Human Resource Management

Manpower planning, Job Analysis,

Job Description, Scientific
Recruitment and selection methods

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 Overview
• Jetblue airways: founded in 1999
• Profits for 12 consecutive quarters
• Industry leader in operating margin & occupancy
• To vault from a newcomer with 57 planes &6000 employees in the
rank of major airlines with 290 planes and 25000 employees within 7
years
• To retain the enthusiasm of its employees and tremendous customer
base.
• Challenges :
– To adapt from low cost to high cost ( new fleet & maintenance of old
one)
– Escalated cost of production and resources deployed
– Standardized processes and tools

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• Strategic Human Resource Management: A pattern of planned
human resource deployments and activities intended to enable an
organisation to achieve its goals.
• Strategy formulation:
The process of deciding on a strategic direction by defining a
company’s mission and goals, its external opportunities and
threat &its strengths and weaknesses
• Strategy implementation:
The process of devising structures and allocating resources to
enact the strategy a company has chosen

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 Strategic process
• Where to compete?
In what market (Industry, product etc)will we
compete?
How to compete?
Criteria to compete- cost, quality, reliability,
Delivery
Which resource will allow us to compete?
Acquisition, development and deployment of
these resources

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 Human Resource competence
• Business competence
• Professional and technical Know how
• Integration competence
• Ability to manage change

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 Strategy adopted by Jetblue
• Operational Recovery system which allows
to handle disruption efficiently
• Checklist
• Culture of Trust
• Contribution from each employee and open
recognition by management

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 Overview

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 Human Resource Planning

• Activities by which an organisation enhances the self

Actualisation and growth needs of its people
• Maximum Utilisation of of their skills and talents.
• Anticipatory activities
• Right number and the kind of people at the right
places,
At the right time.
• Performance to maximise both the service objective
and/or profit of the organisation.

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Objectives of HRP

• To integrate planning and control of manpower with

organizational planning to ensure best possible utilization
of all sources.
•To co-ordinate manpower policies of the organization.
Requirement and selection,Training and development ,place
Ment, Induction programme, Promotion and transfer another
factors
• Achieve efficiency of work in all spheres of the corporate
body.
•Ensure Cost Minimization
•Eliminate all types of wastages including waste of time.
•Maintain required levels of skill and competency,matching
present and future need of the organization
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 Objective of Manpower Planning

•Balanced Demand, supply, distribution, and allocation of

Manpower

•Controlling cost of human resources

•Formulating policies on transfer, succession and relocation of

manpower
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 Manpower Forecasting Techniques

•Experts go through • More futuristic • May ignore data

Qualitative several rounds of •Subjective
•Incorporates
estimate
Delphi •No Face to face
future plans •Time consuming

Meetings
•Face to face •Group exchange s
• May ignore data
Nominal Discussion facilitate plans •Subjective

Quantitative •Incorporates past • data Driven •Need adequate

data for Time Historical data
period
MarKov •Regress staffing needs •Data Driven • Large and
onto key variables •Actuarial representative sample
•Difficult to
•Learning Curve
Regression •Regress staffing
understand
matched to desired •Futuristic
outcomes •Many assumptions
Trend Analysis • Actuarial
•Required factors
•Use Business

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 Time scale of HRP Forecast

Time Frame Requirement Availability Possible action

Basis Plans to meet the
requirement
Less than 1 year Annual Existing Body
Budget(operational manpower( by proper shoppers/contract,Ov
plan) distribution work ertime, contractual
load)+ contractual terms, restructuring,
manpower lay offs
1-2 yrs Forecasted Budget Current manpower Transfer,promotion,
( Business Plans) minus Projected new
Attrition recruits,restructuring,
redundancy,
redundancy
2-5 yrs Long term Plans Projected manpower Succession plans,
(including trainees recruitment, Training
who will be inducted and development,
during the period restructuring,
redundancy
More than 5 yrs Perspective Plans Labour market, Succession Plans,
education system MDP, OD,
Redeployment, job
restructuring

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 Definitions
Configuration
Concept Basic Def Relationship Type

Task Basic element Person Specific

of a job product Isolation

Job A module of Person- Overall

work Product
Basic Socio
Work Productive Person Technology-
Economic
Economic system
Activity
Position A point in Org Position-Position
Structure Hierarchy

Expected tasks
In a position) by Person-job-self-others Socio- Psychological
Role Constellation
self and others
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 Job Analysis: A Basic Human Resource Management Tool

Human Resource
Tasks Responsibilities Duties Planning
Recruitment
Selection

Job Training and

Development
Descriptions
Job Performance Appraisal
Analysis Job Compensation and
Specifications Benefits
Safety and Health
Employee and Labor
Relations
Knowledge Skills Abilities Legal Considerations

12/08/21 Job Analysis for Teams

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 Job analysis
• Structure and work flow Analysis
• JA as the process of getting detailed information
about jobs
• Used to understand work flow Analysis
• Identification of tasks performed & the knowledge,
skills and abilities required to perform them.
• Used in Intelligent Hiring decisions as per org
structure and work flow analysis
• Individual Performance

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 Types Of Job Analysis Information
Considerable information is needed,
such as:
• Worker-oriented activities
• Machines, tools, equipment, and work
aids used
• Job-related tangibles and intangibles
• Work performance
• Job content
• Personal requirements for the job

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 Job Analysis Method
• Position Analysis Questionnaire(PAQ)
• Task Analysis Inventory
• Fleishman Job Analysis System
• Occupational Information Network
• Observation
– Critical incident technique
• Interviews
• Employee recording
• Combination of methods

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 Position Analysis Questionnaire
• Standardized job Analysis Questionnaire containing 194 items(work
behavior,work condition and job Characteristics)
• Six sections :
Information input: Where and how a worker gets information needed to
perform the job
Mental Process:Reasoning, Decision making, Planning and information
processing activities involved in the job
Work output:Physical activities ,tools and devices used by he worker to
perform the job
Relationship with other person
Job context: Physical and social context where the work is performed
Other Characteristics

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 Dimensions of PAQ
Decision/ Communication/general Environmental Awareness
responsibility
Clerical/ related job General Physical activity

Technical/ related activity Supervising/coordinating other

personnel
Service/ Related Activity Public/ customer/related contact
activities
Work Schedule Unpleasant/Hazardous/ Demanding
environment
Routine/ Repetitive work Non- typical Schedule

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 Limitations of PAQ
• Only trained Job analysts can use it.
• Literacy upto college level is required
• General and standardized format leads to
abstract characterization of jobs

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 Task Analysis Inventory
• Process of identifying the tasks,
knowledge , skills and behaviors to be
focussed during training
• Detailed information about the work
performed in a given job
• Higher level of agreement btw different
sources- incumbents and supervisors
• KSAO/ competency requirement
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 Fleishman Job Analysis System
• Information about workers characteristics
• Ability as enduring attributes of individuals
responsible for performance differences
• Based on taxonomy of abilities that
adequately represent all dimensions relevant
to work.
• 52 cognitive, psychomotor, physical and
sensory abilities
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 Abilities included in Fleishman
Job Analysis
Oral comprehension Category flexibility
Written Comprehension Speed of Closure
Oral Expression Flexibility of closure
Written Expression Spatial Orientation
Fluency of ideas Visualisation
Originality Perceptual speed
Memorisation Selective attention
Problem sensitivity Time sharing
Mathematical Reasoning Control Precision
Number facility Multilimb coordination
Deductive reasoning Response orientation
Inductive reasoning Rate control
Information Ordering Reaction Time

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 Occupational Information
Network
• Developed in 1998 for classification of job
and uses common language that generalizes
across jobs to deccribe the abilities,work
styles, work activities and work context
required for various occupations.
• Proforma distributed as hand out

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 Job design
• The process of defining the way the work
will be performed and the tasks that will be
required in a given job.
• Job Redesign as the process of changing
the tasks or the way the work is performed
in an existing job

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 Characterizing jobs on Different dimensions of Job Design
Motivational Mechanistic Biological Perceptual- Motor

Autonomy Job specialisation Strength Lighting

Intrinsic job feedback Specialised tools and Lifting Displays

procedures

Extrinsic job feedback Task simplification Endurance Programs

Social interaction Single activities seating Other Equipments

Task/ Goal Clarity Job Simplification Size difference Printed job material

Task Variety Repetition Wrist movement Work place layout

Task Identity Spare time Noise Information-input requirement

Ability-skill Automation Climate Information-output requirement

requirement

Ability skill Variety Work breaks Information Processing Requirement

Task Significance Shift work Memory requirement

Growth/ Learning Stress

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Boredom
 Outcomes from different Job Design Approach
Job Design Approach Positive outcome
Motivational Higher job satisfaction, Higher
motivation, greater job
involvement, Higher Job
performance, Lower
absenteeism
Mechanistic Decreased Trg time, higher
utilisation level, less chances of
mental overload and stress
Biological Less physical effort/ Fatigue,
fewer health compliant/medical
incident, lower absenteeism,
Higher job satisfaction
Perceptual -motor Less error/accident/mental
overload/stress/ Trg time, higher
utilisation level
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Negative outcome
Increased trg time , less
utilisation level, more
error/mental overload/ stress
Low job satisfaction/motivation,
higher absenteeism
High Financial loss due to
changes in equipment or job
environment
Lower job
satisfaction/motivation
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