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.
