Meaning

 “A process by which an organization should move

from its current manpower position to its desired
manpower position. Through planning management
strives to have the right number and right kind of
people at the right places at the right time, doing
things which result in both the organization and the
individual receiving maximum long-run benefit”
Need
 Changes in environment – due to changes in technology,
appearance of new competitors- new marketing efforts, new
strategy etc. Building flexibility in HRP so that in minimum time
re-training and re-deployment of human resource to suit
changes is possible.
 Changes in organization – merger, joint ventures, changes in
organization structure.
 Replacement against deficiencies: death, retirement,
retrenchment, resignations.
 Stability of employment – matching supply and demands.
 Surplus manpower – due to changes in product mix, changes in
market conditions, capacity utilization, technology, corporate
policy / phasing out of old products – surplus hands have to be
retrained and redeployed.
Importance
 Checks corporate plan of the organization
 Offsets uncertainty and change- enables the organizations to
have right people in right place at right time.
 Provides scope for advancement and development of employees
through training and development.
 Anticipates the cost of enhancement, benefits etc.,
 Helps to anticipate the cost of human resources
 Foresee the need for alternative employment.
 Foresee the changes in values, aptitude and attitude of human
resources.
 Plan for physical facilities, working conditions etc.,
 Helps to take steps to improve human resource contributions in
the form of increased productivity, sales etc.,
Factors affecting human resource plan

factors

External Internal

Government’s policies Policies and strategies

Economic development – labour supply Human resource policy
Business environment Formal and informal groups
Level of technology Job analysis
International factors Time horizons
Production/ operations policy
Trade unions
 HRP Model
Analysing organizational objectives plans and programmes
Demand forecast, resource requirements
Supply forecast, human resource inventory
New human resource requirements for future skill and knowledge values
Supply forecast, present inventory of resources
Net human resources requirements – future
a) surplus – redeployment / retrenchment
b) Shortage – employment / training / development / internal mobility
HRP - Process
 Laying down long-term business objectives, strategies and
plans.
 Organizational structure
 Preparation of human resources inventory
 Forecast future requirement of HR
 Carry out job analysis
 Lay down policy and plans on career path
 On acquisition and absorption functions
 On development utilization functions
 On maintenance and retention functions
 On motivational functions
 On empowering functions
Classification of HR plans

 Nature of documentation
 Formal HR plan – result of formal discussions, produces
documents in the form of written statements, graphs &
charts.
 Informal HR plan – remain in the form of suggestions, ideas
or opinions that are not documented.
 Time horizon
 Long – term plans- >5 years
 Medium – term plans – 2-5 years
 Short – term plans - < 2 years
Purpose of plans

 Adaptive plans –(triggers) – set of plans prepared

in advance and used as and when a foreseen
situation arises.
 Contingency plan – are alternate plans – in case
of original plans cannot be implemented due to
unforseen reasons.
 Real time plan – dynamic plans which are
executed as and when unexpected events occur.
Human resource Inventory

 This is to take stock of current manpower in terms of

their numbers and skill level.
 Manning table
 Capability /skill inventories
 Application forms
 Questionnaires
 Delphi techniques
 Observation by supervisors
 Opinion from experts
Factors affecting human resource plan

factors

External Internal

Government’s policies Policies and strategies

Economic development – labour supply Human resource policy
Business environment Formal and informal groups
Level of technology Job analysis
International factors Time horizons
Production/ operations policy
Trade unions
Human resource Inventory

 This is to take stock of current manpower in terms of

their numbers and skill level.
 Manning table
 Capability /skill inventories
 Application forms
 Questionnaires
 Delphi techniques
 Observation by supervisors
 Opinion from experts
Techniques of forecasting
 Exploratory survey
 Delphi technique
 Brain storming
 Committee method
 Expert opinion
 consultancy
 Operations research techniques
 Trend analysis
Procedure of forecast
 Roll on plan
 Forecast of demands
 Forecast of supplies
 Lead time
 Attrition
 Promotion and transfer
 Net deficiency of manpower
 What is a Job?
 Job
 A group of related
activities and duties
Job
 Position Job
 The different duties and
responsibilities performed
by only one employee Job
Job Job
Job Job
Job
 Job Family
 A group of individual jobs
with similar
characteristics
© 2010 South-Western, a part of
Cengage Learning. All rights
reserved. 4–14
Job Requirements
 Job Specification
 Statement of the needed knowledge, skills, and

abilities (KSAs) of the person who is to perform

the job
 Since Griggs v Duke Power and the Civil Rights Act

of 1991, job specifications used in selection must

relate specifically to the duties of the job.
 Job Description
 Statement of the tasks, duties, and responsibilities

(TDRs) of a job to be performed

© 2010 South-Western, a part of
Cengage Learning. All rights
reserved. 4–15
 Relationship of Job Requirements
Job to Other HRM Functions
JobRequirements
Requirements

Recruitment
Recruitment Determine
Determinerecruitment
recruitmentqualifications
qualifications

Provide
Providejob
jobduties
dutiesand
andjob
job
Selection
Selection specifications for selection process
specifications for selection process

Performance
Performance Provide
Provideperformance
performancecriteria
criteriafor
for
Appraisal evaluating employees
evaluating employees
Appraisal

Training
Trainingand
and Determine
Determinetraining
trainingneeds
needsand
anddevelop
develop
Development instructional programs
instructional programs
Development

Compensation
Compensation Provide
Providebasis
basisfor
fordetermining
determining
Management employee’s
employee’s rateof
rate ofpay
pay
Management
© 2010 South-Western, a part of
Cengage Learning. All rights
reserved. 4–16
Job Analysis
 Job Analysis
 The process of obtaining information about jobs
by determining what the duties, tasks, or activities
of jobs are.
 HR managers use the data to develop job
descriptions and job specifications that are the
basis for employee performance appraisal and
development.
 The ultimate purpose of job analysis is to improve
organizational performance and productivity.
© 2010 South-Western, a part of
Cengage Learning. All rights
reserved. 4–17
FIGURE
The Process of Job Analysis
4.1

© 2010 South-Western, a part of

Cengage Learning. All rights
reserved. 4–18
 Requirements
Nature of: Basis for:
Job Analysis
•• What
Whatemployee
employeedoes
does
•• Why
Whyemployee
employeedoes
doesitit •• Determining
Determiningjob
jobrequirements
requirements
•• How
Howemployee
employeedoes
doesitit

Job Description
•• Summary •• Employee
Employeeorientation
Summarystatement
statementofofthe
thejob
job orientation
•• List •• Employee
Employeeinstruction
Listof
ofessential
essentialfunctions
functionsofofthe
the instruction
job •• Disciplinary
job Disciplinaryaction
action

Job Specification
•• Personal •• Recruitment
Personalqualifications
qualificationsrequired
required Recruitment
in
interms
termsof
ofskills,
skills,education
educationand
and •• Selection
Selection
experience
experience •• Development
Development

© 2010 South-Western, a part of

Cengage Learning. All rights
reserved. 4–19
 STEPS IN PROVIDING
HUMAN RESOURCES

Relationship of job analysis, job description, and job specification

.
 Key Elements of a Job Description
• Job Title
 Indicates job duties and organizational level
• Job Identification
 Distinguishes job from all other jobs
• Essential Functions (Job Duties)
 Indicate responsibilities entailed and results to be
accomplished
• Job Specifications
 Skills required to perform the job and physical
demands of the job

© 2010 South-Western, a part of Cengage Learning. All rights reserved. 4–21

 Job Descriptions
• Job Title
 Provides status to the employee.
 Indicates what the duties of the job entails.
 Indicates the relative level occupied by its holder in
the organizational hierarchy.

© 2010 South-Western, a part of Cengage Learning. All rights reserved. 4–22

 Job Descriptions (cont’d)
• Job Identification Section
 Departmental location of the job
 Person to whom the jobholder reports
 Date the job description was last revised
 Payroll or code number
 Number of employees performing the job
 Number of employees in the department where the
job is located
 O*NET code number.
 “Statement of the Job”

© 2010 South-Western, a part of Cengage Learning. All rights reserved. 4–23

 Gathering Job Information
• Interviews
• Questionnaires
• Observation
• Diaries

© 2010 South-Western, a part of Cengage Learning. All rights reserved. 4–24

 Controlling the Accuracy of Job Information
• Factors influencing the accuracy of job
information
 Self-reporting exaggerations and omissions by
employees and managers
 Collecting information from a representative sample
of employees
 Capturing all important job information
 Length of job cycle exceeding observation period
 Lack of access to job site for personal observation
 Lack of familiarity with the tasks, duties, and responsibilities
of a job
 Ongoing changes in the job

© 2010 South-Western, a part of Cengage Learning. All rights reserved. 4–25

 O*NET and Job Analysis
• Dictionary of Occupational Titles (DOT)
 A systematic occupational classification structure
based on interrelationships of job tasks and
requirements.
 Contains standardized and comprehensive
descriptions of twenty-thousand jobs.
• O*NET Database https://www.onetonline.org/
 A online database of all DOT occupations plus an
update of over 3,500 additional DOT occupations.
 Data are collected and published continuously.

© 2010 South-Western, a part of Cengage Learning. All rights reserved. 4–26

 Popular Approaches to Job Analysis

Position
PositionAnalysis
Analysis
System
System

Critical
CriticalIncident
Incident
Method
Method

Task
TaskInventory
Inventory
Analysis
Analysis

Competency
CompetencyJob
Job
Analysis
Analysis

© 2010 South-Western, a part of Cengage Learning. All rights reserved. 4–27

 Approaches to Job Analysis
• Position Analysis Questionnaire (PAQ)
 A questionnaire covering 194 different tasks that, by
means of a five-point scale, seeks to determine the
degree to which different tasks are involved in
performing a particular job
• Critical Incident Method
 Job analysis method by which job tasks are
identified that are critical to job success.
 The job analyst writes five to ten important task
statements for each job under study.

© 2010 South-Western, a part of Cengage Learning. All rights reserved. 4–28

FIGURE
A Sample Page from the PAQ
4.2

© 2010 South-Western, a part of Cengage Learning. All rights reserved. 4–29

 Approaches to Job Analysis (cont’d)
• Task Inventory Analysis
 Is an organization-specific analysis developed by
identifying—with the help of employees and
managers—a list of tasks and their descriptions that
are components of different jobs.
• Competency-Based Analysis
 Involves constant development of job profiles of
current worker tasks, duties, and responsibilities
that are “key” competencies for use in creating job
descriptions, setting recruitment requirements, and
in performance evaluation.

© 2010 South-Western, a part of Cengage Learning. All rights reserved. 4–30

 Approaches to Job Analysis (cont’d)
• HRIS and Job Analysis
 Human resource information systems (HRIS) and
specialized software help automate job analysis.
 Analyze jobs and write job descriptions and job
specifications based on those analyses.
 Combine job analysis with job evaluation and the pricing of
organizational jobs.

© 2010 South-Western, a part of Cengage Learning. All rights reserved. 4–31

1
Job Description for an Employment Assistant

© 2010 South-Western, a part of Cengage Learning. All rights reserved. 4–32

 Job Descriptions (cont’d)
• Job Duties, or Essential Functions, Section
 Statements of job duties that:
 Are arranged in order of importance that indicate the weight,
or value, of each duty; weight of a duty is gauged by the
percentage of time devoted to it.
 Stress the responsibilities that duties entail and the results to
be accomplished.
 Indicate the tools and equipment used by the employee in
performing the job.
 Should comply with law by listing only the essential functions
of the job to be performed.

© 2010 South-Western, a part of Cengage Learning. All rights reserved. 4–33

1
Job Description for an Employment Assistant (cont’d)

© 2010 South-Western, a part of Cengage Learning. All rights reserved. 4–34

 Job Descriptions (cont’d)
• Job Specifications Section
 Personal qualifications an individual must possess in
order to perform the duties and responsibilities
 The skills required to perform the job:
– Education or experience, specialized training, personal
traits or abilities, interpersonal skills or specific behavioral
attributes, and manual dexterities.
 The physical demands of the job:
– Walking, standing, reaching, lifting, talking, and the
condition and hazards of the physical work environment

© 2010 South-Western, a part of Cengage Learning. All rights reserved. 4–35

1
Job specification for an Employment Assistant (cont’d)

© 2010 South-Western, a part of Cengage Learning. All rights reserved. 4–36

 Problems with Job Descriptions
1. If poorly written, they provide little guidance
to the jobholder.
2. They are not always updated as job duties or
specifications change.
3. They may violate the law by containing
specifications not related to job success.
4. They can limit the scope of activities of the
jobholder, reducing organizational flexibility.

© 2010 South-Western, a part of Cengage Learning. All rights reserved. 4–37

 Writing Clear and Specific Job Descriptions
• Create statements that:
 Are direct, and simply worded; eliminate
unnecessary words or phrases.
 Describe duties with a present-tense verb, the
implied subject being the employee performing the
job.
 Use “occasionally” to describe duties performed
once in a while and “may” for duties performed only
by some workers on the job.
 State the specific performance requirements of a
job based on valid job-related criteria.

© 2010 South-Western, a part of Cengage Learning. All rights reserved. 4–38

Job Design
 What tasks will be performed
 Deciding how tasks will be grouped
together and assigned to individuals
 Deciding how individuals will relate to
each other to co-ordinate their work
 Deciding how they will be rewarded for
their performance.
 Watch the videos list down the kinds jobs
done and the work flow of the entire
production of jeans.
 Job Design
• Job Design
 An outgrowth of job analysis that improves jobs
through technological and human considerations in
order to enhance organization efficiency and
employee job satisfaction.
• Job Enrichment (Herzberg)
 Enhancing a job by adding more meaningful tasks
and duties (vertical expansion) to make the work
more rewarding or satisfying.
 Providing opportunities for achievement,
recognition, growth, responsibility, and
performance.

© 2010 South-Western, a part of Cengage Learning. All rights reserved. 4–41

FIGURE
Basis for Job Design
4.3

© 2010 South-Western, a part of Cengage Learning. All rights reserved. 4–42

Factors affecting job design
 Proven values of specialisation and repetitive
operations
 Changing technology
 Trade union policies
 Abilities of present personnel
 Available supply of potential employees
 Interaction requirements among jobs within the
system
 Psychological and social needs that can be met
through the job
Job Characteristics
 Job Characteristics Model
(Hackman and Oldham)
 Job design theory that purports that three
psychological states (experiencing meaningfulness
of the work performed, responsibility for work
outcomes, and knowledge of the results of the
work performed) of a jobholder result in improved
work performance, internal motivation, and lower
absenteeism and turnover.

4–44
 Job Characteristics (cont’d)

1. Skill variety: The degree to which a job entails a variety of different activities,
which demand the use of a number of different skills and talents by the
jobholder
2. Task identity: The degree to which the job requires completion of a whole
and identifiable piece of work, that is, doing a job from beginning to end with a
visible outcome
3. Task significance: The degree to which the job has a substantial impact on
the lives or work of other people, whether in the immediate organization or in
the external environment
4. Autonomy: The degree to which the job provides substantial freedom,
independence, and discretion to the individual in scheduling the work and in
determining the procedures to be used in carrying it out
5. Feedback: The degree to which carrying out the work activities required by
the job results in the individual being given direct and clear information about
the effectiveness of his or her performance

4–45
 Job Characteristics Model
 Job  Psychological • Job
Characteristics States Outcomes
 Skill variety  Meaningfulness  Improved work
 Task identity of the work performance
 Task performed  Increased
significance  Responsibility Internal
 Autonomy for work motivation
outcomes  Lower
 Feedback
 Knowledge of absenteeism
the results of and turnover
the work
performed.

4–46
Job redesign- techniques
 Job rotation
 Job enlargement- adding more and
different tasks i.e., add variety
 Job enrichment/ job loading- task
variety, task identity, task significance,
autonomy