UNIT – I

INTRODUCTION TO HUMAN RESOURCE

MANAGEMENT

"You must treat your employees with respect and dignity because in the most automated factory in the world,
you need the power of human mind. That is what brings in innovation. If you want high quality minds to work
for you, then you must protect the respect and dignity. " ---Mr N.R. Narayana Murthy, Chairman Emeritus,
Infosys Ltd .

I - MEANING OF HRM

Human: refers to the skilled workforce in an organization.

Resource: refers to limited availability or scarce.
Management: refers how to optimize and make best use of such limited or scarce resource so as to meet the
organization goals and objectives.

Human Resource Management is the process of recruiting, selecting, inducting employees, providing
orientation, imparting training and development, appraising the performance of employees, deciding
compensation and providing benefits, motivating employees, maintaining proper relations with employees and
their trade unions, ensuring employees safety, welfare and healthy measures in compliance with labour laws of
the land.
Therefore, human resource management is meant for proper utilisation of available skilled workforce and also
to make efficient use of existing human resource in the organization.

THE FIVE M’S OF HRM

 Men,
 Money,

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  Machines,
 Materials,
 Methods,
HRM deals about the first M, which is men. It is believed that in the five Ms, "men" is not so easy to manage.
"every man is different from other" and they are totally different from the other Ms in the sense that men
possess the power to manipulate the other Ms. Whereas, the other Ms are either lifeless or abstract and as such,
do not have the power to think and decide what is good for them.
THREE “P’s” OF HRM

1. People :- core strength of an organization which cannot be replaced by any other resources.
2. Process :- IT enabled process or digitalization of HR activities makes the work easier.
3. Performance :- pillars of performance are people and process which turns into value creation and return
on investment.

THE TEN "Cs" of HRM

 cost effectiveness
 competitive
 coherence
 credibility
 communication
 creativity
 competitive advantage
 competence
 change
 commitment.

II - DEFINITIONS OF HRM
Many great scholars had defined human resource management in different ways and with different words, but
the core meaning of the human resource management deals with how to manage people or employees in the
organization.

Edwin Flippo defines- Human Resource Management as “planning, organizing, directing, controlling of
procurement, development, compensation, integration , maintenance and separation of human resources to the
end that individual, organizational and social objectives are achieved.”

According to Decenzo and Robbins, “Human Resource Management is concerned with the people dimension”
in management. Since every organization is made up of people, acquiring their services, developing their skills,
motivating them to higher levels of performance and ensuring that they continue to maintain their commitment
to the organization is essential to achieve organsational objectives. This is true, regardless of the type of
organization – government, business, education, health or social action”.

III - NATURE OF HRM

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 Human ResourceManagement is a process of bringing people and organizations together so that the goals of
each are met. The various features of HRM include:

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  It is pervasive in nature as it is present in all enterprises.

 Its focus is on results rather than on rules.

 It tries to help employees develop their potential fully.

 It encourages employees to give their best to the organization.

 It is all about people at work, both as individuals and groups.

 It tries to put people on assigned jobs in order to produce good results.

 It helps an organization meet its goals in the future by providing for competent and well-motivated
employees.

 It tries to build and maintain cordial relations between people working at various levels in the organization.

 It is a multi-disciplinary activity, utilizing knowledge and inputs drawn from psychology, economics, etc.

IV - FEATURES OF HUMAN RESOURCE MANAGEMENT

1. Action Oriented: Human Resource management focuses attention on action, rather than on
record keeping, written procedures or rules. The problems of employees at work are solved through
rational policies.

2. Individuality Oriented: It tries to help employees develop their potential fully. It encourages them to
give out their best to the organization. It motivates employees through a systematic process of
recruitment, selection, training and development coupled with fair wage and policies.

3. Integrating Mechanism: Human Resource Management tries to build and maintain cordial relations
between people working at various levels in the organization. In short, it tries to integrate human
aspects assets in the best possible manner in the service of an organization.

4. Pervasive Force: Personnel Management is pervasive in nature. It is present in all enterprises.

It permeates all levels of management in an organization.

5. Auxiliary Service: Personnel departments exist to assist and advise the line or operating managers to
do their personnel work most effectively. Human Resource manager is a special advisor.

V - SCOPE OF HUMAN RESOURCE MANAGEMENT

The scope of HRM is, indeed, very vast and wide. It includes all activities starting from manpower planning till
employee leaves the organisation. Accordingly, the scope of HRM consists of acquisition, development,
maintenance/retention, and control of human resources in the organisation (see figure 1.1). The same forms the
subject matter of HRM. As the subsequent pages unfold, all these are discussed, in detail, in seriatim.

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 The National Institute of personnel Management, Calcutta has specified the scope of
HRM as follows:
1. The Labour or Personnel Aspect:
This is concerned with manpower planning, recruitment, selection, placement, transfer, promotion, training and
development, lay-off and retrenchment, remuneration, incentives, productivity, etc.

2. Welfare Aspect:It deals with working conditions, and amenities such as canteen, creches, rest and
lunch rooms, housing, transport, medical assistance, education, health and safety, recreation facilities, etc.

3. Industrial Relations Aspects:

This covers union-management relations, joint consultation, collective bargaining, grievance and disciplinary
actions, settlement of disputes, etc.

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 VI - OBECTIVES OF HRM

The objectives of HRM can be broken down into four categories:

1. Societal objectives: Measures put into place that respond to the ethical and social needs or challenges of
the company and its employees. This includes legal issues such as equal opportunity and equal pay for equal
work.

Supporting Functions Societal Objectives :-

 .Legal compliance
 Benefits
 Union Management relations

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 2. Organizational objectives: Actions taken that help to ensure the efficiency of the organization. This
includes providing training, hiring the right amount of employees for a given task or maintaining
high employee retention rates.

Supporting function of organizational objectives:-

 Human resource planning

 Employee relations
 Selection
 Training and development
 Appraisal
 Placement
 Assessment

3. Functional objectives: Guidelines used to keep the HR functioning properly within the organization as
a whole. This includes making sure that all of HR’s resources are being allocated to its full potential.

Supporting function of functional objectives:-

 Appraisal
 Placement
 Assessment

4. Personal objectives: Resources used to support the personal goals of each employee. This includes
offering the opportunity for education or career development as well as maintaining employee satisfaction.

Supporting function of personal objectives:-

 Training
 Appraisal
 Placement
 Compensation
 Assessment

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 Who works for Human resource management?
1. At Strategic level :- Chief Human Resource Officer (CHRO) is a corporate level officer,
responsible for formulating and executing human resource strategy in match with overall organization's
plan and strategic direction of the organization, particularly in the areas of succession planning, talent
management, change management, executive compensation, organizational performance. He supervise
industrial relations policies, practices and operations of an organization. CHRO may also involve in
selection of board members of an Organization.
2. At Supervision level :- HR Director belongs to top-level management, responsible for the
administration of all human resource activities and policies. The director supervise employees'
compensation, benefits, staffing, affirmative action, employee relations, health and safety, and training
and development functions. They also oversee below mentioned professional human resources staff.
3. At Execution level :- Recruiter (Hiring manager) who is responsible filling vacancies by finding
right candidates and finally placing them in the job. The best recruiters can woo even the most passive
candidates, but should have the data needed to influence their organization’s hiring strategy. They are
part artists and part scientists. Here aresome tips to become best recruiter.

VII - IMPORTANCE OF HUMAN RESOURCE MANAGEMENT

The importance of human resource management can be discussed, after Yodder, Hemerman and other from

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 three standpoints, viz. social, professional and individual enterprise.

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 (a) Social Significance:- Proper management of personnel, enhances their dignity by satisfying their social
needs. This is done by-

 maintaining a balance between the jobs available and the job seekers according to the qualification and
needs.
 Providing suitable and mist productive employment, which might bring them psychological satisfaction.
 making maximum utilization of the resource in an effective manner and paying the employee a
reasonable compensation in proportion to the contribution made by him.
 eliminating waste or improper use of human resource, through conversation of their normal energy and
health.
 by helping people make their own decisions, that are in their interests.

(b) Professional Significance :- By providing healthy working environment, it promotes team work among the
employees. This is done by-

 maintaining the dignity of the employees as a ―human being.

 providing maximum opportunities for personal development.
 providing healthy relationship between different work groups so that work is effectively performed.
 improving the employees‘ working skill and capacity.
 correcting the errors of wrong posting and proper reallocation work.

(c) Significance for Individual Enterprise:- It can help the organization in accomplishing its goals by-

 creating right attitude among the employees through effective motivation.

 utilizing effectively the available resources and
 securing willing co-operation of the employees for achieving goals of the enterprise and fulfilling their
own social and other psychological needs of recognition, love, affection, belongingness, esteem and self
actualization.

HRM is more relevant in today‘s context due to the following compulsions:-

1. Change Management: Today, terms such as Learning Organization, Managing Organizational Change,
Change Agents and the like are being increasingly encountered. It is now an accepted fact that any organization
can survive in today‘s socio-economic environment only if it is proactive to environment changes. Advances in
information technology too are focusing organizations to change their very way of thinking.

2. Competence: It is often said, “Give a man a job that he excels at and he would not have to work.” In the
organizational context, it may not be always feasible to allocate tasks to individuals at which each one excels,
but surely we can enhance competence of individuals for specific tasks through well-designed training
programmes. It is equally important to take note of the interests of the individual. It is much easier to train him
in tasks closer to his inherent liking.

3. Commitment: Commitment levels can be assessed in a number of ways. One can make use of informal
interviews and questionnaires, statistics on absenteeism, grievances, and voluntary separations. Transparency in
organizational functioning, employees‘ perception of various HRM policies, channels of communication, and
role models played by superiors strongly influence employee commitment.

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 4. Congruence of objectives: Even well-qualified and committed employees could pursue goals at variance to
the organizational objectives. It is, therefore, essential that all newcomers to the organization are properly
socialized into the existing community and are made aware to the organizational values, work ethics, customs
and traditions. It is important that they know what the organization stand for and what it wants to achieve and in
the process, what is expected from each individual, so that he can find reason and meaning for his existence in
the organization. This exercise is commonly referred as socialization.

5. Motivation: Another aspect of human behavior is the employee‘s willingness to work and the desire to
constantly improve his performance. People want to contribute to meaningful goals, particularly, those they
have in setting. It is necessary to create an environment in which all members can contribute to the limits of
their ability. Subordinates must be encouraged to participate in the process of decision-making, continually
broadening their self-direction and self control as this will improve operating efficiency.

VIII - Function of Human Resource Management

Five basic (Managerial) function of Human Resource Management

1. Planning
2. Organizing
3. Staffing
4. Direction
5. Controlling

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 1. PLANNING
Planning is the first and basic function of the management and everything depends upon planning as it
is a process of thinking about things before they happen and to make preparations in-advance to deal
with them. It bridges the gap between where we are and where we want to go. Poor planning results in
failure and effects overall system. Therefore HR Mangers should be aware of when is right time to do
things, when things should be done and when things should not be done in order to achieve goals and
objectives of the organization.

 Establishing goals and objectives to be achieved :- through the employees so as to achieve the
organizational mission set by the top-level management.

 Developing rules and procedures :- which has to be followed by the employees in order to avoid any
sort of discrimination among the employees in any of their functions, to enable fair and transparent
treatment among employees, to avoid conflict starting from recruitment to the separation of employees,
inculcate discipline among the employees, to drive performance of employees and ultimately to avoid
conflict and contravenes with statutes and employment laws of the land, ultimately for smooth running
of the organization.

 Determining plans and forecasting techniques as a part of Human resource planning:- to avoid any
shortfall of workforce so as to avoid impact on the output of the organisation, to draw the estimation of
workforce exactly needed for the organisation and to plan for attracting talented candidates.

 HR outsourcing:-as that of make or buy decision in operations management, human resource manager
should be able to make decisions with regard to HR activities which are to be executed by the
management itself or to be outsourced when there is advantage of expertise to bring in and cost-saving
for organization. The following are the most outsourced HR activities; legal advice and support,
employee payroll, pensions, training and development, recruitment, employee assistance, compensation
and benefits, outplacement is, human resource information systems, employee relations, policy-making,
strategic partnerships, appraisal of employees and resource planning.

2. ORGANIZING

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 HR managers should be well aware of organizing everything related to human resource and organisation
as organizing is the process of making and arranging everything in the proper manner in order to avoid
any confusion and conflicts.

 Giving each member a specific tasks :-to finish overall objectives of the job given to an employee
is the duty of the Human Resource Manager, besides it also to the duty of Human resource manager
to define task clearly before entrusting job to an employee. HR managers should keep in mind that
task entrusted to employees should be matched with their skill set and abilities and It is also lookout
of HR managers to give training to employees in the area or subject which is going to be entrusted to
employees, otherwise the task entrusted to employees gets failed and defeated.

 Establishing departments and divisions:- according to the nature of jobs and works in order to
improve the efficiency, expertise and speedup the work. Establishment of separate divisions and
departments would give easy and effective control over employees by the management which
would give better results and improve overall performance of the organisation.

 Delegating authority to the members:- for a good cause and to make employees more responsible
towards their job . Delegating authority to employees makes them to be more responsible towards
organisation as there is a principle called authority equals to responsibility,vice versa when you load
an employee with responsibilities, he should be given authority so as to fulfill the responsibilities
casted upon employee. Authority without responsibility and responsibility without authority defeats its
purpose. Therefore when employees feels responsible and accepts responsibilities, it is a good sign as it
makes employees to be engaged in the job.

 Establishing channels of authority and communication :-is the primary responsibility of any human
resource manager which would enable managers to effectively communicate desired goals and
objectives of the organisation. Having effective communication will avoid conflicts, make staff to
understand what exactly they are expected to and also enable the manager to get the things done in
time.

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  Creating a system to coordinate the works of the members :- so as to make the employees to
work properly and not to cause any conflict in the allocation of the work to the employees. Improper
and

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 discriminating allotment of the work we will make one or the other employee feel overburden, burnout
and can create conflicts among employees among members which is not good for the organisational
health.and building teams will create teamwork which creates synergy among team that will bring out
the best out of them.

3. STAFFING
Staffing is one of the key functions of human resource management as staffing is the process of
employing right people, providing suitable training and placing them in the right job by paying them
accordingly and satisfactorily.

 Determining the type of people to be hired :- should be emphasised as they are the fundamental
resource and investment for any organisation. Every organisation wants right people with them but they
come at a price. Employee compensation is a key factor in primary motivating factor to attract talented
and retain them in the organisation for a long period of time.

 Compensating the employees :- is one of the core functions of the human resource management.
Among all the motivating factors money is the very important primary motivating factor for any
employee. Providing right compensation for the work done by the employee will not only make
employee feel happy, it will also make the organisation in complainance with employment laws of the
land, if not it is unjustified and amounts to exploitation of employees which is against law.
 Setting performance standards, measuring and evaluating the employees: A performance
appraisal is meant to help employees realise their strengths and shortcomings and receive a
compensation accordingly. The very purpose of appraising the performance of employees is to evaluate
and compensate accordingly. Unless organisation sets performance standards to its employees, it cannot
compare and measure employees actual performance with the standard performance.

 Counselling the employees :-as a Human Resource manager, for understanding and helping people who
have technical, personal and emotional or adjustment problems with an objective to reduce them, so that
performance of employees are maintained at expected level or even improved upon.

 Recruiting prospective employees and selecting the best ones :- is one of the primary functions of
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 human resource management. Recruiting is the process of inviting the people who were willing to join

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 the organisation and selecting best out of them is the crucial process in which various selection tests are
conducted. Having best people in the organisation will make that organisation is best in all the ways
which would create employer brand that will help to attract talented people and also make them to retain
in the organisation long period of time.

 HR Metrics: Application of formulas for measuring and calculating core HR issues so as to draw exact
HR results and current scenario of organisation. The very purpose of HR metrics is to indicate current
position and performance of the organisation. Core HR issues where HR metrics can be applied are
Time to fill an employee, Cost per hire of an employee, Employee absenteeism rate, Employee training
others, Turnover cost, Turnover rate, annual Turnover of an employee, Workers compensation cost for
an employee, Revenue per employee, Return on Investment (ROI) and Yield ratio.

4. DIRECTING

Directing is a knowledge, discipline and formal way of communicating to others that what you are expecting
from them to do for you or to an organization. Unless a HR manager has capability of directing, he / she can't be
said as full-fledged HR manager. when a HR manager has right directing capabilities, it is gives clarity for
employees what they are expected to perform, removes confusion in employees and gives clarity of what results
are expected by the management from employees.

 Getting work done through subordinates so as to meet the organisation's goals and objectives. Indeed
getting work done to others is an art which every Human resource manager should possess, for which
employee motivation by the Human Resource Management influences and matters a lot.

 Ensuring effective two-way communication for the exchange of information with the
subordinates in order to effectively communicate the goals and objectives of the organisation as it plays
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 key role in understanding what the Human Resource manager or organisation is expecting from
employees to perform. Miscommunication between employees block the progress and even would lead
to conflicts which eventually affects the overall performance of the organisation.

 Motivating subordinates to strive for better performance by way of providing employee recognition,
rewards, intrinsic benefits, paid vacations, increments in salary, gifts, any social security benefits to
employees and their family members is one of the functions of Human Resource Management.

 Maintaining the group morale by way of fair treatment among employees, being ethical and generous
towards employees, management being loyal to its employees and giving priority to employee concerns.

5.CONTROLLING
HR managers should have the knowledge of controlling all HR related matters, as they should be able to
think and decide what should be done and what should not be done and which should be done and which
should not be done while dealing with employees.

 Establishment of standard performance so as to measure the actual performance of the employees by

conducting performance evaluation for appraisals

 Measurement of actual performance with the established performance standards of employees for
finding out gaps in employee performance.

 Comparison of actual performance with the standard one to find the deviation for initiation of corrective
actions, if there are any deviations.
 Corrective actions include giving proper and suitable training to such employees or withholding of
increments in payments until performance gaps are none.
 Demotion of employee, suspension and discharge from job is initiated when serious deviations are
identified

Operative function of Human Resource Management

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 1. Procurement
2. Development
3. Compensation
4. Maintenance
5. Motivation
6. Integration

1. PROCUREMENT

 Job analysis is a systematic process of gathering all the data & information pertaining to the job for
preparing of job specification which determine the skills, qualifications & traits for job and preparation
of job description which describes the duties and responsibilities so as to recruitment and selection of
employee, give satisfaction on the job, and feel motivation while doing the job.

 Job design is the process of deciding on the content of a job in terms of its duties and responsibilities;
on the methods to be used in carrying out the job, in terms of techniques, systems and procedures and on
the relationships that should exist between the job holder and the superiors, subordinates and colleagues.
Job enlargement, job enrichment, job rotation, and job simplification are the various techniques used in
a job design exercise.

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  Recruitment & selection - Recruitment and selection of the human resources for an organisation is the
major and basic function of human resource management. Human resources planning and recruiting
precede the actual selection of people for positions in an organisation. Recruiting is the process of
inviting qualified job seekers by using different platforms like issuing notification in regular newspapers
or employment newspapers which are exclusively meant for employment news and notifications,
television media, online and on social networking websites which have become mostly used resources
for recruitment and hiring people. Selection is process of placing the competing candidate on the job.
There are two major source of recruitment of employees:-
a. recruitment through internal sources
b. recruitment through external sources.

 Human resource planning

HRP may be defined as strategy for acquisition, utilization, improvement and preservation of the human
resources of an enterprise. The objective is to place right personnel for the right work and optimum
utilization of the existing human resources. HRP exists as a part of the planning process of business.

The major activities of Human resource planning include:

1. Placement of employee in the job where he exactly fit

2. forecasting (future requirements),
3. inventorying (present strength),
4. anticipating (comparison of present and future requirements) and
5. planning (necessary programme to meet future requirements).

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  Induction & Orientation:

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 Induction of Employee is the first step towards gaining an employees' commitment, Induction is aimed
at introducing the job and organization to the recruit and him or her to the organization. It covers the
organization’s history, philosophy, mission and vision, and the managerial style of the
organization. Orientation is the planned introduction of new employees to their jobs, coworkers, and
the organization so as to alien an employee with their job role.

 Socialization is a process of making employees to mingle up with everyone for team-spirit

2. DEVELOPMENT
 Career planning and Career development; process of establishing personal career objectives by
employees and acting in a manner intended to bring them about. HR managers should help their
employees in knowing their strengths for placing them in suitable job, guide employees what skills and
knowledge should be acquired for attaining higher positions, planning for suitable training for
polishing existing skill set and providing good work-life-balance to make balance between career and
personal life.

 Executive development ; developing the skills and competencies of those that (will) have executive
positions in organisations.

 Employee training and development . It ensures continuous skill development of employees working
in organisation and habituates process of learning for developing knowledge to work.
Imparting Training and Development to employees through various methods is the foundation for
obtaining quality output from employees. Employee training methods or categorised into on-the-job
training methods and off the job training methods.

a. On-the-job training methods:

job rotation, coaching, job instruction, committee assignments, apprenticeship and internship
b. Of the job training methods:
classroom lecture method, audiovisual training method, simulation, bistable training, case
studies, role playing and the programmed instruction method.

 Overall development of organisation: Though human resource department is one of the departments in
organization, but it is linked to overall development of organisation as employees are center for final
output and organisation's performance.

3. COMPENSATION
This is done by:

 Job evaluation :- it is process of analyzing and assessing various jobs systematically to ascertain their
relative worth in an organization.

 Performance evaluation is also called as performance appraisal of employees. Human Resource

Managers can adopt various methods for assessing the performance of the employees So as to take
decisions with regard to compensating and rewarding employees, training of employees if performance
is poor and it would take corrective actions. It is done in three ways:-

a. Traditional methods of Performance Appraisal

b. Modern Methods of Performance Appraisal
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 c. 360 Degrees Performance Appraisal

 Wages or salary administration . It's administration of salaries by HR managers is very crucial

function as financial implications and legal complaince is involved. Any deviations in payment of
salaries will lead to immediate dissatisfaction of employees and effects their moral.Minimum wage - It
is also called as irreducible wage, which should be sufficient for worker to get food clothing and shelter.
a. Fair wage - Wage which is paid according to the work of the work
b. Living wage - It is just above minimum wage, which is sufficient to meet minimum
health expenses, children education with food, clothing and shelter.

Salary nomenclature is used in the context of employees. Generally salary of employees is paid monthly
and it consist of various components like basic pay, dearness allowance and house rent allowance especially in
the case of government employees. Whereas private employees' salary normally doesn't consist of said
components as it is paid under single head that is salary and benefits of employees doesn't come under salary
head, therefore employee benefits could be monetory or nonmonetary cannot be counted with salaries of
employees, they are specifically provided for providing social security and motivating employees. Especially
government employee salary format will be

Salary = Basic pay+ Dearness allowances+ House rent allowance.

 Employee rewards, perks and benefits payments according to the employment and labour laws.

4. MAINTENANCE / MOTIVATION

 Employee well-being; Providing good working conditions at workplace is the fundamental duty of
Human Resource Management department.
 Social security for employees through :-
a. Payment of Gratuity Act, 1972
b. Workmen's Compensation Act, 1923
c. Employee State Insurance Act, [ESI] 1948
d. Payment of Bonus Act, 1965
e. The Employees’ Provident Funds and Miscellaneous Provisions Act, 1952
f. Maternity Benefit Act,1961 (Maternity Benefit (Amendment) Act, 2017)
g. Maternity leave laws
 Worker's participation in management
 Providing Good work-life balance
 Motivating employees
 Job rotation
 Maintaining HR records in accordance with employment laws and oranisational needs is the
basic function of Human Resource Management.
 Human Resource information system

5. INTEGRATION
 Industrial relations :- Maintaining proper industrial relationships is the core activity of
Human Resource Management so as to avoid industrial disputes.
 Employee Discipline
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  Dispute settlement by
a. Collective bargaining
b. Being a spokesman of employees and organization
c. Resolving conflicts among employees
d. Prevention and dealing with sexual harassment at work place

IX - HR MANAGER – ROLES , RESPONSIBILTIES AND DUTIES

Human resources manager mainly manages all the activities like planning, updation and directing functions of a
business/company. They basically act as a link between the employees and company management. It is the role
& responsibility of the HR manager that all the human resource management functions of the company
should be managed smoothly. The role of an HR manager of the company is the sole face of the human resource
department.

How to Become a Human Resources Manager?

The human resource manager not only needs skills and abilities but there are also few other things which are
very vital to become an HR manager.
Educational qualification of HR manager:
 A bachelor’s degree in human resources or any other fields like finance, information
technology, management or education.
 A master’s degree in human resource and an MBA can be even more beneficial.
Work Experience:
Though degrees and diplomas help you in acquiring the position but managing and handling the designation
surely requires works experience.
It is a well-known fact that managerial position requires good knowledge regarding, conflict management,
employee engagement, employee management and also the laws regarding HR etc which all can be
gained through experience only.

Duties of Human Resources Managers

As a manager of an important division of an organization, the duties are usually many and also hold
great importance in a company. Some of them are listed below-

 Correlating and planning to make the best use of the employee talents and skills
 Administer the work of support staff and specialists of their team
 Building a relationship between employee and organization management
 Guide in helping their team in recruiting and hiring employee workforce
 Moderate and act on employee benefit programs
 Avoiding and solving different types of conflicts arising in an organization
 Consulting with department managers over important organizational issues

Important Qualities of Human Resources Managers

 Skillfulness and knowledge In HR

 The sense of work ethics
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  Good presentation skill
 Conflict management
 Leadership abilities
 Multitasking abilities
 Ability to motivate others
 Efficiency to deal with ‘GRAY’
 Effective Communication
 Courage and confidence to handle complex matters

Skills Of Human Resources Manager

 Decision-making skills
 Teamwork and collaboration
 Interpersonal skills
 Performance management
 Leadership skills
 Onboarding
 Organizational skills
 Employee relations.
 Speaking skills
 Human Resources Information Software (HRIS)
 Worker’s compensation
 Scheduling and managing
 Customer service
 Project management

Primary responsibilities of the Human Resource Manager

1. To develop a thorough knowledge of corporate culture, plans and policies.
2. To act as an internal change agent and consultant.
3. To initiate change and act as an expert and facilitator.
4. To actively involve himself in company’s strategy formulation.
5. To keep communication lines open between the HRD function and individuals and groups both within
and outside the organisation.
6. To identify and evolve HRD strategies in consonance with overall business strategy.
7. To facilitate the development of various organisational teams and their working relationship with other
teams and individuals.
8. To try and relate people and work so that the organisation objectives are achieved effectively and
efficiently.
9. To diagnose problems and to determine appropriate solution particularly in the human resources areas.
10. To provide co-ordination and support services for the delivery of HRD programmes and services.
11. To evaluate the impact of an HRD intervention or to conduct research so as to identify, develop or test
how HRD in general has improved individual or organisational performance.

GIMT – Dr. Vinita Dawer 25

 Core responsibilities of Human resource management
1. Planning for staffing needs
2. Employee Recruitment And Selection
3. Employee Compensation And Benefits
4. Employee Training and performance evaluation

Role of a Human resource Manager

1. The Conscience Role: Under this role, the HR Manager reminds the management of their moral and ethical
obligations towards employees.

2. The Counsellor Role: Under this role he encourages the employees to meet him frequently for consultation
and discussion of their mental, physical and career problems and at times even their family problems.

3. The Mediator Role: Under this role, he tries to settle disputes between labour and management as also those
between an individual and a group. He is not only a peace maker but also serves as a liaison and communicating
link.

4. The Spokesman Role: under this role, he works as a spokesman for or as a representative of his
organization. This he is able to do as he deals intimately with many key organizational activities and functions
and has a better overall picture of his company‘s operations.

5. The Problem-Solver Role: He is a problem-solver in respect of issues involving human resource

management and overall long-range organizational planning.

6. The Change- Agent Role: He serves as a change agent in respect of introduction and implementation of
major institutional changes.

X – HUMAN RESOURCE PLANNING

INTRODUCTION

GIMT – Dr. Vinita Dawer 26

 Human resources undoubtedly play the most important part in the functioning of an organization. The term
‘resource’ or ‘human resource’ signifies potentials, abilities, capacities, and skills, which can be developed
through continuous interaction in an organizational setting.
The interactions, interrelationships, and activities performed all contribute in some way or other to the
development of human potential. Organizational productivity, growth of companies, and economic development
are to a large extent contingent upon the effective utilization of human capacities.
Hence, it is essential for an organization to take steps for effective utilization of these resources. In the various
stages in the growth of an organization, effective planning of human resources plays a key role.

MEANING OF HRP

The Human Resource Planning is the process of finding the right number of people for the right kind of a job,
at a right time and the right place, by forecasting the organization’s demand for and supply of human resources
in the near future.

In other words, Human Resource Planning is responsible for arranging the right people for the right job from all
the available sources. And not only this, it also anticipates the vacancy arising due to the promotion, transfer,
retirement, termination, of an employee and thus, plans for the manpower accordingly. This planning is
generally done to enable an organization to move from the current manpower position to the desired manpower
position. The human resource planning begins with the enterprise’s estimation for the manpower requirement
and then sources are found from where this need can be fulfilled. The Human Resource Planning should not
focus only on filling the vacant positions, but should emphasize on hiring the right person for the right job. It
also focuses on developing the skills of an existing employee through an interactive training program, with the
intention to make them well equipped with the skills required in the future, for the attainment of the
organization’s objectives.

DEFINITION OF HUMAN RESOURCE PLANNING

According to E.W. Vetter human resource planning is “a process by which an organisation should move from
its current manpower position to its desired manpower position. Through planning, management strives to have

GIMT – Dr. Vinita Dawer 27

 the right number and right kind of people at the right places at the right time, doing things which result in both
the organisation and the individual receiving maximum long-run benefit.”

According to Leon C. Megginson human resource planning is “an integrated approach to performing the
planning aspects of the personnel function in order to have a sufficient supply of adequately developed and
motivated people to perform the duties and tasks required to meet organisational objectives and satisfy the
individual needs and goals of organisational members.”
Thus Human resource planning may be viewed as foreseeing the human resource requirements of an
organisation and the future supply of human resources and-

 making necessary adjustments between these two and organisational plans; and
 foreseeing the possibility of developing the supply of human resources in order to match it with
requirements by introducing necessary changes in the functions of human resource management.
 In this definition, human resource means skill, knowledge, values, ability, commitment, motivation, etc.,
in addition to the number/of employees.

XI - NEED FOR HRP

 Assessing Future Personnel Needs:
Whether it is surplus labour or labour shortage, it gives a clear picture of defective planning or absence
of planning in an organization. It is the result of surplus labour that the companies later on offer schemes
like Voluntary Retirement Scheme (VRS) to eliminate surplus staff. Thus, it is better to plan well about
employees in advance. Through HRP, one can ensure the employment of proper number and type of
personnel.
 Foundation for Other HRM Functions:
HRP is the first step in all HRM functions. So, HRP provides the essential information needed for the
other HRM functions like recruitment, selection, training and development, promotion, etc.
 Coping with Change:
Changes in the business environment like competition, technology, government guidelines, global
market, etc. bring changes in the nature of the job. This means changes in the demand of personnel,
content of job, qualification and experience needed. HRP helps the organization in adjusting to new
changes.
 Investment Perspective:
As a result of change in the mindset of management, investment in human resources is viewed as a
better concept in the long run success of the enterprise. Human assets can increase in value as opposed
to physical assets. Thus, HRP is considered important for the proper planning of future employees.
 Expansion and Diversification Plans:
During the expansion and diversification drives, more employees at various levels are needed. Through
proper HRP, an organization comes to know about the exact requirement of personnel in future plans.
 Employee Turnover:
Every organization suffers from the small turnover of labour, sometime or the other. This is high among
young graduates in the private sector. This necessitates again doing manpower planning for further
recruiting and hiring.
 Conformity with Government Guidelines:

GIMT – Dr. Vinita Dawer 28

 In order to protect the weaker sections of the society, the Indian Government has prescribed some norms
for organizations to follow. For example, reservations for SC/ST, BC, physically handicapped, ex-
servicemen, etc. in the jobs. While planning for fresh candidates, HR manager takes into consideration
all the Government guidelines.
 International Expansion Strategies:
International expansion strategies of an organization depend upon HRP. Under International Human
Resource Management (IHRM), HRP becomes more challenging. An organization may want to fill the
foreign subsidiary’s key positions from its home country employees or from host-country or from a third
country. All this demands very effective HRP.
 Having Highly Talented Manpower Inventory:
Due to changing business environment, jobs have become more challenging and there is an increasing
need for dynamic and ambitious employees to fill the positions. Efficient HRP is needed for attracting
and retaining well qualified, highly skilled and talented employees.

XII – IMPORTANCE OF HRP

 It gives the company the right kind of workforce at the right time frame and in right figures.
 In striking a balance between demand-for and supply-of resources, HRP helps in the optimum usage of
resources and also in reducing the labor cost.
 Cautiously forecasting the future helps to supervise manpower in a better way, thus pitfalls can be avoided.
 It helps the organization to develop a succession plan for all its employees. In this way, it creates a way for
internal promotions.
 It compels the organization to evaluate the weaknesses and strengths of personnel thereby making the
management to take remedial measures.
 The organization as a whole is benefited when it comes to increase in productivity, profit, skills, etc., thus
giving an edge over its competitors.

XIII- OBJECTIVES OF HRP

The main objectives of HRP are:
(i) Proper assessment of human resources needs in future.
(ii) Anticipation of deficient or surplus manpower and taking the corrective action.
(iii) To create a highly talented workforce in the organization.
(iv) To protect the weaker sections of the society.
(v) To manage the challenges in the organization due to modernization, restructuring and re-engineering.
(vi) To facilitate the realization of the organization’s objectives by providing right number and types of
personnel.
(vii) To reduce the costs associated with personnel by proper planning.
(viii) To determine the future skill requirements of the organization.
(ix) To plan careers for individual employee.
(x) Providing a better view of HR dimensions to top management.
(xi) Determining the training and development needs of employees.
Why human resource planning?

GIMT – Dr. Vinita Dawer 29

 • To reduce Waste in employing people.

GIMT – Dr. Vinita Dawer 30

 • To lessen the uncertainties about manpower levels & future needs.
• To stop the profit-eroding effects of being over or understaffed.
• To prepare succession plans.
• To shape the optimum future work force by hiring the right managers and skilled workers.

XIV - FACTORS OF HUMAN ESOURCE PLAN

Several factors affect HRP. These factors can be classified into external factors and internal factors.
i. External Factors:
 Government Policies – Policies of the government like labour policy, industrial relations policy, policy
towards reserving certain jobs for different communities and sons-of the soil, etc. affect the HRP.
 Level of Economic Development – Level of economic development determines the level of HRD in the
country and thereby the supply of human resources in the future in the country.
 Business Environment – External business environmental factors influence the volume and mix of
production and thereby the future demand for human resources.
 Level of Technology – Level of technology determines the kind of human resources required.
 International Factors – International factors like the demand for resources and supply of human
resources in various countries.
 Outsourcing – Availability of outsourcing facilities with required skills and knowledge of people
reduces the dependency on HRP and vice-versa.

Internal Factors:
 Company policies and strategies – Company policies and strategies relating to expansion,
diversification, alliances, etc. determines the human resource demand in terms of quality and quantity.
 Human resource policies – Human resources policies of the company regarding quality of human
resource, compensation level, quality of work-life, etc., influences human resource plan.
 Job analysis – Fundamentally, human resource plan is based on job analysis. Job description and job
specification determines the kind of employees required.
 Time horizons – Companies with stable competitive environment can plan for the long run whereas the
firms with unstable competitive environment can plan for only short- term range.
 Type and quality of information – Any planning process needs qualitative and accurate information.
This is more so with human resource plan; strategic, organisational and specific information.
 Company’s production operations policy – Company’s policy regarding how much to produce and how
much to buy from outside to prepare a final product influence the number and kind of people required.
 Trade unions – Influence of trade unions regarding number of working hours per week, recruitment
sources, etc., affect the HRP.

Human Resource Planning at Different Levels

Different institutions make HRP at different levels for their own purposes, of which national level, industry
level, unit level, departmental level and job level are important.

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  National level – Generally, government at the centre plan for human resources at the national level. It
forecasts the demand for and supply of human resource, for the entire nation.
 Sector level – Manpower requirements for a particular sector like agricultural sector, industrial sector or
tertiary sector are projected based on the government policy, projected output/operations, etc.
 Industry level – Manpower needs of a particular industry like cement, textiles, chemical are predicted
taking into account the output/operational level of that particular industry.
 Unit level – This covers the estimation of human resource needs of an organisation or company based
on its corporate/business plan.
 Departmental level – This covers the manpower needs of a particular department in a company.
 Job level – Manpower needs of a particular job family within department like Mechanical Engineer is
forecast at this level.
 Information technology – The impact of information technology on business activities, human
resource requirement and human resource plan is significant. It requires multi skilled experts, preferably
less in number.

Prerequisites OF Human Resource Planning –

 There should be a proper linkage between HR plan and organizational plan.
 Top management support is essential.
 Proper balance should be kept between the qualitative and quantitative approaches to HRP.
 Involvement of operating managers is necessary.
 Proper alignment between short-term HR plans and long-term HR plans should be there.
 HR plan should have in-built flexibility in order to adopt environmental uncertainties.
 Time period of HR plan should be appropriate to needs and circumstances of the organization.

XV - Steps in Human Resource Planning (explained with diagram)!

Human resource planning is a process through which the right candidate for the right job is ensured. For
conducting any process, the foremost essential task is to develop the organizational objective to be
achieved through conducting the said process.

Six steps in human resource planning are :-

GIMT – Dr. Vinita Dawer 32

 1. Analysing Organizational Objectives:
The objective to be achieved in future in various fields such as production, marketing, finance,
expansion and sales gives the idea about the work to be done in the organization.
2. Inventory of Present Human Resources:
From the updated human resource information storage system, the current number of employees, their
capacity, performance and potential can be analysed. To fill the various job requirements, the internal
sources (i.e., employees from within the organization) and external sources (i.e., candidates from various
placement agencies) can be estimated.
3. Forecasting Demand and Supply of Human Resource:

The human resources required at different positions according to their job profile are to be estimated.
The available internal and external sources to fulfill those requirements are also measured. There
should be proper matching of job description and job specification of one particular work, and the pro-
file of the person should be suitable to it
4. Estimating Manpower Gaps:
Comparison of human resource demand and human resource supply will provide with the surplus or
deficit of human resource. Deficit represents the number of people to be employed, whereas surplus
represents termination. Extensive use of proper training and development programme can be done to
upgrade the skills of employees.
5. Formulating the Human Resource Action Plan:
GIMT – Dr. Vinita Dawer 33
 The human resource plan depends on whether there is deficit or surplus in the organization. Accord-
ingly, the plan may be finalized either for new recruitment, training, interdepartmental transfer in case
of deficit of termination, or voluntary retirement schemes and redeployment in case of surplus.
6. Monitoring, Control and Feedback:
It mainly involves implementation of the human resource action plan. Human resources are allocated
according to the requirements, and inventories are updated over a period. The plan is monitored strictly
to identify the deficiencies and remove it. Comparison between the human resource plan and its actual
implementation is done to ensure the appropriate action and the availability of the required number of
employees for various jobs.

XVI – JOB ANALYSIS

INTRODUCTION
In a country like India, jobs are very important to individuals. They help to determine standards of living, places
of residence, status and even one’s sense of self-worth. They are important to organizations also because they
are the means of accomplishing organizational objectives.

Before we proceed to explain the concept of job analysis, let us first understand the meaning of the term ‘job’
itself
Job
In simple words, a job may be understood as a division of total work into packages/positions. According to Dale
Yoder ‘, “A job is a collection or aggregation of tasks, duties and responsibilities which as a whole, is regarded
as a regular assignment to individual employees and which is different from other assignments”. Thus, a job
may be defined as a group of positions involving some duties, responsibilities, knowledge and skills.

MEANING OF JOB ANALYSIS

Job analysis is a systematic and detailed examination of jobs. It is the process of collecting information about a
job — that is, the knowledge, skills, and the experience needed to carry out a job effectively. The jobholder is
supposed to possess job-related knowledge useful to carry out the job easily.

He must possess relevant skills to put the knowledge into practice quickly and effectively. He should have the
ability to understand how the tools, equipment, materials, resources, machines need to be deployed in order to
produce results. Only after a careful examination of the requirements of job, the job incumbent’s qualifications
are generally determined.

In other words, job analysis refers to the anatomy of the job. It is a complete study of job, embodying every
known and determinable factor, including the duties and responsibilities involved in its performance, the
conditions under which the performance is carried on, the nature of the task, the qualities required in the

GIMT – Dr. Vinita Dawer 34

 worker, and such conditions of employment as pay hour, opportunities and privileges. It also emphasises the
relation of one job to others in the organisation.

DEFINITION OF JOB ANALYSIS

According to Edwin B. Flippo – “Job analysis is the process of studying and collecting information relating to
the operations and responsibilities of a specific job. The immediate products of this analysis are job descriptions
and job specifications.”

According to David A. De Cenzo and Stephen P. Robbins “job analysis is a systematic exploration of the
activities within a job. It is a basic technical procedure, one that is used to define the duties, responsibilities and
accountabilities of a job.”

Therefore, it can be said safely that “job analysis can be described as a process of collecting information about a
job.”

Job analysis provides the following information about a job:

 Nature of jobs required in a concern

 Nature of organizational structure
 Type of people required to fit that structure
 The relationship of a job with other jobs in a concern
 Kind of qualifications required for a particular job
 Provision of physical condition to support the activities of a concern
 Materials, equipments and methods used in performing the job

OBJECTIVES OF JOB ANALYSIS

 Work Simplification:
Job analysis provides the information related to job and this data can be used to make process or job
simple. Work simplification means dividing the job into small parts i.e. different operations in a product
line or process which can improve the production or job performance.
 Setting Up of Standards:
Standard means minimum acceptable qualities or results or performance or rewards regarding a
particular job. Job analysis provides the information about the job and standard of each can be
established using this information.
 Support to Personnel Activities:
 Job analysis provides support to various personnel activities like recruitment, selection, training and
development, wage administration, performance appraisal, etc.
PURPOSE OF JOB ANALYSIS

 Organisation and Manpower Planning:

GIMT – Dr. Vinita Dawer 35
 It is helpful in organisation planning, for it defines labour needs in concrete terms and co-ordinates the
activities of the workforce, and clearly divides duties and responsibilities.
 Recruitment, Selection:
By indicating the specific requirements of each job (i. e., the skills and knowledge), it provides a
realistic basis for the hiring, training, placement, transfer and promotion of personnel. “Basically, the
goal is to match the job requirements with a worker’s aptitude, abilities and interests. It also helps in
charting the channels of promotion and in showing lateral lines of transfer.
 Wage and Salary Administration:
By indicating the qualifications required for doing a specified job and the risks and hazards involved in
its performance, it helps in salary and wage administration. Job analysis is used as a foundation for job
evaluation.
 Job Reengineering:
Job analysis provides information which enables us to change jobs in order to permit their being manned
by personnel with specific characteristics and qualifications.
 This takes two forms:
a. Industrial engineering activity - which is concerned with operational analysis, motion study, work
simplification methods and improvement in the place of work and its measurement, and aims at
improving efficiency, reducing unit labour costs, and establishing the production standard which the
employee is expected to meet.
b. Human engineering activity - which takes into consideration human capabilities, both physical and
psychological, and prepares the ground for complex operations of industrial administration, increased
efficiency and better productivity.
 Employee Training and Management Development:
Job analysis provides the necessary information to the management of training and development
programmes. It helps to determine the content and subject matter of in-training courses. It also helps in
checking application information, interviewing, weighing test results, and in checking references.
 Performance Appraisal:
It helps in establishing clear-cut standards which may be compared with the actual contribution of each
individual.
 Health and Safety:
It provides an opportunity for identifying hazardous conditions and unhealthy environmental factors so
that corrective measures may be taken to minimise and avoid the possibility of accidents.

What to Collect during Job Analysis?

 Job Content
 Job Context
 Job Requirements

1. Job Content: It contains information about various job activities included in a specific job. It is
a detailed account of actions which an employee needs to perform during his tenure. The
following information needs to be collected by a job analyst:
 Duties of an employee

GIMT – Dr. Vinita Dawer 36

  What actually an employee does

GIMT – Dr. Vinita Dawer 37

  Machines, tools and equipments to be used while performing a specific job
 Additional tasks involved in a job
 Desired output level (What is expected of an employee?)
 Type of training required

Categorization of Job Analysis Information

The content depends upon the type of job in a particular division or department. For example, job
content of a factory-line worker would be entirely different from that of a marketing executive or HR
personnel.

2. Job Context: Job context refers to the situation or condition under which an employee performs a
particular job. The information collection will include:
 Working Conditions
 Risks involved
 Whom to report
 Who all will report to him or her
 Hazards
 Physical and mental demands
 Judgment

Well like job content, data collected under this category are also subject to change according to the type
of job in a specific division or department.

3. Job Requirements: These include basic but specific requirements which make a candidate eligible for a
particular job. The collected data includes:
 Knowledge or basic information required to perform a job successfully

GIMT – Dr. Vinita Dawer 38

  Specific skills such as communication skills, IT skills, operational skills, motor skills, processing
skills and so on
 Personal ability including aptitude, reasoning, manipulative abilities, handling sudden and
unexpected situations, problem-solving ability, mathematical abilities and so on
 Educational Qualifications including degree, diploma, certification or license
 Personal Characteristics such as ability to adapt to different environment, endurance,
willingness, work ethic, eagerness to learn and understand things, behaviour towards colleagues,
subordinates and seniors, sense of belongingness to the organization, etc

Job Description and Job Specification

Job Analysis is a primary tool to collect job-related data. The process results in collecting and recording two
data sets including job description and job specification. Any job vacancy can not be filled until and unless HR
manager has these two sets of data. It is necessary to define them accurately in order to fit the right person at the
right place and at the right time. This helps both employer and employee understand what exactly needs to be
delivered and how.

Both job description and job specification are essential parts of job analysis information. Writing them clearly
and accurately helps organization and workers cope with many challenges while onboard.

Job Description
Job description includes basic job-related data that is useful to advertise a specific job and attract a pool of
talent. It includes information such as job title, job location, reporting to and of employees, job summary, nature
and objectives of a job, tasks and duties to be performed, working conditions, machines, tools and equipments
to be used by a prospective worker and hazards involved in it.

Purpose of Job Description

GIMT – Dr. Vinita Dawer 39
  The main purpose of job description is to collect job-related data in order to advertise for a particular
job. It helps in attracting, targeting, recruiting and selecting the right candidate for the right job.
 It is done to determine what needs to be delivered in a particular job. It clarifies what employees are
supposed to do if selected for that particular job opening.
 It gives recruiting staff a clear view what kind of candidate is required by a particular department or
division to perform a specific task or job.
 It also clarifies who will report to whom.

Job Specification
Also known as employee specifications, a job specification is a written statement of educational qualifications,
specific qualities, level of experience, physical, emotional, technical and communication skills required to
perform a job, responsibilities involved in a job and other unusual sensory demands. It also includes general
health, mental health, intelligence, aptitude, memory, judgment, leadership skills, emotional ability,
adaptability, flexibility, values and ethics, manners and creativity, etc.

Purpose of Job Specification

 Described on the basis of job description, job specification helps candidates analyze whether are eligible
to apply for a particular job vacancy or not.
 It helps recruiting team of an organization understand what level of qualifications, qualities and set of
characteristics should be present in a candidate to make him or her eligible for the job opening.
 Job Specification gives detailed information about any job including job responsibilities, desired
technical and physical skills, conversational ability and much more.
 It helps in selecting the most appropriate candidate for a particular job.

Job description and job specification are two integral parts of job analysis. They define a job fully and guide
both employer and employee on how to go about the whole process of recruitment and selection. Both data
sets are extremely relevant for creating a right fit between job and talent, evaluate performance and analyze
training needs and measuring the worth of a particular job.

GIMT – Dr. Vinita Dawer 40

 Job Analysis Methods

Most Common Methods of Job Analysis are :-

1. Observation Method: A job analyst observes an employee and records all his performed and non-
performed task, fulfilled and un-fulfilled responsibilities and duties, methods, ways and skills used by
him or her to perform various duties and his or her mental or emotional ability to handle challenges and
risks. However, it seems one of the easiest methods to analyze a specific job but truth is that it is the
most difficult one.

This particular method includes three techniques:

a. Direct observation method

b. Work Methods Analysis
c. Critical Incident Technique
The first method includes direct observation and recording of behaviour of an employee in different
situations. The second involves the study of time and motion and is specially used for assembly-line or
factory workers. The third one is about identifying the work behaviours that result in performance
.
2. Interview Method: In this method, an employee is interviewed so that he or she comes up with their
own working styles, problems faced by them, use of particular skills and techniques while performing
their job and insecurities and fears about their careers.

This method helps interviewer know what exactly an employee thinks about his or her own job and
responsibilities involved in it. It involves analysis of job by employee himself. In order to generate
honest and true feedback or collect genuine data, questions asked during the interview should be
carefully decided. And to avoid errors, it is always good to interview more than one individual to get a
pool of responses. Then it can be generalized and used for the whole group.

3. Questionnaire Method: Another commonly used job analysis method is getting the questionnaires
filled from employees, their superiors and managers. However, this method also suffers from personal

GIMT – Dr. Vinita Dawer 41

 biasness. A great care should be takes while framing questions for different grades of employees. hese
are the most common areas that questionnaires focus on:
 Knowledge, skills, experience, and qualifications
 Duties performed daily Duties performed less frequently
 Equipment and materials used for duties
 Time spent on different job duties
 Physical and emotional input
 Level of job satisfaction
 Salary and compensation
 Work conditions

PROCESS OF JOB ANALYSIS

 Identification of Job Analysis Purpose: Well any process is futile until its purpose is not identified and
defined. Therefore, the first step in the process is to determine its need and desired output. Spending

GIMT – Dr. Vinita Dawer 42

 human efforts, energy as well as money is useless until HR managers don’t know why data is to be
collected and what is to be done with it.
 Who Will Conduct Job Analysis: The second most important step in the process of job analysis is to
decide who will conduct it. Some companies prefer getting it done by their own HR department while
some hire job analysis consultants. Job analysis consultants may prove to be extremely helpful as they
offer unbiased advice, guidelines and methods. They don’t have any personal likes and dislikes when it
comes to analyze a job.
 How to Conduct the Process: Deciding the way in which job analysis process needs to be conducted is
surely the next step. A planned approach about how to carry the whole process is required in order to
investigate a specific job.
 Strategic Decision Making: Now is the time to make strategic decision. It’s about deciding the extent
of employee involvement in the process, the level of details to be collected and recorded, sources from
where data is to be collected, data collection methods, the processing of information and segregation of
collected data.
 Training of Job Analyst: Next is to train the job analyst about how to conduct the process and use the
selected methods for collection and recoding of job data.
 Preparation of Job Analysis Process: Communicating it within the organization is the next step. HR
managers need to communicate the whole thing properly so that employees offer their full support to the
job analyst. The stage also involves preparation of documents, questionnaires, interviews and feedback
forms.
 Data Collection: Next is to collect job-related data including educational qualifications of employees,
skills and abilities required to perform the job, working conditions, job activities, reporting hierarchy,
required human traits, job activities, duties and responsibilities involved and employee behaviour.
 Documentation, Verification and Review: Proper documentation is done to verify the authenticity of
collected data and then review it. This is the final information that is used to describe a specific job.
 Developing Job Description and Job Specification: Now is the time to segregate the collected data in
to useful information. Job Description describes the roles, activities, duties and responsibilities of the job
while job specification is a statement of educational qualification, experience, personal traits and skills
required to perform the job.

FUNCTION OF JOB ANALYSIS

The job analysis provides the following function:

 Job identification- Its title, including its code number.
 Significant characteristics of a job- Its location, physical setting, supervision, union jurisdiction, hazards
and discomforts.
 What the typical worker does? This part of information includes specific operations and tasks to be
performed by the typical worker including their relative timing and importance, their simplicity, routine
or complexity, the responsibility for others, etc.
 Job duties- A detailed list of duties along with the probable frequency of occurrence of each duty.
 What materials and equipment the worker uses? Metals, plastics, grains, yarn or lathes, milling machines
testers, punch presses and micrometers.
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  How a job is performed? Emphasis here is on the nature of operations like lifting, handling,
cleaning, washing, feeding, removing, drilling, driving, setting up and the like.
 Required Personal Attributes – These include experience, training undertaken, apprenticeship, physical
strength, coordination or dexterity, physical demands, mental capabilities, aptitudes, social skills, etc.
 Job Relationship – This includes opportunities for advancement, patterns of promotions, essential co-
operation, etc.
Job analysis also provides the information relating to mental skills, working conditions, hazards, education,
vocational preparation, etc.
Sources of Job Analysis Information
Information about job analysis may be obtained from three principal sources.
They are:
 From the employees who actually perform a job.
 From other employees such as supervisors and foremen who watch the workers while doing a job and
thereby acquire knowledge about it.
 From outside observers specially appointed to watch employees performing a job. Such outside persons
are called the trade job analysts. Sometimes, special job reviewing committees are also established.

IMPORTANCE OF JOB ANALYSIS

1. Facilitates Manpower Planning
2. Helps Recruitment, Selection and Placement
3. Determines Training and Development Needs
4. Determines Job Evaluation
5. Provides Data for Performance Appraisal
6. Helps in Job Designing
7. Ensures Safety and Health
8. Maintains Discipline

Advantages of Job Analysis

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  Provides First Hand Job-Related Information: The job analysis process provides with valuable job-
related data that helps managers and job analyst the duties and responsibilities of a particular job, risks
and hazards involved in it, skills and abilities required to perform the job and other related info.
 Helps in Creating Right Job-Employee Fit: This is one of the most crucial management activities.
Filling the right person in a right job vacancy is a test of skills, understanding and competencies of HR
managers. Job Analysis helps them understand what type of employee will be suitable to deliver a
specific job successfully.
 Helps in Establishing Effective Hiring Practices: Who is to be filled where and when? Who to target
and how for a specific job opening? Job analysis process gives answers to all these questions and helps
managers in creating, establishing and maintaining effective hiring practices.
 Guides through Performance Evaluation and Appraisal Processes: Job Analysis helps managers
evaluating the performance of employees by comparing the standard or desired output with delivered or
actual output. On these bases, they appraise their performances. The process helps in deciding whom to
promote and when. It also guides managers in understanding the skill gaps so that right person can be fit
at that particular place in order to get desired output.
 Helps in Analyzing Training & Development Needs: The process of job analysis gives answer to
following questions:
 Who to impart training
 When to impart training
 What should be the content of training
 What should be the type of training: behavioral or technical
 Who will conduct training
 Helps in Deciding Compensation Package for a Specific Job: A genuine and unbiased process of job
analysis helps managers in determining the appropriate compensation package and benefits and
allowances for a particular job. This is done on the basis of responsibilities and hazards involved in a
job.

Disadvantages of Job Analysis

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  Time Consuming: The biggest disadvantage of Job Analysis process is that it is very time consuming.
It is a major limitation especially when jobs change frequently.
 Involves Personal Biasness: If the observer or job analyst is an employee of the same organization, the
process may involve his or her personal likes and dislikes. This is a major hindrance in collecting
genuine and accurate data.
 Source of Data is Extremely Small: Because of small sample size, the source of collecting data is
extremely small. Therefore, information collected from few individuals needs to be standardized.
 Involves Lots of Human Efforts: The process involves lots of human efforts. As every job carries
different information and there is no set pattern, customized information is to be collected for different
jobs. The process needs to be conducted separately for collecting and recording job-related data.
 Job Analyst May Not Possess Appropriate Skills: If job analyst is not aware of the objective of job
analysis process or does not possess appropriate skills to conduct the process, it is a sheer wastage of
company’s resources. He or she needs to be trained in order to get authentic data.
 Mental Abilities Cannot be Directly Observed: Last but not the least, mental abilities such as
intellect, emotional characteristics, knowledge, aptitude, psychic and endurance are intangible things
that cannot be observed or measured directly. People act differently in different situations. Therefore,
general standards cannot be set for mental abilities.

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