationship which exists in the organization.

Job design gives framework to job analysis as it
tries to fi gure out what qualities, skills and
other requirements are needed to perform the
given job by a job holder.
Nature of Job Design

Identifying the components of a given job is an integral part of job

design. Designing or redesigning jobs encompasses many factors, and a
number of diff erent techniques are available to the manager. Job design
has been equated with job enrichment, a technique developed
by Frederick Her zberg , but job design is much broader than job
enrichment alone.
 If workers per form tasks as effi ciently as
possible, not only does the organization
benefi t from lower costs and greater output
per worker, but workers should be less
fatigued. This point of view has for years
formed the basis of classical industrial
engineering, which looks for the simplest
Designing way to structure work in order to maximize
effi ciency. Typically, applying industrial

Effi cient Jobs engineering to a job reduces the complexity

of the work, making it so simple that almost
anyone can be trained quickly and easily to
per form the job. Such jobs tend to be highly
specialized and repetitive.
I n p ra c t i c e , t h e s c i e n t i fi c m e t h o d t ra d i t i o n a l l y s e e k s t h e " o n e b e s t w a y " t o p e r fo r m a
j o b b y p e r fo r m i n g t i m e - a n d - m o t i o n s t u d i e s t o i d e n t i f y t h e m o s t e ffi c i e n t m ove m e n t s
fo r w o r ke r s to m a ke . O n c e t h e e n g i n e e r s h a ve i d e n t i fi e d t h e m o s t e ffi c i e n t s e q u e n c e
o f m o t i o n s , t h e o r g a n i z a t i o n s h o u l d s e l e c t w o r ke r s b a s e d o n t h e i r a b i l i t y t o d o t h e
j o b, t h e n t ra i n t h e m i n t h e d e t a i l s o f t h e " o n e b e s t w a y " t o p e r fo r m t h a t j o b . T h e
c o m p a n y a l s o s h o u l d o ff e r p a y s t r u c t u r e d to m o t i va t e w o r ke r s t o d o t h e i r b e s t .

D e s p i te t h e l o g i c a l b e n e fi t s o f i n d u s t r i a l e n g i n e e r i n g , a fo c u s o n e ffi c i e n c y a l o n e c a n
c r e a t e j o b s t h a t a r e s o s i m p l e a n d r e p e t i t i ve t h a t w o r ke r s g e t b o r e d . Wo r ke r s
p e r fo r m i n g t h e s e j o b s m a y fe e l t h e i r w o r k i s m e a n i n g l e s s . H e n c e , m o s t o r g a n i z a t i o n s
combine industrial engineering with other approaches to job design.
 ENGINEERING APPROACH:
The work of every workman is fully
planned out by the MANAGEMENT AT
LEAST ON DAY IN ADVANCE AND EACH
MAN RECEIVES IN MOST CASES COMPLETE
Approaches WRIT TEN INSTRUCTIONS, DESCRIBING IN
DETAIL THE TASK WHICH HE/SHE HAS TO

to job design ACCOMPLISH -FW TAYLOR.

Problem with this approach: Repetition-

mechanical pacing-no END PRODUCT-
LIT TLE SOCIAL INTERACTION-NO INPUT
 H U M A N A P P R OAC H :
T h e H um a n r e l a t i o n s a p p r o a c h r e c o g n i z e d t h e
n e e d to d e s i g n jo b s w h i c h a r e I N T E R E ST I N G A N D
R E WA R DI N G .

H e r z b e r g ’s r e s e a r c h p o p u l a r i z e d t h e n o t i o n o f
e n ha n c i ng n e e d s a t i s fa c t i o n T H R O U G H W H AT I S

Approaches C A L L E D J O B E N R IC H M E N T.

Fa c to r s i nv o l v e d :

to job design M o t i va to r s l i ke a c hi e v e m e n t , r e c o g ni t i o n , w o r k
i t s e l f, r e s p o ns i b i l i ty, a d va n c e m e n t A N D G R O W T H
A N D H YG I E N IC FAC TO R S.

Ac c o r d i ng to H e r z b e r g . T h e E m p l o ye e i s
d i s s a t i s fi e d w i t h t h e jo b i f r e q ui r e d
M A I N T E N A N C E FAC TO R S TO T H E R E Q U I R E D
D E G R E E A R E N OT I N T R O D U C E D I N TO T H E J O B
 J O B CHA R AC T E R I ST ICS A P P R OAC H

Th e o r y b y H a c k m a n a n d O l d h a m s t a te s t h a t
e m p l oye e s w i l l w o r k h a r d w h e n t h e y A R E
R EWA R DED F O R T H E W O R K T HE Y D O A N D W H EN T HE
W O R K G I V ES T H E M S AT I S FACT IO N .

Approaches
He n c e i n te g ra t i o n o f m o t i va t i o n , sa t i s f a c t i o n a n d
p e r fo r m a n c e w i t h j o b d e s i g n .

Ac c o r d i n g to t h i s a p p r o a c h J o b c a n b e d e s c r i b e d i n

to job design te r m s o f fi ve c o r e j o b d i m e n s i o n s :

S k i l l Va r i e ty

Ta s k Id e n t i ty

Ta s k s i g n i fi c a n c e

Au to n o my

Fe e d b a c k
 S k i l l vari ety. The extent to whi c h a jo b req ui res a
A model that shows vari ety o f sk i l ls to c arr y o ut t he t ask s i nvo l ved .

how to make jobs Task i d ent i ty. The d eg ree to whi c h a jo b req ui res
c o mp l et i ng a " who l e" p iec e o f wo rk fro m
more motivating is b eg i nni ng to end ( e. g ., b ui l d i ng an ent i re
the Job c o mp o nent o r reso l v i ng a c usto mer' s c o mp l ai nt ).

Characteristics Task si g ni fi ca nc e. The extent to whi c h t he jo b has

an i mp o r t ant i mp ac t o n t he l ives o f o t her p eo p le.
Model, developed by
Auto no my. The d eg ree to whi c h t he jo b al l o ws a n
Richard Hackman i nd i v i d ual to make d ec i sio ns a b o ut t he way t he

and Greg Oldham. wo rk wi l l b e c arri ed o ut .

Feed b ac k . The extent to whi c h a p erso n rec ei ves

This model
c l ear i nfo rmat i o n ab o ut p er fo rma nc e
describes jobs in eff ec t iveness fro m t he wo rk i t sel f.

terms of fi ve
characteristics:
AS SHOWN IN FIGURE , THE
MORE OF EACH OF THESE
C H A R A C T E R I S T I C S A J O B H A S,
T H E M O R E M OT I VAT I N G T H E J O B
W I L L B E , A C C O R D I N G TO T H E
JOB CHARACTERISTICS MODEL.
T H E M O D E L P R E D I C T S T H AT A
PERSON WITH SUCH A JOB WILL
B E M O R E S AT I S F I E D A N D W I L L
P R O D U C E M O R E A N D B ET T E R
W O R K . T H I S A P P R O A C H TO
D E S I G N I N G J O B S I N C LU D E S
SUCH TECHNIQUES AS JOB
E N L A R G E M E N T, J O B
E N R I C H M E N T, S E L F - M A N A G I N G
W O R K T E A M S, F L E X I B L E W O R K
S C H E D U L E S, A N D T E L E W O R K .
 Classical theor y was expounded in early
writings of Max Weber and Henri Fayol. For
the classicist, any organization achieves
effi ciency through its division of labor.
Managers identify the overall purpose of

Theories of
the organization. They then divide this
overall purpose into jobs, each rationally
related to the whole. Jobs are, in turn,
job design grouped to create work groups, divisions,
and depar tments. Finally, each group is
assigned a super visor, who is responsible
for overseeing the work of subordinates
and repor ting the results to his or her own
superior
 B e h a v i o r a l t h e o r y i s q u i t e d i ff e r e n t . U n l i k e t h e
classicist, the behavioralist is much less interested in
a l l o c a t i n g s p e c i fi c t a s k s t o s p e c i fi c j o b s , m a k i n g s u r e
that the authority matches the position, and then trying
t o a t t a i n h i g h e r e ffi c i e n c y t h r o u g h s p e c i a l i z a t i o n o f
l a b o r. B e h a v i o r a l i s t s p r e f e r s i m p l e o r g a n i z a t i o n a l
structure, decentralized decision-making, and informal

Theories of
departmentalization. In an organic structure,
subordinates feel free to discuss their per formance
problems with superiors and have a positive view of the

job design
organization. They participate in decision-making and
communicate with those whose views are needed to
solve immediate problems. These characteristics are in
stark contrast to conditions in a traditional
organization, where subordinates are guarded and
n e g a t i v e a b o u t t h e o r g a n i z a t i o n , d o n o t f e e l s u ffi c i e n t
trust to communicate openly with those of higher
status, and are not permitted to participate in decision-
making.
 Situational theor y diff ers from both classical
and behavioral theories. Advocates stress the
infl uence of the external environment on the

Theories of allocation of responsibilities and tasks within

the organization, work groups, and jobs.

job design Allocating responsibilities and tasks means

creating a structure. Appropriate structures
diff er according to technology, markets,
production, research, and information.
TECHNIQUES
OF JOB
DESIGN
THANKS 
HUMAN RESOURCE
MANAGEMENT
PROF.DR. FATMA ZEHRA TAN

23
 CHAPTER 1
LEARNING OBJECTIVES
IDENTIFY HOW FIRMS GAIN SUSTAINABLE COMPETITIVE ADVANTAGE THROUGH
PEOPLE.
EXPLAIN HOW GLOBALIZATION IS INFLUENCING HUMAN RESOURCES
MANAGEMENT.
DESCRIBE THE IMPACT OF INFORMATION TECHNOLOGY ON MANAGING PEOPLE.
IDENTIFY THE IMPORTANCE OF CHANGE MANAGEMENT.
STATE HR’S ROLE IN DEVELOPING INTELLECTUAL CAPITAL.

1-24
 LEARNING OBJECTIVES, CONT.

DIFFERENTIATE HOW TQM AND REENGINEERING INFLUENCE HR SYSTEMS.

DISCUSS THE IMPACT OF COST PRESSURES ON HR POLICIES.
DISCUSS THE PRIMARY DEMOGRAPHIC AND EMPLOYEE CONCERNS PERTAINING
TO HRM.
PROVIDE EXAMPLES OF THE ROLES AND COMPETENCIES OF TODAY’S HR
MANAGERS.

1-25
CORE COMPETENCIES

INTEGRATED KNOWLEDGE SETS

WITHIN AN ORGANIZATION THAT

DISTINGUISH IT FROM ITS COMPETITORS

AND DELIVER VALUE TO CUSTOMERS

1-26
 Presentation Slide 1-1

Overall Framework for HRM

COMPETITIVE HUMAN EMPLOYEE

CHALLENGES RESOURCES CONCERNS

• globalization • planning • background diversity

• technology • recruitment • age distribution
• managing change • staffing • gender issues
• human capital • job design • educational levels
• responsiveness • training/development • employee rights
• cost containment • appraisal • privacy issues
• communications • work attitudes
• compensation • family concerns
• benefits
• labor relations

1-27
COMPETITIVE CHALLENGES
FOR HRM

Technology

Globalization Managing Change

Developing Cost Containment

Human Capital
Market
Responsiveness
1-28
 GLOBALIZATION

TREND TOWARD OPENING UP FOREIGN MARKETS

TO INTERNATIONAL TRADE AND INVESTMENT

1-29
 KNOWLEDGE WORKERS

WORKERS WHOSE RESPONSIBILITIES EXTEND BEYOND THE PHYSICAL EXECUTION

OF WORK TO INCLUDE DECISION MAKING, PROBLEM SOLVING, AND TROUBLE
SHOOTING

1-30
 HUMAN RESOURCES
INFORMATION SYSTEM (HRIS)

COMPUTERIZED SYSTEM THAT PROVIDES

CURRENT AND ACCURATE DATA FOR PURPOSES

OF CONTROL AND DECISION MAKING

1-31
 REACTIVE CHANGE

CHANGE THAT OCCURS AFTER EXTERNAL FORCES

HAVE ALREADY AFFECTED PERFORMANCE

1-32
PROACTIVE CHANGE

CHANGE INITIATED TO TAKE ADVANTAGE

OF TARGETED OPPORTUNITIES

1-33
 HUMAN CAPITAL

THE KNOWLEDGE, SKILLS, AND ABILITIES

OF INDIVIDUALS THAT HAVE ECONOMIC VALUE

TO AN ORGANIZATION

1-34
TOTAL QUALITY MANAGEMENT (TQM)

A SET OF PRINCIPLES AND PRACTICES WHOSE

CORE IDEAS INCLUDE UNDERSTANDING CUSTOMER

NEEDS, DOING THINGS RIGHT THE FIRST TIME,

AND STRIVING FOR CONTINUOUS IMPROVEMENT

1-35
 REENGINEERING

FUNDAMENTAL RETHINKING AND RADICAL

REDESIGN OF BUSINESS PROCESSES TO ACHIEVE

DRAMATIC IMPROVEMENTS IN COST, QUALITY,

SERVICE, AND SPEED

1-36
 DOWNSIZING

THE PLANNED ELIMINATION OF JOBS

1-37
 OUTSOURCING

CONTRACTING OUTSIDE THE ORGANIZATION

TO HAVE WORK DONE THAT FORMERLY

WAS DONE BY INTERNAL EMPLOYEES

1-38
EMPLOYEE LEASING

EMPLOYEES WHO ARE HIRED AWAY

BY A VENDOR FIRM BUT CONTINUE

TO WORK IN THEIR ORIGINAL JOBS

1-39
TOP HR ISSUES FOR INCREASING
EMPLOYEE PRODUCTIVITY
Employee
Communications Training

Controlling Benefits
Costs

Performance
Evaluation

Employee
Incentive Pay Recruitment and
Selection
1-40
 Presentation Slide 1-2

Productivity Enhancements
Motivation
• job enrichment
• promotions Ability
• coaching • recruitment
• feedback
• rewards
Perf=f(A,M,E)
Perf=f(A,M,E) • selection
• training
• development

Environment
Environment
•• empowerment
empowerment
•• teams
teams
•• leader
leadersupport
support
•• culture 1-41
culture
 MANAGING DIVERSITY

BEING AWARE OF CHARACTERISTICS COMMON

TO EMPLOYEES, WHILE ALSO MANAGING

EMPLOYEES AS INDIVIDUALS

1-42
 SOCIAL CONCERNS IN HRM

Employer/
Changing
Employee Rights
Demographics
Attitudes toward
Work and Family
1-43
VALUE OF HIGHER EDUCATION
80,000

Annual Earnings
70,000
60,000
50,000
40,000
30,000
20,000
10,000
0

Masters
Diploma

Bachelor
Associate

Doctorate
No diploma

Professional
1-44
 PRESENTATION SLIDE 1-3
DIVERSITY RATIONAL POLL
THE PRIMARY BUSINESS REASONS FOR DIVERSITY MANAGEMENT
INCLUDE…
 BETTER UTILIZATION OF TALENT
 INCREASED MARKETPLACE UNDERSTANDING
 BREADTH OF UNDERSTANDING IN LEADERSHIP POSITIONS
 ENHANCED CREATIVITY
 INCREASED QUALITY OF TEAM PROBLEM-SOLVING

SOURCE: SURVEY DATA FROM GAIL ROBINSON AND KATHLEEN DECHANT, “BUILDING A
BUSINESS CASE FOR DIVERSITY,” THE ACADEMY OF MANAGEMENT EXECUTIVE, 11 NO3 (AUG
1997): 21-31

1-45
RESPONSIBILITIES OF THE HR
MANAGER

Advice and Counsel

Service

Policy Formulation
and Implementation

Employee Advocacy
1-46
 1-4
FRAMEWOR
K FOR HRM
COMPETENC
IES Knowledge of
Business

Personal Credibility

HR Functional Managing
Expertise Change

1-47
Prof.Dr. Fatma Zehra TAN

Job analysis
Job analysis Is a systematic process of collecting the
information on nature of a job, qualities and
qualifications required to a job, physical and
mental capabilities to required to a job, duties and
responsibilities, physical and mental effort required
to perform a job, necessary skills required to
perform a job, working conditions and
environment for a job, in order to describe job
description and job specification, for recruitment
and selection of employee, improve job
satisfaction, employee safety and to build up
employee motivation etc.
What Is a Job?
A group of homogeneous tasks related by similarity of functions.

When performed by an employee in an exchange for pay, a job consists of duties, responsibilities, and
tasks (performance elements) that are (1) defined and specific, and (2) can be accomplished, quantified,
measured, and rated.

From a wider perspective, a job is synonymous with a role and includes the physical and social aspects
of a work environment. Often, individuals identify themselves with their job or role (foreman,
supervisor, engineer, etc.) and derive motivation from its uniqueness or usefulness.
Job Analysis
Job analysis, contains a simple term called
"analysis", which means detailed study or
examination of something (job) in order to
understand more about it (job). therefore job
analysis is to understand more about a
specific job in order to optimise it. Job
analysis is a systematic process of collecting
complete information pertaining to a job. Job
analysis is done by job analyst who is an
officer have been trained for it.
Job analysis is a procedure through which you
determine the duties and responsibilities,
nature of the jobs and finally to decide
qualifications, skills and knowledge to be
required for an employee to perform particular
job. Job analysis helps to understand what
tasks are important and how they are carried
on. Job analysis forms basis for later HR
activities such as developing effective training
program, selection of employees, setting up of
performance standards and assessment of
employees ( performance appraisal)and
employee remuneration system or
compensation plan.
The intention behind job analysis is to answer
questions such as:
What is the need of the job to exist?
What physical and mental activities does the worker undertake?
When is the job to be performed?
Where is the job to be performed?
How does the job performed by an employee?
What qualities and qualifications are required to perform the job?
Job analysis is a
detailed examination
of
1. (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 analysis takes
place before the
recruitment process.
Procedure for
job analysis: 2. Employee oriented approach:
Job analysis is This approach focus on examining
of human attributes needed to
done by using perform the job perfectly. human
attributes have been classified into
two approaches 1.Work oriented approach: this
approach focus on the actual task
knowledge, skills, attitude and other
characteristics. Knowledge is the
one is work involved in a Job. this approach
mainly concentrate on duties,
information people need in order to
perform the job. Skills are the
oriented functions and responsibilities
involved in a job
proficiencies needed to perform
each task. Abilities are the attributes
approach and that are relatively stable over
time. Other characteristics are all
second one is other attributes, usually personality
factors.
employee
oriented
approach
Importance of job analysis

The main purpose of conducting job analysis is to

prepare job description and job specification which would
help to hire skilled workforce. Job description is a
statement of information about duties and responsibilities
Job analysis helps in analyzing the resources and of a particular job. whereas job specifications is a statement
establishing the strategies to accomplish the business goals of information about qualifications, special qualities, skills
and strategic objectives. Effectively developed, employee and knowledge required for an employee to fit for a job.
job descriptions are communication tools that are Therefore job analysis enables recruiter/employer to have a
significant in an organization's success. deep insight of a job, with that, recruiter can easily track
candidates who have required qualifications and qualities to
perform a job.
Job Analysis can be used to identify areas where an employee needs training, since job analysis make it clear to
understand about core duties and responsibilities of a job. Besides, it provides information to develop suitable training
material for a job to be performed by an employee after completion of his training.

Compensation management/salary administration is one of core HR functions. salary for a job is decided on skill level
required, duties and responsibilities, qualification and experience level/seniority, altogether, called as compensable
factors, which could be known by job analysis only. But there is a separate method to determine value of job that is
called as job evaluation which is part of job analysis. Job evaluation is process of valuing or determining how much is to
be paid for a job. Job evaluation is mainly used when a specific job or a single job is to be evaluated or when there are
different jobs in same Cader, or when there jobs based on projects or piecework. However job analysis has its own
importance in concluding compensation/remuneration/ salary of an employee.
No organisation exists without goals and objectives to achieve, performance standards
to be maintained by every employee and reviewing performance of employees. These
could be cross checked with outcome of job analysis of a job, whether outcome of job
analysis of a job is in tune with goals and objectives of an organisation or not,
performance standards are being maintained or not and reviewing employee
performance based on performance standards or not.

Job Analysis can be used in performance review to identify or develop goals and
objectives, performance standards, evaluation criteria, length of probationary periods,
and duties to be evaluated
 Duties and Tasks:

The basic unit of a job is the performance of specific tasks and duties. This segment
should include frequency, duration, effort, skill, complexity, equipment, standards, etc.
An ideal job Environment:

analysis This segment identifies the working environment of a particular job. This may have a
significant impact on the physical requirements to be able to perform a job.
should Tools and Equipment:

include Some duties and tasks are performed using specific equipment and tools. These items
need to be specified in a Job Analysis.
Relationships:

The hierarchy of the organization must be clearly laid out. The employees should
know who is under them and who they have to report to.
Requirements:

The knowledge, skills, and abilities required to perform the job should be clearly
The following
are the benefits
of job analysis.
Organizational structure and design :-

Job analysis helps the organization to make suitable changes in the

organizational structure, so that it matches the needs and
requirements of the organization. Duties are either added or deleted
from the job.

Recruitment and selection :-

Job analysis provides information about what the job entails and
what human characteristics are required to perform these activities.
This information, in the form of job descriptions and specifications,
helps management decide what sort of people to recruit and hire.
Performance appraisal and training/development :-

Based on the job requirements identified in the job analysis, the company
decides a training program. Training is given in those areas which will help to
improve the performance on the job. Similarly when appraisal is conducted we
check whether the employee is able to work in a manner in which we require
him to do the job.

Job evaluation :-

Job evaluation refers to studying in detail the job performance by all individual.
The difficulty levels, skills required and on that basis the salary is fixed.
Information regarding qualities required, skilled levels, difficulty levels are
obtained from job analysis.
 When we give a promotion to an employee we
need to promote him on the basis of the skill and
talent required for the future job. Similarly when
we transfer an employee to another branch the
Promotions and transfer :- job must be very similar to what he has done
before. To take these decisions we collect
information from job analysis.

Many companies have not taken up career

planning for their employees. This is done to
Career path planning :- prevent the employee from leaving the company.
When we plan the future career of the employee,
information will be collected from job analysis.
Hence job analysis becomes important or
advantageous.
Labour relations :-

When companies plan to add extra duties or delete certain duties from a job, they require the help of job analysis, when this activity
is systematically done using job analysis the number of problems with union members reduce and labour relations will improve.

Health and safety :-

Most companies prepare their own health and safety, plans and programs based on job analysis. From the job analysis company
identifies the risk factor on the job and based on the risk factor safety equipments are provided.

Acceptance of job offer :-

When a person is given an offer/appointment letter the duties to be performed by him are clearly mentioned in it, this information is
collected from job analysis, which is why job analysis becomes important.
Thanks 
 The Framework of
Strategic Human Resource
Management
Prof. Dr. Fatma Zehra TAN
 •Human resource
management

•Strategy: concept and

Concerned process

Topics •Strategic human resource

management: concept and
process

•HR strategies
 • •Human resource management is
defined as a system of activities and
strategies that focus on
successfully managing employees at
What is Human all levels of an organization to achieve
goals.
Resource
Management? • •John Storey believes that HRM can be
regarded as a : set of interrelated
policies with an ideological and
philosophical underpinning.
 • •A particular constellation of beliefs
and assumption

Four aspects of • •A strategic thrust informing decisions

meaningful about people management

version of HRM • •The central involvement of line

managers

• •Reliance upon a set of levers to shape

the employment relationship
 • •Matching model of HRM

• •The Harvard framework

Models of • •Warwick framework

HRM
• •Guest framework

• •Storey framework
• •The Michigan model is also known as
the 'matching model' or 'best-
fit' approach to human resource
management. In essence, it requires
that human resource strategies have a
tight fit to the overall strategies of the
business.
 • •One of the first explicit model of HRM
concept was made by Michigan school.

• •HR systems and the organization structures

should be managed in a way that is
congruent with organizational strategy.

Matching • •Emphasizes on the interrelatedness and

model of HRM coherence of the HRM activities.

• •İgnores stakeholder interests, situational

factors, and notion of strategic choice.

• •Expresses the coherence of internal HR

policies and the importance of matching
them to external business strategy.
Four Generic Processes
• •Selection

• •Appraisal

• •Rewards

• •Development
 • •The Harvard framework for HRM is
an HR model comprised of six
components. These include the core HR
activities, like recruitment, training,
The Harvard and reward systems. When done
well, HRM policies lead to
Framework positive HRM outcomes. These include
the previously mentioned retention,
cost-effectiveness, commitment, and
competence.
• •It also state that :
Human resource management involves
all management decisions and action that
affect the nature of the relationship
between the organization and its human
resources.

• •Two characteristic feature:

1- line managers
2- personnel
 • •One of the primary goals of
the HR department is to maintain
productivity by providing the company
with an adequate number of skilled and
efficient workers.
Aims of HR
• •The overall purpose of HRM is to
ensure that the organization is able to
achieve success through people.
 • •Organizational effectiveness

• •Human capital
HRM is concerned
with achieving • •Knowledge management
objectives in the
areas such: • •Reward management

• •Employee relations

• •Meet diverse needs

• •Rhetoric reality
 • •Organizational effectiveness is the measure of
how successfully (or not) organizations are
achieving their missions and advancing their
Organizational visions through their core strategies. Organizational
Effectiveness Effectiveness requires that Human Resource
and Organizational Development efforts tie directly
to the desired business outcomes.
 •Leadership. …..

•Communication. ...

The Six Systems of •Accountability. ...

Organizational
Effectiveness •Delivery. ...

•Performance. ...

•Measurement.
 • •Human capital is an asset consisting
of the knowledge and skills held by a
person that can be used by an
organization to advance its goals. The
staffing function of human resource
Human Capital management searches, recruits and
acquires employees with the human
capital necessary for the organization's
needs.
 Knowledge
Management
• •Knowledge management is the
conscious process of defining,
structuring, retaining and sharing
the knowledge and experience of
employees within an organization.
The main goal of knowledge
management is to improve an
organization's efficiency and
save knowledge within the
company.
 Reward Management
• •Reward management is
concerned with the formulation and
implementation of strategies and
policies that aim to reward people
fairly, equitably and consistently in
accordance with their value to the
organization. . Reward
management aims to create and
efficiently operate
a reward structure for an
organization.
 Employee Relations
• •The definition of employee
relations refers to an organization's
efforts to create and maintain a
positive relationship with its employees.
When it comes to employee relations,
an HR department has two primary
functions. First, HR helps prevent and
resolve problems or disputes
between employees and
management. Second, they assist in
creating and enforcing policies that are
fair and consistent for everyone in the
workplace.
• Meet Diverse Needs

• Rhetoric and reality

 Characteristics of HRM
• •The diversity of HRM
• •The strategic nature of HRM
• •The commitment-oriented nature of HRM
• •People as human capital
• •Unitarist philosophy
• •HRM as a management-driven activity
• •Focus on business values
HRM and Personnel
Management
• •Personnel management can be
defined as obtaining, using and
maintaining a satisfied workforce.
It is a significant part of
management concerned with
employees at work and with their
relationship within the
organization.
Strategy: concept and process

• •Strategy generally involves setting goals

and priorities, determining actions to achieve
the goals, and mobilizing resources to
execute the actions. A strategy describes how
the ends (goals) will be achieved by
the means (resources).
The concept of strategy is based on three subsidiary
concepts:

•Competitive •Distinctive
•Strategic fit
advantage capabilities
 • •Competitive advantage is the leverage a
business has over its competitors. This can be
gained by offering clients better and greater
value. Michael Porter defined the two ways
in which an organization can
Competitive achieve competitive advantage over its rivals:
cost advantage and differentiation advantage.
advantage • •Innovation
• •Quality
 • •Distinctive capabilities are those
that are unique to your business,
those which give you a competitive
advantage over the rest of the
Distinctive market. The buyer may select your
Capabilities product on the strength of your
reputation alone – which is a
unique competitive advantage that
cannot be easily replicated by your
competition.
 •Rarity
•Value
compared to
creation for
the
the customer
competition
Four criteria whether
resources regarded as
distinctive capability
•Non- •Non-
or not: imitability substitutability
 • •Strategic fit expresses the degree
to which an organization is
matching its resources and
capabilities with the opportunities
in the external environment. The
Strategic Fit matching takes place
through strategy and it is therefore
vital that the company has the
actual resources and capabilities to
execute and support the strategy.
 • •Strategic intent
The
fundamentals of • •Resource based strategy

strategy • •Strategic capability

• •Strategic management
 • •Strategy formulation is
the process of determining and
The Systematic establishing the goals, mission
and objectives of an organization,
Approach to and identifying the appropriate
Formulate and best courses or plans of
action among all available
Strategy alternative strategies to achieve
them.
 • •Strategic human resource management is
Strategic the connection between a company's human
resources and its strategies, objectives, and
Human goals. The aim of strategic human resource
Resource management is to: Advance flexibility,
innovation, and competitive advantage.
Management: Develop a fit for the purpose of
Concept and organizational culture.
Process
 •High- •The resource-
involvement based
management approach

Approaches to
Strategic HRM
•High-
commitment •Strategic fit
management

•High-
performance
management
Strategic HRM is in
some ways an attitude
of mind that expresses
a way of doing things.
 • •HR strategies set out what the
HR Strategies organization intends to do about its
human resource management policies and
practices, and how they should be
integrated with the business strategy and
each other.

• •The purpose of HR strategies is to guide

development and implementation
programs.
 • •Overarching strategies describe the
Types of HR general and basic intentions of the
Strategies organization about how people should be
managed and developed, what steps
should be taken to ensure that the
organization can attract and retain the
people it needs and ensure that
employees are committed, motivated and
engaged.
Specific HR strategies set out
what the organization intends • ••Talent management
to do in areas such as: • •Continuous improvement
• •Knowledge management
• •Resourcing
• •Learning and developing
• •Reward
• •Employee relations
Criteria • •will satisfy business needs;

for an • •● is founded on detailed analysis and study, not just wishful

thinking;
Effective • •● can be turned into actionable programs that anticipate
HR implementation requirements and problems;

Strategy • •● is coherent and integrated, being composed of components that fit

with and support each other;

• •● takes account of the needs of line managers and employees

generally as well as those of the organization and its other
stakeholders.
Here is a comment from a chief executive (Peabody Trust) on what makes a good HR
strategy:

• •A good strategy is one which actually makes people feel valued. It makes them
knowledgeable about the organization and makes them feel clear about where they
sit as a group, or team, or individual. It must show them how what they do either
together or individually fits into that strategy. Importantly, it should indicate how
people are going to be rewarded for their contribution and how they might be
developed and grow in the organization.
Thank You
HRM PLANNING
Prof.Dr. Fatma Zehra TAN
What Is Human Resource Planning (HRP)?

Human resource planning (HRP) is the continuous process of systematic planning ahead to
achieve optimum use of an organization's most valuable asset—quality employees.
Human resources planning ensures the best fit between employees and jobs while avoiding
manpower shortages or surpluses.
Human resource
planning includes
figuring out
 where you are,
 where you want to go, and
 how to get there.
 Where you are?
Enviromental scanning
Where you want to go?

Identifiying your strategy and goals

How to get there?

Identification of actions
and metrics
 They include analyzing present
labor supply,

Forecasting labor demand,

There are four key
steps to the HRP
Balancing projected labor
process demand with supply,

Supporting organizational goals.

HRP is an important investment for any business
as it allows companies to remain both productive
and profitable.
Understanding Human
Resource Planning (HRP)

Human resource planning allows companies to plan

ahead so they can maintain a steady supply of skilled
employees. That's why it is also referred to as workforce
planning. The process is used to help companies
evaluate their needs and to plan ahead to meet those
needs.
Human resource planning needs to be flexible enough to meet short-term staffing challenges while
adapting to changing conditions in the business environment over the longer term. HRP starts by
assessing and auditing the current capacity of human resources.
Challenges of Human
Resource Planning

The challenges to HRP include forces that are

always changing, such as employees getting sick,
getting promoted, or going on vacation. HRP
ensures there is the best fit between workers and
jobs, avoiding shortages and surpluses in the
employee pool.
To satisfy Select, train, and
Find and attract
their skilled employees.
reward the best
objectives, candidates.
HR managers
have to make
plans to do Cope with absences Promote employees
the and deal with or let some of them
following: conflicts. go.
Investing in HRP is one of the most important decisions a company can
make. After all, a company is only as good as its employees, and a high
level of employee engagement can be essential for a company's success.
If a company has the best employees and the best practices in place, it
can mean the difference between sluggishness and productivity, helping
to lead a company to profitability.
Steps to Human
Resource Planning
• There are four general, broad steps involved in the
human resource planning process. Each step
needs to be taken in sequence in order to arrive at
the end goal, which is to develop a strategy that
enables the company to successfully find and
retain enough qualified employees to meet the
company's needs.
Analyzing Labor Supply

The first step of human resource planning is to identify the company's

current human resources supply. In this step, the HR department studies
the strength of the organization based on the number of employees, their
skills, qualifications, positions, benefits, and performance levels.
Forecasting Labor Demand

The second step requires the company to outline the future of its workforce. Here, the HR department
can consider certain issues like promotions, retirements, layoffs, and transfers—anything that factors
into the future needs of a company. The HR department can also look at external conditions impacting
labor demand, such as new technology that might increase or decrease the need for workers.
 Balancing Labor Demand With Supply

The third step in the HRP process is forecasting the employment demand. HR creates a gap analysis
that lays out specific needs to narrow the supply of the company's labor versus future demand.
This analysis will often generate a series of
questions, such as:

• Should employees learn new skills?

• Does the company need more managers?
• Do all employees play to their strengths in their current roles?
Developing and Implementing a Plan
The answers to questions from the gap analysis help HR determine how
to proceed, which is the final phase of the HRP process. HR must now
take practical steps to integrate its plan with the rest of the company.
The department needs a budget, the ability to implement the plan, and a
collaborative effort with all departments to execute that plan.
Common HR policies put in place
after this fourth step may include
policies regarding vacation,
holidays, sick days, overtime
compensation, and termination.
Special Considerations
The goal of HR planning is to have the optimal number of staff to make
the most money for the company. Because the goals and strategies of a
company change over time, human resource planning is a regular
occurrence. Additionally, as globalization increases, HR departments
will face the need to implement new practices to accommodate
government labor regulations that vary from country to country.
The increased use of remote workers
by many corporations will also
impact human resource planning
and will require HR departments to
use new methods and tools to
recruit, train, and retain workers.
THANKS
Recruitment

Prof.Dr.Fatma Zehra TAN

What is recruitment?
What is recruiting in HRM?
What does recruitment involve?
Types of recruiting
Tips for effective recruiting
Conclusion
 Recruitment refers to the process of
What is identifying, attracting, interviewing,
selecting, hiring and onboarding
recruitment? employees. In other words, it
involves everything from the
identification of a staffing need to
filling it.
Depending on the size of an organization,
recruitment is the responsibility of a range of
workers. Larger organizations may have entire
teams of recruiters, while others only a single
recruiter. In small outfits, the hiring manager may
be responsible for recruiting. In addition, many
organizations outsource recruiting to outside firms.
Companies almost always recruit candidates for
new positions via advertisements, job boards, social
media sites, and others. Many companies utilize
recruiting software to more effectively and
efficiently source top candidates. Regardless,
recruitment typically works in conjunction with, or
as a part of Human Resources.
What is recruiting in HRM?

Human Resource Management, otherwise

known as HRM or HR for short, is the function
of people management within an organization.
HR is responsible for facilitating the overall
goals of the organization through effective
administration of human capital — focusing on
employees as the company's most important
asset.
Recruitment is the first step in building an
organization's human capital. At a high level,
the goals are to locate and hire the best
candidates, on time, and on budget.
What does recruitment involve?

While the recruitment process is unique to each organization, there are

15 essential steps of the hiring process. We’ve listed them here, but for
a detailed exploration of these steps, check out our page on Hiring
Process Steps:
• Identify the hiring need • Interviews
• Devise a recruitment plan • Applicant Assessment
• Write a job description • Background Check
• Advertise the position • Decision
• Recruit the position • Reference Check
• Review applications • Job offer
• Phone Interview/Initial Screening • Hiring
• Onboarding
Types of recruiting

Internal
Retained
Contingency
Staffing
Outplacement
Reverse
Internal Internal recruiting involves filling vacancies
with existing employees from within an
Recruiting: organization.
Retained Recruiting
• When organization hire a recruiting firm, there are several ways to do
so; retained recruiting is a common one. When an organization
retains a recruiting firm to fill a vacancy, they pay an upfront fee to fill
the position. The firm is responsible for finding candidates until the
position is filled. The organization also agrees to work exclusively with
the firm. Companies cannot, in other words, hire multiple recruiting
firms to fill the same position.
 Like retained recruiting, contingency
recruiting requires an outside firm.
Unlike retained recruiting, there is
no upfront fee with contingency.
Contingency Instead, the recruitment company
Recruiting receives payment only when the
clients they represent are hired by
an organization.
Staffing Recruiting
Staffing recruiters work for staffing
agencies. Staffing recruiting matches
qualified applicants with qualified job
openings. Moreover, staffing agencies
typically focus on short-term or
temporary employment positions.
 Outplacement is typically an employer-
sponsored benefit which helps former
Outplacement employees transition into new jobs.
Recruiting Outplacement recruiting is designed to
provide displaced employees with the
resources to find new positions or careers.
 Refers to the process whereby an employee is
encouraged to seek employment with a
different organization that offers a better fit
Reverse for their skill set. We offer Reverse Recruiting
Recruiting Days to help workers with this process. At our
Reverse Recruiting Days we review resumes,
conduct mock interviews, and offer deep dives
into specific job roles
Tips for effective recruiting

Recruitment is a nuanced process

that requires extensive research,
thorough procedures, and finesse in
order to produce high-quality hires
with regularity. With that in mind,
here are out top-three tips for
effective recruitment:
Look internally before
externally:
There’s a good chance the best
candidate for your position is already
working for your organization.
Internal candidates are already
familiar with and contributing to
your corporate culture and goals.
Given their past success within your
organization, it is reasonable to
expect they will continue to excel in
a new position.
Reach out to “passive”
candidates:
There is a good chance your ideal
candidate is not actively looking for a
new job and will not respond to your
job board ad. Why? Because they’re
likely already employed elsewhere.
After all, why wouldn’t your
competitors also want to employ your
ideal candidate? Therefore, effective
recruiting requires you to look outside
of your applicant pool for top talent.
Encouraging your staff to attend industry conferences and participate in
professional organizations; developing relationships with local
university business schools (or other relevant departments); searching
social media sites (i.e. LinkedIn) for strong resumes from candidates
who might not be actively looking for a new job; and encouraging your
employees to refer people they know or are connected to are all
important mechanisms through which to expand your recruitment
network.
Hire the sure thing:
According to two authors and experts,
you should hire the person who is
already excelling doing the exact job
in your industry. Past success, in other
words, is the best indicator of future
success.
 At its core, recruiting is a rather simple
concept--it encompasses identifying
candidates and hiring them to fill open
positions. However, effective recruiting
combines a bit of art with science. It requires
Conclusion implementing repeatable processes that will
lead to reliable results, on the one hand. On
the other, it requires sophistication to think
outside the box in order to find your ideal
candidate.
Thank you 
JOB ROTATION
JOB ENRICHMENT
JOB ENLARGEMENT
Prof.Dr. Fatma Zehra TAN
JOB ROTATION
Job rotation is a management technique that assigns trainees to various jobs and departments
over a period of a few years.

A job rotation is a technique in which employees are moved between two or more jobs in a
planned manner. The objective is to expose the employees to different experiences and wider
variety of skills to enhance job satisfaction and to cross-train them.
Job rotation is a process of systematic movement of employees from
one nature of job to the other job, but Job category may change or
sometimes remain unchanged, however employees performing the job is
shifted from one job to the other job, through which, an employee
would be a given an opportunity to perform different jobs, which would
enriches his / her skills, experience and ability to perform different jobs
in case of exigency. The main objective of job rotation is to improve the
efficiency of the employees and work should not be hampered or
effected in case absence of any employee in the organization.
Just to understand what is job rotation?

As shown in the above picture, job rotation involves shifting of employees from one job to
other job to make employees acquaint with various job roles in an organization. Here an
employee is shifted from his job role that is Payroll Officer to Safety Officer to Welfare
Officer to HR Analyst to Personal Relationship Officer again back to his / her initial job.
Each role an employee handled is unique and different from other as each job roleaand
responsibilities are different from each other. To handle the Payroll officer job, an employee
must posses knowledge and experience, to handle Safety Officer role one need to have
practical knowledge about working conditions of employees or workers and experience too
matters a lot and like wise to handle Personal Relationship Officer role one need to have
good communication skills and be empathetic, altogether each job has its own importance
and requirements for a person to handle it.
The final outcome of job rotation is employee gains wider exposure to various job roles in
HR Department, besides his skills and knowledge would be developed by dealing with the
various jobs, gains experience in handling various tasks and develops ability to do multi-
tasking in case of pressing situations. To put in practical sense, if the Safety Officer is on
leave for some reason, this job has to be handle by other Officer, as Safety Officer role is
mandatory under labour laws in some countries so as see the safety of workers in working
environment. Now the other Officer who has gained experience in Safety Officer role
through Job Rotation can be placed in charge of Safety Officer role to deal with the safety of
employees and ensure smooth running of work.
Facts about Job Rotation
In larger companies, their managers and it's employees are periodically moved in
a series of planned job so that the entire work flow wouldn't be broken in case of
absence of any one. Business owners and operating officers use this rotation plan
so as to make enable their employees familiar with various departmentss and
sections of the business. It is inevitable for any organization to have absentism,
retirements or quits sometimes death of an employee which may be vacant
position and eventually create a gap in the flow of regular work which should be
dealt otherwise work will be suffered. In such times, any other employee can
attend or take up vacant position with the experience he/she gained out of job
rotation, thereby regular work would run smoothly with break.
Facts about Job Rotation

In industries which involves physical hard-working, job rotation may be

used to avoid over-stressing or boredom to their workers, as the
eemployees wouldn'tbe exposed to single or same job for longer period,
otherwise constant and repetitive use of the same muscles ccoul be one
of the hazards in the workplace. With the use of job rotation, it would
keep workers stay healthy, and maintain a good work atmosphere as
well. Safety is often a key consideration from the point of workers as
well as in employment laws.
Facts about Job Rotation

As discussed, Job rotation involves shifting an employee from one job

to another, so that he/she would be able to understand and learn what
efforts, skills, knowledge and experience required in each job involves.
Employer always track their employees performance on every job which
an employee does in order to know whether he /she can handle and do
justification to that job. If an employee shows his best performance in
the jobs he/she did, that may be sometimes considered as basis for
promotion in job or increment in salary or for handling higher
responsibilities with all emoluments.
Advantages of job rotation

Avoids monopoly :- Job rotation helps to avoid monopoly of job and enable the
employee to learn new things and therefore enjoy his job

Provides an opportunity to broaden one’s knowledge: - due to job rotation the person is
able to learn different job in the organization this broadens his knowledge.

Avoiding fraudulent practice: - In an organization like bank jobs rotation is undertaken to

prevent employees from doing any kind of fraud i.e. if a person is handling a particular
job for a very long time he will be able to find loopholes in the system and use them for
his benefit and indulge ( participate ) in fraudulent practices job rotation avoids this.
Disadvantages of Job Rotation
Frequent interruption :- Job rotation results in frequent interruption of work .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.
Reduces uniformity in quality :- Quality of work done by a trained worker is different from
that of a new worker .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.
Misunderstanding with the union member :- Sometimes job rotation may lead to
misunderstanding with members of the union. The union might think that employees are
being harassed and more work is being taken from them. In reality this is not the case.
JOB
ENRICHMENT
Job Enrichment is a job design technique that varies the concept of . Job
enrichment adds new sources of job satisfaction by increasing the level of
responsibility of the employee in organization.
Job enrichment is an attempt to motivate employees by giving them the
opportunity to use the range of their abilities. It is an idea that was developed
by the American psychologist Frederick Hertzberg in the 1950s. It can be
contrasted to job enlargement which simply increases the number of tasks
without changing the challenge. As such job enrichment has been described
as 'vertical loading' of a job, while job enlargement is 'horizontal loading'.
An enriched job should ideally contain:

• A range of tasks and challenges of varying difficulties

(Physical or Mental)
• A complete unit of work - a meaningful task
• Feedback, encouragement and communication
DEFINITION

Job Enrichment is the addition to a job of tasks that

increase the amount of employee control or
responsibility. It is a vertical expansion of the job as
opposed to the horizontal expansion of a job, which is
called job enlargement.
Job enrichment has its roots in Frederick Herzberg's two-factor theory,
according to which two separate dimensions contribute to an employee's
behavior at work.

The first dimension, known as hygiene factors, involves the presence or

absence of job dissatisfactors, such as wages, working environment,
rules and regulations, and supervisors. When these factors are poor,
work is dissatisfying and employees are not motivated. However,
having positive hygiene factors does not cause employees to be
motivated; it simply keeps them from being dissatisfied.
Job enrichment has its roots in Frederick Herzberg's two-factor theory,
according to which two separate dimensions contribute to an employee's
behavior at work.

The second dimension of Herzberg's theory refers to motivators, which are factors
that satisfy higher-level needs such as recognition for doing a good job,
achievement, and the opportunity for growth and responsibility. These motivators
are what actually increase job satisfaction and performance. Job enrichment
becomes an important strategy at this point because enriching employees' jobs can
help meet some of their motivational needs. There are basically five areas that are
believed to affect an individual employee's motivation and job performance: skill
variety, task identity, task significance, autonomy, and feedback. Job enrichment
seeks to find positive ways to address each of these areas and therefore improve
employee motivation and personal satisfaction.
Advantages of job enrichment
• Interesting and challenging job :- When a certain amount of power is given to
employees it makes the job more challenging for them, we can say that job
enrichment is a method of employee empowerment.
• Improves decision making :- Through job enrichment we can improve the
decision making ability of the employee by asking him to decide vation speaks of
these higher order needs e.g. Ego and esteemed needs, self-actualization etc.
These needs can be achieved through job enrichment.
• Reduces work load of superiors :-Job enrichment reduces the work load of
senior staff. When decisions are taken by juniors the seniors work load is reduced.
Disadvantages of job enrichment
• Job enrichment is based on the assumptions that workers have complete knowledge to take
decisions and they have the right attitude. In reality this might not be the case due to which
there can be problems in working.
• Job enrichment has negative implications ie. Along with usual work decision making work is
also given to the employees and not many may be comfortable with this.
• Superiors may feel that power is being taken away from them and given to the junior’s. This
might lead to ego problems.
• This method will only work in certain situations. Some jobs already give a lot of freedom and
responsibility; this me thod will not work for such jobs.
• Some people are internally dissatisfied with the organization. For such people no amount of
job enrichment can solve the problem.
Job enrichment Key Points:

Job enrichment is a fundamental part of attracting, motivating, and

retaining talented people, particularly where work is repetitive or
boring. To do it well, you need a great match between the way your jobs
are designed and the skills and interests of the employees working for
you.
Job enrichment Key Points:

When your work assignments reflect a good level of skill variety, task
identity, task significance, autonomy, and feedback, members of your
team are likely be much more content, and much less stressed. Enriched
jobs lead to more satisfied and motivated workers.

Your responsibility is to figure out which combination of enrichment

options will lead to increased performance and productivity.
JOB
ENLARGEMENT

• Job enlargement is another method of job design

when any organization wishes to adopt proper
job design it can opt for job enlargement. Job
enlargement involves combining various
activities at the same level in the organization
and adding them to the existing job. It increases
the scope of the job. It is also called the
horizontal expansion of job activities.
DEFINITION

• Job Enlargement is the horizontal expansion

of a job. It involves the addition of tasks at
the same level of skill and responsibility. It is
done to keep workers from getting bored. It is
different than job enrichment.
EXAMPLE

• ob enlargement can be explained with the

help of the following example - If Mr. A is
working as an executive with a company and
is currently performing 3 activities on his job
after job enlargement or through job
enlargement we add 4 more activities to the
existing job so now Mr. A performs 7
activities on the job.
It must be noted that the new activities which have
been added should belong to the same hierarchy
level in the organization. Through job enlargement
we provide a much variety of activities to an
employee, besides we have an advantage to make
maximum use of employee’s skill
Advantages of job enlargement

Variety of skills :- Job enlargement helps the organization to improve and

increase the skills of the employee due to organization as well as the
individual benefit.

Improves earning capacity :- Due to job enlargement the person learns

many new activities. When such people apply foe jobs to other companies
they can bargain for more salary.

Wide range of activities :- Job enlargement provides wide range of

activities for employees. Since a single employee handles multiple
activities the company can try and reduce the number of employee’s. This
reduces the salary bill for the company.
Disadvantages of
job enlargement

•Increases work burden :- Job enlargement increases the work of the employee and
not every company provides incentives and extra salary for extra work. Therefore
the efforts of the individual may remain unrecognized.
•Increasing frustration of the employee :- In many cases employees end up being
frustrated because increased activities do not result in increased salaries.
•Problem with union members :- Many union members may misunderstand job
enlargement as exploitation of worker and may take objection to it.
Difference Between Job
Enlargement and Job Enrichment

The difference between job enrichment and job enlargement is quality

and quantity. Job enrichment means improvement, or an increase with
the help of upgrading and development, whereas job enlargement means
to add more duties, and an increased workload. By job enrichment, an
employee finds satisfaction in respect to their position and personal
growth potential, whereas job enlargement refers to having additional
duties and responsibilities in a current job description.
Job enlargement is a vehicle employers use to put additional workload on employees, perhaps in
economical downtime. Due to downsizing, an employee might feel lucky to have a job at all,
despite the fact that his duties and responsibilities have increased. Another approach is that by
adding more variety and enlarging the responsibilities will provide the chance of enhancement and
more productivity. Job enrichment involves organizing and planning in order to gain more control
over their duties and work as a manager. The execution of plans and evaluation of results motivates
workers and relieves boredom. Job enlargement and job enrichment are both useful for motivating
workers to perform their tasks enthusiastically.
Although job enlargement and enrichment have a relationship with each other,
they also possess some distinct features that differentiate them, such as area of
expansion, mutual reliance, allocation of duties and responsibilities,
motivation and profundity. Job enrichment is largely dependent on job
enlargement, whereas job enlargement has no such dependency. Job
enlargement expands horizontally when compared to job enrichment, which
expands vertically. Vertical growth of job or augmentation is helpful to obtain
managerial rights.
In spite of mutual dependency, managerial duties are sanctioned, as in the case of
enhancement. The employee focuses more on job depth, which does not happen in
job enlargement. Job enrichment has a greater motivational impact than job
enlargement.

The job enlargement theory involving horizontal expansion to increase job

satisfaction and productivity is relatively simple, and applied in numerous
situations. Job enrichment, when compared to job enlargement, not only includes
more duties and responsibilities, but also gives the right of decision making and
control.
THANKS 
 The Basics of
Performance Management
DEFİNİTİON

• A systematic process for improving organizational

performance by developing the performance of individuals
and teams.
• Establishing shared understanding about what is to be
achieved, and for managing and developing people in a
way that increases the probability that it will be achieved in
the short and longer term.
• It is the responsibility of line management.
Performance management
≠
performance appraisal
OBJECTİVES OF PERFORMANCE
MANAGEMENT
• To develop the capacity of people to meet and exceed
expectations and to achieve their full potential.

• It provides the basis for self-development but it is also

about ensuring support and guidance.
 CHARACTERISTICS OF PERFORMANCE
MANAGEMENT

• Planned process (continuous & flexible)

• Primary elements: agreement, measurement, feedback, positive reinforcement
and dialogue.
• Comparing delivered performance (outputs) to expectations (objectives)
• It focuses on: targets, standards, performance measures, inputs (developmental
needs) and values
• Management by contract (not by command)
UNDERSTANDİNG
PERFORMANCE MANAGEMENT
PERFORMANCE

• Achievement of quantified objectives

• How it is achieved: appropriate behaviour, use of
competencies, skills, knowledge
 PERFORMANCE MANAGEMENT

Performance management (PM) is the process of ensuring that a set of

activities and outputs meets an organization's goals in an effective and
efficient manner. Performance management can focus on
the performance of an organization, a department, an employee, or the
processes in place to manage particular tasks. Converting espoused values
into values in use
THERE ARE MANY WAYS TO CONDUCT PERFORMANCE
MANAGEMENT. IN LITERATURE THERE ARE TWO
APPROACHES WHEN IT COMES TO PERFORMANCE
EVALUATİON.
Behavioral approach: Employees are evaluated based on
their behaviors and effort made. Behaviors are identified and
evaluated. This approach is suitable for giving detailed
feedback on behaviors and by mapping desirable future
behaviors. This approach is suitable when individual results
are hard to measure. Examples include individual players in a
team, support staff, and (oftentimes) HR professionals.
Result-oriented approach: In this approach, employees are
evaluated based on objective criteria. The focus is not on input but
output, both in terms of quality and quantity. This approach is
suitable when there are multiple ways to do the job. The end-result is
key, not how it has been done. Examples include call center
employees who have specific success metrics, as well as sales
professionals. The evaluation of lawyers and accountants is also
highly result-oriented, as they keep track of their billable hours.
ALİGNMENT

• To align individual and organizational objectives.

• Top-to-down & bottom-to-top processes
• Objectives should be agreed not set, and this agreement
should be reached through open dialogues between
managers and individuals.
• This needs to be seen as a partnership in which
responsibility is shared and mutual expectations are defined.
MANAGİNG EXPECTATİONS

It creates a shared understanding of what is required to

improve performance and how this will be achieved by
clarifying and agreeing what people are expected to do and
how they are expected to behave.
 SİGNİFİCANCE OF
DİSCRETİONARY BEHAVİOUR
• The encouragement of productive (!) discretionary behaviour.
• ‘Discretionary behaviour refers to the choices that people make about how they
carry out their work and the amount of effort, care, innovation and productive
behaviour they display.’
• ‘The experience of success seen in performance outcomes helps reinforce positive
attitudes’.
A GUİDİNG PRİNCİPLE

Most employees want direction,

freedom to get their work done,
and encouragement not control.
WHAT İS THE DİFFERENCE BETWEEN
PERFORMANCE MANAGEMENT AND
PERFORMANCE APPRAİSALS?
Performance appraisal is the individual session between the
employee and the manager. This often happens annually.
Performance management a periodic, systematic, and
objective process of developing an employee to perform their
job to the best of their ability. The performance appraisal is
thus part of performance management.
PERFORMANCE APPRAİSAL OR
PERFORMANCE MANAGEMENT?
PERFORMANCE MANAGEMENT CYCLE

● Planning: concluding a performance and development agreement.

● Acting: managing performance throughout the year.
● Reviewing: assessing progress and achievements so that action plans
can be prepared and agreed and, in many schemes, performance can be
rated.
PERFORMANCE AGREEMENTS

Performance agreements form the basis for development,

assessment and feedback in the performance management
process.
They define expectations in the form of a role profile that sets
out role requirements in terms of key result areas and the
competencies required for effective performance. The role
profile provides the basis for agreeing objectives and methods
of measuring performance and assessing the level of
competency reached.
TYPES OF OBJECTİVES

● On-going role or work objectives – all roles have built-in objectives that
may be expressed as key result areas in a role profile.
● Targets – these define the quantifiable results to be attained as measured in
such terms as output, throughput, income, sales, levels of service delivery,
cost reduction, reduction of reject rates.
● Tasks/projects – objectives can be set for the completion of tasks or projects
by a specified date or to achieve an interim result.
● Behaviour – behavioural expectations are often set out generally in
competency frameworks
CRİTERİA FOR OBJECTİVES (SMART)

S Specific/stretching – clear, unambiguous, straightforward,

understandable and challenging.

M Measurable – quantity, quality, time, money.

A Achievable – challenging but within the reach of a competent

and committed person.

R Relevant – relevant to the objectives of the organization so that

the goal of the individual is aligned to corporate goals.

T Time framed – to be completed within an agreed time scale.

 MEASURİNG PERFORMANCE İN
ACHİEVİNG OBJECTİVES

• Measurement is an important concept in performance management.

• It is the basis for providing and generating feedback, it identifies
where things are going well to provide the foundations for building
further success, and it indicates where things are not going so well,
so that corrective action can be taken.
• Measuring performance is relatively easy for those who are responsible for
achieving quantified targets, for example sales.
• It is more difficult in the case of knowledge workers, for example scientists.
CRİTERİA FOR ASSESSİNG PERFORMANCE

The criteria for assessing performance should be balanced between:

● achievements in relation to objectives;
● the level of knowledge and skills possessed and applied
(competences);
● behaviour in the job as it affects performance (competencies);
● the degree to which behaviour upholds the core values of the
organization;
● day-to-day effectiveness.
 CONDUCTİNG A PERFORMANCE
REVİEW MEETİNG
There are 12 golden rules for 7. Let individuals do most of the
conducting performance review talking.
meetings.
8. Invite self-assessment.
1. Be prepared 9. Discuss performance not
personality.
2. Work to a clear structure
10. Encourage analysis of
3. Create the right atmosphere. performance
4. Provide good feedback. 11. Don’t deliver unexpected criticisms

5. Use time productively. 12. Agree measurable objectives and a

plan of action
6. Use praise.
 RATING PERFORMANCE

• Most performance management schemes include some form of rating.

• This indicates the quality of performance or competence achieved or
displayed by an employee by selecting the level on a scale that most
closely corresponds with the view of the assessor on how well the
individual has been doing.
DEALING WITH UNDERPERFORMERS

• The improvement of performance is a fundamental part of the

continuous process of performance management. The aim should
be the positive one of maximizing high performance, although
this involves taking steps to deal with under-performance.
• When managing under-performers, remember the advice given by
Handy (1989) that this should be about ‘applauding success and
forgiving failure’. He suggests that mistakes should be used as an
opportunity for learning – ‘something only possible if the mistake
is truly forgiven because otherwise the lesson is heard as a
reprimand and not as an offer of help’.
360-DEGREE
FEEDBACK
360-DEGREE FEEDBACK İS A RELATİVELY NEW FEATURE OF PERFORMANCE MANAGEMENT,
ALTHOUGH İNTEREST İS GROWİNG. THE INSTİTUTE OF PERSONNEL AND DEVELOPMENT 2003
SURVEY (ARMSTRONG AND BARON, 2004) FOUND THAT ONLY 11 PER CENT OF THE
ORGANİZATİONS COVERED USED İT, BUT THE E-REWARD 2005 SURVEY ESTABLİSHED THAT 30 PER
CENT DİD.
THE 360-DEGREE FEEDBACK MODEL
THE 360-DEGREE FEEDBACK MODEL
THE PERFORMANCE MATRİX
(A VİSUAL AİD TO RANK)
THANKS FOR YOUR
ATTENTION!