Welcome to the Class of HRM

1. Welcome to the Class of HRM

2. JOB ANALYSIS Prof. HiteshwariJadeja

3. What is job analysis ? Job analysis is a process of gathering relevant information about various aspects of a job, including its content, context and the job performer’s skill requirements.

4. JOB ANALYSIS • When an individual moves on, he takes along with him, his: • managerial style • problem solving ability and • performance. • What he leaves behind is his: • functions, • scope of work and • accountabilities • In other words, HIS JOB REMAINS.

5. JOB ANALYSIS TWO BASIC RULES: • We will not analyse the strengths and weaknesses of the incumbent holding the job • We will analyse the value contribution of the job to the organisation, as if it is being performed at the normal level

6. RULE OF THUMB ON JOB ANALYSIS Job Analysis is therefore about • Jobs not people • Facts not judgement • Analysis not lists • Jobs as they are now

7. The Multifaceted Nature of the Job Analysis • Human Resource Planning • Recruitment • Selection • Training and Development • Performance Appraisal • Compensation and Benefits • Safety and Health • Employee and Labor Relations • Legal Considerations • Job Analysis for Teams Tasks Responsibilities Duties Job Descriptions Job Analysis Job Specifications Knowledge Skills Abilities

8. Features of job analysis • Identification of tasks required to be performed. • Defining the role, context, conditions, human behaviour, performance standards and responsibilities. • Establishing the job’s worth to an organization. • Establishes job-relatedness. • Better understanding of the impact of environmental changes on individual jobs. • Identifying and removing unnecessary skills and other requirements for a job. ……

9. Features of job analysis 7. Job improvements through job reengineering and job enlargement. 8. Assists in the resource management and strategy formulation. 9. Developing a job profile for each job and acts. 10. Identifying the appropriate job for each employee.

10. How can it be used in your organization? (Goals of job analysis) • Job evaluation • Job design and redesign • Job classification • Job description and job specification • HR planning • Recruitment and selection

11. How can it be used in your organization? (Goals of job analysis) • Training and development • Performance evaluation • Wages and salary administration • Safety and health • Industrial relations • Legal requirements

12. How can it be used in your organization? (Goals of job analysis)

13. Job Analysis Process

14. Job analysis process (contd.) • Determining the purpose of job analysis. • Gathering background information about the job. • Choosing representative jobs for analysis. • Collecting relevant job information. • Reviewing the information gathered. • Developing of job description and job specification.

16. Techniques of data collection in Job Analysis

17. Techniques of data collection (contd.) • Questionnaire method • Job performance method • Observation method • Critical incident method (CIT) • Interview method • Diary maintenance method • Technical conference method

18. Types of questionnaires

19. JOB DESCRIPTION

20. Job Description • A Written Summary Of Tasks, Duties and responsibilities Of A Job. • Job description is a document that specifies the tasks, duties, and responsibilities of the job and should certainly be relevant and accurate — Clyde E. Witt

22. Components of a job description statement • Job title • Alternate title (if any) • Job purpose (general purpose of the job) • Code number (job identification number) • Job holder title (title of the holder of this job.) • Job summary (a brief description about the job) • Job duties (day-to-day tasks to be performed) • Authority limits • Working conditions required

23. JOB SPECIFICATION

24. Job Specification Job specification is the process of inferring the human trait requirements presumed to be necessary for successful job performance. — R. Harvey and M. Wilson

26. Broad titles in job specification • Education and training • Work experience • Skills and competencies • Physical strength and stamina • Stress-coping ability • Special needs

27. Pro forma Job specification statement • Position title (title and designation of the job holder in the job). • Department/office (where the job holder would be posted). • Educational qualifications and training requirements. • Experience (minimum number of years of experience the candidate must possess) • Work-based skills and competencies required……….

28. Pro forma job specification statement (contd.) • Behavioural skills and talents required (skills necessary for team work, effective leadership, diagnosing the problems, motivating oneself and others, effective communication, etc.). • Other attributes required (special qualities required for the performance of this job).

29. Job Design Job design is the process of determining the specific tasks to be performed, the methods used in performing these tasks, and how the job relates to other work in the organization. — R. Wayne Mondy

30. Critical Components of Job Design

31. Job enrichment Job enrichment refers to the development of work practices which challenge and motivate the employees to perform better. • Self-managing teams Self-managing teams have the overall responsibility for the accomplishment of work or goal preparatory requirements for self-managing teams • Work mapping • Determining the size of the team • Leadership development • Fixing the team norms

32. Job rotation • Job rotation refers to moving employees from one job to another in a predetermined way. • It enables an employee to perform diverse roles and gain exposure to the techniques and challenges of doing several jobs. Job reengineering • Job reengineering is the process of streamlining jobs in the form of combining a few jobs into one, redistributing the tasks among various jobs and reallocation of resources. Job enlargement • Job enlargement aims at making the job more attractive by increasing the operations performed by a person in the job. • Horizontal enlargement, Vertical enlargement

33. Participative management • Participative management means allowing employees to play a greater part in the decision-making process. • It helps in improving the quality of work life, job enrichment, quality circles, total quality management and empowerment. • Peer performance review • In this method, team members evaluate one another’s performance. Thus, performance appraisal for employees becomes more personalized and is conducted on a regular basis.

34. High performance work design Characteristics of high performance work system are • Presence of highly skilled, dynamic and loyal employees. • Existence of flat, flexible and modern management. • Capability to preserve the experienced and skilled employees for a long time. • Existence of harmonious industrial relations. • Presence of full-fledged self-managed teams. • Existence of supportive rather than autocratic style of leadership and management. • Payments system count on both team performance and individual skills.

35. Recent trends in job design E-commuting- E-commuting is a kind of work system in which the distance barrier is overcome by means of telecommunication. It allows the employees to perform their jobs without being present in office. Eg: Accenture India Cisco India Sun Micro systems

36. Recent trends in job design Flexi-time work- In this method, employees enjoy the freedom to choose their flexible starting and ending time of work within the scheduled working hours of the firm. The individual working hours are determined as per the convenience of each employee. Eg: IBM

37. Why Managers are “Dejobbing” their companies? Dejobbing means broadening the responsibilities of the company’s jobs, and encouraging employees not to limit themselves to what’s on their job descriptions. The following factors contribute to encourage workers not to limit themselves to narrowly defined jobs: • Flatter Organizations • Self –Managing Work Teams • Reengineering

38. THANK YOU