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MANPOWER PLANNING
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DEFINATION
The process of :o Forecastingo Developingo Controlling
Ensures that right no. & right kind of people are at right place & time & are doing the right thing
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TWO ASPECTS
Quantitative aspectDetermination of number of personnel required based on
Work-load analysis Work-force analysis
Qualitative aspectType of manpower required based on job requirement
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FOUR STAGES OF MANPOWER PLANNING
Forecasting future demand for manpower
Forecasting future internal supply
Forecasting future external supply
Formulating responses to the forecast
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NEED FOR MANPOWER PLANNING
Identifying shortages and surpluses
For recruitment and selection programs
Reduction of labour cost & avoidance of over staffing
Identify available talents & plan training programmes accordingly
Growth & diversification of business
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Job analysis
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Introduction
It is a detailed and systematic study of information relating to the operations and responsibilities of a specific job
- Edwin Flippo
It refers to the anatomy of the job Its main purpose is to prepare job description
and job specification
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Process of Job analysis
• Step 1: Identify purpose of job analysis
• Step 2: Selecting the analysts
• Step 3: Selecting the appropriate method
• Step 4: Train the analysts
• Step 5: Preparation of job analysis
• Step 6: Collecting data
• Step 7: Review and verify data
• Step 8: Develop a job description and job specification
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What Aspects of a Job Are Analyzed?
Duties and Tasks
Environment
Tools and Equipment
Relationships
Requirements
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Purposes and Uses of Job analysis
Organization and manpower planning Recruitment Wage and Salary administration Employee training Performance appraisal Health and safety Job design
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Methods of analyzing Jobs
Personal observation Sending out questionnaires Conducting personal interviews Maintenance of log records Combination of methods
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Overview
What is job design?
Purpose of job design.
Different approaches for job design.
Impact of job design.
JOB DESIGN
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Understanding Job Design
Job design and work organization is the specification of the contents, method and relationships of jobs to satisfy technological and organizational requirements as well as the personal needs of job holders.
Work arrangement (or rearrangement) aimed at
reducing or overcoming job dissatisfaction and employee alienation arising from repetitive and mechanistic tasks.
The organization of activities to create optimum level of performance.
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Purpose Of Job Designing
Diagnose possibility in existing job to improve employee motivation and productivity.
Evaluate effects of job changes on employees.
Core job dimensions
•Skill variety•Task identity•Task significance•Autonomy•Feedback
Critical psychological
states•Experienced meaningfulness of the work.•Experienced responsibility for outcomes of the work.•Knowledge of the actual results of the work activities.
Personal & work outcomes
•High internal work motivation•High quality work performance, High satisfaction with the work•Low absenteeism & high turnover
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Approaches To Job Design
Scientific management
Behavioral approach• Job enlargement• Job enrichment• Job rotation
Social technical system
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Scientific Management
Engineering approach to job design* Work should be scientifically studied. Taylor
advocated fragmentation and regularization of work to reap the advantages of specialization.
* Work should be arranged so that workers can be efficient.
* Employees selected for work should be matched to the demands of the job.
* Employees should be trained to perform the job.* Monetary compensation should be used to reward
successful performance of the job.
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Job loading
Horizontal• Add additional similartasks• Challenge byproductivity goals• Rotate the jobassignment• Remove difficult tasksto promote greaterproductivity in lesschallenging tasks
Vertical• Remove some controlswhile retainingaccountability• Increaseaccountability/authority• Assign a complete taskunit• Introduce new, morechallenging tasks• Allow individuals tobecome experts(specialization)
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Theory XWorkers
Dislike Work
Avoid Responsibility
Little Ambition
Theory YWorkers
Enjoy Work
Accept Responsibility
Self-Directed
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Herzberg’s Two-Factor TheoryHerzberg’s Two-Factor Theory
Hygiene Factors(lower order needs)
Hygiene Factors(lower order needs)
Motivator Factors(higher order needs)
Motivator Factors(higher order needs)
• Salary• Company policies• Working conditions• Benefits• Job security
• Salary• Company policies• Working conditions• Benefits• Job security
• Career Advancement
• Personal growth
• Recognition
• Responsibility
• Achievement
• Career Advancement
• Personal growth
• Recognition
• Responsibility
• Achievement
High HighJob Dissatisfaction Job Satisfaction0
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Impact Of Job Design
Job Simplification Job rotation & enlargement
Job enrichment
Job scopeNumber and variety of tasks
Narrow Wide Wide
Job depthExtent of planning, controlling, responsibility
Low Low High
Task specializationHow narrow job is defined
High Moderate Low
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Job Description
A job description contains the objectives facts that explain what the job is, what the specific duties and responsibilities are, where the job is performed and what general conditions and situational factors are involved.
It is descriptive in nature and contains a statement of job analysis
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Components
Job Identification Job summary Job duties and responsibilities Relation to other jobs Supervision Machine, tools and equipment Working condition Hazards
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Uses of Job description
Significance of job description
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Job Specification
Physical characteristics
Psychological characteristics
Personal characteristics
Responsibilities
Other features of a Demographic nature
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Job Evaluation
Objective
To find out the value of work which varies from time to time and place to place
To provide a standard procedure for determining the relative worth of each job in a plant
To show where the money goes when paying for work
To determine the rate of pay for each job.
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Basic Methods
The ranking system
Job classification or grading method
The point system
The factor comparison method or Hay method
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Job Classification or Grading Method
Five steps:- The preparation of job descriptions The preparation of Grade descriptions Selection of grades and key jobs Grading the key jobs Classification of all jobs
Merits/ Demerits
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The Factor Comparison Method Or Hay Method
Five steps:- Clear-cut job description Selecting of key- jobs Ranking of key jobs Valuing the factors Comparing all jobs with key jobs Establishing the Monetary unit Value for all jobs
Merits / Demerits
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Limitations
Substantial difference between job factors and factors emphasized in the market
Rapid change in technology and in the supply and demand
Long time to install
Psychological and social pressure
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Manpower Forecasting
Expert Forecasts
Trend Analysis
Work Load Analysis
Work Force Analysis
Other methods