Job Design and Job Analysis and

Human Resource Planning

K.K.N.B. Adikaram
Department of Multidisciplinary Studies
Faculty of Technology
University of Ruhuna

Date: 26.01.2024
 Leaning outcomes
• Understand the process of orgnaizational Human Resource Planning.

• Identify key concepts of Human Resource Planning.

• Learn on organization’s job design, job analysis and human resource

planning.
 Job Design
• Job design is creation of jobs which individuals
in the organization have to perform.
 What is a Job?
• Jobs are basic
Task - is a series of motion and is
building blocks of a distinct identifiable
the organization small activity.

tasks Duty - is a series of tasks and is a

large work segment.
Responsibility - is the obligation
Organizational of performing the
unit of work entrusted tasks and
dutie responsibilities duties successfully.
s
 Task, Duty & Responsibility
Job Task Duty Responsibility
University • Talking Delivering Performing the
Senior • Writing lectures entrusted task
Lecturer • Observation and
• Asking question duties successfu
from the students lly
• Giving answers for
the questions
raised by
the students
• Preparing lecture 5

notes
 Job Design and its Direct Impact
Employee efficiency

Job design Employee effectiveness

• Contents
Employee productivity
• Tools and techniques
• Surroundings of the
work Employee satisfaction
• Relationship of one
job to other job Employee training and
development

Employee health and safety

 Characteristics of a job
Three fundamental characteristics shared by all jobs:

• Job range – the number of operations a job holder performs to

complete a task.

• Job depth – the number of discretion a job holder has to decide

job activities and job outcomes.

• Job relationships – the interpersonal relationships between job

holders and their managers and co-workers.
-Armstrong’s Handbook of Human Resource Management- Michael Armstrong
 Methods/ Techniques of job
• Scientific Technique design
• Job Enlargement
• Job Enrichment
• Job Rotation
• Professional Techniques
• Group Techniques
• Objective - to maximize the organizational productivity by maximizing
employee efficiency. Scientific Technique
• Under this method a job is created by grouping very limited parts together.

• This results in a more specialized job that has a shorter job cycle, which is
the required time to complete every duty in the job for once.
• Under this technique, job design considers the total work for achieving a
certain objective and divides it into distinct small parts.
• These distinct parts can be identified as duties.

• A job is created by grouping a limited number of small parts.

• A job consists of a limited number of duties.

• This result in a more specialized job.

• In fact, scientific technique focuses on specialization and attempts to gain

advantages of specialization.
• Generally a specialized job has a short job cycle.
Scientific Technique
Cont……
Productivity vs. Job Specialization
 Advantages & Disadvantages of
Advantages
• Speed of doing work increases
Job Specialization
Disadvantages
• Employee’s motions and fatigue are
minimized • Monotony

• Use of machines, tools and • Boredom

equipment are facilitated;
economized • Fatigue

• Time in learning the job reduces • Dissatisfaction

• Wastage goes down • Not knowing the whole
• Quality of output increases process

• Quantity of output increases

 Job Enlargement
• Increasing the scope of a job by including
a new related duty/duties in addition to
the current duties involved is job
enlargement.

• Giving the employee more tasks to

perform.
 Job Enrichment

• Increasing the depth of a job by

expanding authority and
responsibility for planning,
doing and controlling the job is
job enrichment.

• Increasing both the number of

tasks the worker does and the
control the worker has over the
 Job Rotation
• Job rotation is shifting an employee
from one particular job to another
without limiting the employee to do a
particular job only.

• Systematically moving employees from

one job to another.
 Professional Techniques
• Designing job according to a certain accepted profession
is professional technique.

• Some jobs in an organization can be designed so that

professionals such as accountants, physicians, engineers
and lawyers are employed.

• They often do not require much direct supervision in

getting the professional work done because they are
competent enough to perform all duties of the profession
successfully.

• They require less direct supervision and therefore they

design the jobs themselves.
 Group Techniques
• Job is designed so that a group of
individuals can perform it.
• Result is a collective job rather than an
individual job.
• Alternatively called Team
contemporary approach or team
working method.
 The Relationship between
• Productivity
Productivity increases up to a and
certain Specialization
point owing to the
advantages of specialization.
• i.e. up to a certain point there is a positive relationship between
productivity and specialization.

• Increased/ additional specialization means increased productivity up to a

certain point.

• If the job is made specialized further, productivity tends to

decline.
• Due to the disadvantages of specialization, after a certain point, if degree of
specialization is increased further, then degree of productivity declines.

• i.e: the job becomes overspecialized and then it will result in boredom,
monotony, fatigue, not understanding the whole work of the organization,
 Purpose of Job Design
• The primary objective is to achieve organizational
success and progress of success.

• Therefore, jobs should be designed

• To make the job productive

• To make the job satisfy

• There should be a trade- off between efficiency
elements ( division of labour, standardization,
specialization) and behavioral elements (skill
variety, task identity, task significance,
autonomy, feedback)
• Efficiency elements- Elements which leads to minimize
time, effort, and cost which need to perform a particular
job

• Behavioral elements – elements which lead to employee

satisfaction
 Employee / Job Fit Concept
If there is a mismatch:
• Change the employee
Employee
• Technical and other
• Giving a special training
competencies, physical
ability, values, • Employee can be replaced
expectations
• Re-design the job (job
Job
• Task, duties,
rotation, job enlargement,
responsibilities,
working conditions
and arrangements
job enrichment)
 Process of Job design
• Process of work arrangement / re-arrangement.

• Create the job satisfaction/ overcome job dissatisfaction

of employees.

• Specify contents, methods and relationships of jobs.

• Making optimize use of job/work-time.

• Job design starts with an analysis of task requirements,

using the job analysis techniques.
 Job analysis

• The procedure for determining the duties and skill requirements of a

job and the kind of person who should be hired for it.
- G. Dessler - Human Resource Management

• Job Analysis is a systematic investigation of job and job holder

characteristics to create a collection of information that can be used to
perform various HRM functions.
-H.H.D.N.P. Opatha
 Significance of Job Analysis
Due to the impact on:

Human Resource
Performance
Planning
Evaluation

Recruitment Reward
Management

Job
Selection Analysis Job Design

Induction/ Health and

Orientation Safety
Management

Training and Labour

Development Relations
 Job Analysis Process
Acquire general familiarity with the organization

Identify and select job(s) to be analyzed

Develop JA checklist

Collect data

Apply JA data

Evaluate JA effort & feedback

 Job Analysis checklist
• Job identification data

• Duties and responsibilities

• Human characteristics

• Working conditions

• Health and safety conditions

• Performance standards

• Other job-related features

 Methods of Data Collection
• Observation

• Participation

• Questionnaire

• Employee log (Diary)

• Interviews

• Jury of experts (Technical conference)

 Apply JA data
• Determine the human resource requirements
of the job, its specific duties and
responsibilities.

• Direct to develop;

• Job descriptions

• Job specifications
 Components of job analysis
• Using this set of data two major documents about the jobs are prepared

• Job Description

• A written statement

• A list of job’s duties, responsibilities, reporting relationships, and

supervisory responsibilities.

• Job Specification

• A list of job’s “human requirements” that is the requisite education, skills,

personality, and etc.

• Those are the personal qualities, traits, skills and background required to
preform the job.
 Use of Job Analysis

Job Analysis

Job Description
and Job
Specification

Job Evaluation-
Recruiting and Performance Wage and Salary Training
selection decisions appraisal decisions requirements
(Compensation)

G. Dessler - Human Resource Management

 Strategic Human Resource
Management

• Formulating and executing human resource policies and practices

that produce the employee competencies and behaviors the
company needs to achieve its strategic aims.

- G. Dessler - Human Resource Management

 Human Resource Planning

• Part of the planning process.

• Personnel plan.

• Anything a company does , or plan to do

requires human resources.
i.e managers or other personnel
 Human Resource Planning
Cont……
• Human resource planning is the process of determining
future employees needs and deciding steps or strategies
to achieve those needs for the purpose of accomplishing
organizational goals and objectives.

• Objective - To ensure the best fit between employees and

jobs, while avoiding manpower shortages and surpluses.
 HRP Process
1 Forecast future demand for HR

2 Estimate HR supply

3
Compare forecast demand with estimated supply

4
Develop strategies to be taken

5 Assess HRP effort

Feedback
 Importance of HRP
• To determine future employee needs (employee demand)

• To utilize human resources more efficiently and effectively.

• To control employee cost.

• To develop highly competent managerial and professional

employees.

• To formulate an implement strategic plans

 Forecast Future Demand For Human
•
Resource
This involves estimating the types and number of employees needed for the
future.

• Factors affecting future demand for HR

• Demand for the product

• Goals and strategic plans of the organization

• Production methods

• Retirements

• Resignations

• Deaths

• Leave of absence

• Termination
 Strategies That Can Be Taken
In Surplus Conditions
• Stopping of hiring new employees
• Voluntary departure

• Early retirement on voluntary basis

• Temporary stoppage of employee service

• Expansion of business activities

• Stoppage of working overtime

 Strategies That Can Be Taken
In Shortage Conditions
• Have current employees work over time
• Subcontract work to other firms
•• Job enlargement
• Capital substitution
• Higher part time and casual employees
Thank you!