Module :1

Chapter 1: Human Resource Management, Introduction, meaning, nature, scope of HRM. Importance and
Evolution of the concept of HRM. Major functions of HRM, Principles of HRM, Organization of Personnel
department, Role of HR Manager.

Human Resource Management, Introduction: HRM is the art of Procuring, developing and maintaining competent
workforce to achieve organisational goals effectively. The process of employing people, developing their resources,
utilising, maintaining & compensating their service in tune with the job & organisational requirements with a view to
contribute to the goals of the organisation, individual & the society.

Human beings are social beings and hardly ever live and work in isolation. We always plan, develop and manage our
relations both consciously and unconsciously. The relations are the outcome of our actions and depend to a great extent
upon our ability to manage our actions. From childhood each and every individual acquire knowledge and experience on
understanding others and how to behave in each and every situation in life. Later we carry forward this learning and
understanding in carrying and managing relations at our workplace. The whole context of Human Resource
Management revolves around this core matter of managing relations at work place.

DEFINITION
According to Wendell L French “the human resource management refers to the philosophy, policies, procedures, &
practice related to the management of people within an organisation. According to Stephen P Robbins, HRM is a
process consisting of the acquisition, development, motivation & maintenance of human resources.

SCOPE OF HRM: The scope of HRM is indeed vast. All major activities in the working life of a worker – from the
time of his or her entry into an organization until he or she leaves the organizations comes under the purview of
HRM.The major HRM activities include HR planning, job analysis, job design, employee hiring, employee and
executive remuneration, employee motivation, employee maintenance, industrial relations and prospects of HRM.

The Scope of Human Resource management into the following aspects

1. The Personnel Aspect
This aspect of HRM is concerned with the manpower planning, recruitment, selection, placement, induction, transfer,
promotion, demotion, termination, training & development, layoff & retrenchment, wage & salary administration,
incentives, productivity etc.
2. The Welfare Aspect: -
The welfare aspect is concerned with working conditions & amenities such as canteens, crèches, rest rooms, lunch
rooms, housing, transport, education, medical help, health & safety, washing facilities recreation & cultural activities
etc.
3. The Industrial Aspect: -
This aspect is concerned with employees. It includes union management relations, joint consultation, negotiating
collective bargaining, grievance handling, disciplinary actions, settlement of industrial disputes etc.

IMPORTANCE OF HRM
1. Importance for the Organisation: - HRM is important for the organisation to the following:
  Good human resource practices help in attracting & retaining the best people in the organisation.

 In order to make use of latest technology the appointment of right type of persons is essential. The
right people can be fitted into new jobs properly only if the management performs its HR function
satisfactorily.

 Globalisation has increased the size of the organisation who employ thousands of employees in
different countries. The performance of the company depends upon the qualities of the people
employed. This has further increased the importance of HRM

 HR planning alerts the organisation to the types of people it will need in the short, medium & long run.

 HR development is essential for meeting the challenges of future. The importance of HRM has
increased because of the shortage of really managerial talent in the country

2. Importance for the employees

 HRM stress on the motivation of employees by providing them various financial & non-financial
incentives.
 Right organisational climate is also stressed upon so that the employees can contribute their maximum
to the achievement of the organisational objectives.
 Effective management of HR promotes team wok & team spirit among employees.
 It offers excellent growth opportunities to people who have the potential to rise.
 It also encourages people to work with diligence & commitment.

3.Importance for the society: -

Good HR efforts lead to productivity gains (ration of output to input) to the society, since it enables the
managers to reduce costs, save scarce resources, enhance profits & offer better pay, benefits & working conditions to
employees.

Evolution of the concept of HRM. The concept of Human Resource Management (HRM) has evolved from a simple
focus on transactional tasks like payroll and hiring to a strategic, people-centric approach that drives organizational
success. This evolution has been shaped by factors like industrial revolutions, globalization, technological
advancements, and changing demographics

HRM has evolved from the Personnel Management (which was the erstwhile management system to manage
employees). Going back to the roots of evolution of personnel management the contributions of Psychologists and
management experts such as Elton Mayo, F.W. Taylor and Robert Owen play a significant role. Elton Mayo was the
founder of the human relations movement in the 1920s. In the famous Hawthorne study, he measured the relationship
between productivity and the work environment. He emphasized the influence of human relations on worker
productivity. Similarly, Robert Owen is considered to be the creator and initiator of reforms introduced for workers. He
introduced the principle of ‗8 hours work per day ‘. Owen recognised the importance of improving working conditions
in the workplace and its impact on worker productivity and efficiency. Also worth mentioning is the contribution of
Frederick W. Taylor. Taylor has developed a differentiated compensation system that rewards employees with higher
performance levels, that are still used in the company. He promoted Scientific Management through fours principles:
1. Evaluate a task by dissecting its components;
2. Select employees that had appropriate skills for a task;
3. Provide workers with incentives and training to do a task; and
4. Use science to plan how workers perform their jobs.

Nature of HRM:
HRM is a management function that helps managers to recruit, select, train and develop members for an organization.
HRM is concerned with people’s dimension in organizations.

The following constitute the core of HRM

1. HRM Involves the Application of Management Functions and Principles. The functions and principles are applied to
acquiring, developing, maintaining and providing remuneration to employees in organization.
2. Decision Relating to Employees must be Integrated. Decisions on different aspects of employees must be consistent
with other human resource (HR) decisions.

3. Decisions Made Influence the Effectiveness of an Organization. Effectiveness of an organization will result in
betterment of services to customers in the form of high-quality products supplied at reasonable costs.

4. HRM Functions are not Confined to Business Establishments Only but applicable to non-business organizations such
as education, health care, recreation and like. HRM refers to a set of programmes, functions and activities designed and
carried out in order to maximize both employee as well as organizational effectiveness

Major functions of HRM: Human Resources management has an important role to play in equipping organizations to
meet the challenges of an expanding and increasingly competitive sector. Increase in staff numbers, contractual
diversification and changes in demographic profile which compel the HR managers to reconfigure the role and
significance of human resources management. The functions are responsive to current staffing needs, but can be
proactive in reshaping organizational objectives. All the functions of HRM are correlated with the core objectives of
HRM (Table). For example, personal objectives are sought to be realized through functions like remuneration,
assessment etc.

HR management can be thought of as seven interlinked functions taking place within organizations, as
depicted in Figure 1.3 Additionally, external forces—legal, economic, technological, global, environmental,
cultural/geographic, political, and social—significantly affect how HR functions are designed, managed,
and changed. The functions can be grouped as follows:

Strategic HR Management: As a part of maintaining organizational competitiveness, strategic planning for HR

effectiveness can be increased through the use of HR metrics and HR technology. Human resource planning (HRP)
function determines the number and type of employees needed to accomplish organizational goals. HRP includes
creating venture teams with a balanced skill-mix, recruiting the right people, and voluntary team assignment. This
function analyses and determines personnel needs in order to create effective innovation teams. The basic HRP strategy
is staffing and employee development.
Equal Employment Opportunity: Compliance with equal employment opportunity (EEO) laws
and regulations affects all other HR activities

Staffing: The aim of staffing is to provide a sufficient supply of qualified individuals to fill jobs in an
organization. Job analysis, recruitment and selection are the main functions under staffing.
Talent Management and Development: Beginning with the orientation of new employees, talent management and
development include different types of training. Orientation is the first step towards helping a new employee to adjust
himself to the new job and the employer. It is a method to acquaint new employees with particular aspects of their new
job, including pay and benefit programmes, working hours and company rules and expectations.

Total Rewards: Compensation in the form of pay, incentives and benefits are the rewards given to the employees for
performing organizational work. Compensation management is the method for determining how much employees
should be paid for performing certain jobs.

Total Rewards: Compensation in the form of pay, incentives and benefits are the rewards given to the employees for
performing organizational work. Compensation management is the method for determining how much employees
should be paid for performing certain jobs.

Employee and Labor Relations: The relationship between managers and their employees must be handled legally and
effectively. Employer and employee rights must be addressed. It is important to develop, communicate, and update HR
policies and procedures so that managers and employees alike know what is expected.

Objectives of HRM:

The primary objective of HRM is to ensure the availability of competent and willing workforce to an organization. The
specific objectives include the following:

1) Human capital: assisting the organization in obtaining the right number and types of employees to fulfil its
strategic and operational goals

2) Developing organizational climate: helping to create a climate in which employees are encouraged to develop
and utilize their skills to the fullest and to employ the skills and abilities of the workforce efficiently

3) Helping to maintain performance standards and increase productivity through effective job design; providing
adequate orientation, training and development; providing performance-related feedback; and ensuring effective
two-way communication.

4) Helping to establish and maintain a harmonious employer/employee relationship

5) Helping to create and maintain a safe and healthy work environment

6) Developing programs to meet the economic, psychological, and social needs of the employees and helping the
organization to retain the productive employees

7) Ensuring that the organization is in compliance with provincial/territorial and federal laws affecting the
workplace
(such as human rights, employment equity, occupational health and safety, employment standards, and labour
relations legislation). To help the organization to reach its goals

8) To provide organization with well-trained and well-motivated employees

9) To increase the employee’s satisfaction and self-actualization

10) To develop and maintain the quality of work life

11) To communicate HR policies to all employees.

12) To help maintain ethical polices and behaviour

1) Societal Objectives: seek to ensure that the organization becomes socially responsible to the needs and
challenges of the society while minimizing the negative impact of such demands upon the organization. The
failure of the organizations to use their resources for the society’s benefit in ethical ways may lead to restriction.

2) Organizational Objectives: it recognizes the role of HRM in bringing about organizational effectiveness. It
makes sure that HRM is not a standalone department, but rather a means to assist the organization with its
primary objectives. The HR department exists to serve the rest of the organization.

3) Functional Objectives: is to maintain the department’s contribution at a level appropriate to the organization’s
needs. Human resources are to be adjusted to suit the organization’s demands. The department’s value should
not become too expensive at the cost of the organization it serves.

4) Personnel Objectives: it is to assist employees in achieving their personal goals, at least as far as these goals
enhance the individual’s contribution to the organization. Personal objectives of employees must be met if they
are to be maintained, retained and motivated. Otherwise, employee performance and satisfaction may decline
giving rise to employee turnover.
Functions of HRM: Human Resource Management is a way of managing, maintaining, training and developing the key
resource of any organization, its people.
 It helps in the smooth functioning of an organization to work towards its goals. It’s the key factor that enables
the employers and the organization to achieve their objectives.

 It ensures employee satisfaction and sees that employee contribution is maximized to reach the overall target.

 It is a transparent way of workforce management that aims to gain a competitive advantage through strategic
planning and deployment of its personnel.

 Regardless of the industry or the nature of the business, HRM plays a vital role in the success of the business
and its people.

 Its functions are designed to recruit employees and work towards training, developing, and maintaining their
satisfaction and engagement.

 The functions ultimately lead to achieving the organizational goals which makes it a catalyst for a successful
business.

1. Managerial Functions: – Human Resource Planning

 Organizing
 Directing

 Controlling

2. Operative Functions: – Job analysis and Design

 Selection and Recruitment

 Training and Development
 Wage and Salary Administration
 Performance Appraisal
 Employee Welfare
 Employee Relations
 Maintenance
  Employee Research
 Employee Record

3. Advisory Functions: – Advising Top Management

 Advising Department Heads

Knowing and understanding these HRM Functions is essential as the operations and flow of your company runs on
them.

Some of the examples of Managerial functions are

1. Human Resource Planning: it is a function that determines the need for the number of employees and the types of
employees for achieving organizational goals.

Research becomes an important part of this function as the data is collected and analyzed for current and future HR
needs.

This function also helps in forecasting the changing values, attitude, and behavior of the employees and how that would
impact the organization and the business.

2. Organizing: In an organization, tasks are allocated among members, relationships are identified and established, and
activities are directed towards collectively contributing to the achievement of the organizational goal.

3. Directing: Making the employees contribute their maximum efforts and activating them at different levels is only
possible through proper direction and motivation.

when you employees are motivated, you can tap into the employees’ full potential with proper command.

4. Controlling: After planning, organizing and directing, the actual performance of the employees is checked and
compared with the original plans.

If the performance of the employees is deviated, it requires some measures of control to be taken so that the employee
performance is on track with their goals.

Examples of Operative Functions

 Selection and Recruitment: It is a function that brings together a pool of prospective candidates to the
organization. The management can select the right candidate for the job from this talent pool.
 Job Analysis: The process of outlining the nature of a job and specifying the candidate requirements like
qualification, skills, and work experience to perform the job is called Job analysis. Job design aims at outlining
and organizing tasks, duties, and responsibilities into a single unit of work for the achievement of certain
objectives.
 Training and development: This HRM function enables the employees to develop their skills and knowledge
in order for them to perform their jobs effectively. Training and development programs help in preparing the
existing employees for higher roles and responsibilities. They also help the new and existing employees learn
more about their job.
 Wage and Salary Administration: HRM determines what is to be paid for different roles and jobs. HRM helps
in deciding the compensation of the employees which include wage administration, salary administration,
bonuses, incentives, etc.
 Performance Appraisal: This HRM function is very important as the HRs need to ensure that the employees’
performances are consistent. Performance appraisal rewards the employees for their consistent performance and
reaching their objectives.
 Employee Welfare: This is the function that looks after the overall wellbeing of the employees by providing
various benefits, facilities, and services to the employees by the organization.
 Employee Relations: This refers to the HRM’s interactions with the employees represented by a union.
Employees come together to attain more voice for making decisions impacting the wage benefits, working
conditions, etc.
  Maintenance: HR is considered to be an asset to the organization and employee turnover is considered to be
good for the organization. HRM always tries to keep and maintain their best performing employees within the
organization.
 Personnel Research: Personnel Research is done by HRM to understand the employees’ opinions on
compensation, work conditions and work culture, etc. The results of this research help in determining the
employee promotions, employee satisfaction, employee upskilling and termination of the employees.
 Personnel Record: This function involves recording, maintaining, documenting, and retrieving employee-
related data like – application forms, employment history, working hours, compensation history, employee
attendance, employee turnover, and other employee related data.

Examples of Advisory Functions

 HRM has expertise in managing the Human Resources of the company and hence has the ability to advise on
matters related to the employee to the:
 1. Advising the top Management: Personnel managers advices the top management on formulating and
evaluating the employee programs, policies and procedures.
 2. Advising the Department Heads: The personnel manager advises the department heads on matters such as
staff planning, job analysis, job design, recruitment, selection, placement, training, performance appraisal, etc.

Strategic Functions of HRM

 To briefly explain the strategic functions of HRM, we first need to understand Strategic HR in detail
 You can refer to our whitepaper for a better understanding of Strategic HR

Strategic HRM functions include:

 Benchmarking the current Standing of your Human Resources: understanding the current stance of your
employees is very important as it determines how to set your future goals and helps you understand the
timelines for achieving them.
 Ensuring the business outcomes are aligned with the organizational goals: Everyone in the organization is
working towards the organizational goals, but ensuring that the business outcomes are aligned with these goals
helps us keep track of the progress.
 While helping us to tweak and adjust the things that put us on the right track to achieve these goals effectively.
 Measuring HR contributions: As the nature of HRM is more action oriented and involves more activity,
putting them in numbers is very difficult. Strategic HRM functions help in conveying the true extent of the HR
contributions to the leadership.

Principles of HRM

Human Resource Management (HRM) is guided by several core principles that ensure fair, effective, and strategic
management of an organization's workforce. These principles include individual development, fair remuneration,
participation, scientific selection, team spirit, free flow of communication, and dignity of labour

There are seven basic principles of HRM:

 Recruitment and selection

 Performance management
 Learning and development
 Succession planning
 Compensation and benefits
 Human resources information systems
 HR data and analysis

 Recruitment and selection: Recruiting candidates and selecting the best ones to come and work in the
company is a key HR responsibility. People are the lifeblood of the organisation and finding the best candidates
is an essential task.
 Performance management: is the second pillar of HR. It is about helping people to perform at their best at
work, in order to improve the company's results.
 Learning and development: Learning and development helps employees to retrain and improve their skills.
Learning and development (L&D) is driven by HR and good policies can be very helpful in moving the
organisation towards its long-term goals.
  Succession planning: Succession planning is often based on performance evaluations and continuous training
efforts. This results in the creation of a talent pool. This is a pool of qualified candidates who are ready to take
up (senior) positions in the event of someone's departure. Building and maintaining this pool is essential for
good human resource management
 Compensation and benefits: Another fundamental element of HR is pay and benefits. Fair compensation is
essential to motivate and retain employees. One of the fundamental principles of HR management in relation to
compensation is to ensure equity and fairness

 Human resources information systems: The last two fundamental HR elements are not HR practices, but
tools for improving HR. The first is the human resources information system, or HRIS.

An HRIS supports all of the cornerstones discussed above. For example, for recruitment and selection, HR
professionals often use an applicant tracking system, or ATS, to track applicants and hires.

For performance management, a performance management system is used to track individual objectives and
implement performance reviews.

In the area of training and development, a learning management system (LMS) is used for internal content
distribution, and other HR systems are used to track training budgets and approvals.

Payroll specialists often use a payroll system, and there are also digital tools that enable effective succession
planning.
 HR data and analysis: The last of the HR fundamentals revolves around data and analytics. Over the past fifty
years, HR has taken a big step forward in becoming more data-driven.

The HR information systems we have just discussed are essentially data capture systems. The data in these
systems can be used to make better and more informed decisions.

An easy way to track critical data is through the use of HR indicators or HR KPIs. These are specific measures
that address the situation of a company in relation to a given measure. This is called HR reporting.
Organization of Personnel department:
A personnel department, also known as human resources (HR), : is typically organized into various functional areas
to manage different aspects of employee relations and development within an organization. These functions include
recruitment and hiring, training and development, compensation and benefits, performance management, and employee
relations. The structure can vary based on the size and needs of the organization, but generally includes a head
(Personnel Manager or HR Manager) and various specialists or teams dedicated to each functional area

Key Functions and Departments:

 Recruitment and Hiring:
This department focuses on attracting, selecting, and onboarding new employees.
 Training and Development:
This area is responsible for designing and delivering training programs to enhance employee skills and knowledge.
 Compensation and Benefits:
This department manages employee salaries, wages, bonuses, and benefits packages.
 Performance Management:
This function involves assessing employee performance, providing feedback, and implementing performance
improvement plans.
 Employee Relations:
This department handles employee grievances, disciplinary actions, and promotes positive working relationships.
Administrative and Documentation:
This area manages employee records, HR policies, and ensures compliance with labour laws.
 Labor Relations:
This department handles collective bargaining, union negotiations, and ensures compliance with labour laws.

Role of HR Manager:
The primary responsibilities of Human Resource managers are:
 To develop a thorough knowledge of corporate culture, plans and policies.
 To act as an internal change agent and consultant
 To initiate change and act as an expert and facilitator
 To actively involve in company’s strategy formulation
 To keep communication line open between the HRD function and individuals and groups both within and
outside the organization
 To identify and evolve HRD strategies in consonance with overall business strategy.
 To facilitate the development of various organizational teams and their working relationship with other teams
and individuals.
 To try and relate people and work so that the organization objectives are achieved efficiently and effectively.
 To diagnose problems and determine appropriate solution particularly in the human resource areas.
 To provide co-ordination and support services for the delivery of HRD programmes and services
 To evaluate the impact of an HRD intervention or to conduct research so as to identify, develop or test how
HRD In general has improved individual and organizational performance

Different management gurus have deliberated different roles for the HR manager based on the major
responsibilities that they full fill in the organization. Few of the commonly accepted models are enumerated
below.

Pat Mc Lagan has suggested nine roles that are played by HR practitioners
 To bring the issues and trends concerning an organization’s external and internal people to the attention of
strategic decision makers and to recommend long term strategies to support organizational excellence and
endurance.
 design and prepare HR systems and actions for implementation so that they can produce
maximum impact on organizational performance and development.
 To facilitate the development and implementation of strategies for transforming one’s own organization by
pursuing values and visions.
 To create a positive relationship with the customer’s by providing them with the best services; to utilize the
resources to the maximum and to create commitment among the people who help the organization to meet the
customers’ needs whether directly connected or indirectly connected to the organization.
 To identify the learning needs hence to design and develop structured learning programmes and materials to
help accelerate learning for individuals and groups.
 To enable the individuals and groups to work in new situations and to expend and change their views so that
people in power move from authoritarian to participative models of leadership.

 To help employees to assess their competencies, values and goals so that they can identify, plan and
implement development plans.
 He also assists the individual employee to add values in the workplace and to focus on the interventions and
interpersonal skills for helping people change and sustain change.
 He assesses the HRD practices and programmes and their impact and to communicate results so that the
organization and its people accelerate their change and development.
Chapter 2: Job Analysis: Meaning, process of job analysis, methods of collecting job analysis data, Job
Description and Specification, Role Analysis.

Introduction: Manpower planning is concerned with determination of quantitative and qualitative requirements of
manpower for the organization. Determination of manpower requirements is one of the most important problems in
manpower planning. Job analysis and job design, provide this knowledge. Before going through the mechanism of job
analysis and job design, it is relevant to understand the terms which are used in job analysis and job design.

Definition of Job: A job may be defined as a “collection or aggregation of tasks, duties and responsibilities which as a
whole, are regarded as a regular assignment to individual employees,” and which is different from other assignments, In
other words, when the total work to be done is divided and grouped into packages, we call it a “job.” Each job has
a definite title based upon standardized trade specifications within a job; two or more grades may be identified,
where the work assignment may be graded according to skill, the difficulty of doing them, or the quality of
workmanship. Thus, it may be noted that a position is a “collection o tasks and responsibilities regularly assigned to one
person;” while a job is a “group of position, which involve essentially the same duties, responsibilities, skill and
knowledge.” A position consists of a particular set of duties assigned to an individual.

According to DeCenzo and P. Robbins define other terms as follows:

Task: It is a distinct work activity carried out for a distinct purpose.
Duty: It is a number of tasks.
Position: It refers to one or more duties performed by one person in an organization, there are at least as many positions
as there are workers in the organization; vacancies may create more positions than employees.
Job: It is a type of position within the organization.
Job Family: It is group of two or more jobs that either call for similar worker characteristics or contain parallel work
tasks as determined by job analysis.
Occupation: It is a group of similar jobs found across organizations.
Career:It represents a sequence of positions, jobs, or occupations that a person has over his working life.

Job Family
Job

Fig 1: Job Analysis Information Hierarchy

Figure shows the Job Analysis Information Hierarchy

(Adapted from DeCenzo and P. Robbins, Personnel/Human Resource Management)

Definition of job according to various pioneers are as follows:

According to Michael L. Jucius, “Job analysis refers to the process of studying the operations, duties and organizational
aspects of jobs in order to derive specifications or as they called by some, job descriptions.”
According to DeCenzo and P. Robbins, “A job analysis is a systematic exploration of the activities within a job. It is a
basic technical procedure, one that is used to define the duties, responsibilities, and
accountabilities of a job.”
According to Herbert G Herman “A job is a collection of tasks that can be performed by a single employee to
contribute to the production of some product or service provided by the organization. Each job has certain ability
requirements (as well as certain rewards) associated with it. Job analysis process used to identify these requirements.”

Flippo has offered a more comprehensive definition of job analysis as, “Job analysis is the process of studying and
collecting information relating to the operations and responsibilities of a specific job. The immediate products of the
analysis are job descriptions and job specifications”

Thus, job analysis involves the process of identifying the nature of a job (job description) and the qualities of the likely
job holder (job specification).

Process of job analysis/steps:

Fig 2: Job Analysis Process

Methods for Collecting Job Analysis Data:

1.Determine the Use of the Job Analysis Information: Start by identifying the use to which the information will be
put, since this will determine the type of data you collect and the technique you use to collect them.

2.Collection of Background Information: According to Terry, “The make-up of a job, its relation to other jobs, and its
requirements for competent performance are essential information needed for a job evaluation. This information can be
had byreviewing available background information such as organization charts (which show how the job in question
relates to other jobs and where they fit into the overall organization); class specifications (which describe the general
requirements of the class of job towhich the job under analysis belongs); and the existing job descriptions which provide
a starting point from which to build the revised job description”.

3.Selection of Jobs for Analysis: To do job analysis is a costly and time consuming process. It is hence, necessary to
select a representative sample of jobs for purposes of analysis. Priorities of various jobs can also be determined. Ajob
may be selected because it has undergone undocumented changes in job content. The request for analysis of a job may
originate with the employee, supervisor, or a manager.
When the employee requests an analysis it is usually because new job demands have not been reflected in changes in
wages. Employee’s salaries are, in part, based upon the nature of the work that they perform. Some organizations
establish a time cycle for the analysis of each job. For example: A job analysis may be required for all jobs every three
years. New jobs must also be subjected to analysis.

4.Collection of Job Analysis Data: Job data on features of the job, requited employee qualification and requirements,
should be collected either form the employees who actually perform a job; or from other employees (such as foremen or
supervisors) who watch the workers doing a job and there by acquire knowledge about it; or from the outside persons,
known as the trade job analysis who are appointed to watch employees performing a job. The duties of such a trade job
analyst are
(i) To outline the complete scope of a job and to consider all the physical and mental activities involved in determining
what the worker does.;
(ii) Find out why a worker does a job; and for this purpose, he studies why each task is essential for the overall result;
and (iii) The skill factor which may be needed in the worker to differentiate between jobs and establish the extent of the
difficulty of any job.

5.Processing the Information: Once job analysis information has been collected, the next step is to place it in a form
that will make it useful to those charged with the various personnel functions. Several issues arise with respect to this.
First, how much detail is needed? Second, can the job analysis information be expressed in quantitative terms? These
must be considered properly.

6.Preparing Job Descriptions and Job Classifications: Job information which has been collected must be processed
to prepare the job description form. It is a statement showing full details of the activities of the job. Separate job
description forms may be used for various activities in the job and may be compiled later on. The job analysis is made
with the help of these description forms. These forms may be used as reference for the future.

7.Developing Job Specifications: Job specifications are also prepared on the basis of information collected. It is a
statement of minimum acceptable qualities of the person to be placed on the job. It specifies the standard by which the
qualities of the person are measured. Job analyst prepares such statement taking into consideration the skills required in
performing the job properly. Such statement is used in selecting a person matching with the job.

8.Questionnaires: The method is usually employed by engineering consultants. Properly drafted questionnaires are sent
out to job-holders for completion and are returned to supervisors. However, the information received is often
unorganized and incoherent. The idea in issuing questionnaire is to elicit the necessary information from job –holders so
that any error may first be discussed with the employee and, after corrections, may be submitted to the job analyst.

Uses of Job Analysis:

As summarized in Figure 2 the information generated by the job analysis is used as a basis of several interrelated
personnel management activities:
 Fig 3: Uses of Job Analysis
1. Achievement of Goals: Weather and Davis have stated, “Jobs are at the core of every organization’s productivity, if
they are designed well and done right, the organization makes progress towards its objectives. Otherwise, productivity
suffers, profits fall, and the organization is less able to meet the demands of society, customer, employees, and other
with a stake in its success.”

2.Organizational Design: Job analysis will be useful in classifying the jobs and the interrelationships among the jobs.
On the basis of information obtained through job analysis, sound decisions regarding hierarchical positions and
functional differentiation can be taken and this will improve operational efficiency.

3.Organization and Manpower Planning: It is helpful in organization planning, for it defines labour in concrete terms
and co-ordinates the activities of the work force, and clearly divides duties and responsibilities.

4.Recruitment and Selection: Job analysis provides you with information on what the job entails and what human
requirements are required to carry out these activities. This information is the basis on which you decide what sort of
people to recruit and hire.

5.Placement and Orientation: Job analysis helps in matching the job requirements with the abilities, interests and
aptitudes of people. Jobs will be assigned to persons on the basis of suitability for the job. The orientation
programme will help the employee in learning the activities and understanding duties that are required to perform a
given job more effectively.
6.Employee Training and Management Development: Job analysis provides the necessary information to the
management of training and development programmes. It helps in to determine the content and subject matter of in
training courses. It also helps in checking application information, interviewing test results and in checking
references.
7.Job Evaluation and Compensation: Job evaluation is the process of determining the relative worth of different jobs
in an organization with a view to link compensation, both basic and supplementary, with the worth of the jobs. The
worth of a job is determined on the basis of job characteristics and job holder characteristics. Job analysis provides
both in the forms of job description and job specification.
8.Performance Appraisal: Performance appraisal involves comparing each employee’s actual performance with
his or her desired performance. Through job analysis industrial engineers and other experts determine standards to be
achieved and specific activities to be performed.
9.Health and Safety: It provides an opportunity for identifying hazardous conditions and unhealthy environmental
factors so that corrective measures may be taken to minimize and avoid the possibility of accidents.
10.Employee Counselling: Job analysis provides information about career choices and personal limitation. Such
information is helpful in vocational guidance and rehabilitation counselling. Employees who are unable to cope with the
hazards and demands of given jobs may be advised to opt for subsidiary jobs or to seek premature retirement.

Job Description:
Job description is the immediate product of job analysis process; the data collected through job analysis provides a basis
for job description and job specification.
Job Description: is a written record of the duties, responsibilities and requirements of a particular job. It is concerned
with the job itself and not with the job holders. It is a statement describing the job in such terms as its title, location
, duties, working conditions and hazards.
Flippo has Defined Job Description as, “A job description is an organized, factual statement of duties and
responsibilities of a specific job. In brief, it should tell what is to be done. How it is done why. It is a standard of
function, in that defines the appropriate and authorized content of a job.
According to Pigors and Myres, “Job description is a pertinent picture (in writing) of the organizational relationships,
responsibilities and specific duties that constitutes a given job or position. It defines a scope of responsibility and
continuing work assignments that are sufficiently different form that of other jobs to
warrant a specific title.”

According to Zerga, who analyzed 401 articles on job description about 30 years ago. A job description helps us in:
(i) Job grading and classification
(ii) Transfers and promotions.
(iii) Adjustments of grievances;
(iv) Defining and outlining promotional steps:
(v) Establishing a common understanding of a job between employers and employees;
(vi) Investigation accidents;
(vii) Indicating faulty work procedures or duplication of papers;
(viii) Maintaining, operating and adjusting machinery;
(ix) Time and motion studies;
(x) Defining the limits of authority;
(xi) Indicating case of personal merit;
(xii) Studies of health and fatigue;
(xiii) Scientific guidance;
(xiv) Determining jobs suitable for occupational therapy;
(xv) Providing hiring specifications; and
(xvi) Providing performance indicators.

“Job description” is different from “performance assessment.” The former concerns such functions as planning, co-
ordination, and assigning responsibility; while the latter concerns the quality of performance itself. Though job
description is not assessment, it provides an important basis establishing assessment standards and objectives.

Job Specification:
The job specification states the minimum acceptable qualifications that the incumbent must possess to perform
the job successfully. Based on the information acquired through job analysis, the job specification identifies the
knowledge, skills, and abilities needed to do the job effectively. Individuals possessing the personal characteristics
identified in the job specification should perform the job more effectively than individuals lacking these personal
characteristics. The job specification, therefore, is a important tool in the selection process, for it keeps the selector’s
attention on the list of qualifications necessary for an incumbent to perform the job and assists in determining
whether candidates are qualified.
According to Dale Yoder, “The job specification, as such a summary properly described is thus a specialized
job description, emphasizing personnel requirement and designed especially to facilitateselection and placement.”
Flippo has defined job specification as, “Job specification is a statement of the minimum acceptable human
qualities necessary to perform a job properly..................................It is a standard of personnel and designates
the qualities required for acceptable performance.”

In is clear from the above definitions that job specification is a statement of summary of personnel
requirements for a job. It may also be called “standard of personal for the selection”
A Job Specification should include:

(i) Physical characteristics, which include health, strength, endurance, age, height, weight, vision, voice, eye,
hand and foot co-ordination, motor co-ordination, and colour discrimination.
(ii) Psychological and social characteristics such as emotional stability, flexibility, decision making ability,
analytical view, mental ability, pleasing manners, initiative, conversational ability etc.
(iii) Mental Characteristics such as general intelligence, memory, judgement, ability to concentrate, foresight
etc.
(iv) Personal Characteristics such as sex, education, family background, job experience, hobbies,
extracurricular activities etc.
All these characteristics must be classified into three categories:

Essential attributes which a person must possess.

Desirable attributes which a person ought to possess.
Contra indicators which will become a handicap to successful job performance
Job Design:
Job design is of comparatively recent origin. The human resource managers have realized that the design of a job
has considerable influence on the productivity and job satisfaction; poorly designed jobs often result in boredom
 to the employees, increased turnover, job dissatisfaction, low productivityand anincrease in overall costs of the
organization. All these negative consequences can be avoided with the help of proper job design.
According to Jon Werner and DeSimone, “Job design is the development and alteration of the components
of a job (such as the tasks one performs, and the scope of one’s responsibilities) to improve productivity and the
quality of the employees’ work life.”
Job design has been defined by Davis (1966) as: “The specification of the contents, methods, and relationships
of jobs in order to satisfy technological and organizational requirements as well as the social and personal
requirements of the job-holder.”
Milkovich and Boudreau defined job design as, “Job design integrates work content (tasks, functions, and
relationships), the rewards (extrinsic and intrinsic) and the qualifications required (skills, knowledge, abilities) for
each job in a way that meets the needs of employees and the organization.”
Michael Armstrong has defined job design as “the process of deciding on the content of a job in terms of its
duties and responsibilities, on the methods to be used in carrying out the job, in terms of techniques, systems and
procedures, and on the relationships that should exist between the job holder and his superiors, subordinates and
colleagues.”
Job design is an attempt to create a match between job requirements and human attributes. It involves organizing
the components of the job and the interaction patterns among the members of a work group. It helps in developing
appropriate design of job to improve efficiency and satisfaction.
Principles of Job Design:
Principles are the bases of the approach used in job design. Robertson and Smith (1985) have suggested the
following five principles of job design:
 To influence skill variety, provide opportunities for people to do several tasks and combine tasks.
 To influence task identity, combine tasks and from natural work units.
 To influence task significance, form natural work units and inform people of the importance of their
work.
 To influence autonomy, give people responsibility for determining their own working systems.
 To influence feedback; establish good relationship and open feedback channels

Methods of Job Design:

The various techniques of job design and redesign are discussed below:
1. Job Simplification: In job simplification, the complete job is broken down into small subparts; this is done so that
employee can do these jobs without much specialized training. Moreover, small operations of the job can also be
performed simultaneously so that the complete operation can be done more quickly. For job simplification,
generally time and motion studies are used.
2. Job Rotation: Another technique designed to enhance employee motivation is job rotation, or periodically assigning
employees to alternating jobs or tasks. For example, an employee may spend two weeks attaching bumpers to
vehicles and the following two weeks making final checks of the chassis. During the next month, the same
employee may be assigned to two different jobs. Therefore, the employee would be rotated among four jobs.
The advantage of job rotation is that employees do not have the same routine job day after day. Job rotation
only addresses the problem of assigning employees to jobs of limited scope; the depth of the job does not
change. The job cycle of the actual daily work performed has not been lengthened or changed. Instead, employees
are simply assigned to different jobs with different cycles.
Because job rotation does not change the basic nature of jobs, it is criticized as nothing more than having an
employee perform several boring and monotonous jobs rather than one. Some employees dislike job rotation more
than being assigned to one boring job because when they are assigned to one job they know exactly where to
report and what work to expect each day. Workers quickly realize that job rotation does not increase their interest
in their work.
Although it seldom addresses the lack of employee motivation, it gives manages a means of coping with frequent
absenteeism and high turnover. Thus, when absenteeism or turnover occurs in the work force, managers can
quickly fill the vacated position because each employee can perform several jobs.
Job rotation is often effectively used as a training technique for new, inexperienced employees. At higher
organizational levels, rotation also helps to develop managerial generalists because it exposes them to several
different operations.
Advantage of Job Rotation Technique:
 The employee experiences variety of work, workplace and peer group.
 Job rotation helps to broaden the knowledge and skills of an employee.
 The main advantage of job rotation is that it relieves the employee from the boredom and monotony of
doing the same job.
 With the help of this method, people become more flexible. They are prepared to assume
responsibility especially at other positions.
 Job rotation broadens the work experience of employees and turns specialists into generalists.
 It is beneficial for the management also as the management gets employees who can perform a variety
of tasks to meet the contingencies.
 This method improves the self-image and personal worth of the employee.

Disadvantage of Job Rotation Technique:

 Job rotation also creates disruptions. Members of the work group have to adjust to the new employee.
 Productivity is reduced by moving a worker into new position just when his efficiency at the prior job was
creating organizational economies.
 Training costs are increased.
 The supervisor may also have to spend more time answering question and monitoring the work of the
recently rotated employee.
 It can demotivate intelligent and ambitious trainees who seek specific responsibilities in their chosen
specialty.
Job Enlargement: Another means of increasing employee’s satisfaction with routine jobs is job enlargement, or
increasing the number of tasks performed (i.e. increasing the scope of the job). Job enlargement, like job
rotation, tries to eliminate short job cycles that create boredom. Unlike job rotation, job enlargement actually
increases the job cycle. When a job is enlarged, either the tasks being performed are enlarged or several short
tasks are given to one worker. Thus, the scope of the job is increased because there are many tasks to be
performed by the same worker. Job enlargement programs change many methods of operation- in contrast to job
rotation, in which the same work procedures are used by workers who rotate through work stations. Although job
enlargement actually changes the pace of the work and the operation by reallocating tasks and responsibilities, it
does not increase the depth of a job.
many methods of operation- in contrast to job rotation, in which the same work procedures are used by
workers who rotate through work stations. Although job enlargement actually changes the pace of the work
and the operation by reallocating tasks and responsibilities, it does not increase the depth of a job.
The focus of designing work for job enlargement is the exact opposite of that for job specialization. Instead of
designing jobs to be divided up into the fewest of tasks per employee, a job is designedto have many tasks for
the employee to perform. An enlarged job requires a longer training period because there are more tasks to be
learned. Worker satisfaction should increase because is reduced as the job scope is expanded. However, job
enlargement programs are successful with jobs what have increased scope; such workers are less prone to
resort to absenteeism, grievances, slowdowns and other means of displaying job dissatisfaction.
Enlargement is done only on the horizontal level. Thus, the job remains the same, but becomes of a larger
scale than before. In the words of Geroge Strauss and L.R. Sayles “Job enlargement implies that instead of
assigning one man to each job, a group of men can be assigned to a group of jobs and then allowed to decide
for themselves how to organize the work. Such changes permit more social contacts and control over the work
process.”
Job enlargement has the following advantages
• Increase in diversity of jobs
• Job satisfaction
 • Provides wholeness and identity with the task and increases the knowledge necessary to perform it.
• Provides variety of skills.
• Reduces tension and boredom.
• Trains and develops more versatile employees
Despite these advantages this is not a completely satisfactory method of job design as it does not increase the
depth of a job. Enlarged jobs require longer training period as there are more tasks to be learned
3. Job Enrichment: The concept of job enrichment has been derived from Herzberg’s two-factor theory of
motivation in which he has suggested that job content is one of the basic factors of motivation. If the job is
designed in such a manner that it becomes more interesting and challenging to the job performer and provides
him opportunities for achievement, recognition, responsibility, advancement and growth, the job itself
becomes a source of motivation to the individual
4. According to Richard W. Beatty and Graig Eric. Schneider, “Job enrichment is a motivational technique
which emphasizes the need for challenging and interesting work. It suggests that jobs be redesigned so that
intrinsic satisfaction is derived from doing the job. In its best applications it leads to a vertically enhanced job
by adding function from other organizational levels, making it contain more variety and challenge and offer
autonomy and pride to the employee.”
5. According to P. Robbins, “Job enrichment refers to the vertical expansion of the jobs. It increases the degree
to which the worker controls the planning, execution and evaluation of his work.”
6. In the words of Robert Albanese, “Job enrichment sometimes called. “vertical job leading’ is a job redesign
strategy that focuses on job depth.”
7. According to Mondy. Holmes, and Flippo, “Job enrichment refers to basic changes in the content and level
of responsibility of a job so to provide for the satisfaction of the motivation needs of personnel. Rebert Ford,
who was associated with designing of jobs to make them more enriched, has provided some bases (though not
exhaustive) for job enrichment
Job Enrichment Bases

Tasks Motivator involved

Assign specific or specialized task to individuals Responsibility, growth, advancement
enabling them to become expert
Making periodic reports directly available to the Internal recognition
individual himself rather than to the supervisor.
Giving a person a whole, natural unit of work Responsibility, achievement, recognition
(module, exchange district, division, area, etc.)
Increasing the accountability of individuals for Responsibility, recognition
own work

Techniques of Job Enrichment: In order to enrich the jobs. The management should adopt the following measures:
 Freedom in decisions
 Assign a natural work unit to an employee.
 Encouraging participation
 Allow the employee to set his own standards of performance.
 Minimize the controls to provide freedom to the employees
 Make an employee directly responsible for his performance.
 Encourage participation of employees in deciding organizational goals and policies.
 Expand job vertically
 Introducing new, difficult and creative tasks to the employees.
Sense of achievement

Advantages of Job Enrichment: The advantages of job enrichment are as follows:

 It enriches the role.

 Job enrichment is the most widely used of job design as it provides a meaningful learning to
employees.
  It makes the work interesting and employee get motivated.
 It helps in reducing the rate of labour turnover and absenteeism.
 It increases skills of the employees.
 It increases morale and performance.
 Reduce Boredom and dissatisfaction.
 Increase in output both qualitative and quantitative.

Disadvantages of Job Enrichment:

 Increase cost
 Need more employee counseling, training, and guidance.
 Not applicable to all jobs.
 Negative impact on personnel.
 Imposed on people.
 Objected by unions
 Pay dissatisfaction

JOB ENLARGEMENT vs. JOB ENRICHMENT

Job enlargement and job enrichment are both important forms of job design in order to enhance productivity and
satisfaction of the employees. They differ from each other in the following respects:

1. Nature of Job: The major difference between job enrichment and enlargement lies in the nature of additions to
the job. Enlargement involves a horizontal loading or expansion, or addition of tasks of the same nature.
Enrichment involves vertical loading of tasks and responsibility of the job holder; it improves the quality of the
job in terms of its intrinsic worth.

2. Purpose: The purpose of job enlargement is to reduce the monotony in performing repetitive jobs by
lengthening the cycle of operation. On the other hand, the purpose of job enrichment is making the job lively,
challenging and satisfying. It satisfies the higher-level needs such as ego satisfaction, self-expression, sense of
achievement and advancement of Job holders.

3. Skill Requirement: Job enlargement may not necessarily require the use of additional skills which the job
holder was using in performing the job before the enlargement. This is due to similarity of additional tasks.
Enrichment calls foe development and utilization of higher skills, initiative, and innovation on the part of the job
holder in performing the job.

Direction and Control: Job enlargement requires direction and control from external sources, say supervisor. In
fact, the job holder may require more direction and control because of enlargement of his responsibility.
Enrichment does not require external direction and control as these come from the job holder himself. He requires
only feedback from his supervisor

Role analysis / Job role analysis:

Job role analysis, also known as job analysis, is a systematic process of gathering and analysing information
about a specific job to understand its duties, responsibilities, and requirements. It helps organizations
determine the best way to recruit, train, and evaluate employees for that role

Assessment Questions:

1. What do you understand by job analysis? What is its importance in the management of human
resources?

2. What is job analysis? What steps are involved in the preparation of job analysis?

3. What are the byproducts of job analysis? Discuss the techniques used for collecting data for job analysis?

4. What is job description? How is it prepared?

5. Define job specification? How is it different from job description?

6. Write notes on :
(i) Job Rotation
(ii) Job Simplification

7. Distinguish between:
(a) Job description and job specification
(b) Job enlargement and job enrichment
8. “Job analysis is the most basic personnel management function.” Discuss.

9. Clearly define and discuss the relationship among job analysis, job description and job specification.