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KINGS COLLEGE OF MANAGEMENT &KINGS COLLEGE OF MANAGEMENT &

COMMERCECOMMERCE

ASSIGNMENT:ASSIGNMENT: HUMAN RESOURCEHUMAN RESOURCE

MANAGEMENTMANAGEMENT

TOPIC:TOPIC: EFFECTIVE JOB ANALYSISEFFECTIVE JOB ANALYSIS

NAME:NAME: AMMARA SHAHZADIAMMARA SHAHZADI

SUBMITTED TO:SUBMITTED TO: SIR ARIF SHEIKHSIR ARIF SHEIKH

CLASS:CLASS: MBAMBA

BATCH:BATCH: (103)(103)

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Contents:

• Introduction

• HRM Planning

• Importance of HRM

• An Organizational Framework 

• Job Analysis

• Job Analysis Method

• Purpose of Job Analysis

•  Job Design • Job Enrichment

• Job Evaluation

• Job Enlargement

• Job Rotation

• Systems

• Recruitment

• Job Design and Teams

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Effective Job Analysis

Introduction:Human Resources Planning (HRP)

HRP can be defined as the task of assessing and anticipating the skill,

knowledge and labor time requirements of the organization, and

initiating action to fulfill or ‘source” those requirements. Thus, if 

the organization as a whole or one of its subsystem is not

performing to the benchmark, in other words, it is declining, it may need to

plan a reduction or redeploys its existing labor force. On the other hand, if it

is growing or diversifying, it might need to find and tap into a source of 

suitably skilled labor.

Let’s look into some definitions of HRP as given by different experts.

Coleman has defined HR/MP planning as “The Process of determining

manpower requirements and the means for meeting those requirements in

order to carry out the integrated plan of the organization.”

Human Resource planning can be defined as a process by which anorganization ensures that it has the right number and kinds of people, at theright place, at the right time, capable of effectively and efficiently completingthose tasks that will help the organization achieve its overall objectives or inother words HRP can be defined as planning for the future personnel needsof an organization, taking into account both internal activities and factors inthe external environment.

Need and Importance of HRP

Human resource Planning translates the organization objectives and plansinto the number of workers needed to meet these objectives. The need andimportance of HRP is as follows:

HRP helps in determining the future manpower requirements  and avoidsproblems like over staffing or understaffing in the organization. HRP helps intackling with the factors like competition, technology, government policies

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etc. that generates changes in the job content, skill requirements and Now a

days there is a demand of  number and types of personnel required.exceptional intellectual skills while the existing staff becomes redundant, theHR manager has to attract and retain qualified and skilled personnel and alsorequired to deal with issues like career development, succession planning for

A proper and realistic human resource plan is which he takes the help of HRP. needed to ensure equal employment and promotional appointments tothe candidates fro weaker sections, physically handicapped and socially andpolitically HRP provides valuable and timely information for

various oppressed citizens. designing and execution of personnel functionslike recruitment, selection, transfers, promotions, layoffs, training anddevelopment and performance It helps the organization to anticipate

imbalance in human appraisal. HRP resources, which in turn will facilitatereduction in personal costs. facilitates planning for future needs which willhelp in better planning of assignments to develop managers and to ensurethe organization has a steady supply of experienced and skilled employees.

Factors affecting Human Resource Planning

HRP is a dynamic and on going process. The process of updating is not verysimple, since HRP is influenced by many factors, which are The type of 

organization determines the production process and as follows: The

human resource needs of an organization number and type of staff needed.depend on the strategic plan adopted by it. For e.g. the growth of a businesscalls for hiring of additional labor, while mergers will need a plan for

Organization operates under different political, social environment layoffs.

and has to carefully formulate the HR policies and so the HR manager has toevolve suitable mechanism to deal with uncertainties through career HRP

also depends on developments, succession planning, retirement schemesetc. the time periods and accordingly the short and long-term plans are

adopted. And The type this time span is based on the degree of environmental uncertainties. and quality of information used in makingforecasting is an important factor influencing HRP. Accurate and timelyhuman resource information system helps in HRP is required to ensure that

suitable getting better quality personnel. candidates should be appointedat the right kind of job.

So these are some of the factors that affect the human resource planning.

Human Resource Planning is the development of strategies for matchingthe size and skills of the workforce to organizational needs. Human resourceplanning assists organizations to recruit, retain, and optimize thedeployment of the personnel needed to meet business objectives and torespond to changes in the external environment. The process involves

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carrying out a skills analysis of the existing workforce, carrying outmanpower forecasting, and taking action to ensure that supply meetsdemand. This may include the development of training and retrainingstrategies. Human resource planning has traditionally been used byorganizations to ensure that the right person is in the right job at the right

time.

Importance:

it's important because it helps the companies look better and gives them aclear impression of the outside and hopefully will do better in competition.

An Organizational Framework:

SWOT analysis

A SWOT (Strengths, Weaknesses, Threats, Opportunities)

analysis is often performed to analyze the company's

internal strengths and weaknesses, as well as threats from

and opportunities available in the external environment.

 The weaknesses and threats identified in a SWOT analysis,

may be used as areas of focus in the proposed training

programs. Similarly, the training program should be targeted

at availing the opportunities available in the environment,

and at maintaining the company's strengths.

SWOT analysis is a strategic planning method used to evaluate theStrengths, Weaknesses, Opportunities, and Threats involved in a project orin a business venture. It involves specifying the objective of the business

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venture or project and identifying the internal and external factors that arefavorable and unfavorable to achieve that objective. The technique iscredited to Albert Humphrey, who led a convention at Stanford University inthe 1960s and 1970s using data from Fortune 500 companies.

A SWOT analysis must first start with defining a desired end state orobjective. A SWOT analysis may be incorporated into the strategic planningmodel. Strategic Planning has been the subject of much research.

• Strengths: characteristics of the business or team that giveit an advantage over others in the industry.• Weaknesses: are characteristics that place the firm at adisadvantage relative to others.• Opportunities: external chances to make greater sales orprofits in the environment.• Threats: external elements in the environment that could

cause trouble for the business.

Identification of SWOTs are essential because subsequent steps in theprocess of planning for achievement of the selected objective may bederived from the SWOTs.

First, the decision makers have to determine whether the objective isattainable, given the SWOTs. If the objective is NOT attainable a differentobjective must be selected and the process repeated.

  The SWOT analysis is often used in academia to highlight and identify

strengths, weaknesses, opportunities and threats. It is particularly helpful inidentifying areas for development.

 Job analysis:

 Job Analysis is a process for identifying necessary skills, knowledge andabilities for the purpose of employee training and career development. JobAnalysis is also done so that employees can be paid according to degree of skill, knowledge and specific behaviour which they bring to the job.

 Job Analysis is the process of describing and recording aspects of jobs andspecifying the skills and other requirements necessary to perform the job.

 Job Analysis Methods

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 There are several ways to conduct a job analysis, including: interviews withincumbents and supervisors, questionnaires (structured, open-ended, orboth), observation, critical incident investigations, and gathering backgroundinformation such as duty statements or classification specifications. In jobanalysis conducted by HR professionals, it is common to use more than one

of these methods.

For example, the job analysts may tour the job site and observe workersperforming their jobs. During the tour the analyst may collect materials thatdirectly or indirectly indicate required skills (duty statements, instructions,safety manuals, quality charts, etc). [4]

 The analyst may then meet with a group of workers or incumbents. Andfinally, a survey may be administered. In these cases, job analysts typicallyare industrial/organizational psychologists or Human Resource Officers whohave been trained by, and are acting under the supervision of an industrial

psychologist.[5]

In the context of vocational rehabilitation, the primary method is directobservation and may even include video recordings of incumbents involvedin the work. It is common for such job analysts to use scales and otherapparatus to collect precise measures of the amount of strength or forcerequired for various tasks. Accurate, factual evidence of the degree of strength required for job performance is needed to justify that a disabledworker is legitimately qualified for disability status. In the United States,billions of dollars are paid to disabled workers by private insurers and thefederal government (primarily through the Social Security Administration).

Disability determination is, therefore, often a fairly "high-stakes" decision. Job analysts in these contexts typically come from a health occupation suchas occupational or physical therapy.

Questionnaires are the most common methodology employed by certificationtest developers, although the content of the questionnaires (often lists of tasks that might be performed) are gathered through interviews or focusgroups. Job analysts can at times operate under the supervision of apsychometrician.

Purpose of Job Analysis

One of the main purpose of conducting job analysis is to prepare jobdescription and job specification which in turn helps to hire the right qualityof workforce into the organization. The general purpose of job analysis is todocument the requirements of a job and the work performed. Job and task

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analysis is performed as a basis for later improvements, including: definitionof a job domain; describing a job; developing performance appraisals,selection systems, promotion criteria, training needs assessment, andcompensation plans.

In the fields of Human Resources (HR) and Industrial Psychology, job analysisis often used to gather information for use in personnel selection, training,classification, and/or compensation.

 The field of  vocational rehabilitation uses job analysis to determine thephysical requirements of a job to determine whether an individual who hassuffered some diminished capacity is capable of performing the job with, orwithout, some accommodation.

Professionals developing certification  exams use job analysis (often calledsomething slightly different, such as "task analysis") to determine the

elements of the domain which must be sampled in order to create a contentvalid exam. When a job analysis is conducted for the purpose of valuing the job (i.e., determining the appropriate compensation for incumbents) this iscalled "job evaluation."

(HRM) JOB ANALYSIS, JOB DESIGN & JOB

EVALUATION JOB ANALYSIS  Strategic Overview Jobs are

dynamic and subject to change. Before people are assigned work, managersmust examine jobs scientifically and describe the tasks needed clearly.Learning Objectives • Nature of job analysis • Identifying how job analysis

information is used in other HR activities • Process of job analysis • Methodsby which job analysis is typically completed • Assessing he impact of behavioral factors on job analysis • Distinguishing job descriptions and jobspecifications • Job analysis changes as organizations change. IntroductionIndia being a labor surplus country, jobs are very important to individuals.

 Jobs help determine the standards of living, places of Job ν residence, statusand even one’s sense of self-worth. What is Job Analysis? analysis is asystematic exploration of the activities within a job. It is a technicalprocedure, one that is used to define the duties, responsibilities and This

analysis “involves the identification and ν accountabilities of a job.description of what is happening on the job… accurately and precisely

identifying the required tasks, the knowledge and the skills necessary forperforming them, and the conditions under which they must be performednow and in the future”. Uses of Job Analysis Good human resourcemanagement demands of both the employee and the employer a clearunderstanding of the duties and responsibilities to be performed on a job.How job analysis helps with other Human resource planning: Job

analysis ν aspects of work are summarized below. helps in forecastinghuman resource requirements in terms of knowledge and skills. By showing

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lateral and vertical relationships between jobs, it facilitates the formulationof a systematic promotion and transfer policy. Also helps in determining thequality of human resources needed in an organization.

 Job design

Designing the contents and structure of a job is called job design. When

designing a job, the manager should consider not only the physical

requirements of the job, such as skills needed, materials and parts handled,

efficiency requirements etc., but also how the employees can be motivated

through better job design. For example, the job may involve some sort of 

social interaction.

 Job analysis Job Analysis is a process for identifying necessary skills, knowledge and

abilities for the purpose of employee training and career development. Job

Analysis is also done so that employees can be paid according to degree of 

skill, knowledge and specific behaviour which they bring to the job.

 Job evaluation

 This means using the information in job analysis to systematically determine

the value of each job in relation to all jobs within the organization. Job

Evaluation has four basic approaches i.e. (a) the ranking method; (b) the

classification method; (c) the factor comparison method; and (d) the point

method.

 Job Enlargement

 Job enlargement is characterized by “horizontal job loading” which means

adding more tasks of different nature to a job. Job enlargement is done to

create variety in a job, to minimize monotony and boredom in a routine or

repetitive job.

 Job Enrichment

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 Job enrichment is characterized by “vertical job loading” which means adding

duties and responsibilities to a job which provide variety in skill, more

autonomy, and feedback on performance. The purpose of enriching a job is

to make it more challenging, and more attractive to the employees.

 Job Rotation

 Job Rotation is achieved by moving employees working on routine and

repetitive jobs from one position to another and so on. The purpose of job

rotation is to minimize boredom and monotony among employees. Another

purpose of job rotation is to achieve better internal control and minimize the

chances of fraud, by rotating the employees who are responsible for the

custody of cash and other liquid assets.

Worker traits

 This means to characteristics of workers. Worker traits vary from job to job

but in general a worker must be punctual, honest and have good behaviour

on the job. In particular a worker should have skills relevant to his/her work.

Systems : The (an online resource which has replaced the Dictionary of Occupational  Titles (DOT)) lists job requirements for a very large number of jobs and isoften considered basic, generic, or initial job analysis data. Data availablefrom includes physical requirements, educational level, and some mentalrequirements. Task-based statements describing the work performed arederived from the functional job analysis technique. also provides links tosalary data at the US national, state and city level for each job.

  The Position Analysis Questionnaire (PAQ) is a well-known job analysismethod. Although it is labeled a questionnaire, the PAQ is actually designedto be completed by a trained job analyst who interviews the subject matterexperts (e.g., job incumbents and their supervisors).

Functional job analysis (FJA) is a task-based (or work-oriented) techniquedeveloped by Sidney Fine and colleagues in 1944. In this method, workelements are scored in terms of relatedness to data (0-6), people (0-8), and

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things (0-6), with lower scores representing greater complexity. Incumbents,considered subject matter experts, are relied upon, usually in a panel, toreport elements of their work to the job analyst. Using incumbent reports,the analyst uses Fine's terminology to compile statements reflecting thework being performed in terms of data, people, and things. The Dictionary of 

Occupational Titles uses elements of the FJA in defining jobs.

  Task inventories use tasks gathered from Subject Matter Experts(SMEs)about the tasks performed by the job incumbents. Typically, subjectmatter experts rate long lists of tasks on scales such as frequency, amountof time spent, or importance. The KSAO's required for a job are then inferredfrom the most frequently-occurring, important tasks. In a skills-based jobanalysis, the skills are inferred from tasks and the skills are rated directly interms of importance of frequency. This often results in data that immediatelyimply the important KSAO's. However, it can be hard for subject matterexperts to rate skills directly.

 The Fleishman Job Analysis System (F-JAS) represents a generic, skills-basedapproach. Fleishman factor-analyzed large data sets to discover a common,minimum set of KSAO's across different jobs. His system of 73 specific scalesmeasure three broad areas: Cognitive (Verbal Abilities; Idea Generation &Reasoning Abilities; Quantitative Abilities; Memory; Perceptual Abilities;Spatial Abilities; and Attentiveness), Psychomotor (Fine ManipulativeAbilities; Control Movement Abilities; and Reaction Time and Speed Abilities),and Physical (Physical Strength Abilities; Endurance; Flexibility, Balance, andCoordination; Visual Abilities; and Auditory and Speech Abilities).

  JobScan is a measurement instrument which defines the personalitydynamics within a specific type of job. By collecting PDP ProScan Survey results of actual performers and results of Job Dynamics Analysis Surveyscompleted by knowledgeable people related to a specific job, JobScanprovides a suggested ideal job model for that position. Although it does notevaluate the intellect or experience necessary to accomplish a task, it doesdeal with the personality of the type of work itself.

Recruitment:

  Job analysis is used to find out ν HUMAN RESOURCE MANAGEMENT (HRM)

how and when to hire people for future job openings. An understanding of 

the skills needed and the positions that are vacant in future helps managers

to plan and hire people in a systematic way. For e.g. a company for its

financial analysis section may be hiring MBAs. An analysis may show that a

graduate with an analytical bent of mind can also serve the purpose. The

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prospect can result Selection: Without a proper understanding of what is ν in

savings to the company. to be done on a job, it is not possible to select the

right person. If a college has not clearly identified what a clerk has to do, it is

difficult to ascertain if the person selected is in a position to handle stores or

maintain a cash Placement and orientation: After ν register or even the books

of accounts. selecting people, we have to place them on jobs best suited to

their interests, activities and aptitude. If we are not sure about what needs to

be done on a job, it is not possible to identify the right person suited for the

 job. Similarly, effective job orientation cannot be achieved without a proper

understanding of the needs of each job. To teach a new employee how to

handle a Training: If there is no proper job ν  job, the job has to be clearly

defined. analysis it will lead to confusion and proper training cannot be

initiated. Counseling: Managers will be in a position to counsel employees

about their ν careers when they understand the different jobs in an

organization. Likewise, employees can better appreciate their career options

when they understand the Employee safety: A job analysis will ν specific

needs of various other jobs. Performance appraisal: Only ν indicate unsafe

conditions associated with a job. on a proper job analysis being made

available will it be possible to assess or compare individuals. It is necessary

to compare what individuals should do (as per performance standards) with

what they have actually done (as per job Job design and redesign: Once the

 jobs are understood properly, it ν analysis). is easy to locate weak spots and

undertake remedial steps. Unnecessary movements, simplifying certain

steps and improving the existing steps through Job ν continuous monitoringcan be followed through a process of redesign. evaluation: Job analysis helps

in finding the relative worth of a job, based on criteria such as degree of 

difficulty, type of work done, skills and knowledge needed, etc. This in turn

helps in designing proper wage policies and rewards. Organizational

Analysis: It is necessary to first ν  The Process of Job Analysis have an overall

picture of the various jobs in an organization. This is required to find the

linkages between jobs and organizational objectives, inter-relationships

between jobs and contribution of various jobs to the effectiveness and

efficiency of the organization. The information can be obtained throughorganization charts and workflow charts.

 Job Design and Team:

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Introduction

 The nature of work and its organization has interested managers, economistsand social scientists for as long as people have been employed by others toengage in productive activity. (See section on scientific management.)

Managers have largely been interested in maximizing output from availableresources.

Economists and social scientists have raised questions about theorganization of work in relation to issues of the individual and society ingeneral. The aims of this section are to:

• Define selected terms applicable to job design and work organization• Examine the aspects of traditional thinking applicable to job design

and work organization• Propose alternative factors to be considered that take cognizance of 

employees needs• Generate some ideas on how these factors may be applied in work

situations in existing and new organizations• Stress the importance of fitting the work to the worker, in order to

achieve the productivity benefit

 Job Design Defined 

•  Job design and work organization is the specification of the contents,

method and relationships of jobs to satisfy technological andorganizational requirements as well as the personal needs of jobholders.

 Job Teams Defined:

A team is any group of people organized to work together interdependently

and cooperatively to meet the needs of their customers by accomplishing a

purpose and goals. Teams are created for both long term and short term

interaction. A product development team, an executive leadership team, and

a departmental team are long lasting planning and operational groups. Short

term teams might include a team to develop an employee onboarding

process, a team to plan the annual company party, or a team to respond to a

specific customer problem or complaint.

  Three common types of teams include functional or departmental, cross-functional, and self-managing.

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• Functional or departmental teams:  Groups of people fromthe same work area or department who meet on a regular basis to analyzecustomer needs, solve problems, provide members with support, promotecontinuous improvement, and share information.

• Cross-functional teams:  Groups of people who are pulled

together from across departments or job functions to deal with a specificproduct, issue, customer, problem, or to improve a particular process.

• Self-managing teams:  Groups of people who gradually assumeresponsibility for self-direction in all aspects of work.

A team is defined as a group of people working together to achieve commonobjectives or goals. Teamwork is the cumulative actions of the team duringwhich each member of the team subordinates his individual interests and

opinions to fulfill the objectives or goals of the group. The objective or goal isa need to accomplish something, such as solve a problem and improve aprocess.

Members of a team will need to focus on how they relate to each other, listento the suggestions of others, build on previous information and use conflictcreatively. They will need to set standards, maintain discipline, build teamspirit and motivate each other. Each member of the team has their ownhistory of experience to help achieve the objectives. They should have aneed to see the task completed, but also the need of companionship,fulfillment of personal growth and self-respect.

Types of Teams

 The early history suggests that work simplification efforts by managementand labour were most likely the first production–oriented teams. The currenttype of teams can be divided into four main groups. They may be called bydifferent names and slightly different characteristics to accommodate aparticular organization.

1. Process improvement teams

 The members of the process improvement team represent each operation of the process or sub-process. Usually, the scope of the team’s activity islimited to the work unit. A team of labour six to ten members will come fromthe work unit and depending on the, marketing accounting location of thesub-process, an external or internal customer would be included on theteam. During the course of the team’s life, additional expertise from otherwork areas may be added on a permanent or temporary-it is disbanded whenthe objective has been obtained. When the targeted process includes many

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work units or the entire organization, a cross functional team may be moreappropriate with work unit teams as sub teams.

2. Cross functional teams

A team about six to ten members will represent a number of differentfunctional areas, such as engineering, marketing, accounting, production,quality and human resources. It may also include the customer and supplier.A design review team is a good example of cross functional team. This typeof team is usually temporary. An exception would be a product support team,which would be permanent and have as an objective to serve a particularproduct line, service activity, or a particular customer. This type of teambreaks down functional area boundaries.

3. Natural work teams

 This type of team is now voluntary–it is composed of all the members of thework unit. It differs from quality control circles because a manager is a partof the team and the projects to be improved are selected by management.Some employees may not to work in teams for various reasons andmanagers should anticipate this action and be prepared to help employeesbecome comfortable in the team environment or alternatively find work inanother unit that still performs work as individuals. Even through, “teamwork” is technically feasible; there may be such resistance that itsintroduction should be delayed until there has been substantial turnover.

4. Self directed/Self management teams

 They are an extension of natural work teams without the supervisor. Thus,they are the epitome of the empowered organization–they not only do thework but also manage it. There is wide direction to organize their worksubject to organizational work flow requirements. There is a teamcoordinator to liaison with senior management that may rotate amongmembers. The team meets daily to plan their activities, and decisions areusually by consensus. Additional responsibilities may include; hiring,dismissal, performance evaluation, customer relations, supplier relations,recognition/reward and training. The team must have access to businessinformation in order to plan, control and improve their processes.