TECNIA INSTITUTE OF ADVANCED STUDIES

Job AnalysisHuman Resource Management

Submitted to: Submitted by:

Dr. Ajay P Singh Mr. Ashutosh Gupta

Faculty, TIAS Enrol no. 01517003909

MBA 2nd Semester.

Table of ContentPage No.

Abstract 3

Job Analysis 3

Nature of Job Analysis 3

Components of Job Analysis 5

Uses of Job Analysis 6-7

Steps in Job Analysis 8-9

Methods of collecting information 10-13

o Interviewo Questionnaireo Observationo Participant diary/logso Quantitative Job Analysis Technique

Conclusion 13

Case Study (Tropical storm Charley) 14-19

o Questionnaire (structured & unstructured questions)

Format Job Description 20-23

Format Structure Questionnaire 24-27

Bibliography 28

AbstractA method of performing job analyses and delivering or providing access to the results of the job analyses by creating a list of job requirements and working conditions for each discrete task of a job, creating a physical demands analysis comprising a list of physical requirements of each discrete task of a job, and combining the lists into a job analysis database for determining whether a worker can perform a job.

Job AnalysisJob analysis is a systematic approach to defining the job role, description, requirements, responsibilities, evaluation, etc. It helps in finding out required level of education, skills, knowledge, training, etc for the job position. It also depicts the job worth i.e. measurable effectiveness of the job and contribution of job to the organization. Thus, it effectively contributes to setting up the compensation package for the job position.

Nature of Job Analysis:Organisations consist of positions that have to be staffed. Job Analysis is the procedure through which we determine the task, duties and responsibilities of these positions and the characteristics of the people to hire for the positions. Job analysis produces information used for writing, job description (a list of what the job entails) and job specification (what kind of people to hire for the job).

The

supervisor or HR specialist normally collects one or more of the following types of information via the job analysis:

• Work Activities: First, he or she collects information about the job’s actual work activities, such as cleaning, selling, teaching or painting. This list may also include how, why and when the worker performs each activity.

• Human Behaviour: The specialist may also collect information about human behaviours like sensing, communicating, deciding and writing. Included here would be information regarding job demands such as lifting weights or walking long distances.

• Machines, tools, equipment & work aids: This category includes information about tools used, materials processed, knowledge dealt with or applied (such as finance or law), & services rendered (such as counselling or repairing).

• Performance standards: The employer may also want information about the job’s performance standards (in terms of quantity or quality levels for each job duty). Management will use these standards to appraise the employees.

• Job context: Information included here are about such matters as physical working conditions, work schedule and the organisational and social context – for instance, the number of people with whom the employee would normally interact. Information regarding incentives might also be included here.

• Human requirements: This includes information regarding the job’s human requirements, such as job-related knowledge or skills (education, training, work

experience) and required personal attributes (aptitudes, physical characteristics, personality, interests).

Components of Job analysis:

Job analysis is a systematic procedure to analyze the requirements for the job role and job profile. Job analysis can be further categorized into following sub components.

Job Position:

Job position refers to the designation of the job and employee in the organization. Job position forms an important part of the compensation strategy as it determines the level of the job in the organization. For example management level employees receive greater pay scale than non-managerial employees. The non-monetary benefits offered to two different levels in the organization also vary.

Job Description:

Job description refers the requirements an organization looks for a particular job position. It states the key skill requirements, the level of experience needed, level of education required, etc. It also describes the roles and responsibilities attached with the job position. The roles and responsibilities are key determinant factor in estimating the level of experience, education, skill, etc required for the job. It also helps in benchmarking the performance standards.

Job Worth:

Job Worth refers to estimating the job worthiness i.e. how much the job contributes to the organization. It is also known as job evaluation. Job description is used to analyze the job worthiness. It is also known as job evaluation. Roles and responsibilities helps in determining the outcome from the job profile. Once it is determined that how much the job is worth, it becomes easy to define the compensation strategy for the position.

Uses of Job Analysis:

Job Analysis

Recruitment & Selection

Job Evaluation – Wage & Salary

Decisions (Compensation)

Training Requirements

Job Description & Job

Specification

Performance Appraisal

• Recruitment & Selection: Job Analysis provides information about what the job entails and what human characteristics are required to perform the job. This information, in the form of job description and specifications, helps management decide what sort of people to recruit and hire.

• Compensation: Job analysis is crucial for estimating the value of each job & its appropriate compensation. Compensation (such as salary and bonus) usually depends upon the job’s required skill and education level, safety hazards, degree of responsibility and so on - all the factors we can assess through job analysis.

• Performance Appraisal: A performance appraisal compares each employee’s actual performance with his or her performance standards. Managers use job analysis to determine the job’s specific activities and performance standards.

• Training: The job description should show the activities and skills – and therefore the training - that job requires.

• Discovering unassigned duties: Job analysis can also help reveal unassigned duties. For example, a company’s production manager says Mr. X is responsible for a dozen or so duties, such as production scheduling and raw material purchasing. However any reference of raw material inventory management was missing. On further study, the manager finds that none of the other manufacturing people are responsible of inventory management. Thus a manger has uncovered an essential unassigned duty with regards to job analysis.

Steps in Job Analysis:

There are six steps in doing a job analysis.

(1) Decide how you’ll use the information, since this will determine the data you collect and how you collect them. Some data collection techniques - like interviewing the employee and asking what the job entails are good for writing job description and selecting employees for the job. Other technique like the position analysis & questionnaire do not provide qualitative information for job description. Instead, they provide numerical ratings for each job; these can be used to compare jobs for compensation purpose.

(2) Review relevant background information such as organisation charts, process charts and job description.

a. Organisation charts show the organisation wide division of work, how the job in question relates to other jobs, and where the job fits in the overall organisation. The chart should show the title of each position and by means of interconnecting lines, who reports to whom and with whom the job incumbent communicates.

b. A process chart provide more detailed picture of the work flow. In its simplest form a process chart shows the flow of inputs to and the outputs from the job you are analysing. Finally, the existing job description, if there is one, usually provides a starting point for building the revised job description. In the figure below the quality control clerk is expected to review components from suppliers, check components going to the plan managers and give information regarding components quality to these managers.

Information input form the plant manager

Components input from Suppliers

(Job Under Study)Quality Control

Clerk

(3) Select representative positions. Why? Because there may be too many similar jobs to analyse. For example, it is usually necessary to analyse the jobs of 200 assembly workers when a sample of 10 jobs will do.

(4) Actually analyse the job – by collecting data on job activities, required employee behaviours, working condition, and human traits & abilities needed to perform the job. For this step, use one or more of the job analysis methods.

(5) Verify the job analysis information with the worker performing the job & with his or her immediate supervisor. This will help confirm that the information is factually correct and complete. This review can also help gain the employees acceptance of the job analysis data and conclusions by giving that person a chance to review and modify your description of the job activities.

(6) Develop a job description and job specification. These are two tangible products og the job analysis. The job description is a written statement that describes the activities and responsibilities of the job, as well as its important features, such as working conditions and safety hazards. The job specification summarises the personal qualities, traits, skill and background required for getting job done. In maybe in a separate document or in the same document as the job description.

Information output to Plant

Manager regarding

Component Quality

Product Quality output to Plant

Manager

Methods of collecting Job Analysis Information:

There are various ways to collect information on the duties, responsibilities and activities of the job. In practice, we can use anyone of them, or we can combine the techniques that best fit our purpose. Thus, an interview might be appropriate for creating a job description, whereas the position analysis questionnaire maybe more appropriate for quantifying the worth of a job for compensation purposes.

Conducting the job analysis usually involves a joint effort by an HR specialist, the worker, & the worker’s supervisor. The HR specialist might observe and analyse the job and then develop a job description and specification. The supervisor and worker may fill out questionnaires listing the subordinate’s activities. The supervisor and worker may then review and verify the job analysed conclusions regarding the job’s activities and duties.

In practice, firm usually collects jobs analysis data from multiple “subject matter experts” using questionnaires and interviews. They then average data from several employees from different departments to determine how much time a typical employee spends on each of several specific tasks. The problem is that employees who have the same job title but work in different departments may experience very different pressures. Therefore, simply adding up and averaging the amount of time that, say, HR assistance need to devote “interviewing candidates” could end in misleading results. The point is that we must understand the job’s departmental context – the way someone with a particular job title spends his or her time is not necessarily the same from department to department.

The Interview

Managers use three types of interview to collect job analysis data – individual interview with each employee, group interview with groups of employees who have the same jobs & the supervisor interviews with one or more supervisor who know the job. They use group interviews when a large number of employees are performing similar or identical work, since it can be a quick and inexpensive way to gather information.

Whichever kind of interviews we use, we need to be sure the interviewee fully understands the reason fro the interview since there is a tendency for such interviews to be viewed, rightly or wrongly, as “efficiency evaluation”. If so, interviewees may hesitate to describe their jobs accurately.

Pros & Cons

The interview is probably the most widely used method for identifying the job’s duties & responsibilities and its wide use reflects its advantages. It is a relatively simple and quick way to collect information, including information that might never appear on a written form. The interview also provides an opportunity to explain the need for and function of the job analysis. And the employee can vent frustration that might otherwise go unnoticed by the management.

Distortion of the information is the main problem – whether due to outright falsification or honest misunderstanding. Job analysis is often a prelude to changing a job’s pay rate. Employees therefore may legitimately view the interview as the efficiency evaluation that may affect their pay. They may then tend to exaggerate certain responsibilities while minimising others.

Typical Questions

What is the job being performed?

What are the major duties of your position? What exactly do you do?

What physical location do you work in?

What are the education, experience, skill and (where applicable) certification and licensing requirements?

In what activities do you participate?

What are the job responsibilities and duties?

What are the basic accountabilities or performance that typifies your work?

What are your responsibilities? What is the environmental and working condition involved?

What are the jobs physical demands? The emotional and mental demands?

What are the health and safety condition?

Are you exposed to any hazards or any unusual working conditions?

Interview Guidelines

There are several things which should be kept in mind while conducting a job analysis interview.

1. The job analyst and supervisor should work together to identify the workers who know the job best.

2. Quickly establish rapport with the interviewee. Know the persons name, speak in easily understood language, briefly review the interview purpose and explain how the person was chosen for the interview.

3. Follow a structured guide or checklist. One that lists questions and provides space for answers. This ensures you to identify crucial question ahead of time and that all the interviewers (if there are more than one) cover all the questions.

4. When duties are not performed in a regular manner – for instance when the worker doesn’t performs the same job over and over again many times a day- ask the worker to list his/her duties in order of importance and frequency of occurrence. This will ensure that you don’t overlook crucial but infrequently performed activities.

5. Finally, after completing the interview, review and verify the data. Specifically review the information with the worker’s immediate supervisor and the interviewee.

Questionnaires

Having employees fill out questionnaires to describe their job-related duties & responsibilities is another good way to obtain job analysis information.

We have to decide how structured the questionnaire should be and what question to include. Some questionnaires are very structured checklists. Each employee gets an inventory of perhaps hundreds of specific duties or tasks (such as “change and splice via”). He or she is asked to indicate whether or not he/she performs each tasks and, it so, how much time is normally spent on each. At the other extreme, the questionnaire can be open-ended and simply ask the employee to “describe the major duties of your job.” In practice, the best questionnaire often falls between these two extremes.

Whether structured or unstructured, questionnaires have both pros & cons. A questionnaire is a quick and efficient way to obtain information from a large number of employees, its less costly than interviewing hundreds of workers, for instance. However, developing any questionnaire an testing it can be expensive and time-consuming.

Observation

Direct observation is specially useful when jobs consist mainly of observable physical activities – assembly – line worker and accounting clerk are examples. On the other hand, observation is usually not appropriate when the job entails a lot of mental activities (lawyer, design–engineer). Nor it is useful if the employee only occasionally engages in important activities, such as a nurse who handles emergencies. And reactivity – the workers changing what he or she normally does because you are watching – can also be a problem. Manager often use direct observation and interviewing together. One approach is to observe the worker on the job during a complete work

cycle. Here you take notes of all job activities. Then after accumulating as much information as possible, you interview the worker. Ask the person to clarify points not understood and to explain what are the activities he or she performs that you didn’t observe.

Participant Diary/Logs

Another approach is to ask workers to keep a diary/log of what they do during the day. For every activity he or she engages in, the employee records the activity in a log. This can produce a very complete picture of the job, specially when supplemented with subsequent interviews with the worker and the supervisor. The employee, of course, might try to exaggerate some activities and underplay others. However, the detailed, chronological nature of the log tends to mediate against this.

Some firms take a hi-tech approach to diary/logs. They give employees pocket dictating machines and pagers. Then at random times during the day, they page the workers, who dictate what they are doing at that time. This approach can avoid one pitfall of the traditional diary/log method: relying on workers to remember what they did hours earlier when they complete their logs at the end of the day.

Quantitative Job Analysis Techniques

Qualitative approaches like interviews and questionnaires are not always suitable. For example, if your aim is to compare jobs for pay purposes, you may want to be able to assign quantitative values to each job. The position analysis questionnaire, the Department of Labour approach and functional job analysis are three popular quantitative methods.

ConclusionFrom Job Analysis, specific details of what is being done and the skills utilized in the job are obtained. Job Analysis enables the managers to understand jobs and job structures to improve work flow or develop techniques to improve productivity.

Application Case

Tropical Storm Charley

In August 2004, tropical storm Charley hit North Carolina and the Optima Air Filter Company. Many employees’ homes were devastated and the firm found that it had to hire almost 3 completely new crews, one for each of its shifts. The problem was that the “Old-timers” had known their jobs so well that no one had ever bothered to draw up job descriptions for them. When about 30 new employees began taking their places, there was general confusion about what they should do and how they should do it.

The storm quickly became old news to the firm’s out-of state customers- who wanted filters, not excuses. Phil Mann, the firm’s President, was at his wits end. He had about 30 new employees, 10 old-timers, and his original factory supervisor, Maybelline. He decided to meet with Linda Lowe, a consultant from the local universities business school. She immediately had the old-timers fill out a job questionnaire that listed all their tasks, duties & responsibilities. Arguments ensued almost at once- Both Phil & Maybelline thought the old-timers were exaggerating to make themselves look more important, and the old-timers instead that the list faithfully reflected their duties. Meanwhile, the customers clamoured for their filters.

Questions:

Should Phil & Linda ignore that old-timers’ protests and write up the job descriptions as they see fit? Why? Why not?

How would you go about resolving the differences?

Solution: No, Phil & Linda should never ignore the old-timers’ protest. Since its the old–timers who have full knowledge about the tasks, duties & responsibilities they used to perform. Ignoring them may result to turbulence among the workers and they’ll feel cheated hence leading to lower productivity.

Writing job description without the information acquired from old-timers would be like climbing mountain without a guide. Since they know the nature and requirement of the job very well, they must be asked about the information of the job before writing a job description.

To resolve the problem I would have used a questionnaire with both structured as well as open-ended questions. That would have lead to lesser confusion and misinterpretation by Phil &

Maybelline. (The Job Information Sheet is given below which consist of both structured and unstructured questions)

Question:

How would you have conducted the job analysis? What should Phil do now?

Solution: I would have conducted the job analysis in one of the two ways. Either I would have used questionnaire (with both structured as well as unstructured questions) or the interview method.

In the interview method, after collecting the information, I would further proceeded to get the information reviewed and verified by the immediate supervisor of the interviewee and the interviewee.

Phil should now use the information, which is verified and reviewed by supervisor and worker both, for the training purpose of the new worker. The information consists of task, duties & responsibilities of the workers. When the workers will be trained accordingly they’ll know what to do and how to do, resulting in lesser confusion and time-wastage & increase in productivity so that Optima Air Filter Company comes back on track.

Questionnaire with Structured & Unstructured Question

Job Analysis Information Sheet

Job Title: ___________________________________________ Date: _______________________

Job Code: ________________________________ Dept.: _________________________________

Superior's Title: _________________________________________________________________

Hours worked _______ AM to ________ PM

Job Analyst's Name: _____________________________________________________________

1. What is the job's overall purpose?

______________________________________________________________________________

______________________________________________________________________________

______________________________________________________________________________

2. If the incumbent supervises others, list them by job title; if there is more than one employee with the same title, put the number in parentheses following.

______________________________________________________________________________

______________________________________________________________________________

______________________________________________________________________________

3. Check those activities that are part of the incumbent's supervisory duties.

π Training

π Performance appraisal

π Inspecting work

π Budgeting

π Coaching and/or counseling

π Others (please specify) __________________________________________________

4. Describe the type and extent of supervision received by the incumbent. ______________________________________________________________________________

5. JOB DUTIES: Describe briefly WHAT the incumbent does and, if possible, HOW he or she does it. Include duties in the following categories:

a. Daily duties (those performed on a regular basis every day or almost every day)

_______________________________________________________________________

b. Periodic duties (those performed weekly, monthly, quarterly, or at other regular intervals)

_______________________________________________________________________

c. Duties performed at irregular intervals

_______________________________________________________________________

6. Is the incumbent performing duties he or she considers unnecessary? If so, describe.

______________________________________________________________________________

7. Is the incumbent performing duties not presently included in the job description? If so, describe.

______________________________________________________________________________

8. EDUCATION: Check the box that indicates the educational requirements for the job (not the educational background of the incumbent).

π No formal education required

π Eighth grade education

π High school diploma (or equivalent)

π 2-year college degree (or equivalent)

π 4-year college degree (or equivalent)

π Graduate work or advanced degree (specify:)

π Professional license (specify:)

9. EXPERIENCE: Check the amount of experience needed to perform the job.

π None

π Less than 1 month

π 1 to 6 months

π 6 months to 1 year

π 1 to 3 years

π 3 to 5 years

π 5 to 10 years

π More than 10 years

10. LOCATION: Check location of job and, if necessary or appropriate, describe briefly.

π Outdoor

π Indoor

π Underground

π Pit

π Scaffold

π Other (specify)

11. ENVIRONMENTAL CONDITIONS: Check any objectionable conditions found on the job and note afterward how frequently each is encountered (rarely, occasionally, constantly, etc.)

π Dirt

π Dust

π Heat

π Cold

π Noise

π Fumes

π Odors

π Wetness/humidity

π Vibration

π Sudden temperature changes

π Darkness or poor lighting

π Other (specify)

12. HEALTH AND SAFETY: Check any undesirable health and safety conditions under which the incumbent must perform and note how often they are encountered.

π Elevated workplace

π Mechanical hazards

π Explosives

π Electrical hazards

π Fire hazards

π Radiation

π Other (specify)

13. MACHINES, TOOLS, EQUIPMENT, AND WORK AIDS: Describe briefly what machines, tools, equipment, or work aids the incumbent works with on a regular basis:

______________________________________________________________________________

______________________________________________________________________________

14. Have concrete work standards been established (errors allowed, time taken for a particular task, etc.)? If so, what are they?

______________________________________________________________________________

15. Are there any personal attributes (special aptitudes, physical characteristics, personality traits, etc.) required by the job?

______________________________________________________________________________

16. Are there any exceptional problems the incumbent might be expected to encounter in performing the job under normal conditions? If so, describe.

______________________________________________________________________________

17. Describe the successful completion and/or end results of the job.

______________________________________________________________________________

18. What is the seriousness of error on this job? Who or what is affected by errors the incumbent makes?

______________________________________________________________________________

19. To what job would a successful incumbent expect to be promoted?

[Note: This form is obviously slanted toward a manufacturing environment, but it can be adapted quite easily to fit a number of different types of jobs.]

Job Description (Example Overview)

The example below is for a sales person who is selling financial service products. About 75% of his/her time is spent in the office and the other 25% is out on the road making presentations to customers. The job requires a Certified Financial Planners designation and requires heavy duty lead generation.

Job Requirements

A: Summary of Position

Researches and identifies target client sectors for financial product services. Develops and implements a sales process to include initial contact, follow up, presentation and closing procedures. Maintains records of contacts and sales status including contact reports, sales projections and quota ratios.

B. Job Duties

Research and Create targeted new client lists within Delhi/NCR territory

Makes initial contact with potential clients

Performs routine and regular follow up with potential clients

Performs routine and regular follow up with former clients

Visits potential clients and makes sales presentations

Closes sales

Maintains regular record reporting sales activity

C. Computer Skills and Software Used

Windows operating system

MS Office including Word, Excel and PowerPoint

Constant Contact or other Customer Relations Management Software

D. Reporting Structure

Reports to regional sales manager

Has nobody directly reporting to this position

Required to participate in Annual Sales Meeting

Employee Requirements

A. Education and Training

Bachelor Degree in business, finance or accounting or commerce or 0-2 Years experience, Bachelors Degree Preferred

Certified Financial Planner

B. Skills and Aptitudes

Fearless cold caller, 250+ Outbound calls per week

Ability to close a sale

Adapt to changing financial conditions and meet customer expectations

C. Environment and Physical

Work in high volume sales office

Be able to sit for prolonged periods of time

Be able to travel to client locations 25% of time

D. Licenses/Certifications

CFP - Certified Financial Planner

Indian Driving License

Success Factors

A. Grow Sales

Increase market channel penetration by 30% in first Year

Develop 3 secondary channels in first 180 days

Grow referral-based sales from 15% to 20% in first year

B. Develop Sales Department

Recruit and train 2 junior sales associates with gross sales of 100K by 3nd quarter

Increase number of sales presentations by 20% within 12 months

Implement Web-Meeting presentation System to Reduce travel costs by 20% per year

Comments____________________________________________

____________________________________________________

____________________________________________________

HR Representative___________________________________

Department Manager__________________________________

Date Completed______________________________________

Structured Questionnaire (Example)

Sample Job Analysis ChecklistsROUTINE CLERICAL RESPONSIBILITIES

Activity Frequency D W M O

Types labels, letters, envelopes, and invoices.

Determine layout and format, and type in finished format.

Proof read and correct errors.

Set up an type financial and statistical reports.

Take dictation and transcribe.

Transcribe dictation from voice recordings.

Record, type, and distribute meeting minutes.

Compose standard letters in response to routine correspondence.

Schedule appointments without prior clearance, schedule meetings and conferences, and make travel arrangements including reservations.

Prepare meeting and conference rooms.

Maintain, process, distribute, and update records, files, and documents.

Maintain confidential records and files, and handle confidential correspondence and records.

Open, sort and distribute mail.

Answer telephones, screen and place calls, monitor and follow up on voice mail recordings, refer callers to appropriate parties.

Prepare, process, and verify invoices, bills, checks and receipts.

Maintain and report expense account activity.

Receive and welcome visitors, and refer to appropriate parties.

Maintain and update mailing lists.

Enter data electronically and verify.

Process payroll records.

Perform calculations, post and verify figures, trace and adjust errors.

Maintain inventory of office supplies, requisition new supplies, and distribute supplies to authorized parties.

Schedule and monitor equipment repairs and service contracts.

Maintain locks and keys for storage cabinets and other facilities, and distribute to authorized parties.

Orient and train new employees.

Schedule work for co-workers as requested.

Handle cash and negotiable instruments.

Maintain cash box.

Sign legal documents.

Act as resource for others as to staff and locations.

Maintain records of cash receipts and disbursements.

Review job applicants/applications and conducts screening interviews.

Collate and bind.

Make copies.

Date and stamp documents.

Recommend improvements in operations and procedures.

Modify operations and/or procedures.

Maintain procedures and information manuals.

Develop operating budget for approval.

Research, tabulate, and summarize information of routine, periodic or special reports.

Present findings in oral or written form.

Record and verify entries or accounts, journals, logs, and general ledgers.

Balance accounts and reconcile statements.

Indicate the equipment that is operated as a regular part of the responsibilities of the job:

Calculator Camera Cash register/petty cash

Computer Dictation equipment Facsimile machine

Microfilm equipment Photocopier Postage machine

Security equipment Sorter Switchboard

Word processor

Other equipment: ________________

Other Activities:

CHECKLIST OF ROUTINE MANAGERIAL/SUPERVISORY DUTIES

Analyze, on a periodic basis, workload and personnel needs of an organizational unit.

Recommend changes in the staff level of the work unit.

Review documentation for new positions and positions that have been revised.

Obtain approval to modify positions.

Interview candidates for employment and make hiring decision or recommendations.

Orient new subordinates concerning policy and procedures, work rules, and performance expectation levels. Review position responsibilities.

Plan, delegate, communicate and control work assignments and special projects concerning subordinates.

Establish and maintain specific work goals and objectives or quantitative and qualitative work standards to be achieved by subordinates.

Train, develop, and motivate subordinates to improve current performance and to prepare for higher- level jobs.

Determine significant changes in responsibilities and major duties of subordinates by reviewing their job responsibilities on a regular basis.

Evaluate the performance of subordinates. Document and discuss present and past performance with each direct report. Keep supervisor informed of results.

Review salaries of subordinates and recommend changes according to policy and procedures.

Recommend personnel actions such as promotions, performance awards, demotions, etc., according to budget guidance and policy.

Advise superiors and subordinates of developments that impact job duties. Ensure proper communications.

Maintain discipline, recommend and administer corrective action according to policy and procedures.

Communicate and administer personnel programs in accordance with design and objectives.

Maintain proper documentation on all subordinates.

Other responsibilities:

Bibliography

Reference Textbooks

a. Rao V.S.P., Human Resource Management, Excel Books (2009)

b. Cascio, Wayne F. Managing Human Resources. New York: McGraw-Hill, Inc., 1992.

c. DeCenzo, David A. and Stephen P. Robbins. Human Resource Management. New York: John Wiley & Sons, 1999.

d. Gomez-Mejia, Luis R. and David B. Balkin. Managing Human Resources. Upper Saddle River: Prentice- Hall, Inc., 2001.

Internet Sources

http://www.hr.blr.com

http://www.jobdescrption.com

For job analysis/personality research visit

http://www.harvey.psyc.vt.edu