CHAPTER 1:

INTRODUCTION

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 What Is Job Analysis?

The job analysis process is an important pre-employment step, but it’s critical to
routinely analysis roles that are already filled at your company. Doing so ensures
that you’re offering the right development opportunity and setting employees up for
success.

In this article, you’ll learn what job analysis is, why it’s important for your
business and a few common job analysis methods to implement in your
workplace.

The definition of job analysis

What is job analysis? The meaning of job analysis is the practice of gathering and
analysis details about a particular job, such as responsibilities, day-to-day duties,
hard and soft skills, qualifications, education, expected outcomes, interaction,
performance standards, work conditions, physical abilities and supervision. Job
analysis is commonly used to develop job descriptions, but the data has other
uses too.

Why is job analysis important?

Employers shouldn’t underestimate the importance of job analysis. Conducting a
job analysis provides an overview of the most important requirements of a role
to ensure that you’re making the right hiring decisions. Failing to conduct an in-
depth analysis can lead to employee discontent, high turnover rate low levels of
employee engagement. An effective job analysis ensures that employees
understand the expectations of their position, are appropriately trained and
receive fair compensation.

A job analysis is a great tool to help you make a variety of personnel decisions
and understand the context of a role within an organization. Businesses often
use job analysis

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Why is job analysis important?

Job analysis is crucial for defining the requirements of a job and finding the best
candidates for a vacant position. Here are some of the reasons why job analysis
is important:

workforce planning
 A job analysis identifies job requirements in terms of skills, attributes, and other
professional characteristics and is a qualitative element of workforce demands.
Job analyses make it easier to delegate work to various roles.
Training and development

An employer may opt to observe employees while they perform their duties,
recording their activities and which skills they use to complete their tasks.
Observations are generally effective for processes involving physical tasks and
product outputs. The observation approach can be efficient when the job analyst
has enough skill to understand what to observe, how to interpret to employees,
and identify what they observe.

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Surveys

Employers a perform surveys to determine the frequency of particular task

completion and skills necessary to accomplish that specific task. These surveys
can be in the form of highly organized questionnaires in which employees
answer job-related topics using a scale. Employers can also informally use survey
methods to gather responses to open-ended questions from employees

Work diary or log

A work diary or log is a document that employees maintain either daily or weekly
and which contains information on the frequency and timing of tasks. HR
typically examines the logs, discovers patterns, and turns them into job
descriptions. As this method generates a considerable amount of data, it is often

1. Determine the goal

Start by establishing the goal of your job analysis. For example, your goal might
be to determine appropriate, updates job description or recruit potential
employees for an open role.

2. Consider which jobs you want to analysis

Do you want to analysis an entire department, just a few jobs or a single
position? Deciding what job, you want to analysis can help you select the right
method for your analysis.

3. Select the right job analysis method

Determine which job analysis method will produce the most useful data for your
goals. For example, the interview method may not be the right choice if you’re
hiring for a completely new role at your company.

4. Create a timeline

Establish a timeline for notifying employees about the analysis, conducting the
analysis, reviewing the data and implementing any changes.

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5. Prepare your materials

Prepare any necessary materials for the job analysis, like securing a meeting
room, purchasing a questionnaire or coming up with interview questions.

6. Complete the analysis

Perform the job analysis using best practices for the method you selected. If
possible, get input from employees, supervisors and senior managers to get a
more well-rounded and in-depth look at the job your analysis

7. Review your job analysis results

Assess the data to see what the job entails, what skills and qualifications are
necessary to perform it well and any other relevant information needed to meet
your goals.

8. Use the data

Finally, use the results of your job analysis to establish an updated job
description, appropriate compensation, employee development plan or other
documents or processes.

Here’s a list of the sectors that rely on the job analysis:

 Career growth
 Compliance
 Compensation
 Hiring
An in-depth job analysis helps organizations create in-depth job descriptions and get
managers and employees on the same page. It is also useful in defining the path job
holders will take to move up in an organization and transition to higher-level
positions. In the worst-case scenario, when an employee does not meet these
expectations, the job analysis can serve as a guide for criticisms, performance reviews
and job departures.

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 Scope of study
. Following is the scope of job analysis:

1. Recruitment and Selection

2. Compensation
3. Training
4. Performance Appraisal

Recruitment and Selection

Job analysis provides information about what the job entails and what human
characteristics are required to carry out these activities. Such job descriptions and job
specification information are used to decide what sort of people to recruit and hire.

Compensation

Job analysis information is also essential for estimating the value of and appropriate
compensation for each job. This is so because compensation, (such as salary and
bonus) usually depends on the job’s required skill and education level, safety hazards,
degree of responsibility and so on-all factors that are assessed through job analysis.

Job analysis provides the information determining the relative worth of each job so
that each job can be classified.

Training

Job analysis information is also used for designing training and development

programs because the analysis and resulting job description show the skills and
therefore training that is required.

Performance Appraisal

A performance appraisal compares each employee’s actual performance with his or

her performance standards. It is often through job analysis that experts determine the
standards to be achieved and the specific activities to be performed.

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 NEEDS OF STUDY

Performing a job analysis can seem like a daunting task. But, by gathering data on the
day-to-day activities of employees, you may discover gaps and overlaps in employee
tasks and responsibilities which might have caused difficulties later on. In job analysis,
there really aren’t any shortcuts, so make sure your research is thorough and your
final report is as user-friendly as possible.

 1: Review the job responsibilities of current employees

 2: Research job descriptions
 3: Analyse the employee’s duties and tasks
 4: Share job descriptions with other companies

 1: Review the job responsibilities of current employees

One of the key methods of job analysis is to ask the actual employees what they do
every day for their job. It’s impossible for HR and management to understand exactly
what encompasses the day-to-day functions of a particular job. You may see the
output but still have no idea what actions and behaviours are needed to produce it.
 2: Research job descriptions
Sometimes it’s good to get a little inspiration. Looking at sample job descriptions
online can help shape the structure of the job analysis you’re doing and help remind
you of the tasks and responsibilities that you may have forgotten.
3: Analyse the employee’s duties and tasks
Every employee has specific responsibilities and activities but not every job within a
company is optimised. During a job analysis, you may discover misplaced duties or
projects that would be better suited to another department. You may discover tasks
that another job would accomplish more successfully and easily.
4: Share job descriptions with other companies
Sometimes, companies will happily share information about their job descriptions. One
key purpose of a job analysis is to check that you’re offering a competitive salary.
Financial planning, job analysis and job descriptions often go hand in hand, so make
sure you’re connecting with finance managers as well.

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 Objectives of study

Job Analysis basically is a process wherein the data related to jobs are collected and analysed
to identify which tasks are to be performed and the required knowledge and skills to perform
the jobs. Job analyses produce information used for writing job descriptions and job
specifications. These are the objectives of the job analysis given below:

1. Work Simplification
2. Establishes Standards
3. Support other Activities

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 OBSERVATION OF METHODOLOGY

What are the methods of job analysis?

There are several common methods when performing a job analysis:

Observation method

The observation method is when an outside analyst observes an employee and

the tasks they perform. They'll often shadow the employee for several days as
they perform their duties, attend meetings and evaluate their workload to
understand the role's essential functions. While observing, the analyst takes
detailed notes about the role, including what tools they use, how long they spend
on tasks and who they interact with to complete their jobs.

Interview method

The interview method is when the analyst questions an employee about their
role. They hope to learn the same aspects of the job they might see in the
observation method, like what systems they use, what processes they follow and
how they apply their skills to achieve results. With this method, the interviewee
can formulate their own working styles to perform a particular role. Analysts
interview several people in the same role to get a more holistic view of the
responsibilities.

Questionnaire method

The questionnaire method is when analysts create a series of questions for

employees to answer about their jobs. They often ask the employee's managers
and others on the team about their perceptions of the role to identify any gaps
between expectations. These questions can include asking employees about how
they spend each day, what their priorities are and how they effectively perform
their duties.

Daily method

The daily method is when an employee creates a record daily of the tasks they
perform. This can be over a set period of time, like a week, where they detail their
activities and the length, they spend on each. This can be an objective way to
understand how employees spend their time and can identify areas where an
employee might shift their attention to more important responsibilities.

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Functional job analysis method

Functional job analysis is a formal method to evaluate a job and capture

quantitative results. This means they might combine several other methods to
understand everything about the role itself and the person performing them.
Analysts can identify what the individual and technical limitations are within a
role to suggest areas for change. Companies often use the functional job analysis
method to create new job descriptions or postings based on what's needed to
perform the roles.

Job inventories method

Job inventories involve a structured checklist that employees can check off to
verify that they're completing certain tasks. This usually comes from a role's job
description or management expectation to ensure they're performing certain
duties or using certain tools. These checklists can focus on the tasks themselves,
the team members or the qualifications for each role.

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 Limitations of the study

Though job analysis plays a vital role in all other human related activities but every
process that has human interventions also suffers from some limitations. The
process of job analysis also has its own constraints. So, let us discuss the
advantages and disadvantages of job analysis process at length.

Advantages of Job Analysis

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.

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. Helps in Establishing Effective Hiring Practices:  Who is to be filled
where and when? Whom and how to target 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 Analysing Training & Development Needs: The process of
job analysis gives answer to following questions:
1. Who to impart training?
2. When to impart training?
3. What should be the content of training?
4. What should be the type of training: behavioural or technical?

. 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 Can not 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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 CHAPTER 2:

REVIEW
OF LITERATURE

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LITERATURE REVIEW

The literature review will be conducted to provide a conceptual framework from which to
plan and organize the research and interpret results. The literature review will entail obtaining
recent and relevant literature and the presentation of this material in a qualitative manner.

 
JOB ANALYSIS
Job analysis is an organized study of jobs to recognize the visible work activities, tasks, and
responsibilities related with a particular job or cluster of jobs. It is a process of looking at
exactly what a job entails and to identify the particular job duties and requirements in detail
reflecting the importance of these duties for a given job. The significance of job analysis in
applying human resource practices cannot be ignored, as job analysis has been described as
“the fundamental building block upon which all later decisions in the process would rest.
“Importance of Job analysis has been narrated in the subject of personnel psychology which
determines the personal attributes like knowledge, skills and abilities (KSA) which are
imperative for the thriving job performance. Bramnick and Levine (2002) defined the job
analysis as an organized process whereby nature of a job is discovered. Job or task is divided
into smaller units. McCormick, studied in 1976 that the collection and processing of job-
related information and other related tasks and qualifications through job analysis was a base
for human resource management (HRM). In Human Resources (HR) functions like
recruitment & selection, training & development, compensation & performance
management, job analysis has a vital role. Sanchez and Levine, discussed in 2000 that
erroneous practice of the job analysis may affect other HR activities based on it.
 
 30Practice of Job analysis as a management tool was developed just about 1900. Since than
Job analysis become one of the imperative tools by which managers and professionals
directed the organizations. Former research by Mullins & Kimbrough, 1988; Avolio &
Waldman,1989; Schmitt & Cohen, 1989 and Landy & Vasey, 1991 on job analysis persistent

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on the variable like demographic in job analysis ratings. Having interest in improving the
efficiency of job, Taylor, studied the job as one of his principles of scientific
management. From his ideas and data, time and motion study of jobs was emerged. This
consciousness on job analysis stimulated as the human relations associated with the
determination on other issues and other human resource practices emerged. Behavioural
scientists and Psychologists rediscovered in 1960 jobs as a focal point of study in the
organizations. Till such time, job analysis has been
focusedwork being carried out. This was altered in the 1970s as psychologists were attracted i
n jobanalysis. Their involvement was in three areas such as (i) quantifying job analysis by
developing questionnaires for data collection; (ii) worker orientation to job analysis; and,
(iii)focusing on smaller units rather than the whole job, task, or elements within jobs.

Cascio, (1998) and bowing & Harvey (2000) stressed the significance of job analysis as a
strategic HRM practice linked with the organizational performance. Anthony (2002)
undeclare, (2003) recommended that with the recognition of the Human Resource–
Performance linkage, organizations vigorously adopting job analysis as a human resource
strategy were likely to grow more and put on aggressive benefits. Gatewood &

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Field, (1994) illustrated that extent to which tasks and employee attributes for an
assigned job was termed

They further discussed that work oriented methods engaged clear description of
variety of jobs or tasks to be performed, while, worker-oriented methods
examined human behaviours concerned with the work activities. Work or worker-
oriented t e c h n i q u e w h a t s o e v e r b e , j o b a n a l y s i s m e t h o d s a l l o w t h e
assumption of employee’s knowledge, skills and abilities (KSAs)
characteristics. Davis (1995), Gatewood & Field, (1994) studied the
KSAs characteristics included in job-related information and the
necessary human abilities to perform certain job activities. The
s i g n i f i c a n c e o f applicable KSAs could not be overstated,
Accordingto Gatewood & Feild, (1994) job analysis was an instrument toa n a l y t i c a l l y   g a t
her data on tasks and behaviou rs leading to KSAs about virtually and
any kind of work activity. Rien, (1977) emphasized on the recognize
valid predictors and criteria for job success which has also been acknowledged by the otherres
earchers and human resource professional, fully engaged in recruitment and

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selection process. Dunnette, (1976) and Wernimont & Campbell, (1968) linked job analysisin
formation with recruitment process which was originated in the literature. Some of these
researchers pointed job analysis as the base of the entire recruitment and selection process.
The divergence was in a through consideration of the job performance realm which could lead
to the development of the system in which the personal attributes (KSA) required to
acceptably perform the jobs, identified and empirically linked with corresponding
job performance. In 1991, Harvey acknowledged the job analysis in relation with work behavi
ours and associated tasks those were required for successful job performance.

 (1999) discussed the importance of Job Analysis and conduction of Job Analysis which was
obvious from the fact that most of the researchers have declared job analysis as a backbone
and cornerstone of each and every human resource activity. Job analysis provides a

foundation of requisite information regarding jobs and employees that human resource
professionals used to build up such important documents such as job description (JD), job
specifications and

performance appraisal. Despite of the acknowledgment of the pivotal role of job analysis in

all human resource activities, there was rear empirical research which linked job analysis to
job performance specifically. Towers, 1992, Pfeffer, 1998, Greer, 2001 and Drucker
2002 studied that the accomplishment of objectives set by the organizations in the current
aggressive situation mainly depends upon the talent of their human resources and professional

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development programmes. Hustled (1994), Hustled, (1995); Delaney & Hustled, (1996)
confirmed that well-established human resource practices not only enhance job retention but
also make a considerable involvement in objective performance and enhance productivity. As
noticed above, linkage between the practice of job analysis and Job performance has
not been analytically found as yet, so there is an adequate amount of subjective evidence in th
ecurrent human resource practices -performance literature to anticipate a significant impact
of job analysis on job performance. Data of case studies has described how variousorganizatio
ns have achieved an advantage upon following the practice of job analysis, one imperative
reason for exploring a significant association between job analysis and
job performance was the innermost position that job analysis occupy in the human resource pr
actices that contributed to job performance. 

(1998) claimed that the definitive rationale of job analysis was to improve job performance
and output of an 33employee. The significance and carrying out the job analysis has the latent
to devise this input to job performance both directly and inter-actively with other core HR
practices. In 1994, Clifford studied that the organizations admiring the importance of the job
analysis and regularly practicing the job analysis have a better knowledge and understanding
of their employees’ strengths and weaknesses accordingly a timely remedial action may be
taken to improve their deficiency in skills and abilities. Practice of conducting regular job
analysis can assist an organization in establishing an appropriate infrastructure by determining
the tasks to be performed as well as the deadlines for performing them. Regular practice of
job analysis contributed to the organizational performance by enhancing a positive job
attitude and job dedication. In addition, job analysis was capable to identify factors such as
employee’s motivation and job satisfaction. Gomez Mejia.

 2002studied that normal review of Job descriptions (JDs) and performance appraisal

standards by applying job analysis enormously helped the HR professionals and researchers to
recognize and eradicate redundant job requirements and areas of divergence causing job
frustration.

2.1.1 Instruments of Job analysis and job performance

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In order to initiate the management decisions, an organization requires an effective Human
Resource Information System (HRIS). This system must endow with existing but correct data
of the employees. Job analysis was found a useful means to glance insight the actual job
features of each job being an essential element of an efficient HRIS. The key documents
like job description, job specification and job standards were usually included in anorganizati
on’s human resource information system. Other information contained in the HRIS
concerning with the employees, like job performance standards, fringe benefits, perks.

 The government rules and prevailing regulations, legal issues, etc., made it a vital resource
for human resource professionals and managers to stay alongside each other of organizational
needs and innovative developments in the exterior environment. HRIS, a valuable human
resource planning tool, would certainly improve effectiveness and efficiency of an
organization and job performance. Ardy & Dobbins, (1992) and Langdon & Whiteside,
(1996) and Siegal, (1997) defined each job in terms of its specific role in an organization,
recruitment and selection functions could be polished to identify the candidates who might
actively move forward organisational targets and goals. Cardy & Dobbins, (1992) and
Langdon & Whiteside, (1996) and Siegel, (1997) emphasized on the competency-focused
approach in the present environment, where jobs and skills required to perform
them successfully are rapidly changing and may be seen as an indispensable improvement
over the criterion approach to achieve organizational goals. In 1991 Harvey has discussed
four steps which were actively involved in conducting the Job analysis.

First, job or work activities performed on the job were elicited from job occupants and
supervisors. Second, activities and operations were grouped into tasks or duties to simplify
and organize statements and to eliminate overlapping. Third, the resultant list of job tasks was
rated on measures of overall significance to successful job performance. Finally, the
knowledge, skills and abilities required for successful job performance were identified for
development of selection instruments and potential training needs.

 
JOB DESIGN

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According to Fried & Ferriss, (1987); Parker, Wall, & Cordray, (2001) Job design has
developed a great deal of interest in the area of HRM during the recent decades. Yorgason
&Campion, (2003) and Parker & Wall, (1998) have discussed a basic principle in the job
design research according to which jobs were stimulated and associated with motivational
factors

which contributed to the attitudinal and behavioural job performance outcomes. Hackman &
Oldham, (1976, 1980) developed Job Characteristics Model (JCM) derived from the modern
research on job design. Core job characteristics of Job Characteristics Model were skill
multiplicity, task distinctiveness, tasks implications, self-sufficiency and job feedback which
actively contributed to job stimulus and subsequently to three vital emotional states practised
meaningfulness, experienced responsibility and knowledge of results, which has a great
positively impact on employee motivation, job performance and outcome of these like job
satisfaction and job retention. Kopelman, (1985); Fried & Ferris, (1987); Fried, (1991);
Oldham, (1996) and Parker.

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 exposed diverse results on the linkage between inspiring job characteristics and
job performance and outcome like turnover and absenteeism. Rousseau & Fried, (2001) and
Johns, (2006) found inconsistent results and suggested that background might play a vital role
in moderating employee reactions. Fried & Ferris, (1987); Fried, (1991); Xia, & Fang (1992)
(2001) supported the hypothesized linkage between stimulating job characteristics and job

satisfaction, the extent of the relationship between the core job characteristics and outcomes
appeared to be moderate rather than hi

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Features of Job Analysis

From the definitions in the preceding section, we can list the features of job analysis as
follows:

1. Job analysis is gathering relevant information about various aspects of a job

and identifying tasks required to be performed as part of it.
2. It approaches systematically defining the role, context, conditions, human
behaviour performance standards, and responsibilities of a job.
3. It helps in establishing the job’s worth to an organization. In other words, it
measures a job’s value and contribution to the organization’s growth.

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 4. It establishes job-relatedness, which is crucial for HR decisions involving
recruitment, selection, compensations, training, health, and safety

Purposes of Job Analysis

The data collected from the job analysis can be used for three purposes.

3 purposes of job analysis are;

1.Job Description

2.Job Specification

3.Job Evaluation

Job Description

Job descriptions describe the duties, responsibilities, working conditions, and activities
of a particular job. Job descriptions vary in terms of the level of detail provided.

However, several components are present in virtually every job description—for

example, the job title, type of summary, and worker requirements.

One valuable source for locating standardized job descriptions is the Dictionary of
Occupational Titles (DOT), published by the US Department of, providing more than
12,000 occupations. Managers can adapt the standardized job descriptions from the
DOT to the specific jobs within their firm.

Job Specification

Job specifications detail the knowledge, skills, and abilities relevant to a job, including
the education, experience, specialized training, personal and manual dexterity required.
The job specification is important for several reasons.

First, certain jobs have the qualifications required by law.

For example, airline pilots, attorneys, and medical doctors must be licensed. Another
type of job specification is based on professional tradition.

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For example, university professors must usually hold a Ph.D. or equivalent degree if
they are in a tenure track position.

Finally, job specifications might involve establishing certain standards or criteria for
successful performance.

Job Evaluation

The information gathered during a job analysis can be used as input for the
organization’s job evaluation system.

This information is primarily used to determine the pay for the job. Thus, employees
should be paid more for working more difficult jobs.

7 Components of Job Analysis

A job can be broken into several components and arranged into a hierarchy of work
activities. This hierarchy is depicted in the following figure;

7 components of job analysis are;

1. Element
2. Task
3. Duty
4. Position
5. Job
6. Occupation
7. Job Family

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Element

The smallest practical unit into which any work activity can be
subdivided.

Task

An identifiable unit of work activity is is produced by applying a Composite of

methods, procedures, and techniques.

Duty

An individual performs several distinct tasks to complete a work activity for which he
or she is responsible.

Position

The combination of all the duties required of one person performed a job.

Job

A group of positions that are the same enough or their job elements tasks and others
to be covered by the same job analysis.

Occupation

Jobs are combined across organizations based upon the skills, exhaustion, and
responsibilities required by the jobs.

Jo A category in which similar cocoons are grouped6 Steps or Stages of Job Analysis
Process There are six steps in doing a job analysis process. Let’s look at each of them.
b Family

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2.1. Literature Review In this section, literature review will be discussed based on recent
research as references for creating the current research. 2.2.1. Recent Research The success
of company is depended on many factors. Most research suggests that Human Resource
Management is a vital in order for an organisation to achieve organisational success
(Abdullah et al, 2009). Human Resource Management is now often seen as the major factor
which differentiates between successful and unsuccessful organizations (Sameen et al, 2014).
The better the human resource management, the better system will achieve and all of jobs can
be handled. In order to improve company’s system, they should understand about their goals
also problems and issues happened related to the company.

After that, they can plot the strategy and trained their employee based on company’s
requirement. An organization could achieve its competitive strategy by implementing
effective HRM practices (Vue & Ali, 2011). In a rapidly changing competitive environment,
human resources are one important source of competitive advantage. Human resource
systems can contribute to sustained competitive advantage through facilitating the
development of competencies that are firm specific (Alaskan, 2010). Businesses must plan
for their human resources needs before setting out to find the right person for the job
(Practices et al, 2014). Based from Suthar, McCormick said that job analysis is collection and
processing of job-related information and other related tasks and qualifications through job
analysis was a base for Human Resource Management (Suthar et al., 2014).

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 Job analysis is a family of procedures to identify the content of a job in terms of activities
involved and attributes or job requirements needed to perform the activities (Arts & College,
2014). In every job, it should be informed clearly about the duties and responsibilities. Job
analysis is the systematic process of determining the skills, duties, and knowledge required
for performing jobs in an organization. It is an essential and pervasive human resource
technique. (Sibu & 6 Pinta, 2014). Therefore, job analysis become strategic and important
practice with potential contribution for organizational performance. Performance
management identifies the organization's objectives, the necessary results to achieve.
Performance assessment is part of the performance management process, which is a
collection of communication for a certain period between the manager and the employee
(Osmani and Ramli, 2012) Through job analysis and performance assessment, company
easily managing their employee and directing them in order to achieve company’s goals.
2.2.2. Current Research Tirta Jaya is a small medium enterprise which has two division
(Marketing Division and Administration Division) in their office. As the company grows,
management plan to build financial division to evaluate their financial condition. Human
Resource Management approach will be suitable to create successful organization.

Job analysis and performance assessment as tools of Human Resource Management

technique are corresponding methods in order to build new division. 2.2. Basic Theory This
part will discuss about theory used in this research, such as Human Resource Management
and Job Analysis. 2.2.1. Human Resource Management As the name, human resource
management will handle human in the workplace. The definition of human resource
management is inseparable from the term “management”. Management is thus understood as
organizing, planning, supervising, and controlling. Management pertains to internal
company’s affairs. (Battalioned et al., 2017) De Kenzo and Robins in Sameen said that
human resource management is the part of the organization that is concerned with the
“people” dimension. It is one of important part in organization. Human resource management
is very important for the organization to get more powerful and develop its self to be the
standard and success one. (Sameen et al., 2014). 7 Figure 2.1. Human Resource Linkage
Source: (David, 2005) Figure 2.1 shown the strategic direction of human resource linkage.
Based on David

A and Stephen P in Fundamentals of Human Resource Management 8th edition, employment

planning must be linked to organization’s overall strategy started by knowing the mission of
company. Mission statement is the foundation on which every decision in the organization
should be made. Then, objectives and goals are set to compose strategy. During this phase,
company begins to analyse its goals, its current strategies, its external environment, its
strength and weakness, opportunities and threats (SWOT Analysis). This analysis leads the
organization structure that determine jobs which need to be done and by whom. Then,
organization needs people with matching skills, knowledge, and abilities to do job as
required. This aspect become critical as people has important role for successful organization.
Human Resource Management is important because human is affecting many things.

28
Operator can be replaced by robot, but idea is only coming from human. Other resources
depend on human resource without which they are worthless because if there would be no
human then who will plan, organize, or monitor the other resources (Sameen et al., 2014).
Effective HRM practices can have positive impact on business performance. (Abdullah et al.,
2009).

At least there are four importance of human resource: a. HR policies refer to human
behaviour, which is complex, often conflict-ridden, and culturally dependent. b. There are
many different HR policy instruments and practices. 8 c. The success or otherwise of
different HR policies, programmes and plans is difficult to evaluate. d. Many managers
believe that people management is just common (Hoque et al, 2013) Based on Dressler in
Human Resource
Management 13th Edition, human resource management also important for all managers for
several reasons: a. Avoid personnel mistakes Human Resource Management helps
Improve profits and performance Many managers have been successful even with inadequate
plans, organizations, or controls. They were successful because they had knack of hiring the
right people for the right job and motivating, appraising, and developing them. Human
Resource Management deals with the behaviour, responsibilities, function, and importance of
employee. Khan in Sameen stated that HR practices are more likely to make a contribution to
competitive success when introduced as a comprehensive package, or 'bundle' of practices.
HRM practices influence business performance: training and development,
compensation/incentives, and HR planning. (Abdullah et al., 2009). Sameen also cite
Redman and Matthews that some key practices are identified as an ‘HRM bundle’ being: a.
Careful recruitment and selection, for example, ‘total quality recruitment’, ‘zero defects
recruitment’, ‘right first-time recruitment’. b. Extensive remuneration systems, for example,
bonuses available for staff willing to be multi-skilled. c.

29
 Team working and flexible job design, for example, encouraging a sense of cohesiveness
and designing empowered jobs. d. Training and learning, for example, front line staff having
enhanced interpersonal and social skills. e. Employee involvement, for example, keeping
employees informed of key changes in the organization. f. Performance appraisals with links
to contingent reward systems, for example, gathering customer feedback to recognize the
work by employees 9 over and above their expected duties, which in turn is likely to lead to a
bonus for staff. 2.2.2. Job analysis Job analysis is a tool for human resource management in
designing and evaluating job. It has received considerable attention in Western countries as a
useful HR planning tool, affects organizational performance in a developing country.
(Siddique, 2004). Job analysis provides an objective picture of the job, not the person
performing the job, and as such, provides fundamental information to support all subsequent
and related human resource activities, such as recruitment, training, development,
performance management and succession planning. (Saiph et al., 2013).

Job analysis drills into units of a job depending on the focus. The process breaks down a job
into different components. By adjusting the scope of the analysis, job analysts can obtain
specific information to fit the needs of their organization (Ne, 2012) Figure 2.2. Uses of Job
Analysis Source: Dressler, 2013 Based on Figure 2.2., the output of job analysis are job
description and job specification that can be used for several function, such as human

30
resource planning, recruitment and selection, job evaluation, performance appraisal, labour
relations, training development, and job design.

Job analysis serves two critical functions with respect to these processes. It helps ensure that
decisions made with respect to human resource processes are good decisions, i.e., fair and
accurate (e.g., selection of the right person for the job, appropriate decisions 10 about
training, performance management, development, etc) and ensure the defensibility of
decisions made to employees which resulting in good HR management and to the court
which resulting in savings of costs, time and reputation. (Saiph et al., 2013). The
effectiveness of these human resource practices requires that jobs must be clearly understood
by both the jobholders and the organization. The practice of job analysis provides this
understanding. (Siddique, 2004). Job analysis provides information about jobs currently
being done and the knowledge, skills and abilities that individuals need to perform the jobs
adequately. (Saiph et al., 2013).

It focused on the collection of work-related information for the job as it currently exists
and/or has existed in the past (Rodríguez Rivero, 2013). Job analysis help in preparing job
descriptions and job specifications which in turn help hire the right quality of workforce into
an organization. The general purpose of job analysis is to document the requirements of a job
and the work performed. (Arts & College, 2014). The goal of job analysis is to secure all
necessary job data for a variety of human resource management function (Ne, 2012). Job
analysis consists of collecting data and applying it by preparing job descriptions, job
specification and job standards (Lanka, 2015). Different types of information are collected
during a job analysis, and a variety of methods can be used. Information is most commonly
collected on job activities, educational requirements, types of equipment or tools used,
working conditions, supervisory or management responsibilities, interpersonal or
communication skills, agency contacts, and external contacts (Club & Job, 2013). Therefore,
a job description is a result of a job analysis. Where the job analysis describes the general
requirements of a certain job, the job description will explain in detail the different tasks to
accomplish during the day (Lanka, 2015).

The job description outlines the job tasks, duties and responsibilities and serves as a guide
for the recruitment and selection process going forward in general, a job description can be
seen as relating to all the technical, administrative and managerial aspects of the job, the job
title, job summary, job duties, tasks and outputs (Suthar et al., 2014). In term of doing job
analysist, there are several methods of collecting job analysis information stated by DeCenzo
in Fundamental of Human Resource 11 Management and Dressler in Human Resource
Management 13th Edition, such as: a. Observation Method With this method, analyst will
watches employees directly or review films of workers on the job b. Interview Method There
are some kinds of interview methods such as individual interview method, group interview
method, and technical conference method. In individual interview method, analyst meet the
employee to conduct the interview and determine what his or her job entails. Group interview

31
method has similarity with individual interview method except the number of employees.
Technical conference method involves supervisors to get information about the job
characteristic. Analyst ask the supervisor as an expert to obtain the detail job that done by
employee. c. Structured Questionnaire Method Analyst provide the structured questionnaire
to employee which need employee to check or rate items they performed in their job from a
long list of possible task items. This will help analyst gather information about the job d.
Diary Method The diary method requires employee to record his or her daily activities. e.
Quantitative Job Analysis Technique Position Analysis Questionnaire (PAQ) PAQ method
generates job requirement information applicable to all types of jobs. This method involves
194 elements that are grouped within six major categories. The categories are information
input, mental processes, work output, relationship with other people,

job context and other job characteristics. The use of elements should be suitable with The
PAQ strength is an assigning job to job classes for pay purposes. 12 Figure 2.3. PAQ
Categories Source: (Armstrong, 1972) The number of job elements are depending on the
needed. For the most part, it appears more applicable to higher level and professional jobs.
The best result of collecting data usually achieved with some combination of those method, at
least three methods of them including interview, questionnaire, and observation. Based on
Dressler, 2013, there are six steps in doing job analysis as follows: a. Decide how you’ll use
the information The information that analyst try to figure out should be based on the purpose
of the job analysis itself. b. Review relevant background information such as organization

32
charts, process charts, and job description Organization chart show the organization wide
division of work, while process chart show the flow of input and output from the job that will
be analysed. In order to do job analysis, it is necessary to conduct work flow analysis

. Work flow analysis is detailed study of the flow of work from job to job in a work process.
In the big scope, knowing business process also important before going detail on work flow.
This information can be used for evaluating job and conducting job redesign if it is needed.
Job redesign solutions can be job enlargement, job rotation, and job enrichment. 13 Herzberg
in Dressler said empowered employees would do their jobs well because they wanted to, and
quality and productivity would rise. Robertson and Smith (1985) in A Handbook of Human
Resource Management Practice suggest the following five approaches to job design: I.

To influence skill variety, provide opportunities for people to do several tasks and combine
tasks ii. To influence task identity, combine tasks and form natural work units iii. To
influence task significance, from natural work units and inform people of their work iv. To
influence autonomy, give people responsibility for determining their own working system v.
To influence feedback, establish good relationship and open feedback channels c. Select
representative positions Focus only on selected positions that will be analysed d. Analyse the
job Conducting analysis by collecting data on job activities, working conditions, human
traits, and abilities needed to perform the job. e. Verify the job analysis information with the
worker and supervisor This step will help analyst to make sure that the information is correct
and acceptable f. Develop a job description and job specification Lanka, S.

in International Journal 2015 also discussed about job description and job specification
which stated that job description can be the best thought of as a blue print of position. It
outlines the essential duties and responsibilities that are expected of the employee and the
basic purpose of the work the employee is expected to perform. It also defines accountability
in an organization, which helps to prevent overlap of duties and as signs task responsibility.
The other resource; David A in Fundamentals of Human Resource Management Eight
Edition said that job analysis process generates tangible outcomes: job description, job
specification, and job evaluation. Job Description Based on Club & Job in 2013, a job
description identifies the tasks, duties, and responsibilities of a job. There is no standard
format for writing job description. 14 Refer to Dressler and Club & Job, most of job
descriptions contain the following information as can be shown in Figure 2.6. Figure 2.4. Job
Description Aspects a. Job Identification This information provides job title, division, and
department b.

Job summary the job summary should summarize the essence of the job, and include only its
major functions or activities. This is the brief statement of the general job components that
make the job different from others c. Relationship This information contains relationship
statement with other inside and outside the organization. The elements of this parts are

33
reports to, supervise, works with, and outside the company. Elements “work with” refer to
internal relationship, while “outside company” refer to external relationship. d. Working
condition 15 This section gives information to the employee related to working condition of
the job, such as environment, temperature, and noise. e. Job Specification Job specification
establishes the qualifications required of applicants for the job openings. Job specification
provides a basis for attracting qualified applicants & discouraging unqualified ones. This
provides the qualification needed to perform the job successfully. The job specifications list
the KSAOCs. Knowledge is the information required for this position. It can be factual,
procedural, or conceptual and is related to the performance of tasks. The example of
knowledge is minimum education and working experience. Skills are the observable
competencies required to perform the particular tasks of the position. Abilities are the
applicant’s aptitudes for performing particular tasks. Other characteristics include attitudes,
personality factors, or physical or mental traits needed to perform a job. 2.2.3. Performance
Management Performance management refers to a systematized behaviour to make
evaluation on the working (Weiwei & Feng-e, 2012). Performance management includes all
activities that ensure the organization's objectives are being met effectively (Osmani and
Ramli, 2012) If an organization chooses the path of growth and excellence, then it needs to
evaluate its performance.

If an organization's efficiency, effectiveness, productivity and other factors affecting

performance are low, the output of the organization is not desirable and will not create the

34
value-added; and the organization will eventually fail (Avari et al, 2016). Performance
assessment is part of the performance management process, which is a collection of
communication for a certain period between the manager and the employee. Based on
Osmani & Ramli in 2012, here are the objective, types, and example of performance
assessment. The objectives of the assessment performance are as below: a. To review the
performance of employees for a period of time b. To assist the manager in conducting the
control/audit c. To help in improving relationships and communication between managers
and employees d. To establish the strengths and weaknesses of employees, in order to
identify training needs and future development 16 e. To provide the feedback from
employees regarding their performance f. To evaluate the effectiveness of other functions of
the organization's human resources such as recruitment, selection, training and development
There are six step to create performance assessment as refer in Figure 2.5. Figure 2.5.

Process of Performance Assessment Source: (Osmani and Ramli, 2012) The first step is
establishing performance standard. This step requires the definition of criteria for assessing
the performance of employees as successful or unsuccessful and the level of their
contribution to the realization of objectives of the organization. After set the standards,
manager has responsibility to communicate them to all employee. The next step is measuring
the actual employee performance by assessing them. The assessment result can be used to
compare with the standards, whether the performance is lower, higher, or same as standard.
The performance assessment process is incomplete without the communication of feedback
or the result of performance assessment to employees by the manager. This enables
employees to high scores to know that their efforts are appreciated and rewarded, while to the
employees with poor performance make aware that their performance should be improved. 17
The last step is decision making and taking corrective actions.

Management involves decisions-making regarding employee’s performance and steps to be

taken against him/her according to the assessment made, such as: compensation, promotion,
degradation, transfer, and etc. These are types of performance assessment systems that focus
on assessment of features / attributes of personal character, behaviours, results, and self-
assessment. a. Assessment of features / attributes of personal character This assessment
enables managers to evaluate the personal characteristics of their employees that are relevant
to their work performance such as skills, talents and personality. b. Assessment of behaviour
Through the evaluation of behaviour (action reaction), managers assess how performing the
employees. While evaluation of the character features estimates the employees, behavioural
assessment evaluates what they do and how employees react to the work process. Since for
the employees is easier to change their behaviour in the work process than character features,
then the feedback is more likely to lead to better performance than in the first case.

Assessment of the results People differ from their abilities and inclinations. There is always
a difference between the quality and quantity of the same work which is performed by two
different persons. An employee may engage more but does not contribute at all to achieve the

35
objectives of the organization. An example of this is the case when each employee in manual
mode compiles every form and procedure, while the other carries them using computer
technology. Therefore, for the organization is necessary the performance evaluation based on
results and quality in order to understand each employee skills, competencies and values. d.
Self-assessment This is another method of evaluation that puts the employee to assess and
evaluate its performance in meeting the objectives of the organization. However, the problem
of performance evaluation by the individuals themselves followed by suspicion that people
can be subjective. For this reason, it is not even realistic to expect that of themselves will be
the right assessments by employees. The example of performance assessment in Osmani &
Ramli in 2012 is annual assessment form which classified into five sections. 18 Section A
This part is about employee details such as name, birthday, date of beginning work, place of
work, and current position. b. Section B This part contains of general purpose and objective
of work that already specified by manager. The objective of work is according to the
importance and the score indicate the level of assessment for each objective c. Section C This
part determines the level of basic skills. Manager set the items of basic skills which needed in
the division, then assess the employee by indicating the level attained for each skill from 1 to
4. Score 1 means not sufficient while score 4 means the extremely well d. Section D This part
is the overall superior assessment. Manager gives comments and score for overall
performance. This section ended with signature and name of the ratter.

This part is proof making notification which provide signature of the relevant employee.
This section makes sure that the employee receives and read their assessment for self-
evaluation

36
Chapter 3:

37
Industry and
company
profile

38
MAT SOFTWARE
SOLUTIONS
PRIVATE LIMITED
39
 HISTORY

Mat Software Solutions Private Limited is a Private incorporated on 10 January

2007. It is classified as non-govt company and is registered at Registrar of
Companies, Hyderabad. Its authorized share capital is Rs. 200,000 and its paid-up
capital is Rs. 200,000. It is involved in Software publishing, consultancy and supply
[Software publishing includes production, supply and documentation of ready-made
(non-customized) software, operating systems software, business & other
applications software, computer games software for all platforms. Consultancy
includes providing the best solution in the form of custom software after analysing
the users’ needs and problems. Custom software also includes made-to-order
software based on orders from specific users. Also, included are writing of software
of any kind following directives of the users; software maintenance, web-page design

.
Mat Software Solutions Private Limited's Annual General Meeting (AGM) was last
held on 26 September 2010 and as per records from Ministry of Corporate Affairs
(MCA), its balance sheet was last filed on 31 March 2010.
Directors of Mat Software Solutions Private Limited are Sreenivasulu and Madhavi
Mat Software Solutions Private Limited's Corporate Identification Number is (CIN)
U72200TG2007PTC052331 and its registration number is 52331.Its Email address is
srinivas.c@mat-soft.com and its registered address is PLOT NO: 18 & 19, 4th
FLOOR, GACHIBOWLI, TELECOM NAGAR, HYDERABAD TG 500032 IN .
Current status of Mat Software Solutions Private Limited is - Strike Off is a financial
services company in India. It is involved in financial services like equity, commodities
trading, depository and wealth management services and distribution of other financial
products. It has its headquarters in Hyderabad, India. It also has branch offices outside India
in Bahrain, Dubai,

40
,

Company Details

CIN U72200TG2007PTC052331

Company MAT SOFTWARE SOLUTIONS PRIVATE LIMITED

Name

41
CIN U72200TG2007PTC052331

Company Strike Off

Status

Rock Rock-Hyderabad

Registration 52331
Number

Company Company limited by Shares

Category

Company Sub Non-govt company

Category

Class of Private
Company

Date of 10 January 2007

Incorporation

Age of 16 years, 2 month, 25 days

Company

Activity Software publishing, consultancy and supply [Software publishing includes

production, supply and documentation of ready-made (non-customized)
software, operating systems software, business & other applications
software, computer games software for all platforms. Consultancy includes

42
CIN U72200TG2007PTC052331

providing the best solution in the form of custom

software after analysing the users’ needs and problems. Custom software
also includes made-to-order software based on orders from specific users.
Also, included are writing of software of any kind following directives of
the users; software maintenance, web-page design].
Click here to see other companies involved in same activity.

Share Capital & Number of Employees

Authorised Capital ₹200,000

Paid up capital ₹200,000

Number of Employees Login to view

Listing and Annual Compliance Details

Listing status Unlisted

Date of Last Annual General Meeting 26 September 2010

Date of Latest Balance Sheet 31 March 2010

43
Website
https://mat-soft.com/ 

Industries
Education Administration Programs

Company size
11-50 employees

Headquarters
Hyderabad, Telangana

Type

Privately Held

Founded
2005

Specialties
Data Science/Big Data, Machine Learning, Hadoop, Spark, Python, Scalar,
Statics, R, and DeVos

44
 About us

MAT Software Solutions, a multi-faceted company, carved a niche of themselves in IT

training, staffing and software in India. MAT Software Solutions Pt. Ltd. was established
in 2005 to cater to IT Training, Staffing in India. MAT is located strategically at Prime
location of Hyderabad, one of the main IT hubs in India. MAT Software Solutions was
set up with a vision to fill gaps between the academic education and the practical IT
world in the current industry. We believe that every individual has their own strengths
and weakness.

We strive to bring out the best through skill enhancement techniques. MAT Software
Solutions’ area of focus and expertise is software training and its related services. Our
training programs are designed to bring out the best of raw, young and talented
resources through innovative, process-oriented and project-oriented training
methodologies. We serve the corporate in providing the best and efficient solutions
catering to their clients aboard, and to I.T professional in training delivery with
consistency.

Built on a strong foundation of experience, process, superior staffing and technology,

MAT can offer world class support in Training and consulting. In addition, we have
developed a custom suite of software tools that enable us to deliver on productivity
and customer satisfaction better than our competitors. With a firm belief that everyone
is blessed with talent and it requires a supporting hand to enhance their skill; MAT
abide on this very principle so that an individual can come out with flying colours. In a
nutshell, MAT stands for MOTIVATE…ACCELERATE…TRANSFORM.

45
 Chapter 4

Data Analysis and

Interpretation

46
1: How is the working surrounding in your organization?

Options: No. of respondents Percentage

excellent 15 30%

good 10 20%

Average 13 26%

Poor 12 24%

Total 50 100%

24% exellent
30%
good
avg
20%
poor
26%

INTERPRETATION:
From the above table the employees working surrounding in an organization
30% of the employees excelled; 20% were good; 26 %were average; 24% were
poor regarding the surroundings in the organization

47
2: Are you psychologically being pressed?

Options: No. of respondents Percentage

yes 25 50%

no 10 20%

sometimes 15 30%

Total 50 100%

30% yes
50% no
sometimes
20%

INTERPRETATIOINS:
From the above table the employees who were phytologically pressured were
50% who faced problems; 30% of the employees are not facing pomological
pressure; and 20%of the employees are being pressured

48
3: Are you in a good state of mind?

Options: No. of respondents Percentage

yes 25 50%

no 10 20%

Sometimes good 10 20%

Sometimes bad 5 10%

Total 50 100%

22%

yes

22% no
24%
sometimes good

54% sometimes bad

2%

INTERPRETATION:
From the above table 50%of them were in good state of mind; 20%of them were
in bad state of mind; 20% were sometimes good and 10%were sometimes bad. 4:
How willing are you to do the work assigned to you?

49
 Options: No. of respondents Percentage

Always willing 40 80%

Sometimes tired 5 10%

Never able to do 5 10%

Total 50 100%

100
80
80

60
40 Column2
40 Column1
20 10 10
5 5
0
always willing sometimes tired never able to do

INTERPRETATION:
From the above table 80% of the employees are always willing to do their work
which is assigned to them; 10% of the employees sometimes feel tired; 10% are
never able to their work.

50
5: Do you think your work is according to your qualification and skills?

Options: No. of respondents Percentage

Yes 30 60%

No 5 10%

Sometimes 10 20%

Never 5 10%

Total 50 100%

60
60
50
40 30
30
20 20
10 5 10 10 Column2
0 5 5
Column1

INTERPRETATION:
From the above table 60%of the employees said yes; 10%said no; 20%said
sometimes and 10% said never.

51
6: Are you satisfied with the top Management?

Options: No. of respondents Percentage

yes 40 80%

no 0 0%

sometimes 10 20%

never 0 0%

Total 50 100%

100%
80%
80 20
60%
40% 40
20% 40 Column1
10
0% 0 Sales
0

INTERPRETATION:
From the above table 80% satisfied with the top Management 0% were not
satisfied with this; 20%agreed it sometimes; 0% never agreed it.

52
7: Do k fintech feel like you can talk to someone?

Options: No. of respondents Percentage

yes 15 30%

no 10 20%

Sometimes 13 26%

Can’t say 12 24%

Total 50 100%

heaps are present

24%
30% we have to consult
our sub orient
sometime its difficult
to consult
26%
20% no

INTERPRETATION:
From the above table 30% of the employees are present in the company to speak;
20%of them consult to their sub ordinates; 26% find difficult to consult 24% find
no one to speak.

53
8: How do you describe your work life balance?

Options: No. of respondents Percentage

good 25 50%

bad 5 10%

average 20 40%

poor 0 0%

Total 50 100%

0%

0% good
40%
40% bad
50% 50%
avg
10% poor
10%

INTERPRETATIONS:
From the above table 50% of the employees had a good work life; 10%are bad;
40% are average; 0% is poor.

54
9. On the scale of 1 to 10 how would you rate your corporation?

Options: No. of respondents Percentage

1-3 30 60%

3-6 10 20%

6-8 5 10%

8-10 5 10%

Total 50 100%

10%

10% 1_3
3_6

20% 6_8
60%
8_10

INTERPRETATION:
This table shows that 1-3 ranked people are 60% cooperated, 3-6 ranked people
are 20% cooperated; 6-10 ranked people are 10% cooperated.

55
56:
Do the employees share experience to help each other?

Options: No. of respondents Percentage

Yes 0 70%

No 35 0%

Sometimes 0 0%

Good 15 30%

Total 50 100%

70
80
60
40 35
0
20 0 0
15 0
0 0
yes
no
sometimes
good

INTERPRETATION:
The above table depicts that 70% of the employees are share experience to help
each other and also 30% of the employees share the experience.

56
57:

How is the physical working condition in the Organization?

Options: No. of respondents Percentage

Yes 15 30%

No 10 20%

Average 13 26%

Poor 12 24%

Total 50 100%

40
30
20 20 26
15 24
10
0 13
12
yes
no
avg
poor

INTERPRETATION:
This table shows that 30% of the employees are satisfied with the attention;
20% got neglected; 26% marked average; 24% were poor with the attention
given.

57
58:

Does the organization provide medical facility for employees?

Options: No. of respondents Percentage

Yes 25 50%

No 10 20%

can’t say 5 10%

sometimes 10 20%

Total 50 100%

60
50 50
40
30
25
20 20
10 10 10 10
5
0 0
0 1 2 3 4 5
-10

INTERPRETATION:
From the above table 50% of the employees find yes and 20% no; 10%can’t
say; 20% sometimes.

Are you satisfied with the welfare facilities provided to the employees by
the organization?

58
59:

Options: No. of respondents Percentage

yes 40 80%

no 10 20%

Total 50 100%

100% 0
80%
60% 20
40
40%
20%
10
0%
yes
no

INTERPRETATION:
In the above table 80% said yes; 20% said no.

59
14. Does the organization provide satisfactory Salary according to your Work?

Options: No. of respondents Percentage

yes 30 60%

no 10 20%

seldom 10 20%

Total 50 100%

60

60

40 30 20

20 0
10
10
0
yes
no
seldom

INTERPRETATION:
From the above table 60% of the employees find yes and 20% no 20% of
seldom

60
14. Which of the following factors which motivates you most?

Options: No. of respondents Percentage

Lack of motivation 30 60%

Decision taken only by 10 20%

management

Miscellaneous 10 20%

Total 50 100%

20%

yes
no
20% 60% seldom

INTERPRETATION:
From the above table 60% of the employees find lack of motivation and 20%
decision management 20% of miscellaneous

61
 Chapter 5
Findings, suggestions and conclusion

62
KEY FINDINGS

• From the above table the employees working surrounding in an organization 30% of
the employees excelled; 20% were good; 26 %were average;24% were poor regarding
the surroundings in the organization

• From the above table the employees who were phytologically pressured were 50%
who faced problems; 30% of the employees are not facing pomological pressure; and
20%of the employees are being pressured.

• From the above table 50%of them were in good state of mind; 20%of them were in
bad state of mind; 20% were sometimes good and 10%were sometimes bad.

• From the above table 80% of the employees are always willing to do their work which
is assigned to them; 10% of the employees sometimes feel tired; 10% are never able to
their work.

• From the above table 60%of the employees said yes; 10%said no; 20%said sometimes
and 10% said never.
From the above table 80% satisfied with the top Management 0% were not satisfied
with 20%agreed it sometimes; 0% never agreed it.

• From the above table 30% of the employees are present in the company to speak;
20%of them consult to their sub ordinates; 26% find difficult to consult 24% find no
one to speak.

• From the above table 50% of the employees had a good work life; 10%are bad; 40%
are average; 0% is poor.

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• This table shows that 1-3 ranked people are 60% cooperated, 3-6 ranked people are
20% cooperated; 6-10 ranked people are 10% cooperated.

• The above table depicts that 70% of the employees are share experience to help each
other and also 30% of the employees share the experience.

• This table shows that 30% of the employees are satisfied with the attention; 20% got
neglected; 26% marked average; 24% were poor with the attention given.

• From the above table 50% of the employees find yes and 20% no;
10%can’t say; 20% sometimes.

• In the above table 80% said yes; 20% said no.

• From the above table 60% of the employees find yes and 20% no 20% of seldom
• From the above table 60% of the employees find lack of motivation and 20% decision
management 20% of miscellaneous.

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CONCLUSIO N
An effective recruitment and selection process reduces turnover, we also get much
better results in our recruitment process if we advertise specific criteria that are relevant to
the job. Include all necessary skills, and include a list of desired skills that are not necessary
but that would enhance the candidate's chances. If we fail to do this, we might end up with a
low-quality pool of candidates and wind up with limited choices to fill the open position.
When we choose a candidate based upon the qualifications demonstrated in the resume, the
interview, employment history and background check, we will land the best fit for the
position. Based on our decisions about a specific candidate upon specific evidence rather
than any gut instincts. If we hire people who can do the job instead of people we merely
like, we will have higher productivity and quality in our products or services.

The recruitment and selection process is the time we not only identify a candidate who has
the experience and aptitude to do the job that we are looking to fill, but also to find someone
who shares and endorses our company’s core values. The candidate will need to fit in well
within our company’s culture. The selection and recruitment process should provide our
company with an employee who adapts and works well with others in our business. Failure to
recruit and select forth long term can result in high turnover.
Besides, selection function provides a vital opportunity for us to focus on what candidates
can offer our company. It is important to select carefully, either by using our own judgment
or by enlisting the help of managers we trust. The interviewer must know what the job is and
what will be required for a new hire to perform well. The interview process also allows us the
opportunity to express our company’s vision, goals and needs. Last but not least, It is vital
that the interview elicits responses from applicants that can be measured against our
expectations

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 SUGGESTIONS
Uninteresting job postings are a major put off for candidates who know their worth and are
interested in making an impact with their work. The best candidates not only care about the
pay checks but also want to create a definite business impact with their work. They want to
know what will be their contribution to business’s growth. To convey this, the description
should talk about the role’s importance for business, and how it will aid in its growth. This
will give a sense of importance to the candidate applying to the job and they will know
what’s expected of them even before the interview. Hence, recruiters should ideally
coordinate with the hiring managers to draft accurate job descriptions which provide a sense
of purpose to the candidate.

A quick proofread for any kind of formatting and grammatical error is most essential. Also,
recruiters should eliminate words that project a bias against a particular gender or
underrepresented minority, unless of course that is a specific requirement of the role.
“Gendered language”, as it is popularly known as is rampantly used in online employment
listings but the future needs to change this and a recruiter must share this responsibility.
Words like “Ninja” might make the job listing exciting to read, but it may also dissuade
women from applying. Same goes for words like, “dominate” and “competitive”. If a
company believes in narrowing down the applicant-pool gender gap, a simple way to do so is
to purge the gendered language and rewrite job descriptions.

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 BIBLIOGRAPHY

JOURNALS
1: Breagh, J.A
2: WA nous, J.P
3: Alvesson, M.

WEBSITES

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 www.in.linkedin.com
www.justdial.com
www.google,com

ANNEXURE

1: How is the working surrounding in your organization?

A. Excellent
B. Good
C. Average
D. Poor
2: Are you psychologically being pressed?
A. Yes
B. No
C. Sometimes
3: Are you in a good state of mind?
A. Yes
B. No

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C. Sometimes
D. Sometimes bad
4: How willing are you to do the work assigned to you?
A. Always willing
B. Sometimes tired
C. Never able to
5: Do you think your work is according to your qualification and skills?
A. yes
B. No
C. Sometimes
D. Never
6: Are you satisfied with the top Management?
A. Yes
B. No
C. Sometimes

7: Do k fintech feel like you can talk to someone?

A. Therapy is present
B. We have to consult our subordinates

C. Sometimes it’s difficult to consult

D. No
8: How do you describe your work life balance?
A. Good
B. Bad
C. Average
D. poor

9. On the scale of 1 to 10 how would you rate your corporation?

A. 1-3
B. 3-6

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C. 6-8
D. 8-10

10: Does the employees share experience to help each other?

A. Yes
B. No
C. Sometimes
D. Good
11: How is the physical working condition in the Organization?
A. Yes
B. No
C. Sometimes
D. Poor

12. Does the organization provide medical facility for employees?

A. Yes,
B. No,

C. Can ‘t says
D, Sometimes
13: Are you satisfied with the welfare facilities provided to the employees by the
organization?
A. Yes
B. No

14. Does the organization provide satisfactory Salary according to your

Work?
A. Yes
B. Seldom
C. No

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