HUMAN RESOURCE MANAGEMENT
Unit 3 - Job Analysis
R G Lawrence
LEARNING OUTCOMES
1. Assess the importance of job analysis to organizations
success
2. Describe the job analysis process
3. Differentiate between job descriptions and job
specifications
4. Appraise different methods of conducting a job analysis
5. Conduct a job analysis for a specific job in a local
organization. (students)
JOB ANALYSIS
• Technique of studying a job to identify the skills,
knowledge, experience and other requirements
necessary to perform the job
• Identifies the tasks, duties and responsibilities of a
particular job
• Should be re-analyzed on a regular basis
3
Uses of Job Analysis Information
Steps in Job Analysis
Step 1: Determine the desired applications of the job
analysis
Step 2: Review relevant background
information.
Step 3: Select the jobs to be analyzed
Step 4: Actually analyze the job.
Step 5: Verify the job analysis information.
Step 6: Develop a job description and job
specification.
Methods of Collecting Job Analysis
Information: The Interview
• Information sources • Interview formats
Individual employees Structured (Checklist)
Groups of employees Unstructured
Supervisors with
knowledge of the job
• Advantages
Quick, direct way to find
overlooked information.
• Disadvantages
Distorted information
Interview Guidelines
• The job analyst and supervisor should work together to
identify the workers who know the job best.
• Quickly establish rapport with the interviewee.
• Follow a structured guide or checklist, one that lists
open-ended questions and provides space for answers.
• Ask the worker to list his or her duties in order of
importance and frequency of occurrence.
• After completing the interview, review and verify the
data.
Methods of Collecting Job Analysis
Information: Questionnaires
• Information source • Advantages
Have employees fill out Quick and efficient way
questionnaires to to gather information
describe their job- from large numbers of
related duties and employees
responsibilities. • Disadvantages
• Questionnaire formats Expense and time
Structured checklists consumed in preparing
Opened-ended and testing the
questions questionnaire
Methods of Collecting Job Analysis
Information: Observation
• Information source • Advantages
Observing and noting Provides first-hand
the physical activities of information
employees as they go Reduces distortion of
about their jobs. information
• Disadvantages
Time consuming
Difficulty in capturing
entire job cycle
Of little use if job
involves a high level of
mental activity.
Methods of Collecting Job Analysis
Information: Participant Diary/Logs
• Information source • Advantages
Workers keep a Produces a more
chronological diary/ log complete picture of the
of what they do and the job
time spent in each Employee participation
activity.
• Disadvantages
Distortion of information
Depends upon
employees to
accurately recall their
activities
JOB ANALYSIS METHOD
• Task Inventory Analysis
• Critical Incident Technique
• Position Analysis Questionnaire
• Functional Job Analysis
(Home work)
Is the Job Function Essential?
• What three or four main activities actually constitute the job? Is each
really necessary?
• What is the relationship between each task? Is there a special
sequence which the tasks must follow?
• Do the tasks necessitate sitting, standing, crawling, walking,
climbing, running, stooping, kneeling, lifting, carrying, digging,
writing, operating, pushing, pulling, fingering, talking, listening,
interpreting, analyzing, seeing, coordinating, etc.?
• How many employees are available to perform the job function?
Can the job function be distributed among other employees?
• How much time is spent on the job performing each particular
function? Are infrequent tasks less important to success?
• Would removing a function fundamentally alter the job?
Is the Job Function Essential? (cont’d)
• What happens if a task is not completed on time?
• Does the position exist to perform that function?
• Are employees in the position actually required to perform the
function?
• Is there a limited number of other employees available to perform
the function?
• What is the degree of expertise or skill required to perform the
function?
• What is the actual work experience of present or past employees in
the job?
• What is the amount of time an individual actually spends performing
the function?
• What are the consequences of not requiring the performance of the
function?
JOB DESCRIPTION
• A written profile of a job
• The process of preparing job descriptions helps to
identify unnecessary tasks, overlapping responsibilities
and even the existence of functions for which no one has
responsibility
JOB DESCRIPTION
• Job title, location and grading
• Relationships
• Brief statement on the purpose of the job
• List of duties and responsibilities
• Terms and conditions of employment to be given to the
job-holder
• Negative aspects of the job
JOB SPECIFICATION
• Also known as person specification or worker
characteristics
• Describe the profile of a person who should be able to
succeed in the job and will guide the recruitment officer
to the best candidate
JOB SPECIFICATION
• Knowledge, skills and abilities required to do the job
• Educational qualifications and work experience required
• Physical requirements of the job
• Personality requirements
• Career path
HUMAN RESOURCE MANAGEMENT
Unit 4 - Recruitment and Selection
R G Lawrence
LEARNING OUTCOMES
1. Explain the importance of recruitment and selection of
employees to an organization
2. Identify factors that influence the recruitment and
selection process
3. Describe the recruitment and selection process
4. Appraise the internal and external sources of
recruitment available to an organization
5. Assess the different selection techniques used by
organizations
RECRUITMENT PROCESS
• Recruitment is the process of attracting suitable people to
apply for job vacancies
• Attracting applicants
Internal
Employee audit or inventory
Job posting and bidding
RECRUITMENT PROCESS
• Attracting applicants
External
Employment agencies and consultants
Campus recruitment exercise
Employee referrals
Unsolicited applicant files
Advertising in the mass media
Recruitment through the internet
INTERNAL RECRUITMENT
• Advantages:
Employment record of applicant available
No induction needed
Little or no cost involved
Employees’ morale and motivation increased
• Disadvantages:
Filling a vacancy may lead to a more gap
No suitable candidates
Supervisors may be reluctant to release key employees
EXTERNAL RECRUITMENT
• Advantages:
Avoid inbreeding
Possible to widen choice of applicants by having a pool of
candidates
• Disadvantages:
High costs of recruitment process
Frustration amongst existing employees
SELECTION PROCESS
• The process of choosing the most suitable applicant
from a group of applicants, for an available vacancy
• Collect information of applicants
• Each applicant will be assessed
TECHNIQUES FOR COLLECTING
INFORMATION ON APPLICANTS
• Applicants form and CV
• Reference check
• Selection tests
Performance tests
Aptitude tests
Personality tests
Intelligence tests
Medical tests
TECHNIQUES FOR COLLECTING
INFORMATION ON APPLICANTS
• Selection interviews
Planning the interview
Conducting the interview
After the interview
• Assessment Centre Activities
Exercises
Social events
RECRUITMENT AND
SELECTION PROCESS
• Make decision to recruit new employee
• Conduct job analysis
• Source for applicants
• Collect information on applicants
• Select most suitable applicant
• Offer employment to successful applicant
• Hold induction once employee reports for duty
ISSUES RELATING TO RECRUITMENT AND
SELECTION
• Compensation
• Cost of recruitment
• Size of firm
• Location
• Products and services
• Culture
• ICT
• Government regulations
• Environmental issues
MAKING A JOB OFFER
• Contract of employment
Implied terms of a contract of employment
Express terms in a contract of employment
Changing the terms in a contract of employment
Types of employment contract
INDUCTION
• Purpose of induction
• Contents of a formal induction programme
• Organizing the induction programme
• Scheduling of induction
• Duration of an induction programme
• Ensuring the effectiveness of an induction programme
• Potential problems relating to induction programme
Sources
• Dessler, Gary. (2008). Human Resource Management, (11
edition) NJ: Pearson/Prentice Hall Inc.
• https://www.investopedia.com/terms/h/human-resource-
planning.asp
• https://businessjargons.com/human-resource-planning-
process.html
