BIBLIOGRAPHY AND REFERENCES

BOOKS:H John Bernardin, Human Resource Management, Fourth Edition, McGraw Hill, 2007Review notes for all chapters of the bookFull Chapters of the Book Human Resource Management by Laura Dias

WEBSITES:www.wikipedia.orghttp://nraomtr.blogspot.com/search/label/Human%20resource%20management

WHAT ARE HUMAN RESOURCES?

Human resourcesare the set of individuals who make up theworkforceof anorganization,business sectoror aneconomy. "Human capital" is sometimes used synonymously with human resources, although human capital typically refers to a more narrow view; i.e., the knowledge the individuals embody and can contribute to an organization. Likewise, other terms sometimes used include "manpower", "talent", "labor" or simply "people".The professional discipline and business function that oversees an organization's human resources is calledhuman resource management. INTRODUCTION TO HUMAN RESOURCE MANAGEMENT.During the first four hundred years of industrialization, it was all about machines, which gradually replaced the human labour. They were so important that humans were not even considered a resource. Not anymore. With information revolution, internet connectivity and the age of customized services, humans are the greatest resource. That makes human resource management, by far, the most important stream of the art ofmanaging business.Human resources are by far the most important resources for any organization. Needless to say then that making the best possible use of these resources is crucial to the fate of organization, and hence once of the most important priority for the managers of that organization.The human resources of an organization consist of all people who perform its activities. Human resource management (HRM) is concerned with the personnel policies and managerial practices and systems that influence the workforce. In broader terms, all decisions that affect the workforce of the organization concern the HRM function.The human resources of an organization consist of all people who perform its activities. Human resource management (HRM) is concerned with the personnel policies and managerial practices and systems that influence the workforce. In broader terms, all decisions that affect the workforce of the organization concern the HRM function.Human resource management(HRM or simplyHR) is themanagementof anorganization'sworkforce, orhuman resources. It is responsible for theattraction,selection,training,assessment, andrewardingof employees, while also overseeing organizationalleadershipandculture, and ensuring compliance withemployment and labor laws. In circumstances where employees desire and are legally authorized to hold acollective bargaining agreement, HR will typically also serve as the company's primary liaison with the employees' representatives (usually alabor union).HR is a product of thehuman relations movementof the early 20th century, when researchers began documenting ways of creating business value through the strategic management of the workforce. The function was initially dominated by transactional work such aspayrollandbenefitsadministration, but due toglobalization, company consolidation, technological advancement, and further research, HR now focuses on strategic initiatives likemergers and acquisitions,talent management,succession planning,industrialandlabor relations, anddiversityandinclusion.Instartup companies, HR's duties may be performed by a handful of trained professionals or even by non-HR personnel. In larger companies, an entire functional group is typically dedicated to the discipline, with staff specializing in various HR tasks and functional leadership engaging in strategic decision making across thebusiness. To train practitioners for the profession, institutions of higher education, professional associations, and companies themselves have created programs of study dedicated explicitly to the duties of the function. Academic and practitioner organizations likewise seek to engage and further the field of HR, as evidenced by several field-specific publications.

Evolution of Human Resource ManagementLiterature onHuman resources managementis fairly rich in terms of academic theories. Success of Henry Ford and hisFord Motorsin early twentieth century gave rise to the term 'Fordism' consisting of the theory that high corporate profitability can be achieved by high wages to the employees. Even before Ford, Fredrick Winslow Taylor had propagated the 'scientific management theory' or 'Taylorism' wherein scientific studies of processes were believed to lead to optimum human resource utilization. These 'modernistic' theories suffered from one grave drawback - they treated human beings as homogeneous, ignoring theindividualdifferences in them. Later academic theories, often referred to as 'post-modernism' attempted to correct this folly by admitting that human beings are complex and solutions to their problems cannot be obtained by simple thumb rules.In recent times, the academic theory has given place to practicalapplicationsand HRM experts today specialize in resolvingindividualproblems of the organization in a step-by-step pattern. This means focusing on one of the several human resource management processes enumerated above, beginning fromrecruitmentand ending with performance appraisal. These days, one of their greatest challenges is managing the process of collectivebargaining, or the 'contract' between employee and the organization in a way that ensures commitment of the individualtowards organizational goals. Another focus of modern HRM practices is to provide the employees a clear understanding of these organizational goals.

What makes Human Resource Management different?What makes it different from other streams of management is the fact that Human resources managementor HRM cannot be defined by simple thumb rules, nor can it be taught or explained by simple theories, without a grave risk of oversimplification. It requires keen observation of human traits, sensitivity arising from emotional intelligence, and understanding of human nature like a psychologist.Different sub-streams of Human Resource Management.Human resources managementoriginally began as personnel management, but today it encompasses many well defined sub-streams of functions that can be listed as under:(1) Workforce planning(2)Recruitment(3) Job analysis(4) Personnel administration & compensation(5) Training and development(6)Selection(7) Performance appraisalEach of these sub-streams is a more or less specialized function, yet one can say that HRM itself is more than these entire put together.The activities involved in HRM function are pervasive throughout the organization. Line managers, typically spend more than 50 percent of their time for human resource activities such hiring, evaluating, disciplining, and scheduling employees. Human resource management specialists in the HRM department help organizations with all activities related to staffing and maintaining an effective workforce. Major HRM responsibilities include work design and job analysis, training and development, recruiting, compensation, team-building, performance management and appraisal, worker health and safety issues, as well as identifying or developing valid methods for selecting staff. HRM department provides the tools, data and processes that are used by line managers in their human resource management component of their job.WHAT IS THE FOCUS OF HRM DEPARTMENT?The HRM focus should always be maintaining and, ideally, expanding the customer base while maintaining, and ideally, maximizing profit. HRM has a whole lot to do with this focus regardless of the size of the business, or the products or services you are trying to sell. (Dr. James Spina, former head of Executive Development at the Tribune Company). HRM is involved in managing the human resources with a focus on expanding customer base that gives profit to the company. The bottom line of the company is the focus of the HRM department as well as the function.CONTRIBUTING TO THE BOTTOM-LINE OF THE COMPANY THROUGH HR TOP-LINE ACTIVITIESA growing body research shows that progressive HRM practices have a significant effect on corporate bottom-line and middle-line performance. The positive effect on financial performance, productivity, product and service quality, and cost control are documented by researchers.High-performance work systems (HPWS) is a term used to describe a collection of HR practices or characteristics of HR systems designed to enhance employees competencies so that employees can be a reliable source of competitive advantage. A summary of the research on HPWS indicated that a one standard deviation of improved assessment on a HPWS measurement tool increased sales per employee in excess of $15,000 per employee, an 8 percent gain in labor productivity.

THE ACTIVITIES OF HUMAN RESOURCES MANAGEMENTThe activities performed by HRM professionals fall under five major domains:(1) Organizational design,(2) Staffing,(3) Performance Management and Appraisal,(4) Employee and Organizational Development, and(5) Reward Systems, Benefits and ComplianceAcquiring human resource capability should begin with organizational design and analysis. Organizational design involves the arrangement of work tasks based on the interaction of people, technology and the tasks to be performed in the context of the objectives, goals and the strategic plan of the organization. HRM activities such as human resources planning, job and work analysis, organizational restructuring, job design, team building, computerization, and worker-machine interfaces fall under this domain.Recruitment, employee orientation, selection, promotion, and termination are among the activities that fit into the staffing domain. The performance management domain includes assessments of individuals and teams to measure, and to improve work performance. Employee training and development programs are concerned with establishing, fostering, and maintaining employee skills base don organizational and employee needs.Reward systems, benefits and compliance have to do with any type of reward or benefit that may be available to employees. Labor law, health and safety issues and unemployment policy fall under compliance component.

THE GREATEST CHALLENGES OF HUMAN RESOURCES MANAGEMENTUnlike managing other resources like machines, real estate andfinance, managing human beings is a totally differentball game, simply because unlike other assets, each employee has his own goal and will work first to attain that goal, even if it is at the cost of the goals of the organization. Thus, no employee can ever be made to provide his optimum output for the organization unless the goals of the organization are closely aligned with his own goals. This, in short, is the greatest challenge for all HRM experts, and in every organization, the need is to go about it in a way which is unique and specific for that organization.Science Vs ArtWhile technology threatens to take over most functions of business management away from the experts, HRM is one field which is unlikely to be faced with this threat. It was, is and will always be an expertise that is as much of a skill as an art, and hence beyond the intelligence that our computers possess.

MAJOR TRENDS AFFECTING HRMThe following trends have an effect on human resource management function and department. The importance of HRM increases due to some of them and the practices of HRM are affected to some extent due to some of them.1. Increased globalization of the economy.2. Technological changes and environmental changes.3. The need to be flexible in response to business changes.4. Increase in litigation related to HRM.5. Changing characteristics of the workforce.THE IMPORTANCE OF HUMAN RESOURCE MANAGEMENT MEASUREMENTMany HRM systems and activities are not subjected to systematic measurement. Many organizations do not assess either the short- or long-term consequences of their HRM programs or activities. A recurring theme of the book is that measurement and accountability are key components to organizational effectiveness and competitive advantage. Good measurement, allied with business strategies, will help organizations select and improve all of their HRM activities and provide a much stronger connection between HRM activities and organizational effectiveness.Stanford University professor Jeffrey Pfeffer considers measurement to be one of the keys to competitive advantage. His book Competitive Advantage Through People cites measurement as one of the 16 HRM practices that contribute the most to competitive advantage.A new book entitled The Workforce Scorecard by Professors Mark Huselid, Brian Becker, and Dick Beatty extends research on the "balanced scorecard" to a comprehensive management and measurement system to maximize workforce potential.

COMPETITIVE ADVANTAGE AND HRMCompetitive Advantage refers to the ability of an organization to formulate strategies that place it at favorable position relative to other companies in the industry. Two major principles, namely customer value and uniqueness, are relevant for gaining competitive advantage.Competitive advantage occurs if customers perceive that they receive more value form their transaction or relationship with an organization than from its competitors. HRM needs to make efforts to ensure that all employees are focused on understanding customer needs and expectations.The second principle of competitive advantage derives from offering a product or service that your competitor cannot easily imitate or copy.The status of HRM is improving relative to other potential sources of competitive advantage for an organization. Professor Pfeffer notes that "traditional sources of success (e.g., speed to market, financial, technological) can still provide competitive leverage, but to a lesser degree now than in the past, leaving organizational culture and capabilities, derived from how people are managed, as comparatively more vital."For success in 21st century, HRM activities must be (1) responsive to a highly competitive marketplace and global business structures, (2) closely linked to business strategic plans, (3) jointly conceived and implemented by line and HR managers, and (4) focused on quality, customer service, productivity, employee involvement, teamwork, and workforce flexibility.

HUMAN RESOURCE PLANNINGHuman resources planningis a process that identifies current and future human resources needs for an organization to achieve it goals. Human resources planning should serve as a link between human resources management and the overall strategic plan of an organization. Ageing worker populations in most western countries and growing demands for qualified workers in developing economies have underscored the importance of effective Human Resources Planning.DEFINITIONThe ongoing process of systematic planning to achieve optimum use of an organization's most valuable asset - its human resources. The objective of human resource (HR) planning is to ensure the best fit between employees and jobs, while avoiding manpower shortages or surpluses. The three key elements of the HR planning process are forecasting labor demand, analyzing present labor supply, and balancing projected labor demand and supply.The HR plan needs to be flexible enough to meet short-term staffing challenges, while adapting to changing conditions in the business and environment over the longer term. Human resource planning is also a continuous process. Many business owners prepare a business plan before starting their business. However, small business owners often do not include human resource planning as part of their over-all business plan. They may start out with only a few employees or none at all. Over time, it is important to properly forecast employment needs. Just as failing to address potential threats in the marketplace can jeopardize the viability of your business, failing to anticipate personnel needs can impact on overall business success. The success of a business is directly linked to the performance of those who work for that business. Underachievement can be a result of workplace failures. Because hiring the wrong people or failing to anticipate fluctuations in hiring needs can be costly, it is important that you put effort into human resource planning. Planning for HR needs will help to ensure your employees have the skills and competencies your business needs to succeed. An HR plan works hand in hand with your business plan to determine the resources you need to achieve the businesss goals. It will better prepare you for staff turnover, recruitment, and strategic hiring and alleviate stress when you have emergency/last-minute hiring needs. This module provides a detailed outline of how small business owners can develop a human resource plan. There is also a discussion of issues to consider when developing a succession plan, the plan that is needed to consider how to carry on the business, or sell the business, when the current management/ownership leaves. Tips for creating a personnel policy manual are also included. PLANNING A BUSINESS STRATEGYThere are numerous considerations that the human resources professionals must take into account. For instance: Inconsistencies between culture and strategy can severely impair the successful pursuit of a given course of action. Often the political aspects of producing a viable plan are insurmountable obstacles to overcome; as are other primary factors such as the process itself or the plan measurements. Only the most seasoned corporate politician often has enough sensitivity and negotiating skill to achieve the pre-planning buy-in of the critical powers. The concept of planning boiled down is that in order to determine the direction for human resource plans you must have a series of questions that your organization needs to answer in order to predict and perhaps control some of the major change areas for the future. This means that you begin by asking the right questions the questions which, if asked regularly and systematically, will force you to produce answers of maximum value in shaping your future human resources.It is also important to look at the planning activity from an activity standpoint. From an operational view human resources planning is the analysis of human resource requirements of organizations and the related needs for management policies, programs and resources to satisfy these requirements. As is shown by Figure A, human resources planning is critically interdependent with all aspects of the business. A human resource strategy is a critical component of the firms corporate and business strategies, comprising a set of well-coordinated objectives and action programs aimed at securing a long-term, sustainable advantage over the firms competitors. A human resource strategy should be consistent with the firms corporate and business strategies, as well as with the other managerial functional strategies.The primary objective of people responsible for doing human resources planning is to acquire, develop and implement the technology, tools, expertise and resources necessary to effectively do Human Resource Planning and Development as an integral part of the business planning processes. It must not be done in a vacuum. Human resource strategies should be developed within a companys strategic business planning process.The strategy that is often the basis for the planning process is to build networks of internal human resources professionals and external human resources professionals that will promote the sharing of information, technology and tools to be applied to the Human Resource Planning and Development activities; Collect, evaluate and implement tools, processes and resources; integrate tools and resources into a consistent strategy which uses existing resources whenever possible. Again and again it is important to make sure that the process is a legitimate piece of the company plan. Human resource strategic planning takes place within the overall corporate / total organization strategic planning model.They will consult with and to human resource managers and line management to achieve a high utilization of tools and resources to achieve functional goals. Those goals include creating and implementing a workforce inventory and forecasting tool customized for Line Organizations; and creating and consulting on custom management planning tools and strategies for line Organizations. Figure A is an overview of human resource planning from a strategic planning viewpoint. The model shows the relationship of internal factors and external factors as they relate to the human resources issues. They are factors that not only create; but also shape and change the issues. The business plan usually establishes the basic environment within which other variables impact in order to determine those issues. Out of those issues grow the human resources strategies and plans that are most often developed and implemented by and with the assistance of the human resources department.Human resource planning is probably one of the most critical elements in linking the work of the human resources function to the business goals of the company. It is important to recognize that certain aspects of human resource management tend to have potentially high strategic consequences.Especially in the areas of policy development and implementation it is obvious and difficult to refute advice that effective human resource policies require human resource planning, which in turn, requires effective integration with an organizations strategic planning process.It is evident that human resources planning is becoming more and more important in business circles. Because business profits are squeezed by inflation and a weakened economy, management is also concerned with personnel costs and is seeking to achieve increased output with the same or fewer staff.Productivity concerns and material constraints also add to the emphasis on the ability to plan and fully utilize all of a companys resources. The human resources are right on the top of the list in most enterprises. The current demands on the worlds material resources and their spiraling cost are building pressure to increase the productivity of human resource.Government at all levels both nationally and internationally (Federal, state, local, etc.) is interested in how employers treat their employees. They, therefore, add factors that must be considered in any human resource plan(work and wage laws, labor laws, etc.). The net impact of the expanding government intervention has been an increase in the attention given to human resource planning in all of the problem areas.So, while the principles and processes of planning have not changed much, the complexity and timeliness have. Information technology enables the collection and analysis of more data than was even dreamed of in the1980s. The complexity of planning across countries, cultures, economies, and new technologies is almost infinite. This makes the art, the gut feeling, the best guess, that much more important. The best that can be accomplished is to predict the probability of multiple successful solutions.

FUNCTIONS OF HUMAN RESOURCE MANAGEMENT Following are the various functions of Human Resource Management that are essential for the effective functioning of the organization:1.JOB ANALYSIS2.RECRUITMENT AND SELECTION 3. PERFORMANCE APPRAISAL4.TRAINING AND DEVELOPMENT.

JOB ANALYSISJob analysis is a systematic approach to defining the job role, description, requirements, responsibilities, evaluation, etc. it helps in finding out required level of education, skills, knowledge, training, etc for the job position. It also depicts the job worth I,e measureable effectiveness of the job and contribution of job to the organization. Thus, it effectively contributes to setting up the compensation package for the job positon.NATURE OF JOB ANALYSISOrganisations consist of positions that have to be staffed. Job Analysis is the procedure through which we determine the task, duties and responsibilities of these positions and the characteristics of the people to hire for the positions. Job analysis produces information used for writing, job description (a list of what the job entails) and job specifications (what kind of people to hire for the job).

There are two outcomes of job analysis:Job descriptionJob specification

The information collected under job analysis is: Nature of jobs required in a concern. Nature/ size of organizational structure. Type of people required to fit that structure. The relationship of the job with other jobs in the concern. Kind of qualifications and academic background required for jobs. Provision of physical condition to support the activities of the concern. For example- separate cabins for managers, special cabins for the supervisors, healthy condition for workers, and adequate store room for store keeper.

COMPONENTS OF JOB ANALYSISJob analysis is a systematic procedure to analyze the requirements for the job role and jobprofile. Job analysis can be further categorized into following sub components.

Job Position:Job position refers to the designation of the job and employee in the organization. Job position forms an important part of the compensation strategy as it determines the level of the job in the organization. For example management level employees receive greater pay scale than non-managerialemployees.Thenon-monetary benefits offered to two different levelsinthe organization also vary.

Job Description:Job description refers the requirements an organization looks for a particular job position. It states the key skill requirements, the level of experience needed, level of education required, etc.It also describes the roles and responsibilities attached with the job position. The roles and responsibilities are key determinant factor in estimating the level of experience, education, skill, etc required for the job. It also helps in benchmarking the performance standards.Job Worth:Job Worth refers to estimating the job worthiness i.e. how much the job contributes to the organization. It is also known as job evaluation. Job description is used to analyze the jobworthiness.Itis alsoknown asjob evaluation. Rolesand responsibilitieshelps indetermining the outcome from the job profile. Once it is determined that how much the job is worth, itbecomes easy to define the compensation strategy for the position.

USES OF JOB ANALYSIS: Recruitment & Selection:Job Analysis provides information about what the jobentailsandwhathumancharacteristicsarerequiredtoperformthejob.Thisinformation, in the form of job description and specifications, helps management decidewhat sort of people to recruit and hire. Compensation:Job analysis is crucial for estimating the value of each job & itsappropriate compensation. Compensation (such as salary and bonus) usually dependsupon the jobs required skill and education level, safety hazards, degree of responsibilityand so on - all the factors we can assess through job analysis. PerformanceAppraisal:Aperformanceappraisalcompareseachemployees actual performance with his or her performance standards. Managers use job analysis to determine the jobs specific activities and performance standards. Training:The job description should show the activities and skills and therefore the training - that job requires. Discovering unassigned duties:Job analysis can also help reveal unassigned duties. For example, a companys production manager says Mr. X is responsible for a dozen or so duties, such as production scheduling and raw material purchasing. However any reference of raw material inventory management was missing. On further study, the manager finds that none of the other manufacturing people are responsible of inventory management. Thus a manger has uncovered an essential unassigned duty with regards tojob analysis

Steps in Job Analysis:There are six steps in doing a job analysis. (1) Decide how youll use the information, since this will determine the data you collect and how you collect them. Some data collection techniques - like interviewing the employee and askingwhatthejob entailsaregoodforwritingjob descriptionandselecting employees for the job. Other technique like the position analysis & questionnaire do not providequalitative informationforjob description. Instead, theyprovide numerical ratings for each job; these can be used to compare jobs for compensation purpose.(2) Review relevant backgroundinformation such as organization charts,process charts andjob description. Organization charts show the organization wide division of work, how the job inquestion relates to other jobs, and where the job fits in the overall organization. The chart should show the title of each position and by means ofinterconnecting lines, who reports to whom and with whom the job incumbent communicates. Aprocess chart provide more detailed picture of the work flow. In its simplest form a process chart shows the flow of inputs to and the outputs from the job you areanalyzing.Finally,theexistingjob description, if thereisone,usuallyprovides a starting point for building the revised job description.(3) Select representative positions. Why? Because there may be too many similar jobs to analyze. For example, it is usually necessary to analyze the jobs of 200 assembly workerswhen a sample of 10 jobs will do.(4) Actuallyanalysethejobbycollectingdataonjobactivities,required employeebehaviors, working condition, and human traits & abilities needed to perform the job. For this step, use one or more of the job analysis methods.(5) Verify the job analysis information with the worker performing the job &with his or her immediate supervisor. This will help confirm that the information is factually correct and complete. This review can also help gain the employees acceptance of the job analysis dataand conclusionsby givingthatpersona chancetoreviewandmodifyyour description of the job activities. 6) Developajob description andjob specification. These aretwo tangible productsof thejob analysis. Thejob description is a written statement that describes the activities and responsibilitiesofthe job,aswellasits important features, suchasworking conditionsandsafetyhazards.The jobspecification summarizesthepersonal qualities,traits,skilland background required for gettingjob done.Inmaybeina separate document or in thesame document as the job description.Methods of collecting Job Analysis Information:There are various ways to collect information on the duties, responsibilities and activities of thejob. In practice, we can use anyone of them, or we can combine the techniques that best fit our purpose. Thus, an interview might be appropriate for creating a job description, whereas the position analysis questionnaire maybe more appropriatefor quantifying theworth ofajob for compensation purposes. Conducting the job analysis usually involves a joint effort by an HR specialist, the worker, & theworkers supervisor. The HR specialist might observe and analyze the job and then develop a job description and specification. The supervisor and worker may fill out questionnaires listing the subordinates activities. The supervisor and worker may then review and verify the job analyzed conclusions regarding the jobs activities and duties. In practice, firm usually collects jobs analysis data from multiple subject matter experts using questionnaires and interviews. They then average data from several employees from different departments to determine how much time a typical employee spends on each of several specific tasks. Theproblemisthatemployees whohavethe same jobtitlebut work indifferentdepartmentsmayexperienceverydifferentpressures.Therefore,simplyaddingupandaveraging the amount of time that, say, HR assistance need to devote interviewing candidates could end in misleading results. The point is that we must understand the jobs departmental context the way someone with a particular job title spends his or her time is not necessarilythe same from department to department.

QUANTITATIVE JOB ANALYSIS TECHNIQUESQualitative approaches like interviews and questionnaires are not always suitable. For example, if your aim is to compare jobs for pay purposes, you may want to be able to assign quantitativevalues to each job. The position analysis questionnaire, the Department of Labour approach and functional job analysis are three popular quantitative methods.

THE INTERVIEWManagers use three types of interview to collect job analysis data individual interview with eachemployee,groupinterviewwithgroups ofemployeeswho havethe samejobs&the supervisor interviews with one or more supervisor who know the job. They use group interviewswhen a large number of employees are performing similar or identical work, since it can be a quick and inexpensive way togather information.Whichever kind ofinterviews weuse, we needto besure the interviewee fully understands the reason for the interview since there is a tendency for such interviews to be viewed, rightly orwrongly,as efficiencyevaluation. If so,intervieweesmayhesitatetodescribe their jobs accurately.Pros & ConsTheinterviewisprobablythemostwidelyusedmethod foridentifyingthejobs duties&responsibilities and its wide use reflects its advantages. It is relatively simple and quick way tocollectinformation,includinginformationthat might neverappearonawrittenform.The interview also provides an opportunity to explain the need for and function of the job analysis.And the employee can vent frustration that might otherwise go unnoticed by the management. Distortion of the information is the main problem whether due to outright falsification or honestmisunderstanding.Jobanalysisisoftenapreludetochangingajobspayrate.Employees therefore maylegitimatelyview theinterview asthe efficiency evaluationthat mayaffect their pay. They may then tend to exaggerate certain responsibilities while minimizing others.TYPICAL QUESTIONS. What is the job being performed? What are the major duties of your position? What exactly do you do? What physical location do you workin? Whataretheeducation,experience,skilland(whereapplicable)certificationand Licensing requirements? In what activities do you participate? What are the job responsibilities and duties? What are the basic accountabilities or performance that typifies your work? Whatareyourresponsibilities?Whatistheenvironmentalandworking condition involved? What are the jobs physical demands? The emotional and mental demands? What are the health and safety condition? Are you exposed toany hazards or any unusual workingconditions?

QuestionnairesHaving employees fill out questionnaires to describe their job-related duties & responsibilities is another good way to obtain job analysisinformation.We have to decide how structured the questionnaire should be and what question to include. Some questionnaires are very structured checklists. Each employee gets an inventory of perhaps hundreds of specific duties or tasks (such as change and splice via). He or she is asked to indicate whether or not he/she performs each tasks and, it so, how much time is normally spent oneach.Attheotherextreme,the questionnairecan beopen-ended andsimply askthe employee to describe the major duties of your job. In practice, the best questionnaire often falls between these two extremes.Whether structured or unstructured, questionnaires have both pros & cons. A questionnaire is a quick and efficient way to obtain information from a large number of employees, its less costlythan interviewing hundreds of workers, for instance. However, developing any questionnaire and testing it can be expensive and time-consuming.

CONCLUSIONFrom Job Analysis, specific details of what is being done and the skills utilized in the job areobtained. Job Analysis enables the managers to understand jobs and job structures to improvework flow or develop techniques to improve productivity.

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