Jobs and HR

JOB, ROLE ANALYSIS, JOB DESIGN

AND HUMAN RESOURCE PLANNING

LISBON JOHN SERRAO

K M CHAITANYA

WHAT IS JOB ?

INTRODUCTION

• JOB: A related set of tasks carried out by a person to achieve a purpose.

• JOB DESCRIPTION: A job description contains basic information about the job under such headings as job title, reporting relationships, overall purpose and main activities, tasks or duties.

• JOB ANALYSIS: Job Analysis is the process of studying and collecting information relating to the operations and responsibility of a specific job.

JOB ANALYSIS

JOB ANALYSIS PROCESS

METHODS OF COLLECTING DATA FOR JOB ANALYSIS

IMPORTANCE OF JOB ANALYSIS

1. Facilitates proper publicity of job

2. Selection of psychological test

3. Facilitates purposeful interviews

4. Facilitates appropriate medical examination

5. Facilitates scientific selection placement and orientation

6. Facilitates scientific promotions and transfers

ROLE ANALYSIS

• Role: A set of expected behaviour patterns attributed to someone occupying a given position in organization.

• Role Identity: Certain attitudes and behaviour consistent with a role.

• Role perception: An individual’s view of how he or she supposed to act in given situation.

Role expectations: How others believe a person should act in a given situation.

Role conflicts: A situation in which an individual is confronted by divergent role expectations.

Psychological contract: An unwritten agreement that sets out what management expects from the employee, and vice-versa.

ROLE ANALYSIS: The process of analyzing the outcomes expected of a role holder and the competencies required to achieve the results expected.

TYPES OF ROLES

• SHAPER• PLANT• MONITOR-EVALUATOR• IMPLEMENTOR• TEAM WORKER• COORDINATOR• COMPLETOR-FINISHER• RESOURCE INVESTIGATOR• SPECIALIST

JOB DESIGN

• The process of defining how work will be performed and what tasks will be required in a given job.

Factors affecting job designing• Organizational factors• Environmental factors• Behavioral factors

FACTORS AFFECTING JOB DESIGN

• Motivation, job engagement and job satisfaction follow mainly from the intrinsic content of the job – work provides intrinsic rewards which are to a degree under the control of the job holder.

• Account needs to be taken of the motivating characteristics of jobs, especially those present when the work is meaningful, when the job has responsibility for a complete piece of work, when workers receive feedback and when they have a reasonable degree of autonomy in carrying out the work.

• The job as designed must satisfy the requirements of the organization for productivity, operational efficiency and quality of product or service.

• The job should be placed logically in an organization structure with clearly defined reporting arrangements.

PRINCIPLES OF JOB DESIGNRobertson, I T and Smith, M (1985) Motivation and Job Design, IPM

• To influence skill variety, providing opportunities for people to do several tasks and to combine tasks.

• To influence task identity, combining tasks and forming natural work units.

• To influence autonomy, giving people responsibility for determining their own working systems.

• To influence feedback, establishing good relationships and open feedback channels.

WORK SIMPLIFICATION

JOB ROTATIONRotating from job to jobwithin an organization.

JOB ENLARGEMENTAdding more tasks to thejob: Horizontal Loading

JOB ENRICHMENTMaking jobs moremeaningful andChallenging: VerticalLoading

WORK TEAMS

Large task that is completed by a group of specific task Assignments.

AUTONOMOUS WORK

GROUPSWork teams are given a goal to achieve and the control over its accomplishment.

Job DesignTechnique

s

Individual Design Options

Group Design Options

HUMAN RESOURCE PLANNING

• The process of analyzing and identifying the need for and availability of human resources so that the organization can meet its objectives.

• HRP is also called manpower planning, personnel planning or employment planning.

• So Human resource planning is a process by which an organization ensures that there are,

Right People --- Right Capabilities --- Right Time --- Right Place

OBJECTIVE

• To ensure optimum use of existing HR.• To forecast future requirement for HR.• To provide control measures to ensure that necessary HR are

available as and when required.• To asses the surplus and shortage of HR. • To anticipate the impact of technology on jobs and HR.• To determine the level of Recruitment and Training.• To estimate the cost of HR and Housing needs of employees. • To meet the needs of expansion and diversification programs.

HR PLANNING CONSIDERATIONS

HR PLANNING CONSIDERATIONS

• Organizational growth cycle and planning – start up, growth, maturity, decline.

• Environmental uncertainty – political, social and economical change affect all organizations.

• Outsourcing – the process by which employees transfer routine or peripheral work to the another organizations.

• Nature of job – job vacancies, promotions and expansion strategies.• Type and quality of forecasting information - organizational

structure, budgets, production.• Time horizons – long term plans and short term plans, the greater

the uncertainty the shorter the plan. • The type of organization determines the production process, type

of staff, (supervisor and manager). And the strategy plan of the organization defines its HR needs.

HR PLANNING PROCESS

BENEFITS OF HRP

• Meets up requirement of the organization

• Counter balance insecurity and change

• It helps in checking labour imbalance

• T&D of Employees

DIFFICULTIES OF HRP

• Lack of understanding of planning • Insufficient job management support • Insufficient initial efforts• Lack of integration with organization plans • Lack of co-ordination with other function.

THANK YOU ….