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Job Design, Job Analysis & HR Planning

The document discusses job design, job analysis, and human resource planning. It covers approaches to job design like engineering, human, and job characteristics approaches. It also discusses the process of job analysis and how it is used to develop job descriptions and specifications to classify jobs and determine compensation.

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Naveen Kanthraj
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© Attribution Non-Commercial (BY-NC)
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Download as PPT, PDF, TXT or read online on Scribd
75 views

Job Design, Job Analysis & HR Planning

The document discusses job design, job analysis, and human resource planning. It covers approaches to job design like engineering, human, and job characteristics approaches. It also discusses the process of job analysis and how it is used to develop job descriptions and specifications to classify jobs and determine compensation.

Uploaded by

Naveen Kanthraj
Copyright
© Attribution Non-Commercial (BY-NC)
Available Formats
Download as PPT, PDF, TXT or read online on Scribd
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Module 2

Job Design,
Job Analysis &
HR Planning
Job Design
Job Design is defined as the process of deciding on the
content of the job in terms of its duties and
responsibilities; on the methods to be used in carrying
out the job, in terms of techniques, systems and
procedures and the kind of relationship that should
exist between the job holder and his Superior,
Subordinates and colleagues.
Goals of Job Design
2 major goals of Job Design are:
i. To meet the organizational requirements.
ii. To satisfy the needs of the individual employees.
Approaches to Job Design

There are 3 approaches to Job Design:

1. Engineering Approach
2. Human Approach
3. Job Characteristics Approach
Engineering Approach
The principles offered by scientific management to job
design can be summarized as follows:
Work should be scientifically studied. Taylor advocated
fragmentation and routinization of work to reap the
advantages of specialization.
Work should be arranged so that workers can be efficient
Employees selected for work should be matched with the
demands of the job.
Employees should be trained to perform the job
Monetary compensation should be used to reward
successful performance of the job
Human Approach
This approach is based on the principles given by
Herzberg in his Two Factor Theory:
Motivators
Hygienic factors
Job Characteristics Approach
This theory is provided by Hackman and Oldham.
According to this theory the Five core job dimensions
are:
 Skill variety
 Task identity
 Task significance
 Autonomy
 Feedback
Core Job Critical Psychological
Outcomes
Characteristics States

Skill Variety Experienced High internal work


Task Identity meaningfulness motivation
Task Significance of the work High Quality work
Performance
Experienced
responsibility High growth
Autonomy for outcomes satisfaction
of the work High general job
satisfaction
Feedback knowledge of the Low absenteeism and
From Job actual results turnover
of the work activities
High work
effectiveness
Mediators:
1.Knowledge and skill
2.Growth need strength
3.“content” satisfactions
Job Design Options

Job Simplification
Job Rotation
Job Enlargement
Job Enrichment
Job Analysis
Definition:
“ The process of determining, by observation and
study, and reporting pertinent information relating to
the nature of the specific job. It is the determination of
the job skills, knowledge, abilities and responsibilities
required of the worker of a successful performance and
which differentiate one job from all others.”
Process of Job Analysis
Collection of background information/ organizational
analysis
Selection of representative position
Collection of job analysis data
Developing a job description
Developing a job specification
Developing employee specification
Collection of Selection of Collection of
Drafting of
background representative Job Analysis
Job Analysis
information jobs information

Techniques for obtaining


data:
1. Interviews
2. Direct observation
3. Maintenance of past
records
4. Questionnaire
5. Critical incidents
technique
6. Job performance
7. Panel of experts
Job Analysis provides the following
information
Job identification
Significant characteristics of a job
What the typical worker does
Job duties
What materials and equipment the worker uses
How a job is performed
Required personal attributes
Job relationship
Benefits of Job Analysis
Employment: Planning, Recruitment, Selection, Induction
etc
Organization Audit
Training and Development program
Performance Appraisal
Promotion and Transfer
Preventing dissatisfaction and settling complaints
Discipline
Wage and salary administration
Health and Safety
Industrial relations
Job Description
Definition:
“An organized, factual statement of the duties and
responsibilities of a specific job”.
Job Description (JD) is an important document which
is basically descriptive in nature and contains a
statement of Job Analysis.
It serves to identify a job for consideration by other job
analysts.
It tells us what should be done, and why it should be
done, and where it should be performed.
Job Specification
Definition:
“A statement of the minimum acceptable human
qualities necessary to perform a job properly”.
Job Specification deals with:
 Physical Specifications
 Mental Specifications
 Emotional and Social Specifications
 Behavioral Specifications
Job Evaluation
Definition:
“The process of analyzing and assessing the content of
jobs, in order to place them in an acceptable rank order
which can then be used as a basis for s remuneration
system. Job Evaluation, therefore, is simply a technique
designed to assist in development of new pay structure
by defining relatives between jobs on a consistent and
systematic basis”.

- British Institute of management


Job Evaluation Techniques
Job Evaluation methods

Non-Quantitavie
Techniques Quantitative Techniques

Ranking Method Points Rating Method

Job Classification & Factor Comparison


Grading Method Method
Human Resource Planning
The process from 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 place at the right time, doing things
which result in both the organization and the
individual receiving maximum long-run benefit.”
-E.W. Vetter
Objectives of HRP

Forecast personal requirements


Cope with changes
Use existing manpower productively
Promote employees in a systematic manner
Need for HRP
Shortage of certain category of employees and/ or
variety of skills.
The rapid change in technology, management etc
The changes in organizational design and structure.
The demographic changes
The governmental policies
The labour laws
Benefits of HRP
It checks the corporate plans of the organization
Offsets uncertainties and changes
Provides scope for advancement and development of
employees
Helps anticipate the costs
To foresee the need for redundancy
To foresee the changes among the employees
To plan for better facilities
Better idea for the use of suitable selection procedure
Facilitates the control of all functions
Factors affecting Human Resource Plan
Factors Affecting HRP

External Factors Internal Factors


Governmental Policies Company policy

Level of Economic HR policy


Development
Job Analysis
Business Environment
Time Horizons
Level Technology
Type and Quality of Information
International Factors
Company’s Production Operations
Outsourcing Policy

Trade Union
Process of HRP
1. Analyzing the Organizational plan
2. Demand Forecasting
3. Supply Forecasting
4. Estimating net Human Resource requirements
5. In case of future surplus, plan for redeployment,
retrenchment and lay-off
6. In case future deficit, forecast the future supply of
human resource from all the sources
7. Plan for Recruitment, Development and Internal
Mobility.
8. Plan to modify or adjust the organizational plan if future
supply will be inadequate with reference to future net
requirements.
Problems and Limitations of HRP
Resistance by Employers and Employees
Uncertainties
Inadequacies of Information System
Accuracy
Support
Numbers game
Integration of HRP to Strategic Plan
Corporations formulate plans to fit 4 time spans:
 Strategic Plans
 Intermediate Plans
 Operating Plans
 Activity Plans
HRP and Environmental Scanning
Mapping an Organization’s Human Resource Capital
Architecture in HRP.

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