Presented by:

SHAFIQ-UR- REHMAN(Psychologist & HR Specialist)

University of the Punjab

Lahore

Provide information about jobs currently

being done and the KNOWLEDGE, SKILLS and

ABILITIES that individuals need to perform

the jobs adequately.

(KSA’s ANALYSIS)

Human Resource Planning:

Process of determining an organization’s

human resource needs.

Mission Statement:

A brief statement of the reason an

organization is in business.

A process for determining an organization’s STRENGTH, WEAKNESSES, OPPORTUNITIES, and THREATS.

STRENGTH:

An organization’s best attributes and abilities.

WEAKNESSES:

Resource of an organization lack or activities it does poorly.

CORE COMPETENCY:

Organizational strength that represent unique skills or resources.

A computerized system that assist in the

processing of HRM information.

REPLACEMENT CHART:

HRM organizational charts indicating

positions that may become vacant in the

near future and the individuals who may fill

the vacancies.

Provides information about jobs currently

being done and the KNOWLEDGE, SKILLS and

ABILITIES that individuals need to perform

the jobs adequately.

Observational Method: A job analysis technique in which data

are gathered by watching employee work.

Individual Interview Method: Meeting with an employee to determine

what he or her job entails.Group Interview Method: Meeting with a number of employees to

collectively determine what their job entails.

Structured Questionnaire Method:

A specifically designed questionnaire on

which employees rate taskss they perform in

their jobs.

Technical Conference Method:

A job analysis technique that involves

extensive input from the employee’s

supervisor.

Diary Method:

A job analysis method requiring job

incumbents to record their daily activities.

A job analysis technique that rates jobs on

elements in SIX activity categories.

Information Input:

Where and how the workers get

information.

Mental Processes:

What reasoning and decision making

planning.

Work Output:

Tools and devices arebeing used.

Relationships with other people:

What relationships are required.

Job context:

In what physical and social contexts is work

performed.

Other job characteristics:

What special attributes exists on this

job(schedule, pay, responsibilities).

The O*NET content model provides a detailed description of the knowledge, skills and abilities that a worker will need to perform the every day tasks of a job.

O*Net replace the popular DICTIONARY OF OCCUPATIONAL TITTLE (DOT).

Purpose:

Provide more information to students needing carrier research to write reports and HR professional who want updated information on job requirements for jobs analysis.

Information provide online with out cost.

Slandered occupational classification (SOC) used by GOVT. and industry.

WORKER

CHARACTERISTICS

Abilities

Occupational

Interests

Work values

Work styles

WORKER

REQUIREMENTS

Skills

Knowledge

Education

EXPERIENCE

REQUIREMENTS

Experience and

Training

Licensing

OCCUPATIONAL

REQUIREMENTS

Generalized work

activities

Work context

WORKFORCE

CHARACTERISTICS

Labour Market

Information

Future Employee

opportunities

OCCUPATION

SPECIFIC

INFORMATION

Task

Tools and technology

Statement of what a job holder does, how it

is done under what conditions and why.

It includes job tittles, job identification, job

duties, job specifications.

Statements indicating the minimal

acceptable qualifications must posses to

successfully perform the essential elements

of their jobs.

Specialized knowledge/skills

Education/experience

Training/equipment

Work environment/physical requirements

Specific the relative values of each job in the

organization.

JOB DESIGN:

Refers to the way that the position and the

tasks within that position are organized,

including how and when the tasks are done

and any factor that effect the work such as

in what order the tasks are completed and

the condition under which the tasks are

completed.

Expending job content to create more

opportunities for job satisfaction.

Fredrick suggested ”If you want people to do

a good job, give them a good job to do”.

J.recherd Hackman offered a model of how

to design jobs that provide motivation based

on five core job characteristics:

I. Skill variety:

Alloying workers to use different skills and talents to do a number of different activities.

II. Task Identity:

Workers are able to see a completed product or project or some visible outcome that creates a sense of accomplishment.

III. Task Significance:

The tasks performed have some meaning full impact on the organization or the external environment.

IV. Autonomy:

worker has some control over the job.

V. Feedback from the job itself:

The job includes some opportunity.

Employees work longer days in exchange for longer weekends or other days off.

Flex Time:

An Alternative to traditional “9 to 5” work schedules allows employees to vary arrival and departure times.

Job Sharing:

Two people share one job by splitting the work with and the responsibilities of the position.

Telecommuting:

Using technology to work in a location other then the traditional work place

ADVANTAGES

Reduced commuting time

Reduced cost of transportation

Reduce child care costs

Cost savings from fewer on-site employees

Increased retention of current employees

Advantages in recruiting new employees

Reduced traffic at peak commuting hours

Increased morale

DISADVANTAGES

Lack of supervision of employees

Potential reductions in productivity

Increased turnover of employees who aren’t productive

Employees feeling isolated

Difficult to maintain “team atmosphere”

Increased stress

Expensive technology

Fair Labor Standards rules on overtime

Union Contracts

Question ?

Thank You