Job design

Module – 2 (1)

Job design: definition, approaches, job design options; Job analysis: definition, process, benefits of job analysis HR planning: introduction, objectives of HRP, linkage of

HRP to other plans, definition and need for HRP, benefits of HRP, factors affecting HRP, process, problems and limitations of HRP

Goalsa) To meet organisational requirement like higher

productivity, operational efficiency, quality of product/services etc

b) To satisfy individual needs like interests, challenges, achievement or accomplishment

Factors affecting Job Design Organisational factors Environmental factors Behavioral factors

Job Design

It is the process of deciding on: - the contents of the job in terms of duties and

responsibilities- the methods to be used in carrying out the job, in

terms of techniques, systems and procedures - the relationships between the job holder and his

supervisor, subordinates and collogues.The goal is to integrate the needs of individuals

with organisational requirements

Approaches to Job Design

Engineering approachHuman approachJob characteristics approach (motivation,

satisfaction and performance should be integrated)

Job design Options/techniques

Job simplificationsJob rotationsJob enlargementJob enrichmentAutonomous work teamsTQM

Job analysis It is formal/detailed examination of jobs. It is systematic investigation of tasks, duties and

responsibility necessary to do a job. It is a process of studying & collecting information

relating to operations & responsibilities of a job.Tasks: It is identifiable work activity carried out for a

specific purposeDuty: It is a larger work segment consisting of several

tasks performed by an individualsJob responsibilities: It is obligation to perform certain

tasks and duties

Purpose

JOB ANALYSIS

Job description Job specification Job evaluation

(i) Job description Specifies duties, responsibilities, reporting relationships,

working conditions and supervisory responsibilities. It is a statement of what, how and why it is done

(ii) Job specification It specifies the education, skill, personality, etc. which must be

possessed to perform the job successfully It contains physical characteristics, psychological

characteristics and personal traits

(iii) Job evaluation It specifies the relative value of each job in the organization It is an important part of compensation administration

Uses of job analysis Human resource planning Recruitment Selection Placement and orientation Training Counseling Employee safety Performance appraisal Job design and redesign Job evaluation

Human Resource Planning

Strategic Planning is the basis for HRP Integrated part of total planning at org levelHRP provides inputs to Corporate Strategist

eg internal HR capability constrains, HR environment constrains etc. and Corporate strategist communicate needs and constrains to HR manager

The planning levels may be like Strategic, intermediate (SBU), operational (profit centre) and activity based

HR dept prepares HR strategies , objectives and policies in line with the corporate strategy

HRP tries to asses the HR requirement in advance keeping the production schedules, market fluctuations, demand forecasts, etc.

It is defined as:1. Erik Vettor, “A process by which an organisation ensures that it

has the right number and kinds of people at the right place, at the right time; capable of effectively and efficiently completing those tasks that will aid the organization in achieving its overall objectives”

2. Wick Stron – HRP consists of a series of activities• Inventorying existing manpower resources• Forecasting• Anticipating manpower problems• Planning the necessary programmes of recruitment, selection, etc.

Objectives of HRP

Forecast personnel requirements, recruit and retain Cope with changes- visualise impact of tech on jobs,

employees and hr requirement foresee turnover, steps to arrest, and fill up Improve quality, skill, knowledge, abilityUse existing manpower productively and assess

shortage and surplus and take measures Promote employees in a systematic mannerVisualise impact of imbalances due to non availability of

right skill, right number, at right time and place and corrective action

Maintain congenial IR and disciplineEstimate and control of HR cost

Importance's of HRP

To create reservoir of talentPrepare people for futureExpand or contractCut costSuccession planning

Current staffing

level

Employees in Employees out

•Transfer

•Promotions

•New recruits

•Recalls

Source of Inflow The Firm Projected Outflows

•Promotions

•Quits

•Terminations

•Retirements

•Deaths

•Layoffs

Current staffing level

Projected outflows this year

Projected inflows this year

Firms internal supply for this time next year

_+ =

Techniques of HRP1. Forecasting the demand.

2. Preparing HR inventory (supply forecast)

3. Determine gaps.

4. Formulating HR plans.

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1.Forcasting the demandExternal challenges (a) economic development (b) political, legal, social and technical changes (c) Competition, Organizational decisions, Workforce factor

Forecasting techniques (a) Expert forcast (b)Trend analysisOther methods

Steps to be followed Work force analysis Work load analysis Job analysis

2.Preparing HR inventory (supply forecast)

Internal labour supplyExternal labour supply

3. Determining gaps

Determination of quantitative gap and qualitative gap.

Reconciliation of demand and supply forecast to get number of people to be recruited or made redundant.

4.Formulating HR plansRecruitment planRedeployment planRedundancy planTraining planProductivity planRetention planControl plans

Factors affecting HRPInternal Factors

1) Strategies of the companies2) HR Policy of the company 3) Formal and informal groups4) Job analysis5) Time horizon6) Type and quality of

information7) Co’s production & operation

policy8) Trade Unions

External Factors:

1) Govt policies2) Level of economic

development3) Business environment4) Information Technology5) Level of Technology6) Natural factors7) International factors