لخّصلي

Human Resource Management-Meaning and Definition: Human resources are the people who work for the organization; human resource management is really employee management with an emphasis on those employees as assets of the business.The advocates of self-managing teams or autonomous work groups claim that this approachoffers a more comprehensive view of organizations than the rather simplistic individual motivationtheories that underpin job rotation, enlargement and enrichment.Performance Reviews/Discipline:In many companies, HR managers conduct or facilitate performance reviews, which is a discussion with an employee about how "she or he is doing relative to the standards and expectations laid out in the job description," according to the Bureau of Labor Statistics. This also includes providing any follow-up training or goals. If needed, HR managers perform or assist with the discipline or firing of employees for not following company policy. They also conduct exit interviews. Allocating Resources/Layoffs:HR managers may help with layoff decisions and allocating remaining resources after layoffs.They may be responsible for informing employees of the layoffs and providing them with severance information. Human resource planning-Meaning and Definition: Human Resource Planning is the process of determining and ensuring that the organization has adequate number of qualified persons available at the proper times. The same number of employees should be able to perform jobs which meets the needs of the organization and provides satisfaction for individual employees. Human resource planning is concerned with the flow of people into, through and out of the organization. HR planning involves anticipating the need for labor and the supply of labor and then planning the programs necessary to ensure that the 15 organization will have the right mix of employees and skills when and where they are needed. Forecasting the future can be very inexact science, so human resource planning may also include multiple scenarios and contingency plans. Some Other Definitions: HRP has been defined by Geisler (1967), o As a process of forecasting, developing and controlling human resources in an enterprise. This process helps the enterprise to ensure that it has right number of people and the right kind of people at the right place at the right time performing tasks for which they are most effective. o Similarly Wilkstorm (1971) defines it" "As a process involving; forecasting of future requirements, inventorying the present resources and assessing the extent to which these resources are optimally utilized and also planning of necessary HR programs.Job enrichment aims to maximize the interest andchallenge of work by providing the employee with a job that has these characteristics: o it is a complete piece of work in the sense that the worker can identify a series of tasksor activities that end in a recognizable and definable product; o it affords the employee as much variety, decision-making responsibility and control aspossible in carrying out the work; o it provides direct feedback through the work itself on how well the employee is doinghis or her job.A self-managing team enlarges individualjobs to include a wider range of operative skills (multi-skilling), decides on methods ofwork and the planning, scheduling and control of work, distributes tasks itself among itsmembers and monitors its own performance, taking corrective action when required.Human Resource Management (HRM) can be defined as the set of programs, functions, and activities designed and performed in order to maximize both employee as well as organizational effectiveness.As described by Herzberg (1968), job enrichment is not just increasing the number or varietyof tasks; nor is it the provision of opportunities for job rotation.It involves multi-skilling - job demarcation lines are eliminated as far as possibleand encouragement and training are provided for employees to acquire new skills.(Beer et al, 1984) HRM comprises a set of policies designed to maximize organizational integration,employee commitment, flexibility and quality of work.Adjustments: Job design allows for adjustments for physically demanding jobs by minimizing the energy spent doing the job and by aligning the manpower requirements for the same.Job enlargement This means combining previously fragmented tasks into one job, again to increase the varietyand meaning of repetitive work.Self-managing teams (autonomous work groups) These are self-regulating teams who work largely without direct supervision.The philosophyon which this technique is based is a logical extension of job enrichment but is strongly influencedby socio-technical systems theory.Other definitions of HRM Human resource management involves all management decisions and actionthat affect the nature of the relationship between the organization and itsemployees - its human resources.Job rotation This is the movement of employees from one task to another to reduce monotony by increasingvariety.High-performance work design This concentrates on setting up working groups in environments where high levels of performancecan be achieved.Job enrichment This goes beyond job enlargement to add greater autonomy and responsibility to a job and isbased on the job characteristics approach.Be that as it may, thestrength of this system is that it does take account of the social or group factors and the technologyas well as the individual motivators.As described by Buchanan (1987), this requires management to define what it needs in the form of methods of production and the results expected from itsintroduction.As with other business assets, the goal is to make effective use of employees, reducing risk and maximizing return on investment (ROI).It is a management function that helps organization in recruiting, selecting, and training, developing and managing its members.Work / Rest Schedules: Job design offers good work and rest schedule by clearly defining the number of hours an individual has to spend in his/her job.These approaches may relieveboredom, but they do not result in positive increases in motivation.Selfmanagedteams are set up with full responsibility for planning, controlling and monitoring thework.HRM is concern with the management of people in the organization from Recruitment to Retirement.In this context, employees are sometimes referred to as human capital.27 Techniques: 1.2.3.4.28 5.

Human Resource Management-Meaning and Definition:
Human resources are the people who work for the organization; human resource
management is really employee management with an emphasis on those
employees as assets of the business. In this context, employees are sometimes
referred to as human capital. As with other business assets, the goal is to make
effective use of employees, reducing risk and maximizing return on investment
(ROI).
Human Resource Management (HRM) can be defined as the set of programs,
functions, and activities designed and performed in order to maximize both
employee as well as organizational effectiveness. It is a management function that
helps organization in recruiting, selecting, and training, developing and managing
its members. HRM is concern with the management of people in the organization
from Recruitment to Retirement.
Other definitions of HRM
Human resource management involves all management decisions and actionthat
affect the nature of the relationship between the organization and itsemployees –
its human resources. (Beer et al, 1984)
HRM comprises a set of policies designed to maximize organizational
integration,employee commitment, flexibility and quality of work. (Guest, 1987)
"The Process of analyzing and managing an organizations human resources needs
to ensure satisfaction of its strategic objectives” (Management –Ellriegel/Slocum)
“The policies and practices involved in carrying out the ‘people’ or human resources
aspects of a management position, including recruiting, screening, training and
appraising.” (Human resource management –Gray Dessler)
So, Human resource management (HRM) is the governance of an organization’s
employees. A company’s human resources department is responsible for creating,
implementing and/or overseeing policies governing employee behaviour and the
behaviour of the company toward its employees.
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Features:
Human Resource Management is a process of bringing people and organizations
together so that the goals of each are met. The various features of HRM include:
• It is pervasive in nature as it is present in all enterprises.
• Its focus is on results rather than on rules.
• It tries to help employees develop their potential fully.
• It encourages employees to give their best to the organization.
• It is all about people at work, both as individuals and groups.
• It tries to put people on assigned jobs in order to produce good results.
• It helps an organization meet its goals in the future by providing for
competent and well-motivated employees.
• It tries to build and maintain cordial relations between people working at
various levels in the organization.
• It is a multi-disciplinary activity, utilizing knowledge and inputs drawn from
psychology, economics, etc.
Objectives:
The objectives of HRM may be as follows:

1. To create and utilize an able and motivated workforce, to accomplish
   the basic organizational goals.


2. To establish and maintain sound organizational structure and
   desirable working relationships among all the members of the
   organization.


3. To secure the integration of individual or groups within the
   organization by co-ordination of the individual and group goals with
   those of the organization.


4. To create facilities and opportunities for individual or group
   development so as to match it with the growth of the organization.


5. To attain an effective utilization of human resources in the
   achievement of organizational goals.


6. To identify and satisfy individual and group needs by providing
   adequate and equitable wages, incentives, employee benefits and social
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   security and measures for challenging work, prestige, recognition,
   security, status.


7. To maintain high employees morale and sound human relations by
   sustaining and improving the various conditions and facilities.


8. To strengthen and appreciate the human assets continuously by
   providing training and development programs.


9. To consider and contribute to the minimization of socio-economic
   evils such as unemployment, under-employment, inequalities in the
   distribution of income and wealth and to improve the welfare of the
   society by providing employment opportunities to women and
   disadvantaged sections of the society.


10. To provide an opportunity for expression and voice management.


11. To provide fair, acceptable and efficient leadership.


12. To provide facilities and conditions of work and creation of favorable
    atmosphere for maintaining stability of employment.
    Management has to create conductive environment and provide necessary
    prerequisites for the attainment of the personnel management objectives after
    formulating them.
    Functions:
    HR is an exclusive department in almost all organizations and has a number of
    important functions to perform. These are as follows:


13. Employee Career Goals: To understand that the employees are also individual
    and have their own set of needs.They also have certain goals and they also want
    reach the pinnacle of the career ladder. The HR has to identify those needs and
    work upon them to make the employees feel important and motivated by
    providing them time to time training related to their field of interest. It is to be kept
    into consideration that if the employee will not find any career advancement in the
    kind role he is assigned in the organization, his inclination towards performing will
    be really low due to lack of motivation.


14. Organizational Goals: To understand and define the overall objectives and goals
    of the organization, its mission as well as vision. It also calls for aligning the skills of
    11
    the workforce with the company’s mission/vision statement and encouraging them
    to work towards achieving those organizational objectives. It does not only include
    the present organization requirements but also forecasting the future needs and
    making strategies for fulfilling them.


15. Training and Development: To ensure proper availability of latest tools and
    methods for training the employees as required for their respective competencies.
    Identifying the imperfect areas which requires training and also working towards
    filling the need gap with the best available training tools. HR should realize that
    training is not an unnecessary expenditure which can be discarded; instead they
    should understand that if the employees are properly trained and developed, it can
    prove to be the best investment made by the company which will definitely furnish
    quality returns in future. HR’s job does not just ends with the training. They should
    also scrutinize the post training transformation in the performance the
    employees and should provide adequate feedback if further improvement is
    required.


16. Recruitment: Selecting the best workforce from the labor market by using the
    recruitment options like internal job portals, job websites,
    advertisements, employment agencies etc. Personal interviews, GD’s, Aptitude
    test should be unbiased and very seriously performed, for getting the cream
    employee. The candidates should be informed well in advance about the profile of
    the job, required skills, attitude and the workload a candidate can experience so
    that they may come with a defined mindset and give their best to the job offered
    to them. Before moving ahead with recruiting, the HR manager should ensure the
    adequacy of the funds to be invested on the recruitment procedure.


17. Staffing: To assign the right job to the right employee if the proper utilization of
    the talent is needed. The HR should understand that the employee will not be able
    to give his 100% if his talent is not utilized in the right direction. They also require
    making them understand the overall objective, mission and vision statements and
    also providing them proper resources which will help him attain those objectives.


18. Ensuring employee health and safety by abiding to the employee safety and
    health regulations.


19. Managing grievances
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20. Ensuring provisions for adequate and promised compensation with fixed and
    variable benefits to keep them motivated.


21. Making strategies for reducing the employee turnover rate.


22. To ensure a positive work environment in the organization.


23. To continuously stimulate a sense of belonging, responsibility and
    accountability in employees.


24. Ensuring effective communication between employees and minimizing
    conflicts.


25. To ensure latest appraisal methods, fair and unbiased salary hikes for
    keeping the employees motivated.


26. To keep a record of the employee profiles and database so that it can be readily
    available at the time of recruitment and staffing and also ensuring its
    confidentiality.


27. To keep a bird eye view on each employees performance and regularly
    providing feedbacks on the same.
    Scope:
    The scope of HRM is extensive and far-reaching. Therefore, it is very difficult to
    define it concisely. However, we may classify the same under following heads:
    ▪ HRM in Personnel Management: This is typically direct manpower
    management that involves manpower planning, hiring (recruitment and selection),
    training and development, induction and orientation, transfer, promotion,
    compensation, layoff and retrenchment, employee productivity. The overall
    objective here is to ascertain individual growth, development and effectiveness
    which indirectly contribute to organizational development.
    It also includes performance appraisal, developing new skills, disbursement of
    wages, incentives, allowances, traveling policies and procedures and other related
    courses of actions.
    ▪ HRM in Employee Welfare: This particular aspect of HRM deals with working
    conditions and amenities at workplace. This includes a wide array of responsibilities
    13
    and services such as safety services, health services, welfare funds, social security
    and medical services. It also covers appointment of safety officers, making the
    environment worth working, eliminating workplace hazards, support by top
    management, job safety, safeguarding machinery, cleanliness, proper ventilation
    and lighting, sanitation, medical care, sickness benefits, employment injury
    benefits, personal injury benefits, maternity benefits, unemployment benefits and
    family benefits.
    It also relates to supervision, employee counseling, establishing harmonious
    relationships with employees, education and training. Employee welfare is about
    determining employees’ real needs and fulfilling them with active participation of
    both management and employees. In addition to this, it also takes care of canteen
    facilities, crèches, rest and lunch rooms, housing, transport, medical assistance,
    education, health and safety, recreation facilities, etc.
    ▪ HRM in Industrial Relations: Since it is a highly sensitive area, it needs careful
    interactions with labor or employee unions, addressing their grievances and
    settling the disputes effectively in order to maintain peace and harmony in the
    organization. It is the art and science of understanding the employment (union-
    management) relations, joint consultation, disciplinary procedures, solving
    problems with mutual efforts, understanding human behavior and maintaining
    work relations, collective bargaining and settlement of disputes.
    The main aim is to safeguarding the interest of employees by securing the highest
    level of understanding to the extent that does not leave a negative impact on
    organization. It is about establishing, growing and promoting industrial democracy
    to safeguard the interests of both employees and management.
    Role of HR manager:
    The human resource (HR) manager position is vital to the successful operation of a
    business. These managers perform such tasks as hiring, training, and maintaining a
    healthy workplace environment.
    Hiring: An HR manager's objective is to maintain adequate staffing levels for a
    business and to fill each position with the applicant who is most qualified to
    perform the job successfully. To do this, an HR manager may post job openings,
    test applicants, conduct or schedule interviews, and attend recruiting events.
    14
    Orientation/Training:Orientation entails introducing a new hire to the company
    and its goals, history, policies, workers, culture, and any other information essential
    to function within the company. According to the Bureau of Labor Statistics,
    training may entail classroom instruction, electronic learning, videos and other
    tools.
    Interactions:HR managers take employee complaints, mediate conflicts, promote
    communication, and in some cases, assist in negotiating union contracts.
    Employee Benefits: HR managers are also charged with providing information
    about employee benefits, such as 401(k)s, health insurance, life insurance, vacation
    time, transit subsidies, and stock plans.
    Performance Reviews/Discipline:In many companies, HR managers conduct or
    facilitate performance reviews, which is a discussion with an employee about how
    "she or he is doing relative to the standards and expectations laid out in the job
    description," according to the Bureau of Labor Statistics. This also includes
    providing any follow-up training or goals. If needed, HR managers perform or assist
    with the discipline or firing of employees for not following company policy. They
    also conduct exit interviews.
    Allocating Resources/Layoffs:HR managers may help with layoff decisions and
    allocating remaining resources after layoffs.They may be responsible for informing
    employees of the layoffs and providing them with severance information.
    Human resource planning-Meaning and Definition:
    Human Resource Planning is the process of determining and ensuring that the
    organization has adequate number of qualified persons available at the proper
    times. The same number of employees should be able to perform jobs which meets
    the needs of the organization and provides satisfaction for individual employees.
    Human resource planning is concerned with the flow of people into, through and
    out of the organization. HR planning involves anticipating the need for labor and
    the supply of labor and then planning the programs necessary to ensure that the
    15
    organization will have the right mix of employees and skills when and where they
    are needed. Forecasting the future can be very inexact science, so human resource
    planning may also include multiple scenarios and contingency plans.
    Some Other Definitions:
    HRP has been defined by Geisler (1967),
    • As a process of forecasting, developing and controlling human resources in
    an enterprise. This process helps the enterprise to ensure that it has right number
    of people and the right kind of people at the right place at the right time performing
    tasks for which they are most effective.
    • Similarly Wilkstorm (1971) defines it” “As a process involving; forecasting of
    future requirements, inventorying the present resources and assessing the extent
    to which these resources are optimally utilized and also planning of necessary HR
    programs.
    Vetter defines it as “the process by which management determines how the
    organization should move from its current manpower position to its
    desiredmanpower position’’.
    Importance of Human Resource Planning:
    Human Resource Planning is important for any organization in the following ways;
    Provides quality workforce
    One of the Importance of Human Resource Planning is that effective Human
    Resource Planning fulfills the organization needs for a quality workforce. Quality
    workforce aids in giving a company a competitive advantage over its rivals.
    Reduces labor costs
    Another Importance of Human Resource Planning is that a proper Human Resource
    plan reduces labor costs substantially by maintaining a balance between demand
    for and supply of HR i.e. works as a cost saving device for the company.
    Facilitates rise in skills
    Another Importance of Human Resource Planning is that it facilitates the rise in
    skills, abilities and potential of the workforce through training and development.
    16
    Training employees helps them improve in their working capacity thus tend to
    develop to a quality workforce.
    Effective motivation
    Effective motivation is another Importance of Human Resource Planning. An
    effective Human Resource Plan provides multiple gains to the employee by way of
    promotions, increase in salary and other fringe benefits. This definitely boosts
    employee morale.
    Safety of health
    Another Importance of Human Resource Planning is safety of health. It provides for
    welfare, health and safety of its employees thus leads to an increase in productivity
    of the employees in the long run.
    Factors affecting HR Planning:


28. Employment:-
    HRP is affected by the employment situation in the country i.e. in countries where
    there is greater unemployment; there may be more pressure on the company,
    from government to appoint more people. Similarly some company may force
    shortage of skilled labour and they may have to appoint people from other
    countries.


29. Technical changes in the society:-
    Technology changes at a very fast speed and new people having the required
    knowledge are required for the company. In some cases, company may retain
    existing employees and teach them the new technology and in some cases, the
    company has to remove existing people and appoint new.


30. Organizational changes:-
    Changes take place within the organization from time to time i.e. the company
    diversify into new products or close down business in some areas etc. in such
    cases the HRP process i.e. appointing or removing people will change according to
    situation.


31. Demographic changes:-
    17
    Demographic changes refer to things referring to age, population, composition of
    work force etc. A number of people retire every year. A new batch of graduates
    with specialization turns out every year. This can change the appointment or the
    removal in the company.


32. Shortage of skill due to labourturnover:-
    Industries having high labour turnover rate, the HRP will change constantly i.e.
    many new appointments will take place. This also affects the way HRP is
    implemented.


33. Multicultural workforce:-
    Workers from different countries travel to other countries in search of job. When
    a company plans it’s HRP it needs to take into account this factor also.


34. Pressure groups:-
    Company has to keep in mind certain pleasure. Groups like human rights activist,
    woman activist, media etc. as they are very capable for creating problems for the
    company, when issues concerning these groups arise, appointment or
    retrenchment becomes difficult.
    Process of Human Resource Planning:


35. Analyzing the Corporate Level Strategies: – Human Resource Planning should
    start with analyzing corporate level strategies which include expansion,
    diversification, mergers, acquisitions, reduction in operations, technology to be
    used, method of production etc. Therefore Human Resource Planning should begin
    with analyzing the corporate plans of the organization before setting out on
    fulfilling its tasks.


36. Demand forecasting: – Forecasting the overall human resource requirement in
    accordance with the organizational plans is one of the key aspects of demand
    forecasting. Forecasting of quality of human resources like skills, knowledge,
    values and capabilities needed in addition to quantity of human resources is done
    through different methods.


37. Analyzing Human Resource Supply: – Every organization has two sources of
    supply of Human Resources: Internal & External. Internally, human resources can
    18
    be obtained for certain posts through promotions and transfers. In order to judge
    the internal supply of human resources in future human resource inventory or
    human resource audit is necessary. Human resource inventory helps in determining
    and evaluating the quantity of internal human resources available. Once the future
    internal supply is estimated, supply of external human resources is analyzed.


38. Estimating manpower gaps: – Manpower gaps can be identified by comparing
    demand and supply forecasts. Such comparison will reveal either deficit or surplus
    of Human Resources in the future. Deficit suggests the number of persons to be
    recruited from outside, whereas surplus implies redundant employees to be re-
    deployed or terminated. Employees estimated to be deficient can be trained while
    employees with higher, better skills may be given more enriched jobs.


39. Action Planning: – Once the manpower gaps are identified, plans are prepared
    to bridge these gaps. Plans to meet the surplus manpower may be redeployment
    in other departments and retrenchment. People may be persuaded to quit
    voluntarily through a golden handshake. Deficit can be met through recruitment,
    selection, transfer and promotion. In view of shortage of certain skilled employees,
    the organization has to take care not only of recruitment but also retention of
    existing employees. Hence, the organization has to plan for retaining of existing
    employees.


40. Modify the Organizational plans: – If future supply of human resources form all
    the external sources is estimated to be inadequate or less than the requirement,
    the manpower planner has to suggest to the management regarding the alterations
    or modifications in the organizational plans.


41. Controlling and Review: – After the action plans are implemented, human
    resource structure and the processes should be controlled and reviewed with a
    view to keep them in accordance with action plans.
    19
    Unit-2
    Job Analysis: Meaning and Definition, Process, Techniques
    Job Design: Meaning and Definition, Objectives, Techniques
    20
    Job Analysis-Meaning:
    Job analysis is a formal and detailed examination of job. Job analysis is theprocess
    of gathering and organizing detailed information about various jobswithin the
    organization so that managers can better understand the processthrough which
    they are performed most effectively.Job is synonyms ofwork. Work is understood
    as physical and mental activity that is carriedout at a particular place and time,
    according to instruction, in return formoney.Job analysis includes job description
    and job specification. Job descriptionincludes tasks and responsibilities of a job. Job
    title, duties, machines,tools and equipment, working conditions and hazards comes
    under jobdescription.
    The capabilities that the job holder should possess for doing a particularjob from
    part of job specification. Education, experience, training, skills,communication are
    a part of job specification. Whatever the particular jobdemanded there are certain
    abilities required to discharge the task. Jobanalysis is important if an organization
    is to fully understand the skills andcompetencies required to perform a particular
    job.
    There is a list of eleven items of job analysis suggested by Viteles’ (1932)known as
    Guide of Job Analysis:


42. Identification of the job


43. Number employed


44. Statement of duties


45. Machines used


46. Analysis of operations


47. Conditions of work


48. Pay and non-financial incentives


49. Relation to other allied jobs (place in the organization)


50. Opportunities for transfer and promotion


51. Time and nature of training


52. Personal requirements:
    (a) General (e.g., age, marital status)
    (b) Physical
    (c) Educational
    (d) Previous experience
    (e) General and special abilities
    (f ) Temperamental and character requirements
    21
    Job analysis is a important part of working efficiency, besides promotingsmooth
    working relationships among the employees. Effective training programs, efforts to
    reduce fatigue, fair personnel police and many othermeasures leading to efficiency
    cannot be introduced effectively unless thebasic and preliminary step of job
    analysis has been taken carefully.
    Process of Job Analysis:
    Where to place the employees in order to best utilize their skills and talent? How to
    determine the need of new employees in the organization? How to eliminate unneeded
    jobs? How to set realistic performance measurement standards? How to identify the
    jobs and prepare a plan to fill them?
    Well, all this can be effectively done by a proper and thorough job analysis. Managers
    deal such kinds of challenges in day-to-day company operations where they need to
    fulfill effectively and efficiently fulfill the organization’s requirements related to human
    resource recruitment, selection, performance, satisfaction and cutting down and adding
    extra responsibilities and duties. And there is no scope where they can avert the risk of
    being wrong.
    An effective and right process of analyzing a particular job is a great relief for them. It
    helps them maintain the right quality of employees, measure their performance on
    realistic standards, assess their training and development needs and increase their
    productivity. Let’s discuss the job analysis process and find out how it serves the
    purpose.
    22
    Job Analysis Process
    23
    ▪ Identification of Job Analysis Purpose: Well any process is futile until its
    purpose is not identified and defined. Therefore, the first step in the process is to
    determine its need and desired output. Spending human efforts, energy as well as
    money is useless until HR managers don’t know why data is to be collected and
    what is to be done with it.
    ▪ Who Will Conduct Job Analysis: The second most important step in the
    process of job analysis is to decide who will conduct it. Some companies prefer
    getting it done by their own HR department while some hire job analysis
    consultants. Job analysis consultants may prove to be extremely helpful as they
    offer unbiased advice, guidelines and methods. They don’t have any personal likes
    and dislikes when it comes to analyze a job.
    ▪ How to Conduct the Process: Deciding the way in which job analysis process
    needs to be conducted is surely the next step. A planned approach about how to
    carry the whole process is required in order to investigate a specific job.
    ▪ Strategic Decision Making: Now is the time to make strategic decision. It’s
    about deciding the extent of employee involvement in the process, the level of
    details to be collected and recorded, sources from where data is to be collected,
    data collection methods, the processing of information and segregation of
    collected data.
    ▪ Training of Job Analyst: Next is to train the job analyst about how to conduct
    the process and use the selected methods for collection and recoding of job data.
    ▪ Preparation of Job Analysis Process: Communicating it within the
    organization is the next step. HR managers need to communicate the whole thing
    properly so that employees offer their full support to the job analyst. The stage also
    involves preparation of documents, questionnaires, interviews and feedback
    forms.
    ▪ Data Collection: Next is to collect job-related data including educational
    qualifications of employees, skills and abilities required to perform the job, working
    conditions, job activities, reporting hierarchy, required human traits, job activities,
    duties and responsibilities involved and employee behaviour.
    ▪ Documentation, Verification and Review: Proper documentation is done to
    verify the authenticity of collected data and then review it. This is the final
    information that is used to describe a specific job.
    ▪ Developing Job Description and Job Specification: Now is the time to
    segregate the collected data in to useful information. Job Description describes the
    roles, activities, duties and responsibilities of the job while job specification is a
    24
    statement of educational qualification, experience, personal traits and skills
    required to perform the job.
    Thus, the process of job analysis helps in identifying the worth of specific job,
    utilizing the human talent in the best possible manner, eliminating unneeded jobs
    and setting realistic performance measurement standards.
    Techniques:
    There are many different methods which may be used to obtain data for ajob
    analysis. Some are the listed below:
    CHECKLIST METHOD
    Under this technique of collecting data for job analysis, workers’ check thetask that
    he performs from a long list of possible task statements. It requireslots of
    preliminary work to prepare the check list for collecting
    appropriatetaskstatements. Check list method are easily administered to large
    groupand easy to tabulate.
    OBSERVATION METHOD
    Observation method actually conducted at the place of job or work. Theobservers
    examine the task which was performed by worker through simpleobservation
    without interrupting work, and made their conclusion. Theadvantage of this
    method is the production process never stopped.
    INDIVIDUAL INTERVIEW METHOD
    In this method representatives are selected and interviewing usually outsideor the
    actual job situation. The interview is structured and should be donewith the help
    of experienced and qualified interviewers. It has not been doneby the single
    interview, but a series of individual interview provide accuratedata for job analysis.
    This technique is costly and time consuming but ifdone with care it provides
    complete picture of the job.
    GROUP INTERVIEW METHOD
    Group interview method is an extension of individual interview method.
    Theadvantage over the individual interview method is the savings in timeobtained
    by the group method. Under this technique interviewer interviewedthe group of
    respondents simultaneously. With the instruction of interviewerrespondents recall
    and discuss their work activity. The interviewer collectsand combines all the
    comments into a single job description.
    WORK PARTICIPATION METHOD
    25
    Under this technique the job analysts perform the job himself. They learnedby
    doing work himself and obtain firsthand information about all thecharacteristics
    for job investigation. This technique is good for simple jobbut as the job becomes
    complex it will not suggested. Because before doingthat particular complex task
    prior training required for analysts which leadsinto costly and time consuming
    method of data collection.
    DIARY METHOD
    Workers’ are instructed to record their daily job activities using some typeof
    logbook or diary. This method is useful in gathering data systematicallywhich give
    valuable information for job analysis. But it is also timeconsuming, and data are not
    satisfactory when recording form are not keptsimple for workers’.
    TECHNICAL CONFERENCE METHOD
    Under this method job analyst get information from expert rather thanactual job
    performer. These experts are basically the supervisors who haveextensive
    knowledge of job. The analyst discusses all the characteristics ofjob with experts.
    The main drawback of this method is the expert are notactually perform the task
    themselves. They give information to analyst onthe basis of their own previous
    experience.
    QUESTIONNAIRE METHOD
    Here, job performer gives the detailed information about the job via
    surveymethod. Under this technique a well prepared questionnaire related to joba
    method is useful for people who write easily but not so good for collectingdata
    from low-level workers’ who have little facility for self-expression. It isalso time
    consuming and lengthy process to analyze the data obtained.
    Job Design:
    Job design specifies the contents, methods and relationships of jobs in order to
    satisfy workrequirements for productivity, efficiency and quality, meet the
    personal needs of the job holderand thus increase levels of employee engagement.
    The process of job design is based on an analysis of the way in which work needs
    to be organizedand what work therefore needs to be done – the tasks that have to
    be carried out if thepurpose of the organization or an organizational unit is to be
    achieved. This is where the techniquesof process planning and systems analysis are
    used to achieve improvement in organizational performance. They concentrate on
    the work to be done, not the worker. Theymay lead to a high degree of task
    specialization and assembly line processing; of paper work aswell as physical
    26
    products. More desirably, it can also lead to the maximization of
    individualresponsibility and the opportunity to use personal skills.
    It is necessary, however, to distinguish between efficiency and effectiveness. The
    most efficientmethod may maximize outputs in relation to inputs in the short run,
    but it may not be effectivein the longer term in that it fails to achieve the overall
    objectives of the activity. The pursuit of short-term efficiency by imposing the
    maximum degree of task specialization may reducelonger-term effectiveness by
    de-motivating job holders and increasing employee turnover andabsenteeism.
    Job design has to start from work requirements because that is why the job exists.
    When thetasks to be done have been determined it should then be the function of
    the job designer toconsider how the jobs can be set up to provide the maximum
    degree of intrinsic motivationfor those who have to carry them out, with a view to
    improving performance and productivity.Consideration has also to be given to
    another important aim of job design: to fulfil the socialresponsibilities of the
    organization to the people who work in it by improving the quality ofworking life,
    an aim which, as stated in Wilson’s (1973) report on this subject, ‘depends
    uponboth efficiency of performance and satisfaction of the worker’.
    Objectives:
    The following are the objectives of job design:
    Employee Input: Job design enables a good job feedback. Employees have the
    option to vary tasks as per their personal and social needs, habits and
    circumstances in the workplace.
    Employee Training: Training is an integral part of job design. Contrary to the
    philosophy of “leave them alone’ job design lies due emphasis on training people
    so that are well aware of what their job demands and how it is to be done.
    Work / Rest Schedules: Job design offers good work and rest schedule by clearly
    defining the number of hours an individual has to spend in his/her job.
    Adjustments: Job design allows for adjustments for physically demanding jobs by
    minimizing the energy spent doing the job and by aligning the manpower
    requirements for the same.
    27
    Techniques:


53. Job rotation
    This is the movement of employees from one task to another to reduce monotony
    by increasingvariety.


54. Job enlargement
    This means combining previously fragmented tasks into one job, again to increase
    the varietyand meaning of repetitive work.


55. Job enrichment
    This goes beyond job enlargement to add greater autonomy and responsibility to a
    job and isbased on the job characteristics approach. Job enrichment aims to
    maximize the interest andchallenge of work by providing the employee with a job
    that has these characteristics:
    • it is a complete piece of work in the sense that the worker can identify a series of
    tasksor activities that end in a recognizable and definable product;
    • it affords the employee as much variety, decision-making responsibility and
    control aspossible in carrying out the work;
    • it provides direct feedback through the work itself on how well the employee is
    doinghis or her job.
    As described by Herzberg (1968), job enrichment is not just increasing the number
    or varietyof tasks; nor is it the provision of opportunities for job rotation. These
    approaches may relieveboredom, but they do not result in positive increases in
    motivation.


56. Self-managing teams (autonomous work groups)
    These are self-regulating teams who work largely without direct supervision. The
    philosophyon which this technique is based is a logical extension of job enrichment
    but is strongly influencedby socio-technical systems theory. A self-managing team
    enlarges individualjobs to include a wider range of operative skills (multi-skilling),
    decides on methods ofwork and the planning, scheduling and control of work,
    distributes tasks itself among itsmembers and monitors its own performance,
    taking corrective action when required. The advocates of self-managing teams or
    autonomous work groups claim that this approachoffers a more comprehensive
    view of organizations than the rather simplistic individual motivationtheories that
    underpin job rotation, enlargement and enrichment. Be that as it may, thestrength
    of this system is that it does take account of the social or group factors and the
    technologyas well as the individual motivators.
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57. High-performance work design
    This concentrates on setting up working groups in environments where high levels
    of performancecan be achieved. As described by Buchanan (1987), this requires
    management to define what it needs in the form of methods of production and the
    results expected from itsintroduction. It involves multi-skilling – job demarcation
    lines are eliminated as far as possibleand encouragement and training are provided
    for employees to acquire new skills. Selfmanagedteams are set up with full
    responsibility for planning, controlling and monitoring thework.