Human

resource
management
Class Assignment Submitted by:
Akanksha Kumari
Cheshta Beniwal
Netra Narang
Tanya Gupta
Vanshika Thakur

What is Job Design?
It is the process of deciding on the
contents 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 his superior subordinates
and colleagues, with the intent to
satisfy both the organizational needs
and the social needs of the job holder.
AAI IMM
Through job design,
organizations try to raise
productivity levels by offering
non-monetary rewards such as
greater satisfaction from a sense
of personal achievement in
meeting the increased challenge
and responsibility of one's work.
The aim of a job design is to
improve job satisfaction, to
improve work quality and to
reduce employee problems (e.g.,
grievances, absenteeism).
 While designing the job, what all aspects are to be taken into the
consideration?
The task an The The managers When the jobs
individual is management must decide are assigned to
supposed to must decide on critically on the the individual,
perform: A task the level of amount of he agrees to do
is the piece of motivation that resources that it because of
work assigned to is required to be needs to be the rewards
the individual enforced on an allocated to attached to it.
and who has to individual to get perform a
perform it the work particular type
within the given completed of a job.
time limits. successfully

Telecommuting / Work From Home Flexi-working Hours

Issues in Job Design
Job Sharing Task Revision Alternative Work-Patterns
 New Methods Of Job Design

Job Rotation Job Enlargement Job Enrichment

Its the management Its a horizontal Its a management

technique wherein an restructuring method that concept that involves
employee is shifted aims at increase in the redesigning jobs so that
from one job role to the workforce flexibility and they are more
other, with the purpose at the same time reducing challenging to the
of familiarizing him with monotony that may creep employee and have less
all the verticals of an up over a period of time. repetitive work.
organization.
SUCCESSION PLANNING

A deliberate and systematic effort by an organization to

Succession ensure leadership continuity in key positions , retain and
Planning develop intellectual and knowledge capital for future , and
encourage individual advancement .

Ensures that employees are recruited and developed to fill

each key role.

Ensures effective operation when individuals occupying

critical positions depart

Used for managerial positions /unique positions

Align Bench Strength for replacing critical positions

 Process of Succession Planning

Identify Conduct Develop Monitor ,

Key/critical Position Succession Evaluate &
Positions Analysis Plan Revise

Key Contributor
Specialized Leadership
Factors affecting the
position
Competencies and skill
sets required
Review of individual Select evaluation period
positions and high Status/progress updates
turnover job classes
Strategies formulated at are monitored via the
organizational or unit succession planning
level template
Strategies to overcome
gaps

EXAMPLE OF SUCCESSION PLANNING DONE RIGHT : IBM

Virginia M. Romettys succession as CEO of IBM in 2012 is a case of internal succession planning done correctly.
CAREER PLANNING
An ongoing process through which an individual sets career goals and
identifies the means to achieve them as a part of career management.

Individual Career Planning

Career Assessment On The Web

Organizational Career Planning

OBJECTIVES
1. More effective development of available talent.

2. Self-appraisal opportunities for new career paths.

3. Satisfaction of employees personal development needs.

4. A method of determining training and development needs.

5. Increased employee motivation, leading to decreased turnover.

What is Importance of Types of Factors Affecting
Compensation? Compensation Compensation Compensation

All forms of pay going Attracting and Direct Compensation Internal (Ability to
to employee and Retaining Talent Indirect Compensation Pay, Job Requirement)
arising from Motivating talent for Non-Monetary External(Government,
employment. It is a Compensation Demand and supply of
better performance
system to reward labour)
Cost effectiveness
employees by various
means.
 It is designing and implementing total compensation packages with a
Compensation systematic approach to providing value to employee in exchange of
Management work performance.

Purpose of Employer (Brand Image, Retaining Talent, Higher productivity),

Compensation Employee(Work life balance, Tool for self esteem)

Cafeteria Style In this type of programs it allows the employees to choose what type
Compensation and how much of each reward is desired during coming year.

It is composed of financial compensation along with non-financial

Executive awards received by an executive from a firm for their performance. For
Compensation higher management or position to incline interest with shareholders.
Remuneration Factors Affecting Remuneration
External Factors
Reward or compensation given to Labour Market

the employees for their work Going Rate

performances. Productivity
Cost Of Living
Provides basic attraction to an Labour Union
employee to perform job efficiently Government Legislations
and effectively The Society
The Economy

Leads To Employee Motivation

Internal Factors
Affects Employee Productivity Business Strategy
Job Evaluation And
Affects Work Performance Performance Appraisal
The Employee
 COMPONENTS OF REMUNERATION

Remuneration

Financial Non Financial

Wages & Incentives Fringe Perquisites Job Content

Salary Individual Plans Benefits Company Car Challenging Job
Group Plans Club Membership Responsibilities
CPF
Hourly Wages And Furnished House Supervision
Gratuity
Monthly Rates Stock Option Growth Prospects
Medical Etc.
Salary Schemes Etc. Working Conditions Etc.

Source: Aswathappa. Human Resource Management, Text and Cases, 2008, p. 286
 What is a A critical incident can be described as one that makes a significant contribution either
Critical Incident ? positively or negatively- to an activity or phenomenon.

What is Critical Information Collected

Methods of
Incident Technique ?
Collecting Data
(Developed by Flanaan during 1954)
Context
In which the incident happened
Focus Groups
Interviews Behaviour
Set of procedures used to collect
Surveys What did the individual do that was
observations of human behaviour
Performance effective / ineffective
which are then used to solve
Records
practical problems and develop Consequences
Work Diaries
psychological principals. Of the behaviour and whether or not the
consequences were in the employees
control
 5 Step Process of CIT

1. Determining and reviewing the incident

2. Fact finding : Collecting the details of the incident from participants

3. Identify the issues

4. Making decision on how to resolve the issues based on various possible solutions

5. Evaluating : Determining whether the solution selected will solve the root
cause of the situation and will cause no further problems
References
Personnel management by C. B. Mammoria
Presentation on Job Analysis by Harleen Sahni, Asst. Professor
Paper on compensations management, University of Pondicherry
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