JA is the process of studying and collecting information relating to the operations and responsibility of a specific job

A process where description is developed for the present methods and procedures of doing a job, physical conditions in which job is done, relation of the job to other jobs and other conditions of employment

JA is intended to reveal what is actually done as opposed to what should be done

The purpose of JA is not to describe an ideal but to show the management how at the moment a particular job is being carried out.

Various points on which information are gathered for JAWork performedEquipment usedMaterials usedReports and records madeRelation of the jobs to other jobsEducation requiredExperience requiredPhysical effort requiredVisual attention requiredHazardsSupervision………………….

Process of data collectionQuestionnaireChecklistInterviewObservationParticipationTechnical conferenceSelf-recording or DiaryCritical incident method (on-the-job bhrs of

people)

Output of JAJob descriptionJob specificationJob evaluation

JDJob TitleJob LocationJob summaryDuties to be performedMachines, Tools, materials (risk)Relation to other jobsNature of supervision Working environment

Job SpecificationMinimum acceptable human qualities

necessary to perform a job satisfactorily

ASKEducation, qualifications and special trainingExperiencePersonality requirementsPhysical requirements

Job EvaluationJE is an orderly and systematic technique of

determining the relative worth of the various jobs within the orgn so as to develop an equitable wage and salary structure

Job EvaluationRelative worth of each jobTo eliminate wage inequitiesFor developing a consistent wage policyFramework for periodic revisionMinimise wage discrimination

The processJob evaluation committeeEither employees or consultants from outside

are engaged for it

Methods of Job EvaluationNon-quantitativeQuantitative

Non-quantitative methodRankingClassification or Grading

Ranking Ranking from highest to lowestThe whole job is compared with the otherThree sets of ranking are averaged and final

ranking of jobs is decidedThe method is simple, quick and inexpensiveSuitable for small orgns

Classification/ GradingHighly skilled, Skilled, Semi-skilled and Unskilled

Quantitative methodPoint ratingFactor comparision

Point ratingA manual is developed for the purposeThe manual describes factors upon which

each job is to be rated, prescribes the points to be assigned to each factor and provides scales and yardsticks by which each factor is to be evaluated

ProcedureJobs are first broken down into major factors

such as skill, effort, responsibility, working conditions etc

Major factor is then broken down into minor factors like:

Skill- education (75), experience (100), intiative (75)

Effort- physical, mental and visual Responsibility- process, product, safetyWorking conditions-hazardous

Each minor factor is converted into scale by dividing it into certain number of degrees and assigning point values to them.

EducationRead, write, add and subtract (15)High school (30)Plus two (45)Graduate (60)PG (75)

A totalling of the points for all factors gives the final rating of the job in terms of points

Point scales are now translated into monetary values

A wage survey is done to collect current wage rates of certain key jobs

Factor comparisonA cross- section of 15-20 key jobs will be

taken5 factors used are Mental effortSkillPhysical effortResponsibilityWorking conditions

All key jobs are then ranked under each factor

Then individual job rankings for each factor are then averaged and the results expressed in nearest whole numbers.

Related conceptsJob enlargementJob enrichmentJob rotation

Both  Job  enlargement   and  job  enrichment are  part of the career planning and development programmes in an organisation

Job enlargementAddingIncrease varietyHorizontal loadingMulti tasking

It involves the addition of extra, similar tasks to a job

The job itself remains essentially unchangedBy widening the range of tasks that need to be

performed, hopefully the employee will experience less repetition and monotony that are common on product lines, which rely upon division of labour

In J.enlargement, the employee rarely needs to acquire new skills to carry out the additional task

J.enlargement gives employees a chance to do a number of small- related tasks as oppose to just one repetitively

It works better within a group situation, where each worker has specific jobs and job rotation can take place

In contrastIt reduces efficiency because of a fall in

productivity from carrying out a greater number of tasks

In J.enlargement the motivational benefits of j.enrichment are not usually experienced

Workers sometimes resent this because they prefer doing a singularly boring repetitive job

J.enlargement is sometimes viewed by employees as a requirement to carry out more work for the same amount of pay

Job enrichmentUp grading responsibilityHigher level skillsVertical loadingSelf fulfillmentSelf esteem In- charge

Workers can feel dissatisfied in their position due to lack of challenge, repetitive procedures, or due to an over-controlled authority structure.

Job enrichment tries to eliminate these dysfunctional elements, and bring better performance to the workplace.

Job enrichment is an attempt to motivate employees by giving them the opportunity to use the range of their abilities.

J.enrichment is a type of job redesign intended to reverse the effects of tasks that are repetitive requiring little autonomy

Some of these effects are boredom, lack of flexibility and employee dissatisfaction

The basis of J.enrichment practices is the work done by Frederick Herzberg in the 1950’s and 60’s

Job enrichment is required for intrinsic motivation & it is a continuous management process.

According to Herzberg:The job should have sufficient challenge to

utilize the full ability of the employeeEmployees who demonstrate increasing

levels of ability should be given increasing levels of responsibility

If a job cannot be designed to use an employee’s full abilities, then the firm should consider automating the task or replacing the employee with one who has a lower level of skill. If a person cannot be fully utilized, then there will be a motivation problem

Job enrichment, as a managerial activity includes a three steps technique:1. Turn employees' effort into performance

Ensuring that objectives are well defined and understood by everyone

Providing adequate resources for each employee to perform well

Creating a supportive corporate cultureFree flow of informationProvide skill improvement oppurtunities

2. Link employees performance directly to reward

3. Make sure the employee wants reward.

Re-engineer the job processRe-design the physical facilityChange technologiesSimplification of proceduresElimination of repetitivenessRedesigning authority structures

Excellent non-training interventionJ.enrichment to produce positive results, both

workers needs and organizational needs must be analyzed and acted upon.

Job RotationHorizontal or Lateral transferMulti skilling

Job rotation involves the movement of employees through a range of jobs in order to increase interest and motivation.

J R can improve multi-skilling but it also involves the need for greater training

An employee who works on a routine/ respective job moves to and works on another job and backs up to the first job.

JR may offer the advantage of making it easier to cover for absent colleagues

But it may also reduce productivity as workers are initially unfamiliar with a new task.

Why JR is imp ???It is a possible solution to two significant

challenges faced by business:Skill shortages and skill gaps, andEmployee motivation

Need for JRTo broaden an individual’s knowledge of other

functions and departments in the organisationTo prepare an individual for career

advancementTo maximize an individual’s exposure to

customers by moving him or her into positions that require customer interaction

To motivate and challenge an individual who has been on a job for a long time

To cross-train members of a team

ErgonomicsDesigning the job, work stations and facilities

according to employee’s physical, social and psychological conveniences

The purposes of ergonomics are to save human resources, protect employee’s health and maximize productivity

Trends Companies have been designing new kind of

office furniture to reduce fatigue and back strain.

Reduce occupational diseasesAreas of research include colour of the wall,

roof height, lighting, furniture design etc……

The process of searching for prospective employees and stimulating them to apply for jobs in the organisation

Edwin.B.Flippo

Objectives of recruitmentTo attract people with multi-dimensional

skills and experiences To infuse fresh blood at all levels of the

organisationTo develop an organisational culture that

attracts competent people to the companyTo search for talent globally and not just

within the company

Factors affecting recruitmentInternalExternal

Internal Employer’s brandCompany’s pay packageOrganisational cultureCareer Planning and GrowthCompany’s products and servicesCompany’s sizeGeographical spread of company’s

locationsRole of trade unionsCost of recruitment

External Supply and Demand factorsLabour Market conditionsPolitical, legal and Governmental factors like

Reservations for SC/ST/OBC and Sons-of –soil

AIDAProspective employer meets the prospective

employee

Recruitment policyFactors to be taken into consideration while

formulating recruitment policyGovt. policiesPersonnel policies of other competing

organisationsOrganisation’s personnel policiesRecruitment sourcesRecruitment needRecruitment costSelection criteria and preferences

SOURCES OF RECRUITMENTINTERNALEXTERNAL

InternalPresent permanent employeesPresent Temporary/ Casual/ Part-time employeesPromotionsTransfersDemotionsRetired employeesRetrenched employeesEmployee referrals (Nepotism)Dependents of present employees (Die-in-

harness)

ExternalAdvertisements (3 types)Employment exchangesPrivate consultantsDeputationJob sitesProfessional AssociationsCampus recruitmentUnsolicited applicantsOwn data bank

Modern sources of recruitmentWalk-inConsult-inHead HuntingBody ShoppingBusiness AlliancesE-recriutment

Recruiting protected classesRecruitment of womenRecruitment of minoritiesSports peopleEx-ServicemenDisadvantaged peopleDisabled people

Choosing the most appropriate candidates and offering them jobs

Selection includes rejection alsoA negative function

HurdlesReceiving applicationsPreliminary screeningWritten examinationPreliminary interviewEmployment test / Business Games

RejectionFinal InterviewMedical examinationReference checkLine Manager’s decisionEmployment/ Offer letter

Application formsPersonal background informationEducational attainmentsWork experiencesSalaryPersonal detailsConviction recordsReferences

Screening application forms

Clinical method (Psychology)Weighted methodBiographical inventories

Preliminary interviewStand-up interviewsCan be used to provide the basic information

about the companyEnsure that the desirable workers are not

eliminated

Business gamesCase studyRole-playAssessment centre (GD, In-basket exercises)

Group discussionThe candidates in the group are required to

analyse, discuss, find alternative solutions and select the sound solution

A selection panel then observes the candidates in the areas of

initiating the discussion, explaining the problem, Keenly observing the discussion of othersClarifying controversial issues Influencing othersSpeaking effectivelySummarising

Tests Aptitude test Psychomotor testAchievement test (Job knowledge & work

sample)Personality test (TAT, Inkblot)

TAT

Rorschach Inkblot Test

Unknown hurdlesStarts from the time you step in the

organisation

Code of conductWeb cam

Selection interviewStructuredUnstructuredDepth interviewPanel interviewStress interview (emotional balance u/

tension)TelephonicVideo conferencing

Interview process

Interview biasHalo effectHorns effect

Medical examinationReference check (character, exp)Line Manager’s DecisionOffer letter

Errors in selectionTrue positive (success is predicted , success

occurs)True negative (failure is predicted , failure

occurs)False positive (success is predicted , failure

occurs)False negative (failure is predicted , success

occurs)

Placing the right person in the right jobInitially the person will be on probationGenerally final placement will be decided

after the initial training is over on the basis of candidate’s aptitude and performance during the training /probation period

6months/1yr/2yr/can be extended

Thru’ induction an employee is oriented towards

JobFirmPoliciesColleaguesSuperiorsSub-ordinatesPractices

The process of orienting a new employee to the organisation.

A process of making the employee feel at home

Through induction the newcomer learns about the organization and adapts to the work culture

Orientation conveys 3 types of information

General information about the daily work routine

A review of a firm’s history, founders, objectives, operations and products or services

A detailed presentation about organisation’s policies, work rules and employee benefits

Tools for orientationInduction manualInduction CDInduction filmInduction kitHand booksPamphletBrochures

Induction training the history of the organization, its core activities, major landmarks, rewards and recognitions, organizational structure, policies and procedures, general code of conduct, welfare measures, expansion plans etc.

An incubation period for the new comer so develop training programmes with the objective of employee retention.

The success of an induction training programme depends on the positive responses that a person has developed about the organization.

Induction training processGeneral orientationSpecific orientationFollow-up orientation

More PayPrestigePositionResponsibilities

Reassignment to a higher level job to an internal employee with higher authority, and responsibility

Types SeniorityMeritSeniority cum MeritMerit cum Seniority

Vertical promotionDry promotionsIn chargeTraining linked promotion

Company initiated /employee initiatedTransfer is the lateral movement of

employees from one position, division, department or unit to another.

The movement can be due to promotion, demotion or orgl restructuring.

Types of transfersProd. TrsfrReplacement trsfrVersatility trsfrShift trsfrRemedial trsfrPenal trsfr

Due to changes in prodTrsfr of long service

employeesTo increase versatilityFrom one shift to otherCorrect wrong

placementsIn disciplinary action

Transfer policyPromotion policy

Opposite of promotionIt is a downward movement of an employee

in the organisational hierarchy with lower pay, status or responsibilities

Reasons for demotionUnsuitability of the employee to higher level

jobsAdverse business conditionsWhen there have been errors in promotions

and these need to be correctedA tool of disciplinary action

Separation occurs when an employee leaves the organisation

Both voluntary & involuntary separations are there

Voluntary ResignationRetirement

InvoluntaryLay-offDismissalRetrenchmentAbsenteeism Voluntary

retirement scheme (VRS)

According to Edwin.B.Flippo

‘Training is the act of increasing the knowledge and skills of an employee for doing a particular job.’

TRAINING?????????????Training is a short term process utilizing a

systematic and organised procedure by which non-managerial personnel learn technical knowledge and skills for a definite purpose

Unlearning and relearningImp for both new comers and existing

employees

Development??????????It is a long- term educational process utilising

a systematic and organised procedure by which managerial personnel learn conceptual and theoretical knowledge for general purposes.

It is not primary skills oriented, instead it provides general knowledge and attitudes which will be helpful to employees in higher positions.

For overall personality development

TrainingTechnical skills &

knowledgeSpecific job-relatedShort- termMostly technical &

non- managerial personnel

Development Managerial ,

behavioural skills & knowledge

Conceptual & general knowledge

Long-termMostly for

managerial personnel

Need for trainingNewly joined

employeesExisting employees

To familiarize with the work culture & reduce wastage

Refresher trainingSkill upgradationPromotion Transfer

Kinds of Training

On-the-job trainingOff –the-job training

On-the-job Training

Induction trainingApprenticeship trainingInternship trainingRefresher trainingUnder study

Off-the-job Training

LecturesConferencesGroup DiscussionRole playingT-Group / Sensitivity training/ Laboratory

trainingSimulation Vestibule training E-learning Out –bound trainings

Sensitivity trainingSensitivity training / T-group trainingDevelopment of awareness and sensitivity to

behavioural patterns of oneself and others.Helps in unlearning and learning thingsT-group helps the members learn about their

own behaviours and also learn from others behaviour.

Simulation methodsTo construct a situation which closely

represent a real oneThey include physical similarities, bhrl

characteristics and interactions that would normally be present under actual conditions. Three basic simulation techniques are:

Inbasket excercisesCase studyManagement Games

In-basket methodDeveloping decision making skillsIncoming mail, memos and reportsMaterials that are require d for problem

solving are put into an in-basket and the trainee plays the role of a manager responsible for solving the problems

Vestibule trainingAn attempt is made to duplicate, as nearly as

possible, the actual material, equipment and conditions found in the real work place.

Large no: of employees can be trained at a time.

e- learningAudio-visual methodsComputer managed instruction, replaces

trainer

Event managementTypes of employeesThe resource personnel (Inauguration)Training materialsResources to employeesTraining aidsRefreshmentsDurationEvaluation

Finding out the Critical skill among ASK

Training policyMission statementDevelop objectivesTraining depts roleTraining budgetCoverageExternal trainingsTrain the trainer programsDurationSpecial trainingsLocationDesigning tailor-made programmesLinking training to performance appraisalsTraining linked promotionsEvaluationROI

Training evaluation/FeedbackObjectivesContentTraining aidsResource personMethod of trainingCourse materialAmbiance of the training locationOften test are conducted