UNIT-II-Job Analysis, HRP , Job Evaluation

Job Analysis is the process of systematically collecting, analyzing, and recording information
about a job’s responsibilities, duties, necessary skills, outcomes, and work environment.

Job analysis in Human Resource Management (HRM) is very crucial. It involves

systematically gathering and analyzing information about job roles and responsibilities within an
organization. Job analysis helps develop job descriptions, determine job specifications, set
performance standards, and establish training and development programs.

Concepts of Job Analysis

Job analysis in HRM encompasses key concepts essential to understanding its process and
outcomes. These concepts include:

1. Job: A specific organizational position or role with distinct tasks and responsibilities.
2. Task: The smallest unit of work performed within a job. It refers to a specific action or
activity that contributes to completing a job.
3. Duty: A collection of related tasks that form a significant part of a job.
4. Responsibility: The obligation to perform specific tasks and be accountable for the
outcomes.
5. Qualification: The knowledge, skills, abilities, and attributes required to perform a job
effectively.

Steps in Job Analysis

1. Determine the Purpose of Job Analysis

• Identify why the job analysis is needed.

Examples: recruitment, training, performance appraisal, compensation.

2. Select the Job(s) to be Analyzed

• Choose specific job roles or positions that require analysis.

Example: Sales Executive, HR Assistant, Machine Operator.

3. Collect Background Information

• Gather existing job descriptions, organizational charts, workflow, and HR manuals.

Helps to understand the job's context and structure.
4. Choose the Method of Data Collection

• Select suitable techniques: observation, interview, questionnaire, diary/log, etc.

Often, a combination of methods is used for accuracy.

5. Collect Job Data

• Systematically gather information on:

o Job duties and responsibilities

o Required skills and qualifications

o Physical and mental demands

o Tools and equipment used

o Working conditions

6. Review and Verify the Information

• Cross-check data with employees and supervisors to ensure accuracy and

completeness.
Helps avoid misunderstandings or bias.

7. Develop Job Description

• A Job Description is a document that includes:

o Job title

o Duties and responsibilities

o Working conditions

o Reporting relationships

8. Develop Job Specification

• A Job Specification outlines:

o Education and experience needed

o Skills and abilities required

o Personality traits or physical requirements

9. Update and Maintain

• Periodically review and revise job information to reflect any changes in duties or
technology.
 Summary Flow:

Purpose ➝ Select Jobs ➝ Background Info ➝ Choose Methods ➝ Collect Data ➝ Verify
➝ Job Description ➝ Job Specification ➝ Review/Update

Techniques of Job Analysis

1. Observation Method

• What it is: Watching employees perform their job tasks in real time.

• Use when: Jobs are observable and not too mentally focused (e.g., factory work).

• Pros: Realistic view of the job.

• Cons: Cannot capture mental or decision-making tasks well.

Example: Observing a machine operator’s steps while running equipment.

2. Interview Method

• What it is: Asking employees or supervisors questions about the job.

• Types: Structured, unstructured, or panel interviews.

• Pros: Can uncover hidden or mental aspects of the job.

• Cons: Time-consuming; may be biased or inaccurate.

Example: Asking a teacher about lesson planning, student evaluation, and classroom
management.

3. Questionnaire Method

• What it is: A written set of standardized questions filled out by jobholders.

• Common tool: Position Analysis Questionnaire (PAQ).

• Pros: Covers a wide range of data quickly.

• Cons: May be misunderstood or completed carelessly.

Example: A checklist asking nurses to rate how often they perform tasks like patient care or
documentation.

4. Diary/Log Method
• What it is: Employees maintain daily records of their job activities.
 • Use when: Detailed, time-specific tasks need to be recorded.

• Pros: Detailed and time-bound.

• Cons: Time-consuming, relies on employee consistency.

Example: A salesperson logs customer visits, calls made, and deals closed each day.

5. Technical Conference Method

• What it is: Discussion with supervisors or experts about the job content.

• Use when: Expert insight is needed for complex or technical jobs.

• Pros: Efficient and expert-driven.

• Cons: May miss employee perspective.

Example: Engineering managers discuss the tasks involved in a product designer’s job.

6. Work Sampling

• What it is: Observing a job at random intervals to see what activities are being
performed.

• Use when: It's difficult to observe continuously.

• Pros: Less intrusive, more realistic.

• Cons: May miss infrequent but important tasks.

Example: Sampling a call center employee’s work every 30 minutes to see types of calls
handled.

7. Critical Incident Technique (CIT)

• What it is: Collecting specific examples of particularly effective or ineffective job

behavior.

• Use when: You want to identify behaviors that lead to success or failure.

• Pros: Focuses on actual performance.

• Cons: May not cover routine aspects of the job.

Example: Noting a nurse’s response during an emergency to understand required

competencies.
 Summary Table

Technique Best For Limitation

Observation Manual or routine jobs Not suitable for thinking-based jobs

Interview Complex or mental jobs Time-consuming, can be biased

Questionnaire Large groups of employees May lack depth

Diary/Log Time-bound task tracking Needs discipline and accuracy

Technical Conference Expert opinion on technical jobs Misses actual jobholder input

Work Sampling Random task analysis May miss rare but key tasks

Critical Incident Identifying success/failure

Doesn’t cover routine aspects
Technique behaviors

Types of Job Analysis

1. Task-Oriented Job Analysis

• Focus: Specific tasks or duties performed in the job.

• Purpose: Understand what the employee does on a day-to-day basis.

• Example:
For a data entry clerk: typing speed, entering data into systems, proofreading.
2. Worker-Oriented Job Analysis

• Focus: Attributes required to perform the job – knowledge, skills, abilities, and other
characteristics (KSAOs).

• Purpose: Know who can do the job best.

• Example:
For a teacher: communication skills, patience, subject knowledge, classroom
management.

3. Functional Job Analysis (FJA)

• Focus: Breaks job into functions involving data, people, and things.

• Purpose: Used to rate the complexity of a job.

 • Example:
A manager’s job may involve high interaction with people, moderate use of data, and
low handling of things.

4. Competency-Based Job Analysis

• Focus: Identifies core competencies needed to perform job roles effectively.

• Purpose: Align job requirements with strategic goals and personal growth.

• Example:
For a project leader: leadership, problem-solving, innovation, emotional intelligence.
5. Job Element Method (JEM)

• Focus: Identifies key elements required for superior job performance.

• Purpose: Commonly used in government job analysis.

• Example:
For a postal clerk: accuracy, attention to detail, customer service, handling money.

6. Position Analysis Questionnaire (PAQ)

• Focus: Standardized questionnaire covering job behaviors and work conditions.

• Purpose: Quantitative comparison between jobs.

• Example:
Used for comparing clerical, administrative, and technical roles in organizations.

Summary Table:

Type Focus Use Case

Task-Oriented Tasks and responsibilities Job descriptions, training
Worker-Oriented Knowledge, skills, and traits Recruitment, selection
Complexity in data, people,
Functional Job Analysis Job grading, pay scale
things
Career development, leadership
Competency-Based Core competencies
roles
Government roles and structured
Job Element Method (JEM) Key job elements
recruitment
Position Analysis
Work conditions and behavior Job evaluation, role comparison
Questionnaire (PAQ)
HUMAN RESOURCE PLANNING
Human Resource Planning is the process of forecasting an organization’s future demand for and
supply of employees, and aligning both to ensure the right people are available for the right job
at the right time.

It helps the organization meet its staffing needs efficiently and effectively.

Objectives of Human Resource Planning (HRP)

1. Ensure Right Number of Employees

o To have the right number of employees required for the right jobs at the right
time.

2. Meet Future Manpower Needs

o To anticipate and plan for future human resource needs based on organizational
goals and growth.

3. Minimize Imbalances in Workforce

o To avoid shortages or surpluses of staff that may affect productivity or increase

costs.

4. Improve Recruitment & Selection

o To make hiring processes efficient by forecasting needs in advance and reducing

ad hoc decisions.

5. Develop a Talented Workforce

o To identify skill gaps and plan for training and development, helping employees
grow with the organization.

6. Reduce Labor Costs

o To control costs by avoiding overstaffing or unnecessary hiring, leading to

efficient use of resources.

7. Facilitate Career Planning

o To help employees plan their career paths through succession planning and
internal promotions.

8. Adapt to Change
 o To respond effectively to changes in technology, market demands, and
organizational structure.

9. Support Organizational Objectives

o To align human resource planning with the long-term mission and vision of the
organization.

10. Ensure Optimum Utilization of Human Resources

o To make sure every employee is used effectively and efficiently, maximizing

productivity.

Need for Human Resource Planning (HRP)

Human Resource Planning is essential for the smooth functioning and growth of an
organization. It ensures that the organization has the right number of employees with the
right skills at the right time.

1. To Cope with Change

• Economic, technological, political, and social changes affect workforce needs.

• HRP helps organizations adjust to these changes effectively.

2. Forecast Future Manpower Needs

• HRP anticipates future staffing needs based on expansion, diversification, or new

projects.

• Helps avoid delays in achieving goals due to lack of manpower.

3. Reduce Labor Costs

• By planning ahead, HRP prevents overstaffing and understaffing.

• Leads to better utilization of human resources and cost control.

4. Manage Employee Turnover

• Helps plan replacements for retirees, resignations, or terminations.

• Ensures business continuity without disruption.

5. Facilitate Recruitment and Selection

• A planned approach helps in recruiting the right people timely.

• Reduces last-minute hiring and increases quality of recruitment.

 6. Support Succession Planning

• Identifies future leaders and prepares them through training and development.

• Ensures key positions are never left vacant.

7. Address Skill Gaps

• HRP detects shortages in required skills and guides training efforts.

• Enhances employee efficiency and readiness.

8. Meet Legal and Social Obligations

• Helps comply with labor laws, reservation policies, and diversity requirements.

9. Improve Productivity

• Ensures employees are neither overburdened nor underutilized.

• Maintains employee morale and performance.

10. Crisis Preparedness

• HRP helps manage sudden changes like strikes, resignations, or emergencies.

Conclusion:

The need for HRP lies in its ability to align human resources with strategic goals, ensuring the
right people are available to drive the organization’s success.

Importance of Human Resource Planning (HRP)

1. Right People at the Right Time

HRP ensures the organization has the right number of employees with the right skills when
and where they are needed.

2. Helps in Coping with Change

It prepares the organization to adapt to technological, economic, and social changes by

forecasting future HR needs.

3. Improves Recruitment Process

HRP provides a clear roadmap for hiring. It reduces last-minute hiring and ensures the
selection of qualified candidates.
 4. Reduces Labor Costs

By avoiding overstaffing or understaffing, HRP optimizes manpower costs and improves

budget management.

5. Supports Training and Development

It helps in identifying skill gaps, which guides effective employee training programs and
improves workforce capability.

6. Ensures Succession Planning

HRP identifies potential future leaders and prepares them through development plans, ensuring
smooth leadership transitions.

7. Improves Employee Productivity

Proper manpower planning ensures employees are not overburdened or idle, leading to better
morale and higher performance.

8. Aids in Organizational Growth

It supports strategic planning and ensures human resources are aligned with long-term
organizational goals.

9. Legal Compliance

HRP helps in complying with labor laws, reservation policies, and workforce diversity
requirements.

10. Crisis Management

In times of strikes, resignations, or emergencies, HRP ensures that the organization is prepared
and can recover quickly.

Conclusion:

Human Resource Planning is crucial for organizational efficiency, employee satisfaction, and
sustainable growth. It ensures that human resources are available, capable, and ready for both
present and future challenges.

🔄 Process of Human Resource Planning (HRP)

The HRP process involves a series of steps to ensure the organization has the right people with
the right skills at the right time.

1. Analyzing Organizational Objectives

• Understand the short-term and long-term goals of the organization.

• HR planning must align with business expansion, modernization, or downsizing.

2. Inventory of Present Human Resources

• Assess the current workforce in terms of:

o Skills

o Qualifications

o Experience

o Age and gender mix

• This helps to know what is available internally.

3. Forecasting Demand for Human Resources

• Estimate the number and type of employees needed in the future.

• Consider:

o Business growth

o Technological changes

o Retirement and attrition

o Workload trends

4. Forecasting Supply of Human Resources

• Estimate the future availability of manpower from both:

o Internal sources: transfers, promotions, training

o External sources: recruitment from the job market

5. Identifying Manpower Gaps

• Compare the demand and supply forecasts.

o Shortage: Need for recruitment or training

o Surplus: Need for redeployment, retraining, or retirement planning

6. Formulating HR Action Plans

• Prepare plans to bridge the gap:

 o Recruitment and selection

o Training and development

o Succession planning

o Redeployment or retrenchment

7. Implementation of HR Plans

• Execute the action plans by:

o Hiring new employees

o Organizing training programs

o Promoting or transferring staff

8. Monitoring and Evaluation

• Track the results of the HR plans.

• Make adjustments as needed based on:

o Market changes

o Organizational goals

o Feedback from departments

Summary Flowchart:
1. Analyze Objectives
↓
2. Assess Current HR
↓
3. Forecast Demand
↓
4. Forecast Supply
↓
5. Identify Gaps
↓
6. Prepare Action Plan
↓
7. Implement the Plan
↓
8. Monitor & Evaluate
JOB EVALUATION
Definition:

Job Evaluation is a systematic process of determining the relative worth or value of different
jobs within an organization. It helps establish a fair and equitable wage structure by comparing
jobs based on their demands, responsibilities, and requirements.

Objectives of Job Evaluation

1. Establish Fair and Equitable Wages

o To ensure that employees are paid fairly based on the relative worth of their jobs
within the organization.

2. Create a Systematic Wage Structure

o To develop a consistent and rational pay scale or salary structure linked to job
demands and responsibilities.

3. Eliminate Wage Disparities

o To reduce unfair wage differences among jobs and avoid discrimination.

4. Facilitate Internal Equity

o To maintain fairness among employees doing different jobs but within the same
organization.

5. Provide a Basis for Promotion and Transfer

o To support decisions regarding job promotions, transfers, and career progression.

6. Help in Human Resource Planning

o To assist in staffing, training, and development by understanding job value and

requirements.

7. Improve Employee Morale and Motivation

o Fair pay based on job value can enhance job satisfaction and reduce turnover.

8. Comply with Legal Requirements

o To meet laws related to equal pay and prevent wage-related disputes or litigation.

9. Aid in Budgeting and Cost Control

o To plan salary budgets effectively and control labor costs.

 Steps of Job Evaluation
1. Prepare Job Descriptions and Job Specifications

o Collect detailed information about each job’s duties, responsibilities, skills, and
qualifications.

2. Select the Job Evaluation Method

o Choose an appropriate method (Ranking, Classification, Point Rating, or Factor

Comparison) based on the organization’s needs.

3. Form a Job Evaluation Committee

o Create a team usually composed of HR experts, managers, and sometimes

employee representatives to ensure fairness and accuracy.

4. Communicate the Process

o Inform all employees about the purpose and procedure of job evaluation to gain
transparency and acceptance.

5. Evaluate Jobs

o Assess and compare jobs systematically using the chosen method.

o Analyze factors such as skill, effort, responsibility, and working conditions.

6. Rank or Grade Jobs

o Assign relative ranks, grades, or points to jobs based on their evaluation scores.

7. Develop a Wage or Salary Structure

o Design pay scales that correspond to job rankings or points to ensure fair
compensation.
8. Implement the Job Evaluation Plan

o Apply the new pay structure across the organization.

9. Review and Update Periodically

o Regularly revisit job evaluation to reflect changes in job roles, market conditions,
or organizational strategy.

Here’s a clear overview of the Methods of Job Evaluation with brief explanations:
 Methods of Job Evaluation
1. Ranking Method

• Jobs are compared as a whole and ranked from highest to lowest based on overall
importance or complexity.
• Simple and inexpensive, but subjective and less precise.

• Best for small organizations with fewer jobs.

2. Classification (or Grading) Method

• Jobs are classified into categories or grades based on defined standards.

• Each grade has a description of duties and responsibilities.

• Common in government and large organizations.

• Less detailed but easy to administer.

3. Point Method

• Jobs are broken down into key factors like skill, effort, responsibility, and working
conditions.

• Each factor is assigned points based on its importance.

• Points are totaled to determine job’s relative value.

• Provides a quantitative and objective basis for job comparison.

• Most widely used method.

4. Factor Comparison Method

• Combines ranking and point methods.

• Jobs are compared against key factors (e.g., skill, effort) and benchmark jobs.

• Monetary values are assigned to each factor for comparison.

• Complex and costly but very precise.

Summary Table:

Method Description Pros Cons Suitable For

Rank jobs from Simple, Subjective, Small

Ranking
high to low quick less precise organizations

Group jobs into Government,

Classification Easy to apply Less detailed
grades/classes large firms

Assign points to Objective, Time- Most

Point Method
job factors quantitative consuming organizations

Compare jobs
Factor Complex and Large, complex
factor-wise & Very accurate
Comparison costly orgs
monetarily