Unit-3

Human Resource Management

 What is a job?

 J0b
– Group of related activities and duties
– Made up of tasks

 Tasks
– Basic elements of jobs
– “what gets done”
 Job
• A job may be defined as a “collection or
aggregation of tasks, duties and
responsibilities which as a whole, are
regarded as a regular assignment to
individual employees”.
 Job
• In other words, when the total work to
be done is divided and grouped into
packages, we call it a “Job”.
 Job
• Each job has a definite title based upon
standardized trade specifications within a
job; two or more grades may be identified,
where the work assignments may be
graded according to skill, the difficulty in
doing them, or the quality of
workmanship. Further, a job may include
many positions, for a position is a job
performed by, related to, a particular
employee.
 Job Analysis
• It is a systematic analysis of each job for the
purpose of collecting information as to what
the job holder does, under what
circumstances it is performed and what
qualifications are required for doing the job.
 Definitions of Job Analysis
• Edwin Flippo: “Job analysis is the process of
studying and collecting information relating
to the operations and responsibility of a
specific job”.
 Definitions of Job Analysis
• Harry Wylie:
“Job analysis deals with the anatomy of the job … This is the
complete study of the job embodying every known and
determinable factor, including the duties and responsibilities
involved in its performance; the conditions under which
performance is carried on; the nature of the task; the
qualifications required in the worker; and the conditions of
employment, such as pay hours, opportunities and
privileges”.
 Uses of Job Analysis
1. Human resource planning
2. Recruitment
3. Selection of personnel
4. Training and development
5. Organization audit
 Uses of Job Analysis
6. Job evaluation
7. Job design
8. Performance appraisal
9. Career planning
10.Safety and health
 Process in Job Analysis:
1. Collection of background information
2. Selection of representative job to be
analyzed
3. Collection of job analysis data
4. Job Description
5. Developing job specification
 Techniques of Job Analysis Data
1. Personal observation
2. Sending out questionnaires
3. Maintenance of log records
4. Conducting personal interviews
 Components of
Job Analysis

Job Description Job Specification

 Job Description
• The preparation of job description is
necessary before a vacancy is advertised.
It tells in brief the nature of a job. In
other words, it emphasizes the job
requirements.
 Definition of Job Description

• Edwin Flippo: “Job Description is an

organized factual statement of the duties
and responsibilities of a specific job. It
should tell what is to be done, how it is
done and why.”
The details given in Job Description

• Job title
• Organizational location of the job
• Supervision given and received
• Materials, tools, machinery and
equipment worked with
• Designation of the immediate superiors
and subordinates
• Salary levels: Pay, DA, other allowances,
bonus, incentive wage, method of
payment, hours of work, shift, break etc.
The details given in Job Description
• Complete list of duties to be performed
separated according to daily, weekly,
monthly and casual, estimated time to be
spent on each duty
• Definition of unusual terms
• Conditions of work: Location, time, speed of
work, accuracy, health hazards, accident
hazards
• Training and development facilities
• Promotional chances and channels
 Job Specification
• Job specification is based on job description. It
is a written statement of qualifications, traits,
physical and mental characteristics that an
individual must possess to perform the job
duties and discharge responsibilities
effectively.
 Definition of Job Specification
• Edwin Flippo: “Job Specification is a statement
of minimum acceptable human qualities
necessary to perform a job properly”.
 Job Specification covers:
• Educational and professional qualifications
• Skills
• Practical experience
• Physical fitness
• Special qualities required for performing the
job
• Intelligence, judgement and initiative
required for performing the job
 Recruitment

“Recruitment is the process of searching for

prospective employees and stimulating and
encouraging the to apply for the job.”
“Recruitment is a process to discover the
sources of manpower to meet the requirements
of the staffing schedule and to employ effective
measures for attracting that manpower in
adequate numbers to facilitate effective
selection of an efficient working force.”
21
 RECRUITMENT

Recruitment needs are of three types:

• Planned: Arises from changes in organization and
retirement policy.

• Unexpected: Arises during resignations, deaths,

accidents and illness.

• Anticipated: Refers to those movements in

personnel which an organization can predict by
studying trends in the internal and external
environments. 22
 Features of Recruitment:

• It is a process rather than a single act or event.

• Linking activity as it brings together the employer and the
prospective employees.
• Positive activity to seek out eligible persons from which
suitable ones are selected.
• To locate the sources of people required to meet job
requirements.
• Ability to match jobs to suitable candidates.
• A two way process between recruiter and recruited.
• A complex job that involves lots of factors like image of the
company, nature of jobs offered, organizational policies,
working conditions etc.
 Recruitment Process

Personnel Job Employee

Planning Analysis Requisition

screening
Searching
Recruitment Applicant Potential
Job Vacancies Message
Planning Pool hires
Media

Strategy
Development
Where Applicant
How Population Evaluation
When and controlling
 Recruitment Process
1. Recruitment Planning:
The first step involved in the recruitment process
is planning. Here, planning involves to draft a
comprehensive job specification for the vacant
position, outlining its major and minor
responsibilities; the skills, experience and
qualifications needed; grade and level of pay;
starting date; whether temporary or permanent;
and mention of special conditions, if any,
attached to the job to be filled ”
 Recruitment Process
• 2. Strategy Development:
Once it is known how many with what qualifications of
candidates are required, the next step involved in this
regard is to devise a suitable strategy for recruiting the
candidates in the organization.
The strategic considerations to be considered may include
issues like whether to prepare the required candidates
themselves or hire it from outside, what type of
recruitment method to be used, what geographical area be
considered for searching the candidates, which source of
recruitment to be practiced, and what sequence of
activities to be followed in recruiting candidates in the
organisation.
 Recruitment Process
3. Searching:
This step involves attracting job seekers to the
organization. There are broadly two sources
used to attract candidates.
These are:
1. Internal Sources, and
2. External Sources
 Recruitment Process
4. Screening:
Though some view screening as the starting
point of selection, we have considered it as an
integral part of recruitment. The reason being
the selection process starts only after the
applications have been screened and
shortlisted. Let it be exemplified with an
example.
 Recruitment Process
5. Evaluation and Control:
Given the considerable cost involved in the recruitment
process, its evaluation and control is, therefore, imperative.
The costs generally incurred in a recruitment process
include:
(i) Salary of recruiters
(ii) Cost of time spent for preparing job analysis,
advertisement
(iii) Administrative expenses
(iv) Cost of outsourcing or overtime while vacancies remain
unfilled
(v) Cost incurred in recruiting unsuitable candidate
 Purpose of Recruitment
• Increase pool of potential job candidates

• Increase success rate of the selection process

• Make ensure the right people is selected against vacant

(minimizing probability of leaving organization in case of selection
of wrong or misfit candidate)

• Meeting legal and social obligation of workforce composition

• Identify and encouraging potential candidates/job applicants

• Evaluating the effectiveness of available sources and

techniques of recruitment
 Factors Influencing Recruitment

Internal Forces
External Forces
Recruitment policy
Supply and demand
HRP
Unemployment rate
Recruitment Size of the firm
Labour market
Cost
Political-legal
Growth and expansion
Image
 Sources of Recruitment
Method and Sources of Recruitment

Internal Sources External Sources

Present Employees Advertisement

Employee Exchanges

Employee Referrals Campus Recruitment

Walk-ins write-ins

Former Employees Contractors

Previous Applicants Radio and Television

Competitors

E-Recruiting

Recruiting Agencies
 Sources of Recruitment
Internal Recruitment

Present Employees (Promotion and transfer)

Advantages
- Builds morale
- Encourages competent employees
- Good selection
- Cheaper way
- Familiar with organization

Disadvantages
- Outside competent candidates
- Inbreeding
 Sources of Recruitment
Employee Referrals
Advantages
- Low cost
- Employee know job requirements and
person

Disadvantages
- Organizational Politics
 - Former Employees (Performance is known, aware with
organizational culture)

- Previous Applicants (best when to fill in job quickly, cost

effective)

External Sources
•Advertisement
•Employee Exchanges
•Campus Recruitment
•Walk-ins write-ins
•Contractors
•Displaced Persons
•Radio and Television
•Competitors
•E-Recruiting

•
 Source of Recruitment
Internal Sources
Advantages Disadvantages
Less costly Candidates current work may be
affected
Better knowledge of skills and Old concept of doing
performance
Morale and Commitment Organizational politics
Awareness of culture Morale problem for employee not
promoted
External Sources
External Sources
New skills and new experience Costly and time consuming
Compliance with laws Right candidate rejected (false
positive error) wrong candidate
selected (false negative error)
Scope for resentment and jealousy Person and organization misfit
reduced
 Yield Ratio

20
Job Acceptance

Job Offer 30 3:2

4:3
Invited for interview 40
5:1
Invited for test 200

10:1
Initial contacts
2000
 Alternatives to Recruitment
• Overtime
• Employee Leasing
• Temporary Employment
• Outsourcing
 SELECTION
• Selection is the process by which you choose
from a list of applicants, the persons who best
meet the criteria for the position available
considering current environmental context.
• The aim is to compare the demands of the job
with the candidates capabilities and inclinations,
by various techniques.
 Selection
• Selection is the process of picking up individuals (out of
the pool of job applicants) with requisite qualifications
and competence to fill jobs in the organization.
• Selection means a process by which the qualified
personnel can be chosen from the applicants who have
offered their services to the organization for
employment. The selection process divides the
candidates for employment into two classes – those
who will be offered employment and those who will be
rejected. Thus the selection process is a negative
function because it attempts to eliminate
applicants,leaving only the best to be placed in the
organization.
 Recruitment v/s Selection
Recruitment Selection

1. Recruitment refers to the process of 1. Selection is concerned with picking up

identifying and encouraging prospective the right candidates from a pool of
employees to apply for jobs. applicants.

2. Recruitment is said to be positive in its 2. Selection on the other hand is negative

approach as it seeks to attract as many in its application in as much as it seeks to
candidates as possible. eliminate as many unqualified applicants
as possible in order to identify the right
candidates.
STAGES OF SELECTION
• The number of steps in the selection procedure and the
sequence of steps vary from organization to organization.
• the main steps which could be incorporated in the selection
procedure are discussed below :
1. Receiving Applications
2. Screening of Application
3. Selection Tests
4. Employment Interview
5. Background Investigation
6. Medical Examination
7. Final Selection
8. Rejection of unsuitable candidate.
SELECTION PROCESS

RECEIVE
APPLICATION
/PRELIMINARY
INTERVIEW

SCREENING OF
APPLICATION

SELECTION TEST
REJECTION OF
UNSITABLE
CANDIDATE
EMPLOYMENT
INTERVIEW

A
 CONT….
B

BACKGROUND
INVESTIGATION

MEDICAL
EXAMINATION

FINAL SELECTION
RECEVING APPLICATION / PRELIMINARY
RECEPTION
• In most of the organizations, the selection program begins with preliminary
interview or screening.
• In some places if an applicant appears in
person, an impromptu preliminary interview
may be granted.
SCREENING OF APPLICATION
• After the applications are received, the
screening committee prepared a list of the
candidates to be interviewed.
• The number of candidates called for interview
is normally five to seven times the number of
posts to the filled up.
EMPLOYEMENT TEST
Employment tests are used to select persons
for various jobs.
 Intelligence Tests: Intelligence tests are used to
judge the mental capacity of the applicant. They
evaluate the ability of an individual to
understand instructions and make decisions.
 Aptitude Tests: Aptitude means the potential which
an individual has for learning the skills required
to do a job efficiently, Aptitude tests measure an
applicant's capacity and his potential of
development.
 CONT…
a. Proficiency Tests : Proficiency tests are designed to
measure the skills already acquired by the individuals.
They are also known as performance, occupational or trade
tests.
b. Interest Tests : Interest tests identify patterns of
interest in those areas in which the individual shows
special concern, fascination and involvement.
c. Personality Tests : Personality tests probe for the
qualities of the personality as a whole, the combination of
aptitude, interest and usual mood and temperature.
d. Interview : Although application blank and employment
tests provide a lot of valuable information about the
candidate, yet they do not provide the complete set of
information required.
 CONT….
• INTERVIEWS FORMATS
a) Patterned interview/ structured interview
b) Non Directed/ unstructured interview
c) Mixed interview
d) Exit interview
f) Depth interview
g) Stress interview
h) Formal interview
i) Informal interview
j) Case interview
 Types of interview
a. Screening Interview
b. Telephone Interview
c. Video Conferencing
d. Individual interview (one-on-one
interview/ face-to-face interview)
e. Panel interview
f. Group interview
g. General Group Interview/Information
Session
h. Sequential/Serial Interview
Background Investigation
• By checking the candidate's past employment,
education, personal reputation, Financial condition,
police record, etc.
Medicinal Examination
• The pre-employment physical examination or medical
test of a candidate is an important step in the selection
procedure.
• Some organizations either place the examination
relatively early in the selection procedure or they advise
the candidates to get themselves examined by a medical
expert so as to avoid disappointment at the end.
 CONT…

Final Selection
• After a candidate has cleared all the hurdles in the selection
procedure, he is formally appointed by issuing him an
appointment letter or by concluding with him a service
agreement.