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Human Resource Planning (H R P)

The document discusses human resource planning (HRP), which includes three definitions: 1) ensuring supply equals demand, 2) having the right number and type of people in the right place at the right time to meet organizational objectives, and 3) translating organizational objectives into the number of workers needed. It describes the purpose of HRP as forecasting future demand and supply of employees and facilitating organizational goals. Key aspects of HRP include forecasting future personnel needs, coping with change, succession planning, and protecting vulnerable groups.
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0% found this document useful (0 votes)
53 views31 pages

Human Resource Planning (H R P)

The document discusses human resource planning (HRP), which includes three definitions: 1) ensuring supply equals demand, 2) having the right number and type of people in the right place at the right time to meet organizational objectives, and 3) translating organizational objectives into the number of workers needed. It describes the purpose of HRP as forecasting future demand and supply of employees and facilitating organizational goals. Key aspects of HRP include forecasting future personnel needs, coping with change, succession planning, and protecting vulnerable groups.
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PDF, TXT or read online on Scribd
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HUMAN RESOURCE PLANNING ( H R P )

Definition 1: - Need, Availability, Supply=Demand

“HRP includes estimation of how many qualified people are necessary to carry out the
assigned activities, how many people will be available, and what, if anything, must be done
to ensure personnel supply equals personnel demand at the appropriate point in the future.”

Definition 2: - Right numbers, Capability, Organization Objectives

“HRP is a Process, by which an organization ensures that it has the right number and kind of
people at the right place, at the right time, capable of effectively and efficiently completing
those tasks that will help the organization achieve its overall objectives.”

Definition 3: - Translation of objectives into HR numbers

“HRP is a process of translating organizational objectives and plans into the number of
workers needed to meet those objectives.”

ME A NI N G / P U RPO SE O F H RP

 In simple words HRP is understood as the process of forecasting an organization’s future


demand for and supply of the right type of people in the right numbers.
 It is only after HRP is done, that the company can initiate and plan the recruitment and
selection process.
 HRP is a sub-system in the total organizational planning.
 HRP facilitates the realization of the company’s objectives by providing right type and
right number of personnel.
 HRP is important because without a clear-cut manpower planning, estimation of a
organization’s human resource need is reduced to mere guesswork.

NEE D & IMP O RT A N CE O F H RP

Fo r ec a st f ut u re p er s on n e l n ee d s : To avoid the situations of surplus or deficiency


of manpower in future, it is important to plan your manpower in advance. For this purpose a
proper forecasting of futures business needs helps you to ascertain our future manpower
needs. From this angle, HRP plays an important role to predict the right size of manpower in
the organization.
Co pe w i th ch a n ge : HRP enables an enterprise to cope with changes in competitive
forces, markets, technology, products and government regulations. Such changes generate
changes in job content, skills demands and number of human resources required.

Cr e at i n g h ig h ly t a le n te d p er s on n e l : Since jobs are becoming highly intellectual


and incumbents getting vastly professionalized, HRP helps prevent shortages of labor
caused by attritions. Further technology changes would further upgrade or degrade jobs and
create manpower shortages. In these situations only accurate human resource planning can
help to meet the resource requirements. Further HRP is also an answer to the problems of
succession planning.
Pr ot ect i on of w e a ke r s ec ti o ns : A well-conceived personnel planning would also
help to protect the interests of the SC/ST, physically handicapped, children of socially
oppressed and backward classes who enjoy a certain percentage of employments
notwithstanding the constitutional provisions of equal opportunity for all.

I nt er n at i on a l s tr a te gi e s : International expansion strategies largely depend upon


effective HRP. With growing trends towards global operations, the need for HRP further
becomes more important as the need to integrate HRP more closely into the organization
keeps growing. This is also because the process of meeting staffing needs from foreign
countries grows in a complex manner.

Fo un d at i on o f p e r so nn e l f u nc ti o ns : HRP provides essential information for


designing and implementing personnel functions such as recruitment, selection, personnel
development, training and development etc.
I nc re a s i ng i nv es t me nt s in H R : Another importance is the investment that an
organization makes in human capital. It is important that employees are used effectively
throughout their careers. Because human assets can increase the organization value
tremendously as opposed to physical assets

Re s i st a nc e to c h a ng e & mo v e: The growing resistance towards change and move,


self evaluation, loyalty and dedication making it more difficult to assume that organization
can move its employees everywhere. Here HRP becomes very important and needs the
resources to be planned carefully.

O th e r b en e fi t s: Following are the other benefits of HRP.

1. Upper management has a better view of HR dimensions of business


2. Management can anticipate imbalances before they become unmanageable and
expensive.
3. More time is provided to locate talent
4. Better opportunities exists to include women and minorities in future growth plans
5. Better planning of assignments to develop managers
6. Major and successful demands on local labor markets can be made.

H RP S Y ST EM

HRP System as such includes following elements or sets for planning.

Overall Organization Objectives


Business Environment

Forecasting Manpower Needs

Assessing Manpower Supply

Matching Manpower Demand-Supply factors

Based on these elements we can draw “HRP System Architecture” as under.

Business Environment

Organization Objectives & Goals

Manpower Forecast Manpower Supply Assessment

Manpower Programming

Manpower Implementation

Control & Manpower


Evaluation

Surplus Manpower Shortage of Manpower


H RP P RO CES S

O r g an iz at i o n al O b j ect i ve s & P o li c ie s : -

The objectives of HR plan must be derived from organizational objectives like specific
requirements of numbers and characteristics of employees etc. HRP needs to sub-serve the
overall objectives by ensuring availability and utilization of human resources. Specific
policies need to be formulated to address the following decisions.

 Internal Hiring or External Hiring?


 Training & Development plans
 Union Constraints
 Job enrichment issues
 Rightsizing organization
 Automation needs
 Continuous availability of adaptive and flexible workforce

Ma n po w e r D em a n d F or ec a st i n g: -

It is the process of estimating the future quantity and quality of people required.

The basis should be annual budget and long term corporate plans

Demand forecasting should be based on following factors.

Internal Factors: -
 Budget constraints
 Production levels
 New products and services
 Organizational structure
 Employee separation

External Factors: -
 Competition environment
 Economic climate
 Laws and regulatory bodies
 Technology changes
 Social Factors
Reasons for Manpower Demand Forecasting: -
 To quantify jobs
 To determine the Staff-mix
 To assess staffing levels and avoid unnecessary costs
 Prevent shortages of people
 Monitor compliances of legal requirements with regards to reservations

Manpower Forecasting Techniques: -


Management Judgment: In this techniques managers across all the levels decide the
forecast on their own judgment. This can be bottom-up or top-down approach and
judgments can be reviewed across departments, divisions and top management can
conclude on final numbers of manpower required.

Ration-Trend Analysis: This technique involves studying past ratios, and forecasting
future ratios making some allowance for changes in the organization or its methods.

Work Study Techniques: It is possible when work measurement to calculate the length of
operations and the amount of manpower required. The starting point can be production
budget, followed by standard hours, output per hour; man-hours required etc could be
computed.

Delphi Techniques: This technique solicits estimates from a group of experts, and HRP
experts normally act as intermediaries, summarizes various responses and report the
findings back to experts.

Flow Models: This technique involves the flow of following components. Determine the
time required, Establish categories, Count annual movements, Estimate probable
transitions. Here demand is a function of replacing those who make a transition.

Ma n po w e r S up p ly Fo r ec a st in g : -

This process measures the number of people likely to be available from within and outside
the organization after making allowance for absenteeism, internal movements and
promotions, wastages, changes in hours and other conditions of work.

Reasons for Manpower Supply Forecasting:

 Clarify Staff-mixes exist in the future


 Assess existing staff levels
 Prevent shortages
 Monitor expected future compliance of legal requirements of job reservations

Supply Analysis covers:

Existing Human Resources: HR Audits facilitate analysis of existing employees with skills
and abilities. The existing employees can be categorized as skills inventories (non-
managers) and managerial inventories (managers)

Skill inventory would include the following;


 Personal data
 Skills
 Special Qualifications
 Salary
 Job History
 Company data
 Capabilities
 Special preferences

Management inventories would include the following


 Work History
 Strengths
 Weaknesses
 Promotion Potential
 Career Goals
 Personal Data
 Number and Types of Subordinates
 Total Budget Managed
 Previous Management Duties

Internal Supply: -

Internal supply techniques help to assess the following

 Inflows and outflows (transfers, promotions, separations, resignations, retirements


etc.)
 Turnover rate (No. Of separations p.a. / Average employees p.a. X 100)
 Conditions of work (working hours, overtime, etc.)
 Absenteeism (leaves, absences)
 Productivity level
 Job movements (Job rotations or cross functional utilizations)

External Supply: -
External sources are required for following reasons

 New blood,
 New experiences
 Replenish lost personnel
 Organizational growth
 Diversification
External sources can be colleges and universities, consultants, competitors and unsolicited
applications.

H R P l an I mp l em e n ta ti o n : -

A series of action programs are initiated as a part of HR plan implementation as under.


Re cr u it me nt & Se l ect i on : Employees are hired against the job vacancies. Based on
the manpower demand and supply forecasts made, hiring of employees is initiated based on
supply forecasts. For this internal and external sources of manpower are utilized. A formal
selection board is established to interview and select the best of the candidates for the
required vacancies. Finally the selected employees also need to be placed on proper jobs.
Here some companies recruit employees for specific jobs while others recruit fresh trainees
in large number and train them for future manpower needs.

Tr a in i n g a nd De ve lo pm e nt : The training and development program is charted out to


cover the number of trainees, existing staff etc. The programs also cover the identification
of resource personnel for conducting development program, frequency of training and
development programs and budget allocation.

Re tr a i n in g a nd R e de p lo ym e nt ; New skills are to be imparted to existing staff when


technology changes or product line discontinued. Employees need to be redeployed to other
departments where they could be gainfully employed.

Re te nt i on P l a n : Retention plans cover actions, which would reduce avoidable


separations of employees. Using compensation plans, performance appraisals, avoiding
conflicts, providing green pastures etc, can do this.

Do w n siz i n g p l a n s : Where there is surplus workforce trimming of labor force will be


necessary. For these identifying and managing redundancies is very essential.

Ma n a ge r i a l Su cc e s si o n P l a n ni n g ; Methods of managerial succession plans may


vary. Most successful programs seem to include top managements involvement and
commitment, high-level review of succession plans, formal performance assessment and
potential assessment and written development plans for individuals. A typical succession
planning involves following activities.

 Analysis of demand for managers and professionals


 Audit of existing executives
 Projection of future likely supply from internal and external sources
 Individual career path planning
 Career counseling
 Accelerated promotions
 Performance related training and development
 Strategic recruitment

Co nt r ol & E v a lu a t i on of H RP : -

HR Plan must also clarify responsibilities for control and establish reporting procedures,
which will enable achievements to be monitored against the plan. The HR Plan should
include budgets, targets and standards. These plans may simply be reports on the numbers
employed, recruited against targets etc.

SUCCESSION PLANNING

Meaning of Succession Planning


Succession planning is the process or activities connected with the succession of persons to
fill key positions in the organization hierarchy as vacancies arise. The focus of attention is
towards ‘which’ person the succession planning is needed. The focus is not more on career
development but it is more towards what kind of person is required to fill the future
vacancy. Succession planning focuses on identification of vacancies and locating the
probable successor. For example in succession planning the key concern can be who will be
next CEO or what will happen if the Marketing Manager retires in coming March.

Importance of Succession Planning

 Succession planning helps when there is a sudden need arises due to reason or
retirement of a key employee.
 Individual employee comes to know in advance the level to which he can rise if he has
the ability and aptitude for it.
 Individual employee or successor feels happy when he feels that organization is taking
care of his talents and aspirations.
 Succession planning helps create loyalty towards the organization and improved
motivation and morale of individual employees.
 Organization gains stable workforce and low employee turnover.
 Ultimately organization becomes successful in accomplishing its goals effectively.

CAREER PLANNING

Career planning is the process or activities offered by the organization to individuals to


identify strengths, weaknesses, specific goals and jobs they would like to occupy.

Career as a concept means a lifelong sequences of professional, educational and


developmental experiences that projects an individual through the world of work. It is a
sequence of positions occupied by a person during his life. Career may also be defined as
amalgamation of changes in values, attitudes and motivation that occurs as a person grows
older.

In career planning, organization is concerned with strategic questions of career


development. Further the organization is concerned about if it should employ more
graduates, more engineers, more scientists or more accountants etc. Career planning
provides picture of succession plan for employees as per organizational needs. It focuses on
the basis of performance, experience, could be placed where, when and how.

Career planning is a process of integrating the employees’ needs and aspirations with
organizational requirements.

Objectives of Career Planning

1. Build commitment in the individual


2. Develop long-range perspective
3. Reduce personal turnover expenses
4. Lessen employee obsolescence
5. Ensure organizational effectiveness
6. Allow individual to achieve personal and work related goals.

Importance of Career Planning


Career planning is important because it helps the individual to explore, choose and strive to
derive satisfaction with his own career objectives.

JOB ANALYSIS

JO B:
“Job is a ‘group of tasks to be performed everyday.”

JOB ANALYSIS

De f in it i on 1 : (P r o c e ss o f C oll e ctin g In f o rm ati on )


“Job Analysis is a process of studying and collecting information relating to operations and
responsibilities of a specific job. The immediate products of this analysis are ‘Job
Description’ and ‘Job Specifications’.”

De f in it i on 2 : (S ys t em ati c Ex pl o rati on o f A ct ivit i es )


“Job Analysis is a systematic exploration of activities within a job. It is a basic technical
procedure that is used to define duties and responsibilities and accountabilities of the job.”

De f in it i on 3 : (Id en tif yin g J ob R equ i r e men ts )


“Job is a collection of tasks that can be performed by a single employee to contribute to the
production of some product or service, provided by the organization. Each job has certain
ability requirements (as well as certain rewards) associated with it. Job Analysis is a process
used to identify these requirements.”

ME A NI N G O F JO B A N AL Y S IS

Job Analysis is a process of collecting information about a job. The process of job analysis
results into two sets of data.
 Job Description
 Job Specification
As a result Job analysis involves the following steps in a logical order.

St ep s o f J ob A n a ly s is
1. Collecting and recording job information
2. Checking the job information for accuracy
3. Writing job description based on information collected to determine the skills,
knowledge, abilities and activities required
4. Updating and upgrading this information

PU RP O SE O F JO B A N AL Y S IS : -

 H um a n Re s o ur ce Pl a n ni n g (H R P) : - The numbers and types of personnel are


determined by the jobs, which need to be staffed. Job related information in the form of Job
Analysis serves this purpose or use.
 Re cr u it me nt & S e le ct i on : - Recruitment precedes job analysis. It helps HR to
locate places to obtain employees. It also helps in better continuity and planning in staffing
in the organization. Also selecting a good candidate also requires detailed job information.
Because the objective of hiring is to match the right candidate for right job
 Tr a in i n g & De ve l o pm e nt : Training and development programs can be designed
depending upon job requirement and analysis. Selection of trainees is also facilitated by job
analysis.
 Jo b E v a lu a ti o n : Job evaluation means determination of relative worth of each job
for the purpose of establishing wage and salary credentials. This is possible with the help of
job description and specifications; i.e. Job Analysis.
 Re mu n e r at io n : Job analysis also helps in determining wage and salary for all jobs.
 Pe rf o rm a nc e Ap pr a i s a l : Performance appraisal, assessments, rewards,
promotions, is facilitated by job analysis by way of fixing standards of job performance.
 Pe r so n ne l I nf o rm at i on : Job analysis is vital for building personnel information
systems and processes for improving administrative efficiency and providing decision
support.
 S af et y & H e a lt h : Job Analysis helps to uncover hazardous conditions and unhealthy
environmental factors so that corrective measures can be taken to minimize and avoid
possibility of human injury.

PRO CE SS O F JO B A N AL Y SI S

Process 1: Strategic Choices


Process 2: Collecting Information
Process 3: Processing Information
Process 4: Job Description
Process 5: Job Specification

St r at eg ic C ho ic e s : -

Ex te nt of i nv o lv e me nt of e mp lo y e es : Extent of employee involvement is a


debatable point. Too much involvement may result in bias in favor of a job in terms of
inflating duties and responsibilities. Too less involvement leads to suspicion about the
motives behind the job. Besides it may also lead to inaccurate information. Hence extent of
involvement depends on the needs of the organization and employee.
Le ve l of de t ai l s of jo b a n a ly s is : The nature of jobs being analyzed determines the
level of details in job analysis. If the purpose were for training programs or assessing the
worth of job, levels of details required would be great. If the purpose is just clarification the
details required would be less.
Tim i n g a n d f r eq u e nc y of Jo b A n al y s i s : When do you do Job Analysis?
 Initial stage, for new organization
 New Job is created
 Changes in Job, Technology and Processes
 Deficiencies and Disparities in Job
 New compensation plan is introduced
 Updating and upgrading is required.
Pa st -o r i en te d a n d f ut u re -o r i en te d Jo b A n a ly s i s: For rapidly changing
organization more future oriented approach would be desired. For traditional organizations
past oriented analysis would be required. However more future oriented analysis may be
derived based on past data.
So ur c es o f Jo b D a ta : For job analysis number of human and non-human sources is
available besides jobholder himself. Following can be sources of data available for job
analysis.
No n- H u m a n So u rc es H um a n S o ur ce s
Existing job descriptions and Job Analysis
specifications Job Incumbents
Equipment maintenance records Supervisors
Equipment design blueprints Job Experts
Architectural blueprints of work area
Films of employee working
Training manuals and materials
Magazines, newspapers, literatures

Co l l ect i ng I nf o rm at i on : -

Information collection is done on the basis of following 3 parameters

Types of Data for Job Analysis:


 Work Activities (Tasks details)
 Interface with other jobs and equipments (Procedures, Behaviors, Movements)
 Machines, Tools, Equipments and Work Aids (List, Materials, Products, Services)
 Job Context (Physical, Social, Organizational, Work schedule)
 Personal Requirement (Skills, Education, Training, Experience)

Methods of Data Collection:


 Observation
 Interview
 Questionnaires
 Checklists
 Technical Conference
 Diary Methods

Who to Collect Data?


 Trained Job Analysts
 Supervisors
 Job Incumbents

Pr oc e ss i ng I nf o rm at i on : -
Once the job information is collected it needs to be processed, so that it would be useful in
various personnel functions. Specifically job related data would be useful to prepare job
description and specifications, which form the next two processes of job analysis.

METH O DS O F D AT A C O L LEC T I O N:

O b se rv a t io n : Job Analyst carefully observes the jobholder and records the information in
terms of what, how the job is done and how much time is taken. It is a simple and accurate
method, but is also time consuming and inapplicable to jobs involving mental activities and
unobservable job cycles. The analysts must be fully trained observers.
I nt er v ie w : In this analyst interviews the jobholders, his supervisors to elicit information.
It can be Structured or Unstructured Interview. Again this is also a time consuming method
in case of large organizations. Plus there is also a problem of bias.
Q u es ti o nn a i r es : A standard questionnaire is given to jobholder about his job, which can
be filled and given back to supervisors or job analysts. The questionnaire may contain job
title, jobholder’s name, managers name, reporting staff, description of job, list of main
duties and responsibilities etc. It is useful in large number of staffs and less time
consuming. However the accuracy of information leaves much to be desired.
Ch ec kl i st s : It is more similar to questionnaire but the response sheet contains fewer
subjective judgments and tends to be either yes or no variety. Preparation of checklist is a
challenging job itself.
Tec h ni c a l Co n fe r e nc e : Here a conference of supervisors is used. The analysts initiate
the discussions providing job details. However this method lacks accuracy.
Di a r y Met h od s : In this method jobholder is required to note down their activities day by
day in their diary. If done faithfully this technique is accurate and eliminates errors caused
by memory lapses etc.

Q u a nt it at i ve M et h od s o f J ob D at a Co l le ct io n : -

Po s it io n An a l y si s Q u es ti o nn a i r e ( P A Q ) : -
PAQ is a highly specialized instrument for analyzing any job in terms of employee activities.
The PAQ contains 194 job elements on which job is created depending on the degree to
which an element is present. These elements are grouped together into 6 categories.
1. U – Usability / Use of Job
2. I – Importance of Job
3. T – Time
4. P – Possibility of Occurrence of Job
5. A – Applicability of Job
6. S – Specialty Tasks of Job

The primary advantage of PAQ is that it can be used to analyze almost every job. This
analysis provides a comparison of a specific job with other job classifications, particularly for
selection and remuneration purposes. However PAQ needs to be completed by trained job
analysts only rather than incumbents.

Ma n a ge m en t Po s it io n D e sc r ip t io n Q u es t io n n ai r e ( MPD Q ) : -
Highly structured questionnaire, containing 208 elements relating to managerial
responsibilities, demand, restrictions and other position characteristics These 208 elements
are grouped under 13 categories.

PA Q an d M P DQ yi el d s tan d a rdi z ed i n f o r mati on ab ou t th e w o rk e r an d th e j ob .

Fu nc ti o n a l Jo b A n a ly s i s : -
It i s a w o r k e r o ri en ted j ob an al yti cal a ppr o ac h , wh i ch a tt e mpt s t o d e s c ri be
th e wh ol e p e r s on on th e j o b.

B AR R IE RS O F JO B A N AL Y S IS

 Support from Top Management


 Single means and source, reliance on single method rather than combination
 No Training or Motivation to Jobholders
 Activities and Data may be Distorted
JOB DESCRIPTION

“Job Description implies objective listing of the job title, tasks, and responsibilities involved
in a job.”

Job description is a word picture in writing of the duties, responsibilities and organizational
relationships that constitutes a given job or position. It defines continuing work assignment
and a scope of responsibility that are sufficiently different from those of the other jobs to
warrant a specific title. Job description is a broad statement of purpose, scope, duties and
responsibilities of a particular job.

Contents of Job Description


1. Job Identification
2. Job Summary
3. Job Duties and Responsibilities
4. Supervision specification
5. Machines, tools and materials
6. Work conditions
7. Work hazards
8. Definition of unusual terms

Format of Job Description


 Job Title
 Region/Location
 Department
 Reporting to (Operational and Managerial)
 Objective
 Principal duties and responsibilities

Fe a tu r es of G oo d J ob D e sc r ip t io n

1. Up to date
2. Proper Job Title
3. Comprehensive Job Summary
4. Clear duties and responsibilities
5. Easily understandable
6. State job requirements
7. Specify reporting relationships
8. Showcase degrees of difficulties
9. Indicates opportunities for career development
10. Offer bird’s-eye-view of primary responsibilities
JOB SPECIFICATIONS

“Job Specification involves listing of employee qualifications, skills and abilities required to
meet the job description. These specifications are needed to do job satisfactorily.”

In other words it is a statement of minimum and acceptable human qualities necessary to


perform job properly. Job specifications seeks to indicate what kind of persons may be
expected to most closely approximate the role requirements and thus it is basically
concerned with matters of selection, screening and placement and is intended to serve as a
guide in hiring.

Contents of Job Specifications


1. Physical Characteristics
2. Psychological characteristics
3. Personal characteristics
4. Responsibilities
5. Demographic features

Further the job specifications can be divided into three broad categories
Essential Attributes
Desirable Attributes
Contra-Indicators – indicators hampering the success of job
JOB EVALUATION

Job Evaluation involves determination of relative worth of each job for the purpose of
establishing wage and salary differentials. Relative worth is determined mainly on the basis
of job description and job specification only. Job Evaluation helps to determine wages and
salary grades for all jobs. Employees need to be compensated depending on the grades of
jobs which they occupy. Remuneration also involves fringe benefits, bonus and other
benefits. Clearly remuneration must be based on the relative worth of each job. Ignoring
this basic principle results in inequitable compensation. A perception of inequity is a sure
way of de-motivating an employee.

Job evaluation is a process of analyzing and assessing the various jobs systematically to
ascertain their relative worth in an organization.

Jobs are evaluated on the basis of content, placed in order of importance. This establishes
Job Hierarchies, which is a purpose of fixation of satisfactory wage differentials among
various jobs.

Jobs are ranked (not jobholders)

Scope of Job Evaluation


The job evaluation is done for the purpose of wage and salary differentials, demand for and
supply of labor, ability to pay, industrial parity, collective bargaining and the like.

Process of Job Evaluation:


1. Defining objectives of job evaluation
a. Identify jobs to be evaluated (Benchmark jobs or all jobs)
b. Who should evaluate job?
c. What training do the evaluators need?
d. How much time involved?
e. What are the criteria for evaluation?
f. Methods of evaluation to be used
2. Wage Survey
3. Employee Classification
4. Establishing wage and salary differentials.

Methods of Job Evaluation

Analytical Methods

 Point Ranking Methods: Different factors are selected for different jobs with
accompanying differences in degrees and points.
 Factor Comparison Method: The important factors are selected which can be
assumed to be common to all jobs. Each of these factors are then ranked with other jobs.
The worth of the job is then taken by adding together all the point values.

Non-Analytical Methods

 Ranking Method: Jobs are ranked on the basis of its title or contents. Job is not
broken down into factors etc.
 Job Grading Method: It is based on the job as a whole and the differentiation is made
on the basis of job classes and grades. In this method it is important to form a grade
description to cover discernible differences in skills, responsibilities and other
characteristics.

Pitfalls of Job Evaluation:

 Encourages employees on how to advance in position when there may be limited


opportunities for enhancement as a result of downsizing.
 It promotes internal focus instead of customer orientation
 Not suitable for forward looking organizations, which has trimmed multiple job titles
into two or three broad jobs.
JOB DESIGN

The Logical Sequence to Job Analysis is Job Design.

De f in it i on 1 : In t eg rat i on o f w o rk , r e wa rd s an d qu ali fi cati o n


“Job Design integrates work content (tasks, functions, relationships), the rewards and
qualifications required including skills, knowledge and abilities for each job in a way that
meets the needs of employees and the organization.”

St ep s in Jo b D e si g n : -
1. Specification of Individual Tasks
2. Specification of Methods of Tasks Performance
3. Combination of Tasks into Specific Jobs to be assigned to individuals

F act o rs a ff ec ti n g J ob D e s ig n : -

O r g an iz at i o n al f ac to rs :
 Characteristics of Tasks (Planning, Execution and Controlling of Task)
 Work Flow (Process Sequences)
 Ergonomics (Time & Motion Study)
 Work Practices (Set of ways of performing tasks)

Env i r on me nt a l F ac to rs :
 Employee Abilities and Availability
 Social and Cultural Expectations

Be h a v io r a l E le me n ts :
 Feedback
 Autonomy
 Use of Abilities
 Variety

TECH N IQ UE S O F J O B D ES I G N : -
Wo rk Si m pl i f ic at i o n : Job is simplified or specialized. The job is broken down into small
parts and each part is assigned to an individual. To be more specific, work simplification is
mechanical pacing of work, repetitive work processes, working only on one part of a
product, predetermining tools and techniques, restricting interaction amongst employees,
few skills requirement. Work simplification is used when jobs are not specialized.

Jo b R ot at i on : When incumbents become bore of routine jobs, job rotation is an answer


to it. Here jobs remain unchanged, but the incumbents shift from one job to another. On the
positive side, it increases the intrinsic reward potential of a job because of different skills
and abilities needed to perform it. Workers become more competent in several jobs, know
variety of jobs and improve the self-image, personal growth. Further the worker becomes
more valuable to the organization. Periodic job changes can improve interdepartmental
cooperation. On the negative side, it may not be much enthusiastic or efficiency may not be
more. Besides jobs may not improve the relationships between task, while activities and
objectives remain unchanged. Further training costs also rise and it can also de-motivate
intelligent and ambitious trainees who seek specific responsibilities in their chosen
specialties.

Jo b E nl a r g em en t : It means expanding the number of tasks, or duties assigned to a


given job. Job enlargement is naturally opposite to work simplification. Adding more tasks
or duties to a job does not mean that new skills and abilities are needed. There is only
horizontal expansion. It is with same skills taking additional responsibilities like extending
working hours etc. Job enlargement may involve breaking up of the existing work system
and redesigning a new work system. For this employees also need to be trained to adjust to
the new system. Job enlargement is said to contribute to employee motivation but the claim
is not validated in practice.

Benefits of Job Enlargement:


1. Task Variety
2. Meaningful Work Modules
3. Full Ability Utilization
4. Worker Paced Control
5. Meaningful Performance Feedback

Disadvantages of Job Enlargement


1. High Training Costs
2. Redesigning existing work system required
3. Productivity may not increase necessarily
4. Workload increases
5. Unions demand pay–hike
6. Jobs may still remain boring and routine

Jo b E n ri c hm en t : Job enrichment is improvisation of both tasks efficiency and human


satisfaction by building into people’s jobs, quite specifically, greater scope for personal
achievement and recognition, more challenging and responsible work and more opportunity
for individual advancement and growth. An enriched job will have more responsibility, more
autonomy (vertical enrichment), more variety of tasks (horizontal enrichment) and more
growth opportunities. The employee does more planning and controlling with less
supervision but more self-evaluation. In other words, transferring some of the supervisor’s
tasks to the employee and making his job enriched.

Be n ef i ts of Jo b e n r ic hm e nt
1. It benefits employee and organization in terms of increased motivation,
performance, satisfaction, job involvement and reduced absenteeism.
2. Additional features in job meet certain psychological needs of jobholders due to
skill variety, identity, significance of job etc.
3. It also adds to employee self-esteem and self-control.
4. Job enrichment gives status to jobholder and acts as a strong satisfier in one’s
life.
5. Job enrichment stimulates improvements in other areas of organization.
6. Empowerment is a by-product of job enrichment. It means passing on more
authority and responsibility.

De me r it s o f J o b E nr i ch m en t

1. Lazy employees may not be able to take additional responsibilities and power. It
won’t fetch the desired results for an employee who is not attentive towards his job.
2. Unions resistance, increased cost of design and implementation and limited
research on long term effect of job enrichment are some of the other demerits.
3. Job enrichment itself might not be a great motivator since it is job-intrinsic
factor. As per the two-factor motivation theory, job enrichment is not enough. It should be
preceded by hygienic factors etc.
4. Job enrichment assumes that workers want more responsibilities and those
workers who are motivated by less responsibility, job enrichment surely de-motivates them
5. Workers participation may affect the enrichment process itself.
6. Change is difficult to implement and is always resisted as job enrichment brings
in a changes the responsibility.

A ut on om o us of Se lf -D i re ct ed T e a ms : Empowerment results in self-directed work


teams. A self –directed team is an intact group of employees responsible for whole work
segment, they work together, handle day-to-day problems, plan and control, and are highly
effective teams.

H i gh Pe r fo r m an ce W o rk De s ig n : Improving performance in an environment where


positive and demanding goals are set leads to high performance work design. It starts from
the principle of autonomous groups working and developing an approach, which enables
group to work effectively together in situations where the rate of innovation is very high.
Operational flexibility is important and there is the need for employees to gain and apply
new skills quickly with minimum supervision. However due to bureaucracy high performance
work design does not work.
DESIGNING JOBS – MOTIVATING JOBS

The concept of motivating jobs relates to Job design. Job design affects employee
productivity, motivation and satisfaction. Job design is a conscious effort to organize tasks,
duties and responsibilities into a unit of work to achieve certain objectives.

How a job design creates a motivating job can be seen with the help of certain components
of job design, namely, job rotation, job enlargement, job enrichment, work simplification
etc.

Work simplification simplifies the job by breaking down the job into small parts. Simplified
jobs are easy to perform hence employees find it easy to do. Training requirements are
reduced and it benefits the organizations in terms of cost.

Job rotation means movement of employees of job to job across the organization. It
improves the intrinsic reward potential of a job because of different skills and abilities are
needed to perform a job. Workers become more competent in several jobs rather than only
one. It also improves workers self image, provides personal growth and makes workers
more valuable to the organization. Periodic job change can improve inter-departmental
cooperation. Employees become more understanding to each other’s problems.
Consequently it provides a high level of motivation to employees because jobs itself become
motivators. Hence job rotation helps the job become more motivating.

Job enlargement involves expanding number of tasks or duties assigned to a given job.

Job enrichment involves improving task efficiency and human satisfaction. Job enrichment
provides greater scope for personal achievement and recognition, more challenging and
responsible work and more opportunity for individual advancement and growth. An enriched
job gives vertical enrichment in the form of more responsibility and autonomy and a
horizontal enrichment in the form of variety of tasks and more growth opportunities. The
employee does more planning and controlling with less supervision but more self-
evaluation. All these factors lead to increased level of motivation and hence make the jobs
more motivated.
Considering above examples, we can say that designing jobs is actually using the relevant
and right techniques of job design, like rotation, enrichment, simplifications and make the
jobs more motivating to perform.

So we can say that Designing Jobs is actually creating Motivated Jobs.

JOB SATISFACTION

Job satisfaction is the result of various attitudes possessed by an employee towards his job,
related factors and life in general. The attitudes related to job may be wages, supervision,
steadiness, working conditions, advancement opportunities, recognitions, fair evaluation of
work, social relations on job, prompt settlement of grievances etc.

In short job satisfaction is a general attitude, which is the result of many specific attitudes
in three areas namely, job factors, individual characteristics and group relationships outside
the job.

Components of Job Satisfaction

Personal factors: Sex, Dependents, Age, Timings, Intelligence, Education and Personality.

Job inherent factors: Type of work, Skills, Occupational status, Geography, Size of plant

Management controlled factors: Security, Payment, Fringe benefits, Advancement


opportunities and Working conditions, Co-workers, Responsibilities, Supervision

Job Satisfaction & Behavior relationship is described through following examples.

Satisfaction & Turnover


Satisfaction & Absenteeism
Satisfaction & Accidents
Satisfaction & Job Performance
WORK SAMPLING

Definition 1: Measuring and quantifying activities

"A measurement technique for the quantitative analysis of non-repetitive or irregularly


occurring activity."

Meaning of Work Sampling

Work sampling is based on the theory that the percentage of the number of observations on
a particular activity is a reliable measure of the percentage of the total actual time spent on
that activity.

Work sampling operates by an observer taking a series of random observations on a


particular "thing" of interest (machine, operating room, dock, etc.) to observe its "state"
(working, idle, sleeping, empty, etc.). When enough samples are taken, an analysis of the
observations yields a statistically valid indication of the states for each thing analyzed.

Assume, for example, that you wish to determine the proportion of time a factory operator
is working or idle. Also assume that 200 random observations were made of the operator
and during 24 of these he or she was observed to be idle. Therefore, you find that the
individual is working 176/200 = 88% of the time.

Advantages of Work Sampling

It is relatively inexpensive to use and extremely helpful in providing a deeper understanding


of all types of operations.

When properly used, it can help pinpoint those areas, which should be analyzed in, further
detail and can serve as a measure of the progress being made in improving operations.

Questions of work sampling study

 What is our equipment/asset utilization?


 When we are not adding value to the product, how are we spending our time?
 How are our inter-dependent systems performing?
 Where should we focus our continuous improvement activities?

Distinction between Work sampling and "Time Studies"

 Work sampling is lower cost because it uses random samples instead of continuous
observations.
 Many operators or machines can be studied by a single observer
 Work sampling can span several days or weeks, thus minimizing the effects of day to
day load or equipment variations
 Work Sampling tends to minimize operator behavior modification during observation.
 Work Sampling, in general, does not require a trained time-study analyst to take the
observations. Also, stopwatches or other timing devices are not required. Many studies
make use of off-shift technicians or operators to take the observations.
Work sampling Methodology

An analyst RANDOMLY observes an activity (equipment, operating room, production line)


and notes the particular states of the activity at each observation.

The ratio of the number of observations of a given state of the activity to the total number
of observations taken will approximate the percentage of time that the activity is in that
given state.

Note that random observations are very critical for a work sampling study. A brief example
might be that 77 of 100 observations showed a machine to be running. We might then
conclude, within certain statistical limits, that the equipment is operational 77% of the time.
RECRUITMENT & SELECTION

REC R U ITM EN T

De f in it i on O f R ec r u itm e nt : Fin d in g an d Att r a ctin g App li ca tion s


“Recruitment is the Process of finding and attracting capable applicants for employment.
The Process begins when new recruits are sought and ends when their applications are
submitted. The result is a pool of application from which new employees are selected.”

ME A NI N G O F RE CR U IT M EN T :

Recruitment is understood as the process of searching for and obtaining applicants for jobs,
from among them the right people can be selected. Though theoretically recruitment
process is said to end with the receipt of applications, in practice the activity extends to the
screening of applications so as to eliminate those who are not qualified for the job.

PU RP O SE A N D I MP O RT A NC E O F REC R U ITM EN T: -

1. Determine the present and future requirements in conjunction with personnel planning
and job analysis activities
2. Increase the pool of job candidates at minimum cost
3. Help increase success rate of selection process by reducing number of under-qualified or
over-qualified applications.
4. Reduce the probability that job applicants once selected would leave shortly
5. Meet legal and social obligations
6. Identify and prepare potential job applicants
7. Evaluate effectiveness of various recruitment techniques and sources for job applicants.

F ACT O R S G O VER N I N G RE CR U IT ME NT

External Factors:
 Demand and Supply (Specific Skills)
 Unemployment Rate (Area-wise)
 Labor Market Conditions
 Political and Legal Environment (Reservations, Labor laws)
 Image
Internal Factors
 Recruitment Policy (Internal Hiring or External Hiring?)
 Human Resource Planning (Planning of resources required)
 Size of the Organization (Bigger the size lesser the recruitment problems)
 Cost
 Growth and Expansion Plans

REC R U ITM EN T PR O CE SS

Recruitment Planning
 Number of contacts
 Types of contacts
Recruitment Strategy Development
 Make or Buy Employees
 Technological Sophistication
 Where to look
 How to look
Internal Recruitment (Source 1)
 Present employees
 Employee referrals
 Transfers & Promotions
 Former Employees
 Previous Applicants
 Evaluation of Internal Recruitment
External Recruitment (Source 2)
 Professionals or Trade Associations
 Advertisements
 Employment Exchanges
 Campus Recruitment
 Walk-ins Interviews
 Consultants
 Contractors
 Displaced Persons
 Radio & Television
 Acquisitions & Mergers
 Competitors
 Evaluation of External Recruitment
Searching
 Source activation
 Selling
 Screening of Applications
Evaluation and Cost Control
 Salary Cost
 Management & Professional Time spent
 Advertisement Cost
 Producing Supporting literature
 Recruitment Overheads and Expenses
 Cost of Overtime and Outsourcing
 Consultant’s fees
Evaluation of Recruitment Process
 Return rate of applications sent out
 Suitable Candidates for selection
 Retention and Performance of selected candidates
 Recruitment Cost
 Time lapsed data
 Image projection

I NT E R N AL R EC R U I TME NT
A dv a nt a ge s Di s a dv a nt a g es
1. Less Costly 1. Old concept of doing things
2. Candidates already oriented towards 2. It abets raiding
organization 3. Candidates current work may be
3. Organizations have better knowledge affected
about internal candidates 4. Politics play greater roles
4. Employee morale and motivation is 5. Morale problem for those not
enhanced promoted.

EXT ER N A L RE CR U I TME NT
A dv a nt a ge s Di s a dv a nt a g es
1. Benefits of new skills and talents 1. Better morale and motivation
2. Benefits of new experiences associated with internal recruiting is
3. Compliance with reservation policy denied
becomes easy 2. It is costly method
4. Scope for resentment, jealousies, and 3. Chances of creeping in false positive
heartburn are avoided. and false negative errors
4. Adjustment of new employees takes
longer time.
SEL ECT IO N : -

ME A NI N G O F SE LE CT IO N :

Selection is the process of picking up individuals (out of the pool of job applicants) with
requisite qualifications and competence to fill jobs in the organization. A formal definition of
Selection is as under

De f in it i on of Se l ec ti on : P r o c e s s o f dif f e r en ti atin g

“Selection is the process of differentiating between applicants in order to identify and hire
those with a greater likelihood of success in a job.”

DI FF ERE N CE BET W EEN RE CR U ITM E NT A ND SEL ECT IO N :

Recruitment Selection
1. Recruitment refers to the process of 1. Selection is concerned with picking up
identifying and encouraging prospective the right candidates from a pool of
employees to apply for jobs. applicants.
2. Recruitment is said to be positive in 2. Selection on the other hand is
its approach as it seeks to attract as negative in its application in as much as
many candidates as possible. it seeks to eliminate as many unqualified
applicants as possible in order to identify
the right candidates.

PRO CE SS / ST E PS I N SE LE CT IO N

1. Pr e li m i n ar y I nt e r vi e w : The purpose of preliminary interviews is basically to


eliminate unqualified applications based on information supplied in application forms. The
basic objective is to reject misfits. On the other hands preliminary interviews is often called
a courtesy interview and is a good public relations exercise.
2. Se l ect i on T es ts : Jobseekers who past the preliminary interviews are called for tests.
There are various types of tests conducted depending upon the jobs and the company.
These tests can be Aptitude Tests, Personality Tests, and Ability Tests and are conducted to
judge how well an individual can perform tasks related to the job. Besides this there are
some other tests also like Interest Tests (activity preferences), Graphology Test
(Handwriting), Medical Tests, Psychometric Tests etc.
3. Emp l oy m en t I nt e r vi e w : The next step in selection is employment interview. Here
interview is a formal and in-depth conversation between applicant’s acceptability. It is
considered to be an excellent selection device. Interviews can be One-to-One, Panel
Interview, or Sequential Interviews. Besides there can be Structured and Unstructured
interviews, Behavioral Interviews, Stress Interviews.
4. Re fe r e nc e & B a ck gr o un d C he ck s : Reference checks and background checks are
conducted to verify the information provided by the candidates. Reference checks can be
through formal letters, telephone conversations. However it is merely a formality and
selections decisions are seldom affected by it.
5. Se l ect i on De ci s i on : After obtaining all the information, the most critical step is the
selection decision is to be made. The final decision has to be made out of applicants who
have passed preliminary interviews, tests, final interviews and reference checks. The views
of line managers are considered generally because it is the line manager who is responsible
for the performance of the new employee.
6. Ph ys i c al Ex a mi n a ti on : After the selection decision is made, the candidate is
required to undergo a physical fitness test. A job offer is often contingent upon the
candidate passing the physical examination.
7. Jo b O ff e r : The next step in selection process is job offer to those applicants who have
crossed all the previous hurdles. It is made by way of letter of appointment.
8. Co nt r ac t of E mp l o ym en t : After the job offer is made and candidates accept the
offer, certain documents need to be executed by the employer and the candidate. Here is a
need to prepare a formal contract of employment, containing written contractual terms of
employment etc.

ESS E NTI A LS O F A GO O D SE LE CT IO N PR A CT ICE


1. Detailed job descriptions and job specifications prepared in advance and endorsed by
personnel and line management
2. Trained the selectors
3. Determine aids to be used for selection process
4. Check competence of recruitment consultants before retention
5. Involve line managers at all stages
6. Attempt to validate the procedure
7. Help the appointed candidate to succeed by training and management development

B AR R IE RS T O E FF ECT I VE S ELE CT IO N : -
1. Pe rc e pt io n : We all perceive the world differently. Our limited perceptual ability is
obviously a stumbling block to the objective and rational selection of people.
2. F ai r n es s : Barriers of fairness includes discrimination against religion, region, race or
gender etc.
3. V a l id it y : A test that has been validated can differentiate between the employees who
can perform well and those who will not. However it does not predict the job success
accurately.
4. Re l i ab i l it y : A reliable test may fail to predict job performance with precision.
5. Pr e ss u r e: Pressure brought on selectors by politicians, bureaucrats, relatives, friends
and peers to select particular candidate are also barriers to selection.

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