UNIT-I

Human resource management

UNIT-IHuman resources are the most and unique assets of an organization Human resource management is one of the complex and challenging field of modern management. It deals with people dimensions. Every organization is composed of people and utilizing their services, developing their skills, motivating them to enhance their level of performance and ensuring that they remain committed to the organization and are essential for the accomplishment of organizational objectives.

Definitions:

Human resource management is a managerial function which facilitates the effective utilization of people (man power) in achieving the organizational and individual goals.

Objectives of HRM:The primary objective of HRM is to provide right, competent and willing workforce to an organization. For attaining its primary objective HRM frames the following objectives.

1. To guide the organization in attaining its goals by providing well trained and competent personnel.

2. To effectively utilize the available human resource according to the requirement i.e. to employ the knowledge and skills of the employee in attaining organizational goals.

3. To increase the job satisfaction and self actualization of the personnel by encouraging then to realize their potential.4. To develop and maintain motivating, productive and self- respecting working relationship among all the members of the organization.

5. To develop the individuals up to maximum extent by providing them the necessary training and advancement.

6. To maintain a quality of work life (QWL) this makes the people to get attracted towards the organization.

7. To develop and maintain high morale and cordial relationship with in the organization.

8. To develop and maintain ethical policies and behavior inside and outside the organization.

9. To manage the change for the advantage of inviduals, groups, the organization and society.

10. To recognize and satisfy the individuals needs and groups by providing monetary and non monetary incentives.Significance:

HRM is considered as the central sub-system of an organization. It has of great importance and its importance can be viewed of four different levels.

1. At Organizational level

2. At Professional Level

3. At Societal Level

4. At National Level

1. At Organizational level: It helps an organization in achieving its goals more effectively in the following ways.

a. Attracting and maintaing the required talent through effective manpower planning recruitment, selection, placement, orientation, compensation policies etc.

b. Developing the required skills and behavior among the personnel through training development, performance appraisal, motivation etc.

c. Effectively utilize the availalable resources

d. Developing a productive and highly motivated organizational culture. 2. At Professional Level: HRM facilitated to the professional growth in the following ways.

a. Developing the employees personally by providing the many opportunities

b. Maintaining harmonious relationship between individuals and among different teams

c. Allocating the task properly3. At Societal Level:Effectively managed human resource has a great importance for the society. It facilitates to improve the dignity of labor as follows

a. Providing the social and psychological satisfaction to the people by placing them in the right job

b. Meeting the challenges and needs of the society by ethically and socially being responsible for the activities of the organizationc. Balancing between the jobs available and the job seeks.

4. At National Level:

Effective human resource management plays a key role in national development. The effective utilization of nations natural, physical and financial resource requires competent manpower. The development of nations depends mainly upon the skills, values and attitudes of its human resources.

FUNCTIONS OF HRM: HRM functions can be broadly classified into two categories.

1. Managerial Functions

2. Operative functions

Managerial Functions:

Managerial functions of the human resource department are planning, organizing, staffing, directing and controlling. All these functions have impact on operative functions.

Planning: Planning involves formulating the future course of action. Planning includes determining in advance the personal programs and changes required that would contribute to the achievement of organizational goals.

Organizing: Organizing involves establishing an intentional structure of roles for people in an organization. Structural consideration such as the chain of command, division of labor, and assignment of responsibility are part of the organizing function. The organizing function establishes relationship among employees so that they can contribute collectively towards the attainment of organization goals.Staffing: This is the process of obtaining and maintaining capable and competent personnel in various positions at all levels. It broadly encompasses manpower planning, recruitment, selection, induction and orientation, transfer, career progression and separation.Directing: It is the process of directing all the available resources towards the common organizational golas.Thus, direction is a vital ,management function which ensures maximum employee contribution and also helps in establishing sound industrial and human relations.Controlling: The measurement and rectification of activities to ensure that events conform to plans is known a controlling. Previous experience and knowledge sharing help in avoiding repetitive problems reducing the need for controlling. Auditing training programs, analyzing labor turn over records, directing morale surveys and conducting exit interviews are different ways of controlling HRM functions.OPERATIVE FUNCTIONS:The operative functions are the functions related to a particular department or section. Operative functions vary from department to department on the nature of the department.Acquisition: Acquisition involves acquiring right kind of people and placing them in the positions in tune with the organizational requirements. Acquisition includes the activities,

Job analysis: Job analysis is a method of collecting and analyzing the facts related to a particular job. It Involves Preparing job description, Job specification, Job requirement and employee specification so that manger can determine the nature, level of human resource required.

Providing the guidelines and basis for job design and redesign. It also forms the basis for all operative functions.

Human resource planning: Human resource planning involves forecasting the human resource requirement of an organization and the future supply of human resource, and make suitable adjustments between these two in correlation with the organizational plans.Recruitment: To large extent the effectiveness of an organization depends up on the effectiveness of its employees. Recruitment is the process of seeking and attracting candidate against a vacancy in an organization.Selection: The process of choosing the most suitable candidate for a job from among available applicants is called selection.Placement: After a selected candidate conveys his acceptance of the offer of employment made by an organization, his placement has to be decide based on the organization. The individuals needs also have to be given due consideration where possible.Induction: Introducing a new employee to the organization, its business, the organizational culture, its values, practices and procedures, is termed as induction. It helps employee to get acquainted with the new job and his tasks and responsibilities.Transfer: It is the movement of the employee to the same level of job where their potentials ca be more effectively utilized.Promotions and Demotion: Promotion is the upward movement of an employee to occupy higher positions. Demotion is the downward movement of an employee in the organization.Development: Human resource development is the process of training and developing employees to improve and update their knowledge and skills, so as to help to perform their jobs better.HRD includesPerformance appraisal: This is the process of evaluating the performance of an employee on the job and developing a plan for improvement.

Training: Training is the systematic development of the knowledge skills and attitude required to perform a given task or job. It includes: Identifying the training needs of the individual, keeping in view the organizational needs

Designing suitable training programs to eliminate the gap in knowledge ,skills or attitudes

Conducting training programs or providing support to other departments I conducting training.

Evaluating the effectiveness of the training programs and making necessary changes.

Management development: Managemnt development is the concept of developing the employees of an organization to meet future challengesIntegration:

Integration involves the activities like motivation, providing job satisfaction, handling employee grievance, collective bargaining, workers participation, developing sound relations, improving quality of work life.

Motivation: It is act of stimulating and inspiring the subordinate to achieve, the goals of the organization.

Job satisfaction: Job satisfaction is the result of various attitudes the employee holds towards his job related factors.Grievance Handling: Grievance is the sign of employees discontent/dissatisfaction with his /her job and its nature.Collective Bargaining: Collective bargaining is a process of discussion/negotiation between the employees and employers in order to compromise the conflict between them.Employee participation: It is the involvement of the employees in organizational decision making process.Discipline: It refers to a condition/attitude prevailing among employees, with respect to rules and regulation of the organization.Compensation:Compensation includes all the extrinsic rewards that an employee receives during and after the course of his job, for his contribution to the organization .In includesJob evaluation: It is a systematic determination of the value of each jobs in relation to the other job I the organization, in the industry and in the market.

Wage & Salary administration: The process of formulating and operating a suitable wage and salary program is known as wage and salary administration. It includes

Conducting wage and salary survey in the market and I the industry

Determine wage and salary on the basis of various factors like law, equity

Implementing wage and salary administration program

Evaluating the effectiveness of the program.

Incentives: Incentives are the rewards an employee earns in addition to regular wages or salary based on the performance of the individual, team or the organization.

Bonus: Bonus is primarily a share I the surplus and is directly related to the organization. In India it is governed by Payment of Bonus Act 1965.

Fringe Benefits: Fringe benefits are those monetary and non monetary benefits given to employees during their employment and sometimes in post employment also. Some of the fringe benefits include:Disablement benefits, Housing facilities, Canteen facilities, Conveyance facilities, Educational facilities for employment & their children, Recreation facilities, Medical and welfare facilities, Post retirement benefits, company stores, legal aid.

Maintenance: It includes the activities

Organizational Health: It is studied through the results of employee contribution to the organization and employee job satisfaction.Human resource Audit: It is the process of evaluating the policies, procedures and practices to determine the effectiveness of HRM.Human resource Accounting: It is the measurement of cost and value of human resource to the organization.Diagnostic model of HRM:

Managing diversity

Today, human resource management is being renewed in organizations and is gradually affirming its strategic role. The need for highly qualified managers will increase as more organizations globalize their operations. Organizations hire people (managers and employees) from different cultures and from diverse back ground. Managing diversity is defined as a comprehensive managerial process for developing an environment that works for all employees.

Diversity was selected as a best practice area since changing demographics make it more Important to select, retain and manage a diverse workforce. Managing workforce diversity as an essential resource for improving organizational performanceDiversity is going to important issues for the Hr manger for the following reasons

1. The number of young workers in the workforce is increasing

2. More women are joining the workforce

3. Workforce mobility is increasing

4. Internal careers and expatriates are becoming common

5. International experience is becoming a pre-requisite for career progression to many top level management.

Some of the guide lines for managing diversity effectively

1. Top management commitment to value diversity is a prerequisite

2. Organize diversity training programmes that provide diversity awareness and education employees on cultural and sex difference and how to respond to these in the work place.3. Have a support group set up by an employer to provide a nurturing climate for employees who would other wise feel isolated.

4. Accommodate female employee needs such as child care and job sharing, to prevent their turnover.

5. Creating mentoring programme in which senior managers identify promising women and minority employees and play an important role in nurturing their career progress.

6. Institute diversity audit to review the effectiveness of an organizations diversity management programmes.HRM at Indian Context: The evolution and development of HRM in India was not voluntary like in UK and USA.After the First World War, the country was in difficulty with various malpractices in the recruitment of workers and payment of wages leading to trade unionism in organizations causing loss in production due to disputes. In 1931, The Royal commission on recommended the removal of jobber System and the appointment of Labor officer in Indian industries to take over the problems of recruitment and to settle the grievances.

After Independence, The Factories Act 1948 laid down the qualification and duties of Welfare Officers and also made it compulsory to appoint a welfare officer for every firm that employs 500 or more workers. In course of time, the two bodies: IIPM-Indian institute of Personnel Management, kolkata and NILM-National Institute of Labor Management, Mumbai emerged as the premier centers of traditional Indian industry Jute and cotton.

After the Second World War and Independence, the need and expectations of the workers increased and during 1960s the personnel function got expanded with the additional of three areas: labor welfare, Industrial Relations and Personnel Administration. All these three are integrated into professional called personnel Management.

Later, the professionalism in managing become quite visible by the 1970s.there was a shift from welfare approach to efficiency approach. In 1980, the two professional bodies, IIPM& NILM merged together to form NIPM- national Institute of Personnel Management with the head quarters at Kolkata. Developing through years, the approach shifted to human values approach and productivity through people. In 1990s, new approach called Human Resource Management (HRM) emerged which is against to these approaches and mainly focuses on the development of human resource I.e. HRD-human Resource Development.

Challenges of HRM at Global Scenario:HRM is a prime mover of management o people at work; it has to encounter these challenges effectively I order to enable the organization to achieve their objectives:1. Globalization of economy: Todays the market classification does not take into account only national parameters. Many Indian information technology companies have spread their wings beyond the national territory. Globalization of business is helpful in earning profit but at the same, it creates many challenges for management particularly in the area of human resource management.2. Corporate Restructuring: In restructing there are additional dimensions of problem related to managing human resources. This process has the following implications for managing human resources. Anxiety and stress in the minds of employees fear of loss of jobs. Transfer to new job locations, job changing including new roles and assignments Changes in remuneration and benefit.3. Emphasis on total quality Management: In the globalize economy; there is very high emphasis on quality both for the products and services. This emphasis has generated a new concept known as total quality management. This concept of (TQM) has originated in the Japan and spread through the world. TQM is defined as meeting the requirements of internal and external customers consistently by continuous improvement in the quality of work of all the employees.4. Changing job profile: Nature of jobs has changes over the period of time and the process still continuous .the major contributory factors for this phenomenon are fast changing technology, particularly in terms of automation, information technology. In Indian context, machines are replacing human beings; their jobs are becoming that of thinking and collaboration.5. Changing work force profile: with the changing job profile, there is a change in work force profile due to restructuring of the organization. It is a challenging task of a HR manager to forecast and identify the candidate who would match according to the profile of the organization.6. Increasing role of women Employees: through out h e world there is increasing role of women employees in the organization both managerial cadre and non managerial cadre. In Indian there are several companies have launches special recruitment programme for women.Employemnt of women present several challengers which HR department has face. They are in the form of balancing the career with the family life, prevention of sexual harassment, and prejudices against women.7. Emphasis on knowledge management: Knowledge management treats intellectual capital as a managed assest.The primary tools applied in the practice of knowledge management are organizational dynamics, processing engerring and technology. The three works in concert to streamline and enhance the capture and flow of information and knowledge to deliver to individuals and groups engaged in accomplishing specific items of work. These individuals are known as knowledgeable workers, vital resources of an organization. So it is a challenging task of an HR Manager to facilitate the human resource to achieve the organizational goals.8. Emphasis on Kaizen: Kaizen is a Japanese term which means continuous improvement .Kaizen involves areas-customer orientation, total quality control, quality improvement, Zero-defect, just in time, new product development, productivity improvement, and work discipline.HUMAN RESOURCE PLANNING:Human resource planning (HRP), as a basic process of HRM, has gained a lot of importance in the recent times. More and more organizations are accepting a well designed and comprehensive HRP process. Human resources planning basically ensure the availability of the right resources in the right place to match the future organizational needs.Definition:

Human resource planning can be defines as the process of ensuring the right number of qualified people, into right job at right time to deliver the results in an efficient and effective manner.Objectives:The objectives of HRP are:1. To maintain the required quantity and quality of human resource for a smooth & efficient functioning of an organization

2. To forecast the turn over\attrition rate3. To plan to meet organizational human resource needs at the time of expansion or diversification.

4. To foresee the effects of technological changes on the required for human resources and to provide the same.

5. To develop the existing human resource to match the human resource requirement for the future.

6. To optimize the staffing in the organization

7. To make contingent plans to handle sudden requirements and situation of short fall.

8. To utilize human resource effectively and efficiently.

9. To estimate the value of human resource and their contribution to the organization.IMPORTANCE OF HRP:

Manpower Planning is an important task in the organization.

Future Personnel Needs: Planning helps to determine future personnel needs .Surplus or deficiency in staff strength is the result of absence of or defective planning.HRp is the source of recruitment and selection.

Coping with change: HRP enables an enterprise to cope with change in competitive workforce, markets, technology, products and government regulations. Such changes generate changes in job content, skills of demand and the number and type of personnel. Shortage of people may be induced in some areas while surplus in other may occur.

Foundation for personnel needs: Man power planning provides essential information for designing and implementing personnel functions such as recruitment, selection, personnel movements (transfers, promotions, layoffs) and training and development).

International strategies: International strategies depend upon HRP.The department ability to fill key jobs with foreign nationals and the reassigning of employees from with in or across national boarders is a major challenge facing international business. With the growing trends towards global operations, the need for HRP will grow.Resistance to change and Move: There is a growing resistance among employees to change and move. There is also growing emphasis on self evaluation .All these changes are making it more difficult for the organizations to assume that it can move tits employees around any where and any time if wants, thus increasing the important and necessity of planning ahead.Increasing investing in Human resources: Human assets can increase in value. An employee who gradually develop his skills/her skills and abilities become more valuable resource because an organization makes investment either in training and development or job assignment, it is important that the employee are used effectively through out t their job career. HRP makes the employer to know about the areas of human resource investment. Creating highly talented personnel: The HR manger must use his or her ingenuity to attract and retain qualified and skilled personnel. Technological changes will often upgrade some jobs and degrade other .Management succession planning determines the recruitment, layoff strategy, retaining strategy that the organization has to be implement.

The process of Human Resource Planning:

HRP involves planning for long-term needs, rather than for temporary replacement needs. It has to take into consideration the career planning for individuals employees and succession planning in the organization. The basic steps of HRP areOrganizational analysis: The process of HRP begins with analyzing organizational plans and objectives because manpower planning starts with organizational plans and objectives. The main purpose of manpower planning is to match employee abilities with organizational requirements and to assessment of human resource currently available in the organization.Forecasting: The strategic plans of the organization from the basis for its human resource plans. Whether the organization is changing the technology, planning an expansion, planning a new project, or to diverse a business, it will impact the organizations human resource needs of the future. A proper and wise assessment of the human resource needs has to be made, based on these plans.Different forecasting methods like Time series Analysis, Regression Analysis and Productivity ratios can be used to determine the future human resources needs of an organization.Matching the Inventory with future Requirement: The next step after forecasting is matching the future requirement with the current inventory to understand the position and plan accordingly. For E.g. If the inventory exceeds, redeployment of retrenchment has to be considered. If the current inventory falls short of the future demand for manpower, one would be train the existing employees to acquire the requisite skills and knowledge required in the future.Human Resource Planning Model

Managing Demand: If the net requirement indicates an addition of human resources, a decision has to be taken whether to employ permnant or temporary staff. Depending on the nature of the work, the work can even be outsourced.Insome cases however; training to the existing employees might turn out to sufficient. The area of demand and the skills set required also needed to be taken care of while planning recruitment.Dealing with Surplus Manpower:Retrenchment: Retrenchment is the expression to describe the termination of an employee due to his or her job becoming redundant .An employee is said to be retrenched when his or her job becomes redundant and the employer either cannot offer the employee any alternative position , or any alternative position offend by the employer is not accepted by the employee.Out placement: Organbizations which are employee friendly, but are looking at reducing their manpower, may provide outplacement services to their surplus employees. They search for other employment opportunities for their displaced employees and offer the assistance in getting new jobs.Lay-offs: Lay-offs can be either temporary or permanent. Organizations resort to lay-offs when the demand for their product or services has gone down, and the supply cannot be maintained at the existing levels. Leave of absence with out pay: One of the methods of temporary cost cutting especially difficult times is leave of absence wit out pay. Organizations resort to this method when that undergoes some major changes. Employees have the option of either coming back to the same organization after the leave period or looking for another job during the leave period..Loaning: During slack periods, when the organization does not want their middle\top level managers to stagnate or leave the company, loaning is suitable option. They can loan their managers for a specified period to the other organization. The employees work on projects with these organizations, but continue on the rolls of their parent organizations.Work sharing: Work sharing is another concept by which loyal and dedicated workers can be retrained in the company even during the slack period. This is more suitable more for the employees at operational levels or at low levels of managemnt.Two workers share the job and salary of one.Reduced work hours: This is also one of the popular techniques employed to avoid retrenchment/layoff during difficult times and is again suitable at lower levels of management. The workers agree to be paid less and put in fewer hours of work to avoid their colleagues being retrenched.Early or voluntary retirement: Early retirement is one of the techniques of getting rid of ageing employees and infusing fresh talents into organizations .this can be used as a downsizing techniques. JOB ANALYSIS

Job analysis is a process of determining and recording all the pertinent information about the a specific job , including the tasks involved, the knowledge and skill set required to perform the job, the responsibilities attached to the job and the abilities requires to perform the job successfully

Process of Job analysis:

1. Collection of organizational Information: The process of job analysis begins with obtaining relevant information about the job. This facilitates the comparison of the job with the other job and its contribution in the organizational performance. Information is collected through Organizational charts, workflow charts, class specifications.2. Organizing job analysis programmes: It is quite necessary and organizes to plan and organize job analysis programmes.The organization must appoint a in charge for the programme and assign him/her the responsibilities. The budget required and time involved must be prepared.3. Collection of information for job analysis: in this step, the job related data such as job characteristics, qualification and behavior required to perform the e job effectively is collected. Job related information can be obtained by using several techniques. However care should be taken to use appropriate techniques that best fits the situation.4. Preparing a job description: The data collected from the previous step is used to prepare a job description statement consisting of the job contents in terms of functions, duties, responsibilities operations etc.The employee is requires to perform the duties and responsibilities and function listed in the job description.5. Developing Job specification: This step involves conversion of job description statement into job specification statement. Job specification specifies the personal attributes of the employees like knowledge, skills, qualities etc required to perform the job.6. Developing Employee specification: The final step involves conversion of human qualities under job specification into an employee specifcaton.AEmployees specification that the candidate should posses the minimum human qualities listed in the job specification.

Methods of job analysis:

There are different methods of job analysis. These can be broadly classified as given below.

Observation method: In this method, the individual performing the job are observed and relevant points are noted. The notes might include what was done and how was it one. Motion and Time studies are examples of observation method. It is important that the observer knows what has to be noted and what has to be ignored. Other wise the whole analysis might result in a lengthy but redundant document.

Individual Interview method: This method is employed when the job in question is complex and varied tasks. It is very effective when the interview is structures and the analyst is clear about what the information has to be obtained from the interview.Group interview Method: This method is similar to the individual interview method, except that the employees performing the same job are interviewed in groups.Infromation that might have been missed out in individual interview would come up in group interview, this method is also less time consuming.

Questionnaire Method: In this method the analyst gives a long and structures questionnaire to be filled up by the job incumbent. This questionnaire has both objective and open ended questions. It is a good method to get information from the employees with out distributing him on the job. The disadvantage of this method is that such a list can never be complexly exhaustive. In the questionnaire method, a supervisor normally vets the information furnished by the employee to ensure that is is accurate.

Technical Conference Method: This is a method of gathering all the job related information from experts-usually supervisors and not the job incumbent .The information can be obtained form the job holder and perhaps unbiased information can be gathered.

Critical Incidence Method: According to the john Flanagan who proposed this method, behavior in specific situation contribution to the success and failure of an organization. Interviews and questionnaire can be used to collect the data. This is used for middle level and top level management.

Dairy Method: In this method, job incumbent makes immediate note of the activities they perform. A lot of information and be gathered about the job and its activities, but the time and effort required to put in by the job holder to keep notes of this kind is enormous. This method is for a specific time interval. For eg: an office assistant might have the responsibility of sending monthly attendance report to the headquarters, this actively which would be performs at the end of every month, would be missing from the list of reasonability, if the study was conducted for shot period.Functional Job analysis: Functional job analysis was developed by the U.S Department of Labor. In this method, the job analyst conducted back ground research, interview job incumbents and supervisors, make sites observations, and prepare a document

The work function of any job can be categorized under headings, data, people and things. Basically an employees handling of data, his relationship with colleagues and the kind of work that he does are covered under these headings.Position Analysis Questionnaire (PAQ): Ernest JC Mc Carmicks Position Analysis Questionnaire (PAQ) is another standard method of job analysis that describes jobs in terms of workers actrivities.It generates job requirement in formation that is applicable to all types of job. PAQ showed jobs differing from one another on the basis of five dimensions. By analyzing the 194 elements in the PAQ for more than five hundred different jobs, researches identified the following important dimension on which jobs are differed from one another.1. Having decision-making\communication\social responsibilities

2. performing skilled activities

3. Being physically active\Related environment condition

4. Operating vehicle\Equipment

5. Processing Information.Job Description:Job description is an organized statement containing the facts about duties and responsibilities of a specific job.

Contents of Job description:

A job description statement consists of the following information

1. Job identification: It helps to identify and designate the job. It reveals the relationship of the job with other job. It includes job title, joblocationits code, department and unit name. 2. Job Summary: Job summary describes the content of a job in terms of the activities /tasks performed.3. Job related Duties and Responsibilities: It describes the duties and activities to be performed in achieving a particular task. Responsibilities concern the salary administration, supervision, and training of staff.4. Working Condition: The condition of work like heat, noise, light, dust, fumes, location of work, hours are described.5. Materials, Machines, Tools and Equipments: It describes the materials, machines etc used to perform the job.6. Supervision: It includes the data regarding extent of supervision, number of persons to be supervised or number of supervisors, designations of immediate supervisors and subordinates.7. Related with other job: It contains a list of the jobs immediately above and below. This data provides an idea of work flow, to whom the job holder should report and who will report him.Job specification:Job specification is a written statement specifying the minimum qualities and qualifications required to perform a job properly.Contents of job Specification:

1. Physical Characteristics: Physical Characteristics include the physical qualifications and physical capabilities of an individual. They include feature like height, weight, vision health, etc.The physical characteristics are very important for labor and workers.2. Mental characteristics: This category include ability to perform arithmetical calculations, to interpret the data, ability to plan, judgment ability, memory, general intelligence3. Emotional and social Characteristics: They are very for the post of managers, supervisors, and etc.These include emotional stability, flexibility, social adaptability in human relationship, ability to handle dispute, personal appearance, posture, etc.4. Behavioral Characteristics: These play an important role in selecting the candidate for higher level jobs.Behaviourral characteristics include creativity, research, judgment etc.5. Qualification & Experience: These include academic qualification, prior experience, training etc.Uses of Job Analysis:Employment: Man power planning, recruitment, selection, placement, orientation and induction, all of which are different areas of employment, make use of job analysis in some part or the other.Organizational Audit: Job analysis helps in very in identifying the loopholes if any, in the organization in terms of job, processes, organizational structure, workflow etc.Hence, it serves the purpose of an audit and identifies areas for improvement and development.Training & development: Job analysis comes in handy during training need identification and designing of training programmes.Performance appraisal: Performance appraisal is normally based on the goal- setting or the competencies associated with a job. The tasks and responsibilities of the job from the basis for goal setting.Promotion and transfers: Once the job responsibilities, task and requirements are known, it is easier to make decisions on transfers and promotions based on suitability.Preventing dissatisfaction: Job analysis helps in identifying and rectifies problems or shortcomings in job design. This helps remove some of the possible reasons for employee dissatisfaction.Compensation management: Job evaluation used with other techniques like market survey provides the inputs for wage and salary administration in an organization. Job evaluation takes into consideration the content of the job in terms of task, duties and responsibilities, risks etc.Health & safety: Knowledge of hazards or harmful working conditions and the risks of accidents associated with the job, if any, is provided by job analysis. This helps in taking necessary safety measures.Induction: Job description provides information regarding the job and helps a new incumbent understand his task and responsibilities. This helps him adapt quickly to the workplace.Career planning: Job analysis is essential to plan the careers of individual employee and prepare them to progress along their career paths. Job specification indicates the competencies that employees must develop to move up into higher level positions in the organization.Succession planning: Succession planning involves identifying and grooming a successor for a vacancy that would arise in the future. The tasks and responsibilities of the job about the specification of the job help in evaluating candidate and selecting the most suitable one.Redeployment

Choose the resource & methods of recruitment

Analyze the cost & time required for managing the surplus

Analyze the cost and time involved in managing the demand

Determine the redundant numbers

Determine the numbers, levels and criticality of vacancies

Retrench

Compare with current HR inventory

Organizational plans & objectives

Identify future human resource

Requirement

Desired End results

Social responsibility Competitive Competitive high

High quality quality services

Ethical behaviorproducts

Acquiring

Human resource

Developing Human resource

Rewarding Human resource

Evaluate human resource

External environment

Governmental

Regulations, laws

Unions

Economic conditions

Competitiveness

Composition of labor

Location of an organization

Internal Environment

Strategy

Goals

Organizational culture

Nature of tasks

Work group

Leadership and experience

Acquiring Human resource

Equal employment opportunity

HR Planning

Job analysis

Recruitment

selection

Rewarding Human Resource

Performance Evaluation

Compensation

Job analysis and design

Benefits and services

Developing Human Resource

Orientation

Training

Career Planning

Discipline

Protecting and Evaluating

Human Resource

Safety , health and wellness

Evaluation

External Environment

Internal Environment

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