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UNIT I:

HRMHRP CONCEPT AND PROCESS

JOB DESIGN CONCEPT ANDAPPROACHJOB CHARACTERISTICS

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Contents OF CHAPTER 1

Definition and Concept of HumanResource Management

Scope

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DEFINITION OF HUMAN RESOURCE MANAGEMENT

Personnel/Human resource management is the

function performed in organizations that

facilitates the most effective use of people(employees) to achieve organizational goals.

Ivancevich and Glueck

Chapter 1

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AQUIRINGEmployee Required

Staffing

MOTIVATINGIdentify needs

Ways to motivate them

RETAININGProvide Work EnvironmentNurture them so that they

Are committed.

DEVELOPINGTraining

Management DevelopmentCareer development

HRM is a process which consist of Four Functions

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(I-A) Human Resource Planning - Concept

Process

Job Design :Concept andapproach

Job Characteristics/Specification

Minimum acceptablequalification of a job

Concept & Process

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HRP Concept & ProcessHRP can be defined as the process that ensures the availability of the

RIGHTNumber of Qualified PeopleFor Right JobAt the Right Place & Time

To deliver the results in

An efficient & effectivemanner

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CONCEPT

Human Resource Planning isthe business process forensuring that an

organization has access totalent to ensure futurebusiness success.

Human Resource planning isa process by which theorganization move from the

present human position toits desired human resourceposition, in order to carrythe integrated plan of the

organization.

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Step 1 Job Analysis- Nature of job, description and specification

Step 2 Developing Work rules- documented for of rules to do work

Step 3 Work Study- how to do work, standard time

Step 4 Analysis of other factors- statutory requirement, leaves, shifts

Step 5 Analysis of performance- manpower requirement and workload

Step 6 Analysis of Production- requirement of manpower varied with tech.

Step 7 Deciding the Model deciding the positions and hierarchy

Step 8 Action Plan- recruitment, selection and training

Human Resource management Process

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Step 1Job analysis determines the nature of job, the job description and job

specification are products of job analysis. Job description covers the job content, ie

condition, tasks and responsibilities. Job specification denotes the job requirements, ie

the necessary qualities.

Step 2Developing Work RulesAfter developing the job analysis , work rules are

developed . Work rules are decisions taken for a particular job about certain courses of

action to be taken in case of contingencies. Work rules is a documented form of rules

related to starting and stopping of work, intervals, time keeping, customer handling etc.

Step 3Work StudyWork study provides measurement of human work, effective

ways of doing the task, standard time for tasks and activities and use of human efforts.

Step 4

Analysis of other factors- like layoff, statutory requirements, shifts, leavereserves. Requirements of HRP may vary for the layoff depending upon the machines,

tools, equipment and possibility of stretching the work of other employees. The HR

manager has to look into the statutory requirement for certain positions like medical,

safety welfare and specific positions, hazardous plants etc. The number of shifts and

employees in each shift ascertain the manpower requirements. While working out themanpower requirements, certain allowance has to be given to the required manpower,

as employees will take leaves for some reason or the other apart from absenteeism.

Step 5Analysis of performance - We derive the manpower required from the

workload in relation to the number of employees. Different categories of jobs have

different workloads leading to different manpower requirements. Performance isanalysed through direct or indirect method. Direct analysis is based on a review of

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Of past performance, deriving at a ration between two variables, workload and jobcategory. This can be done either by relating to a particular point of time or byaveraging the workout over a period of time, Indirect analysis is based on theestimates made on past experience. This is less systematic than direct analysis, butis preferred for short range forecast.

Step 6Analysis of Production It depends upon technological change andutilization of manpower. Changes in technology increase the productivity, speed andquality but may require training. The requirement of knowledge and skill may varywith the change in technology. In banking sector, with the introduction ofcomputerization, the workforce was trained and schemes of VRS were introduced

as a part of manpower planning with respect to number and skills. Productivity canalso be increased by job enrichment, job enhancement and redesigning the job.With better human relation and better job profiles, productivity can be increasedand manpower can be determined accordingly.Step 7 - Deciding the model Once the number of the work forces isascertained, the most suitable model of human resource planning.

Step 8Action Plan HR action is taken for hiring, training, career management,production planning or reduction as the case may be. Forecasting future humanresource requirements, Assessing the extent to which human resource areemployed optimally, Planning to meet the future manpower requirements throughrecruitment, development and utilization of the existing manpower.

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1)Concept, Need,Mechanism,System,Principles indesigning

system

I)HRP -Right person, right job,right place, right time for effectiveutilization

II)HRDProcess to Sharpen skills,org. Culture and are Supported bySub-systems

III)Human ResourceAudit

1V)HRD linked withStrategic planning

B)Job Design :Concept andapproach

C) Job Characteristics

Minimum acceptablequalification of a job

A)Concept &Process

2) Employee Training & Dev.- Training phase,need assessment, establishing trainingobjectives,

Training methods- lecture, case, role play,

business games, in basket, sensitivity,syndicate, T.A

3) Training Evaluation

4) Employee Empowerment- Concept andapproaches

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CONCEPT & Approach OF JOBDESIGN (I-B)

Job design is the process of structuring workand designating the specific activities at

individual or group levels.

It determines, the responsibility of an employee

the authority he enjoys over his work

his scope of decision-making

his level of satisfaction

his productivity

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Job Analysis Job analysis is a systematic investigation of the

tasks, duties and responsibilities necessary to do ajob.

Job analysis is the process of collecting job related

information.

JobAnalysis

Job Tasks

Job Duties

Jobresponsibilities

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JOB DESIGN - CONCEPT Job design involves systematic attempt to organise tasks,

duties and responsibilities into a unit of work to achieve

certain objectives. The process by which managers decide individual job tasks

and authority

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OBJECTIVES OF THE ORGANIZATION

Greater Job Satisfaction

Increased Performance

Reduced Absenteeism & Turnover

Greater Profitability

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Individual Job Design Techniques

& Group Job Design Techniques

Approaches / Techniques

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WORK SIMPLIFICATION

JOB ROTATION

Rotating from job to job

within an organization.

JOB ENLARGEMENT

Adding more tasks to the

job: Horizontal Loading

JOB ENRICHMENT

Making jobs more

meaningful and

Challenging: Vertical

Loading

WORK TEAMS

Large task that iscompleted by

a group of people

together.

AUTONOMOUS WORK

GROUPS

Work teams are given a

goal to

achieve and the control

over its

accomplishment.

Job DesignApproach

Individual Design Options Group Design Options

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CASE

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Amits Duties and

ResponsibilitiesJOB DESIGN

1. Listening to consumerresponses andfeedbacks andforwarding them to theseniors.

2. Scheduling his sub -

ordinate salesmen forsales.

3. Making Reports of Sales

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New Job DesignedJob Enlargement

Listening to consumer responses and feedbacks andforwarding them to the seniors.

+

Trained to guide and suggest unsatisfied consumers.

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New Job Designed

Job Enrichment

Scheduling his sub-ordinate salesmen

+

Target was given to him with adequate powers toachieve it

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Individual Design options

Job Rotation Job rotation enhances employee motivation by periodically

assigning the employee to alternative jobs.

Job Enlargement It involves assigning workers additional same-levelactivities, thus increasing the number of activities theyperform.

Job Enrichment The process of redesigning the job so as to increase both

their scope and their depth.

Job holder has autonomy to plan, organize and control hisjob.

E l S ti f ti i O i ti S

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Employee Satisfaction is Organizations Success

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(I-C) Job characteristics approach

The job characteristics approach was popularized byHackman and Oldham.

According to this approach there is a directrelationship between job satisfaction and rewards.

They said that employees will be their productive bestand committed when they are rewarded appropriatelyfor their work. They laid down five core dimensionsthat can be used to describe any job - skill variety,

task identity, task significance, autonomy andfeedback.

.

Skill variety: The employees must be able to utilize all their skills

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Skill variety: The employees must be able to utilize all their skillsand develop new skills while dealing with a job.

Task Identity: The extent to which an identifiable task or piece

or work is required to be done for completion of the job.

Task Significance: How important is the job to the otherpeople, what impact does it create on their lives?

Autonomy: Does the job offer freedom and independence to theindividual performing the same.

Feedback: Is feedback necessary for improving performance.These are different approaches but all of them point to more orless the same factors that need to be taken into consideration likeinterest, efficiency, productivity, motivation etc. All these arecrucial to effective job design

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