CHAPTER 1. INTRODUCTION

1.1 Introduction to HRMBehind production of every goods and service there is human mind, effort and time invested. without human being no product or service can be produced. Human being is the fundamental resource for making anything. Today many experts claim that machines and technology are replacing human resource and minimising their importance. But in fact machines and technology are build by the human, there has been continuous pressing need for talented, skilled and qualified professionals to further improve machines and technology.Who are human resource?Human Resources refers to the individuals and support systems within an organization responsible for personnel hiring and firing, applicant tracking, skills development, training, benefits administration, and compliance with government regulations. HR professionals keep their companies in compliance, develop viable employment policies and practices, and keep up-to-date with emerging trends.

Meaning:Human Resource Managementis the process of recruitment, selection of employee, providing proper orientation and induction, providing proper training and the developing skills, assessment of employee (performance of appraisal), providing proper compensation and benefits, motivating, maintaining proper relations with labour and with trade unions, maintaining employees safety, welfare and health by complying with labour laws of concern state or country.

Why name human resource management?Human:refer to the skilled workforce in the organisation.Resource:refer to limited availability or scarce.Management:refer to maximise or proper utilisation and make best use of limited and a scarce resource.

Altogether, human resource managementis the process of proper and maximise utilisation of available limited skilled workforce. The core purpose of the human resource management is to make efficient use of existing human resource in the organisation. The Best example atpresentsituation is, construction industry has been facing serious shortage of skilled workforce. It is expected to triple in the next decade from the present 30 per cent, will negatively impact the overall productivity of the sector, warn industry experts.Every organisations' desire is to have skilled and competent people to make their organisation more effective than their competitors. humans are very important assets for the organisation rather than land and buildings, without employees ( humans ) no activity in the organisation can be done. Machines are meant to produce more goods with good quality but they should get operated by the human only.Great Quotations"you must treat your employees with respect and dignity because in the most automated factory in the world, you need the power of human mind. That is what brings in innovation. If you want high quality minds to work for you, then you must protect the respect and dignity. " Mr N.R. Narayana Murthy, Chairman Emeritus,Infosys Ltd .Our progress as a nation can be no swifter than our progress in education. The human mind is our fundamental resource. - John F. Kennedy.The greatest tragedy in America is not the destruction of our natural resources, though that tragedy is great. The truly great tragedy is the destruction of our human resources by our failure to fully utilize our abilities, which means that most men and women go to their graves with their music still in them. - Oliver Wendell Holmes.The human mind is our fundamental resource. - John F. Kennedy.Human Resource management includes:1. conductingjob analyses,2. planning personnel needs, andrecruitment,3. selectingthe right people for the job,4. orientingandtraining,5. determining andmanaging wages and salaries,6. providing benefitsand incentives,7. appraising performance,8. resolving disputes,9. communicating with all employees at all levels. Formerly called personnel management.10. Maintaining awareness of and compliance with local, state and federal labor laws.11. These are also called as functions of human resource management for the purpose of effect you utilisation of human resource.

OBJECTIVES OF HRMSocietal objective. To be socially responsible to the needs and challenges of society while minimizing the negative impact of such demands upon the organization. The failure of organizations to use their resources for society's benefit may result in restrictions. For example, societies may pass laws that limit human resource decisions.

Organizational objective.To recognize that HRM exists to contribute to organizational effectiveness. HRM is not an end in itself; it is only a means to assist the organization with its primary objectives. Simply stated, the department exists to serve the rest of the organization.Functional objective.To maintain the department's contribution at a level appropriate to the organisation's needs. Resources are wasted when HRM is more or less sophisticated than the organisation demands. A department's level of service must be appropriate for the organisation it serves.Personal objective.To assist employees in achieving their personal goals, at least insofar as these goals enhance the individual's contribution to the organisation. Personal objectives of employees must be met if workers are to be maintained, retained and motivated. Otherwise, employee performance and satisfaction may decline, and employees may leave the organisation.

Nature of Human Resource ManagementHuman Resource Management involves management functions like planning, organizing, directing and controlling.

It involves procurement, development, maintenance of human resource It helps to achieve individual, organizational and social objectives Human Resource Management is a multidisciplinary subject. It includes the study of management, psychology, communication, economics and sociology. It involves team spirit and team work. It is a continuous process.

Why Is Human Resource Management Important to All Managers?Why are these concepts and techniques important to all managers?' Perhaps it's easier to answer this by listing some of the personnel mistakes you don't want to make while managing. For example, you don't want to:

Hire the wrong person for the job Experience high turnover Have your people not doing their best Waste time with useless interviews Have your company taken to court because of discriminatory actions Have your company cited under federal occupational safety laws for unsafe practices Have some employees think their salaries are unfair and inequitable relative to others in the organization Allow a lack of training to undermine your department's effectiveness Commit any unfair labor practices

1.2 Job AnalysisJob analysisis the important process of identifying the content of a job in terms of activities involved and attributes needed to perform the work and identifies major job requirements. Job analysis was conceptualized by two of the founders ofindustrial/organizational psychology,Frederick TaylorandLillian Moller Gilbrethin the early 20th century.Job analyses provide information to organizations which helps to determine which employees are best fit for specific jobs. Through job analysis, the analyst needs to understand what the important tasks of the job are, how they are carried out, and the necessary human qualities needed to complete the job successfully. The process of job analysis involves the analyst describing the duties of the incumbent, then the nature and conditions of work, and finally some basic qualifications. After this, the job analyst has completed a form called ajob psychograph, which displays the mental requirements of the job.The measure of a sound job analysis is a valid task list. This list contains the functional or duty areas of a position, the related tasks, and the basic training recommendations. Subject matter experts (incumbents) and supervisors for the position being analyzed need to validate this final list in order to validate the job analysis.Job analysis is crucial for first, helping individuals develop their careers, and also for helping organizations develop their employees in order to maximize talent. The outcomes of job analysis are key influences in designing learning, developing performance interventions, and improving processes.The application of job analysis techniques makes the implicit assumption that information about a job as it presently exists may be used to develop programs to recruit, select, train, and appraise people for the job as it will exist in the future.Job analysts are typically industrial/organizational psychologists or human resource officers who have been trained by, and are acting under the supervision of an industrial/organizational psychologist. One of the first industrial-organizational psychologists to introduce job analysis wasMorris Viteles. In 1922, he used job analysis in order to select employees for a trolley car company. Viteles' techniques could then be applied to any other area of employment using the same process. Job analysis was also conceptualized by two of the founders of Industrial-Organizational psychology,Frederick Winslow TaylorandLillian Moller Gilbrethin the early 20th century. Since then, experts have presented many different systems to accomplish job analysis that have become increasingly detailed over the decades. However, evidence shows that the root purpose of job analysis, understanding the behavioral requirements of work, has not changed in over 85 years.In simple terms, job analysis may be understood as a process of collecting information about a job. The process of job analysis results in two sets of data:i) Job description andii) Job specification.These data are recorded separately for references.Let us summarise the concept of Job Analysis:A few definitions on job analysis are quoted below1. Job analysis is the process of studying and collecting information relating to the operations and responsibilities of a specific job. The immediate products of this analysis are job descriptions and job specifications.2. 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.3. A job is a collection of tasks that can be performed by a single employee to contribute to the production of some products or service provided by the organization. Each job has certain ability recruitments (as well as certain rewards) associated with it. Job analysis is the process used to identity these requirements.Specifically, job analysis involves the following steps:1. Collecting and recording job information2. Checking the job information for accuracy.3. Writing job description based on the information4. Using the information to determine the skills, abilities and knowledge that are required on the job.5. Updating the information from time to time.

CHAPTER 2. ANALYSIS I2.1 Purpose of Job AnalysisOne of the main purposes of conducting job analysis is to prepare job descriptions and job specifications which in turn helps hire the right quality of workforce into an organization. The general purpose of job analysis is to document the requirements of a job and the work performed. Job andtask analysisis performed as a basis for later improvements, including: definition of a job domain; description of a job; development ofperformance appraisals,personnel selection, selection systems, promotion criteria, training needs assessment, legal defense of selection processes, and compensation plans.The human performance improvement industry uses job analysis to make sure training and development activities are focused and effective.In the fields ofhuman resources(HR) andindustrial psychology, job analysis is often used to gather information for use in personnel selection, training, classification, and/or compensation. Industrial Psychologists use job analysis to determine the physical requirements of a job to determine whether an individual who has suffered some diminished capacity is capable of performing the job with, or without, some accommodation. Edwin Flieshman, Ph.D. is credited with determining the underlying factors of human physical fitness.Professionals developingcertification examsuse job analysis (often called something slightly different, such as "task analysis" or "work analysis") to determine the elements of the domain which must be sampled in order to create a content valid exam. When a job analysis is conducted for the purpose of valuing the job (i.e., determining the appropriate compensation for incumbents) this is called "job evaluation."Job analysis aims to answer questions such as: Why does the job exist? What physical and mental activities does the worker undertake? When is the job to be performed? Where is the job to be performed? How does the worker do the job? What qualifications are needed to perform the job?

2.2 Procedure of Job AnalysisAs stated before, the purpose of job analysis is to combine the task demands of a job with our knowledge of human attributes and produce a theory of behavior for the job in question. There are two ways to approach building that theory, meaning there are two different approaches to job analysis. Task-orientedTask-oriented procedures focus on the actual activities involved in performing work. This procedure takes into consideration work duties, responsibilities, and functions. The job analyst then develops task statements which clearly state the tasks that are performed with great detail. After creating task statements, job analysts rate the tasks on scales indicating importance, difficulty, frequency, and consequences of error. Based on these ratings, a greater sense of understanding of a job can be attained.Task analysis, such as cognitively oriented task analysis (COTA), are techniques used to describe job expertise. For example, the job analysts may tour the job site and observe workers performing their jobs. During the tour the analyst may collect materials that directly or indirectly indicate required skills (duty statements, instructions, safety manuals, quality charts, etc.), Functional job analysis(FJA)is a classic example of a task-oriented technique. Developed by Fine and Cronshaw in 1944, work elements are scored in terms of relatedness to data (06), people (08), and things (06), with lower scores representing greater complexity. Incumbents, consideredsubject matter experts(SMEs), are relied upon, usually in a panel, to report elements of their work to the job analyst. Using incumbent reports, the analyst uses Fine's terminology to compile statements reflecting the work being performed in terms of data, people, and things. The Dictionary of Occupational Titlesuses elements of the FJA in defining jobs. Worker-orientedWorker-oriented procedures aim to examine the human attributes needed to perform the job successfully.These human attributes have been commonly classified into four categories: knowledge,skills,abilities, andother characteristics(KSAO).Knowledgeis the information people need in order to perform the job.Skillsare the proficiencies needed to perform each task. Abilitiesare the attributes that are relatively stable over time.Other characteristicsare all other attributes, usually personality factors.The KSAOs required for a job are inferred from the most frequently-occurring, important tasks. In a worker-oriented job analysis, the skills are inferred from tasks and the skills are rated directly in terms of importance of frequency. This often results in data that immediately imply the important KSAOs. However, it can be hard for SMEs to rate skills directly.The Fleishman Job Analysis System (F-JAS) developed byEdwin A. Fleishmanrepresents a worker-oriented approach. Fleishman factor-analyzed large data sets to discover a common, minimum set of KSAOs across different jobs. His system of 73 specific scales measure three broad areas: Cognitive (Verbal Abilities; Idea Generation & Reasoning Abilities; Quantitative Abilities; Memory; Perceptual Abilities; Spatial Abilities; and Attentiveness), Psychomotor (Fine Manipulative Abilities; Control Movement Abilities; and Reaction Time and Speed Abilities), and Physical (Physical Strength Abilities; Endurance; Flexibility, Balance, and Coordination; Visual Abilities; and Auditory and Speech Abilities).JobScan is a measurement instrument which defines the personality dynamics within a specific type of job.By collecting PDPProScan Surveyresults of actual performers and results of job dynamics analysis surveys completed by knowledgeable people related to a specific job, JobScan provides a suggested ideal job model for that position. Although it does not evaluate the intellect or experience necessary to accomplish a task, it does deal with the personality of the type of work itself.

2.3 Methods of Job AnalysisFinally, once the appropriate KSAOs are identified, tests and other assessment techniques can be chosen to measure those KSAOs. Over the years, experts have presented several different systems and methods to accomplish job analysis. Many forms of systems are no longer in use, but those systems that still exist have become increasingly detailed over the decades with a greater concentration on tasks and less concentration on human attributes. That trend, however, has reversed in recent years for the better. Newer methods and systems have brought industrial-organizational psychology back to an examination of thebehavioralaspects of work. There are several ways to conduct a job analysis, including: interviews with incumbents and supervisors, work sampling, the repertory grid technique, questionnaires (structured, open-ended, or both), observation, critical incident investigations, hierarchical task analysis, and gathering background information such as duty statements or classification specifications. In job analyses conducted by HR professionals, it is common to use more than one of these methods. Traditional job analysis methods of analysis can be laborious and time consuming, and there is always a tendency on the part of management to over analyze some jobs and under analyze some others. These traditional job analysis methods include: one-on-one interviewing; behavioral event interviews; phone interviews; surveys; work assessments; Developing a Curriculum (DACUM); job analysis worksheets; observations and procedural review.Job analysis at the speed of reality. Amherst, Mass.: HRD Press. All of these methods can be used to gather information for job analysis. The DACUM process developed in the late 1960s has been viewed as the fastest method used, but it can still can take two or three days to obtain a validated task list.1. Observation: This was the first method of job analysis used by industrial-organizational psychologists. The process involves simply watching incumbents perform their jobs and taking notes. Sometimes they ask questions while watching, and commonly they even perform job tasks themselves. Near the end of World War II, Morris Viteles studied the job of navigator on a submarine. He attempted to steer the submarine toward Bermuda. After multiple misses by over 100 miles in one direction or another, one officer suggested that Viteles raise the periscope, look for clouds, and steer toward them since clouds tend to form above or near land masses. The vessel reached Bermuda shortly after that suggestion. The more jobs one seriously observes, the better one's understanding becomes of both the jobs in question and work in general.2. Interviews: It is essential to supplement observation by talking with incumbents. These interviews are most effective when structured with a specific set of questions based on observations, other analyses of the types of jobs in question, or prior discussions with human resources representatives, trainers, or managers knowledgeable about jobs.3. Critical incidents and work diaries: The critical incident technique asks subject matter experts to identify critical aspects of behavior or performance in a particular job that led to success or failure. For example, the supervisor of an electric utility repairman might report that in a very time-pressing project, the repairman failed to check a blueprint and as a result cut a line, causing a massive power loss. In fact, this is what happened in Los Angeles in September 2005 when half the city lost power over a period of 12 hours. The second method, a work diary, asks workers and/or supervisors to keep a log of activities over a prescribed period of time. They may be asked to simply write down what they were doing at 15 minutes after the hour for each hour of the work day. Or, they may list everything they have done up to a break.4. Questionnaires and surveys: Expert incumbents or supervisors often respond to questionnaires or surveys as a part of job analysis. These questionnaires include task statements in the form of worker behaviors. Subject matter experts are asked to rate each statement form their experience on a number of different dimensions like importance to overall job success, frequency performance and whether the task must be performed on the first day of work or can be learned gradually on the job. Questionnaires also ask incumbents to rate the importance of KSAOs for performing tasks, and may ask the subject matter experts to rate work context. Unlike the results of observations and interviews, the questionnaire responses can be statistically analyzed to provide a more objective record of the components of the job. To a greater and greater extent, these questionnaires and surveys are being administered online to incumbents.5. The Position Analysis Questionnaire (PAQ) is a well-known job analysis instrument. Although it is labeled a questionnaire, the PAQ is actually designed to be completed by a trained job analyst who interviews the SMEs (e.g., job incumbents and their supervisors).[2] The PAQ was designed to measure job component validity of attributes presented in aptitude tests. Job component validity is the relationship between test scores and skills required for good job performance. There are 195 behavior-related statements in the PAQ divided into six major sections: information input, mental process, work output, relationships with others, job context, and other job characteristics.6. Checklists are also used as a job analysis method, specifically with areas like the Air Force. In the checklist method, the incumbent checks the tasks he or she performs from a list of task statements that describe the job. The checklist is preceded by some sort of job analysis and is usually followed by the development of work activity compilations or job descriptions. The scope of task statements listed depends upon the judgment of the checklist constructor

2.4 Steps of job analysisHiring is of key importance to the overall productivity of Canadian businesses. A well put together job description is a good business investment because it can be used to support most HR functions: recruitment, selection, orientation, training, work plans, compensation, performance reviews and legal defence. Job descriptions explain the key responsibilities of the actual position, reporting relationships and work environment. The first step in writing or rewriting job descriptions is job analysis. Job analysis is an in-depth study of a job. It provides information for job descriptions. In doing the analysis, you or an employee will gather information about jobs through interviewing employees, observing performance of certain tasks, asking employees to fill out questionnaires and worksheets, and collecting information about a job from secondary sources such as the National Occupational Classification (NOC) system. deleted or modified.Step 1 : Understand the jobStart by developing a complete understanding of the position. This is the foundation on which hiring is based. In conducting your analysis, consider: All of the duties and responsibilities of the position Their scope and level The context in which these are to be performed The amount of responsibility, authority and accountability required to perform the work The major and minor activitiesStep 2: Identify Performance BehavioursNext, identify examples of behaviour that you would use to evaluate the quality of the work. Identify examples of both effective and ineffective behaviours. To do this, ask yourself: What are the performance expectations for superior performance? How do you know someone is doing an excellent, satisfactory or poor job? How does it look when a high performer is doing an excellent job or when a poor performer is doing an unsatisfactory job?Step 3: Essential CompetenciesUsing the examples of behaviour as a basis, identify and choose only the most critical/ essential competencies required to demonstrate high performance. Differentiate between high performers and average performers: There should be no more than 6 to 10 competencies selected for a role or job. Remember, fewer are better. The key is to select only the most critical/essential competencies required to demonstrate high performance. While all competencies may seem desirable, they are not all critical. Familiarize yourself types of competencies and skills.Next, sort the competencies based on how critical or essential each one is. You could sort each of the competencies into one of four groups: Critical/essential Important/significant Less important/learn on the job Not applicableWhen determining how critical or essential a Competencies, Knowledge, Skills and Abilities (CKSA) is, consider factors such as: The difficulty or criticality of the tasks being performed The impact on job outcomes The impact on the performance of other employees The consequence of error if the CKSA is not present How frequently the CKSA is used on the job Whether the CKSA is required at when the job starts or can be learned or acquired on the job within the first six monthsWhen completed sorting, review and make any adjustments that are needed. Count the number of CKSA you sorted in the Critical/Essential and Important/Significant groups. There should be between 6 and 10 competencies. If you have more than that number, you can rank the competencies in your Important/Significant group and pick only the highest ranking that provide you with an appropriate number of competencies. Put all others aside. If you ended up with fewer than an appropriate number of competencies, then rank the competencies in your Less Important/Learn on the Job group and pick only the highest ranking to add to the Important/Significant group, providing you with an appropriate number of competencies. Put all others aside. The competencies you have chosen form the CKSA portion of the qualifications for the job.Step 4: Identify Target perfomance levelTarget levels refer to the types of behaviours demonstrated by high performers. They are not minimum standards. The key is to select the target level that high performers demonstrate most of the time (general rule - 75% of the time). While all people may be able to demonstrate a level once, target levels refer to what they do most of the time. To assist you, think about what a high performer in the job demonstrates most of the time when they are engaged in that competency. Do not select an inappropriately high target level. Setting the bar too high can lead you to hiring no one. The focus is on trying to describe reality, not ideals. Once you have set the Target Level, you should also set the minimum acceptable level required at job start. You could set Level 1 as the lowest possible level and 5 as the highest. Ensure the minimum level is also realistic.Step 5: Experience, Education and Training NeededReview the final list of Competencies, Knowledge, Skills and Abilities (CKSA) and determine the various ways in which these could be acquired through education, experience (work, volunteer and/or life) and/or training. It may be helpful to consider the background of high-performing employees in this type of position. Be sure to include as many of the equivalent combinations of education and experience as possible. Consider the availability of qualified people in the job market and ensure the qualifications are reasonable given that market. It is important to determine a qualification that is appropriate to the job on day one and not inappropriately high or low. If qualifications are set too high, candidates that have the competencies may be inadvertently eliminated at the screening stage before having the opportunity to prove themselves. Alternatively, if the qualifications are set too low, most of the applicants will need to be considered which can be a time consuming process and many may not have the required competencies.Step 6: Special ConsiderationsNow is the time to identify and include any special considerations you may wish to include. Some jobs may require additional specific criteria like the following: Criminal records review Drivers, firearms or other licenses Professional designations (for example: Professional Engineer) Occupational certifications Physical requirements to lift heavy objects, work in strenuous situations etc. Willingness statements (for example: willingness to work in dusty or noisy environmentsStep 7: Review and FinalizeAt this point you have completed the job analysis process. This final step is to give you an opportunity to stand back and take a second look at your work to ensure its valid and stands the common sense check. To do this, ask yourself the following questions: Given what I know about the accountabilities of this job/role, are the Competencies, knowledge skills and abilities chosen really the most critical ones? Will they help me identify the difference between a high performer and a poor one? Do the behavioural levels identified really define what high or poor performers actually do in this job/role? Are the experience, education and training requirements related to the CKSA chosen: job-related, inclusive, reasonable and appropriate? Have all necessary special considerations been included?If you answered no to any of these questions, review your work and make adjustments so that you can answer each question with a yes. If you answered yes to all of the questions, finalize your Statement of Qualifications. These may now be added to Job Descriptions, included in applicant packages and advertisements, and used as a basis for determining the most appropriate assessment methods to be used in the hiring process.

Step 8: Using ResultsThe list of qualifications and competencies developed through job analysis are used to create: The Statement of Qualifications to be attached to Job Descriptions Advertising content and/or applicant information packages Criteria for short listing applicants As a basis for determining the most effective assessment methods2.5 Uses of Job Analysis1. Recruitment and Selection: Job analysis provides information about what the job entails and what human characteristics are required in order to perform these activities. This information, in the form of job descriptions and specifications, helps management officials decide what sort of people they need to recruit and hire and select.2. Compensation: Job analysis information is crucial for estimating the value of each job and its appropriate compensation. Compensation (salary and bonus) usually depends on the job's required skill and education level, safety hazards, degree of responsibility, etc. -- all factors which can be assessed through job analysis. Also, many employers group jobs into classes. Job analysis provides the information to determine the relative worth of each job and its appropriate class.3. 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.4. Training: The job description should show the activities and skills, and therefore training, that the job requires5. Discovering Unassigned Duties: Job Analysis can also help reveal unassigned duties. For example, a company's production manager says an employee is responsible for ten duties, such as production scheduling and raw material purchasing. Missing, however, is any reference to managing raw material inventories. On further study, it is revealed that none of the other manufacturing employees are responsible for inventory management, either. From review of other jobs like these, it is clear that someone should be managing raw material inventories. Therefore, an essential unassigned duty has been revealed.6. EEO Compliance: Job analysis plays a large role in EEO compliance. United States Federal Agencies' Uniform Guidelines on Employee Selection stipulate that job analysis is a necessary step in validating all major personnel activities. For example, employers must be able to show that their selection criteria and job performance are actually related. Doing this requires knowing what the job entails, which in turn requires job analysis.

2.6 Advantages and disadvantages of Job AnalysisThough job analysis plays a vital role in all other human related activities but every process that has human interventions also suffers from some limitations. The process of job analysis also has its own constraints. So, let us discuss the advantages and disadvantages of job analysis process at length.Advantages of Job Analysis

Provides First Hand Job-Related Information:The job analysis process provides with valuable job-related data that helps managers and job analyst the duties and responsibilities of a particular job, risks and hazards involved in it, skills and abilities required to perform the job and other related info. Helps in Creating Right Job-Employee Fit:This is one of the most crucial management activities. Filling the right person in a right job vacancy is a test of skills, understanding and competencies of HR managers. Job Analysis helps them understand what type of employee will be suitable to deliver a specific job successfully. Helps in Establishing Effective Hiring Practices:Who is to be filled where and when? Who to target and how for a specific job opening? Job analysis process gives answers to all these questions and helps managers in creating, establishing and maintaining effective hiring practices. Guides through Performance Evaluation and Appraisal Processes:Job Analysis helps managers evaluating the performance of employees by comparing the standard or desired output with delivered or actual output. On these bases, they appraise their performances. The process helps in deciding whom to promote and when. It also guides managers in understanding the skill gaps so that right person can be fit at that particular place in order to get desired output. Helps in Analyzing Training & Development Needs:The process of job analysis gives answer to following questions: Who to impart training When to impart training What should be the content of training What should be the type of training: behavioral or technical Who will conduct training Helps in Deciding Compensation Package for a Specific Job:A genuine and unbiased process of job analysis helps managers in determining the appropriate compensation package and benefits and allowances for a particular job. This is done on the basis of responsibilities and hazards involved in a job.

Disadvantages of Job Analysis

Time Consuming:The biggest disadvantage of Job Analysis process is that it is very time consuming. It is a major limitation especially when jobs change frequently. Involves Personal Biasness:If the observer or job analyst is an employee of the same organization, the process may involve his or her personal likes and dislikes. This is a major hindrance in collecting genuine and accurate data. Source of Data is Extremely Small:Because of small sample size, the source of collecting data is extremely small. Therefore, information collected from few individuals needs to be standardized. Involves Lots of Human Efforts:The process involves lots of human efforts. As every job carries different information and there is no set pattern, customized information is to be collected for different jobs. The process needs to be conducted separately for collecting and recording job-related data. Job Analyst May Not Possess Appropriate Skills:If job analyst is not aware of the objective of job analysis process or does not possess appropriate skills to conduct the process, it is a sheer wastage of companys resources. He or she needs to be trained in order to get authentic data. Mental Abilities Can not be Directly Observed:Last but not the least, mental abilities such as intellect, emotional characteristics, knowledge, aptitude, psychic and endurance are intangible things that can not be observed or measured directly. People act differently in different situations. Therefore, general standards can not be set for mental abilities.CHAPTER 3. ANALYSIS II3.1 JOB DESCRIPTIONJob Descriptionis an important document, which is basically descriptive in nature and contains a statement of job Analysis. It provides both organizational informations (like location in structure, authority etc) and functional information (what the work is).It gives information about the scope of job activities, major responsibilities and positioning of the job in the organization. This information gives the worker, analyst, and supervisor with a clear idea of what the worker must do to meet the demand of the job.Importance of job descriptionAll employees like to know what is expected of them and how they will be evaluated. Job descriptions can also be a great value to employers. Creating a job description often results in a thought process that helps determine how critical the job is, how this particular job relates to others and identify the characteristics needed by a new employee filling the role.A job description typically outlines the necessary skills, training and education needed by a potential employee. It will spell out duties and responsibilities of the job. Once a job description is prepared, it can serve a basis for interviewing candidates, orienting a new employee and finally in the evaluation of job performance. Using job descriptions is part of good management.Components of a Job Description1. A summary statement.These one or two sentences include a general statement of duties and mentions who the employee would report to.2. Functions of the position.Usually this section is the most lengthy. It details what the job actually entails and can be quite specific. It should detail any supervisory functions in addition to being as specific as possible describing tasks the employee will face every day. This is also the best place to indicate whether the person will deal with customers, the public or only internal employees. You can also use this section to place priorities on the activities.3. Attributes needed for the position.If the position involves the use of machinery (or computers), spell out what type of machines or software the employee will use. Also detail any technical or educational requirements that may be critical or desired. This is also the place to provide some insights into the type of work environment you are attempting to maintain. Is it pure business, or must the person be able to contribute to an overall spirit of the organization?4. Reporting.Provide details on the reporting and organizational structure. This will help the employee better understand how their activities fit into the total organization.5. Evaluation criteria.The more specific you can get the better. Writing this section will probably enable you to define what is most important for the organization as well as the employee. Try to make sure the evaluation criteria of the position will promote the type of activities to enhance the success of the business. Also provide details on when evaluations will take place.6. Compensation.Including a range instead of a specific figure will give you more flexibility, but most people will feel they should be at the top of the range. It is usually better to have a specific dollar amount, especially if you are giving the job description to the employee. If your organization uses salary grades, use that.7. Physical location and surroundings.SummaryUsing job descriptions will help an organization better understand the experience and skill base needed to enhance the success of the company. They help in the hiring, evaluation and potentially terminating of employees. All too often, there is a misunderstanding of what a position entails and a well-prepared job description can help both sides share a common understanding.

Essentials of a good job description1) The job description should indicate the scope and nature of the work including all-important relationships.2) The job description should be clear regarding the work of the position, duties etc.3) More specific words should be selected to show:-a) The kind of workb) The degree of complexityc) The degree of skill requiredd) The extent to which problems are standardizede) The extent of workers responsibility for each phase of the workSo we can conclude by saying that Job description provide the information about the type of job and not jobholders.

USES OF JOB DESCRIPTION: -Now we will see why job description is necessary in an organization,There are several uses of job description, like Preliminary drafts can be used as a basis for productive group discussion, particularly if the process starts at the executive level. It helps in the development of job specification. It acts as a too during the orientation of new employees, to learn duties & responsibilities. It can act as a basic document used in developing performance standards.

Contents of Job Description :

Following are the main content of a job description it usually consist of following details or data.,Job Description: A statement containing items such as Job title / Job identification / organization position Location Job summary Duties Machines, tools and equipment Materials and forms used Supervision given or received Working conditions HazardsJob identification or Organization Position: This includes the job title, alternative title, department, division and plant and code number of the job. The job title identifies and designates the job properly. The department, division etc., indicate the name of the department where it is situated and the location give the name of the place.Job Summary: This serves two important purposes. First is it gives additional identification information when a job title is not adequate; and secondly it gives a summary about that particular job.Job duties and responsibilities: This gives a total listing of duties together with some indication of the frequency of occurrence or percentage of time devoted to each major duty. These two are regarded as the Hear of the Job.Relation to other jobs: This gives the particular person to locate job in the organization by indicating the job immediately below or above in the job hierarchy.Supervision: This will give an idea the number of person to be supervised along with their job titles and the extent of supervision.Machine: These will also gives information about the tool, machines and equipment to be used.Working Conditions: It gives us information about the environment in which a jobholder must work.Hazards: It gives us the nature of risks of life and limb, their possibilities of occurrence etc.3.2 Job Description of HR ManagerThe Human Resources (HR) Manager has overall responsibility for the HR function as it relates to all CA team members, including employee relations, compensation and benefits administration, development, implementation and administration of CAs human resources programs and employment policies, personnel record-keeping, workers compensation and team member safety issues, training and workforce development, and compliance with HR laws and regulations. The HR Manager performs advanced professional work advising CA team leaders and team members on the application of employment, benefits and workers compensation laws and regulations and CAs employment policies in the contexts of hiring, discipline, employment termination, training, compensation, benefits, leave, equal opportunity and other human resources issues. The HR Manager must be open and available to discuss human resources matters with the entire workforce. The HR Manager reports to the General Counsel, but also works with CAs VP of Administrative Services/CFO to administer CAs benefits program, address employee safety issues, and oversee CAs third party administrator and outside counsel in the handling of workers compensation matters. The HR Manager supervises the Organizational Development & Training function. The Human Resources Manager also performs such other functions as may be assigned by the General Counsel.

3.3 JOB SPECIFICATIONA job specification is a document which describes education, experience, skills, knowledge required to perform a job. It is a very important document used by HR professionals to communicate the desired people requirement in the organization. Job seekers generally respond to a particular job after reading to a job specification.By just looking at Job Specification, job seekers can understand whether the job is suitable for him or not. A clear written job description makes HR task easy because clear written job specification attract only targeted talent pool.Job Specification ExampleWere taking an example of Sales Executives profile job specification.Experience A minimum 2 years of experience is required in corporate sales or channel sales with a renowned IT company. Experience selling ERP products is a plus point.Education Qualification Candidate must have a bachelor degree in Sales & Marketing. The candidate must have a regular MBA degree from a reputed college. Specialization in Sales & Marketing is desirable but not mandatory.Skills & Knowledge Required Candidate must have a strong communication skills. Candidate must be very confident. Ability to give presentation in front of a large audience. Can perform under high pressure. Experience in cold calling & lead generation. Can make go to market strategy. Ability to work in an environment of constant change. Experience in global marketplace is must. Experience in working flexible environment. Should have a go getter attitude. Experience is making quotes, negotiation & deal closing. Can handle the whole sales cycle. Knowledge about ERP products is a plus. Must be tech savvy.High Level Overview of Job Requirement Creating demand of the product in the market. Working as a key point between customer & organization. Demonstrating product to the clients. Handle complete sales life cycle. Ensuring high quality customer satisfaction. Self analysis. Ensuring 100% of targets achievement. managing distribution channel of products.Job Specification translates the job description into terms of the human qualifications, which are required for performance of a job. They are intended to serve as a guide in hiring and job evaluation.Job specification is a written statement of qualifications, traits, physical and mental characteristicsthat an individual must possess to perform the job duties and discharge responsibilities effectively.In this, job specification usually developed with the co-operation of personnel department and various supervisors in the whole organization.

Job Specification InformationThe first step in the programme of job specification is to prepare a list of all jobs in the company and where they are located. The second step is to secure and write up information about each of the jobs in a company. Usually, this information about each of the jobs in a company. Usually this information includes:

1.Physical specifications: Physical specifications include the physical qualifications or physical capacities that vary from job to job. Physical qualifications or capacities

2. Include physical features like height, weight, chest, vision, hearing, ability to lift weight, ability to carry weight, health, age, capacity to use or operate machines, tools, equipment etc.3. Mental specifications: Mental specifications include ability to perform, arithmetical calculations, to interpret data, information blue prints, to read electrical circuits, ability to plan, reading abilities, scientific abilities, judgment, ability to concentrate, ability to handle variable factors, general intelligence, memory etc.4. Emotional and social specifications: Emotional and social specifications are more important for the post of managers, supervisors, foremen etc. These include emotional stability, flexibility, social adaptability in human relationships, personal appearance including dress, posture etc.5. Behavioral Specifications: Behavioral specifications play an important role in selecting the candidates for higher-level jobs in the organizational hierarchy. This specification seeks to describe the acts of managers rather than the traits that cause the acts. These specifications include judgments, research, creativity, teaching ability, maturity trial of conciliation, self-reliance, dominance etc.

Employee Specification: Job specifications information must be converted into employee specification information in order to know what kind of person is needed to fill a job. Employee specification is a like a brand name which spells that the candidate with a particular employee specification generally possess the qualities specified under job specification.Employee specification is useful to find out the suitability of particular class of candidates to a particular job. Thus, employee specification is useful to find out prospective employees (target group) whereas job specification is useful to select the right candidate for a job.Uses of job specification; Physical characteristics, which include health, strength, age range, body size, weight, vision, poise etc. Psychological characteristics or special aptitudes:- This include such qualities as manual dexterity, mechanical aptitude, ingenuity, judgment etc. Personal characteristics or fruits of temperament such as personal appearance, good and pleasing manners, emotional stability, aggressiveness or submissiveness. Responsibilities: Which include supervision of others, responsibility for production, process and equipment, responsibility for the safety of others and responsibility for preventing monetary loss. Other features of a demographic nature: Which are age, sex, education, experience and language ability. Job specifications are mostly based on the educated gneisses of supervisors and personnel managers. They give their opinion as to who do they think should be considered for a job in terms of education, intelligence, training etc. Job specifications may also be based on statistical analysis. This is done to determine the relationship between1. Some characteristics or traits.2. Some performance as rated by the supervisor3.4 Jobs in the modern worldJob is generally defined as a set of closely related activities carried out for pay, but over the past few years the concept of a job has been changing quite dramatically. As one observer put it: The modern world is on the verge of another huge leap in creativity and productivity, but the job is not going to be part of tomorrows economic reality. There still is and will always be enormous amounts of work to do, but it is not going to be contained in the familiar envelopes we call jobs. In fact, many organizations are today well along the path toward being de-jobbed.From Specialized to Enlarged JobsThe term job as we know it today is largely an outgrowth of the industrial revolutions emphasis on efficiency. During this time, experts like Adam Smith and Frederick Taylor wrote glowingly of the positive correlation between specialization and efficiency.30 Jobs and job descriptions, until quite recently, tended to follow their prescriptions and to be fairly detailed and specific. By the mid-1900s other writers were reacting to what they viewed as the dehumanizing aspects of pigeonholing workers into highly repetitive and specialized jobs; many proposed solutions like job enlargement, job rotation, and job enrichment. Job enlargement means assigning workers additional same level activities, thus increasing the number of activities they perform. Thus, the worker who previously only bolted the seat to the legs might attach the back as well. Job rotation means systematically moving workers. from one job to another.Psychologist Frederick Herzberg argued that the best way to motivate workers is to build opportunities for challenge and achievement into their jobs via job enrichment. Job enrichment means redesigning jobs in a way that increases the opportunities for the worker to experience feelings of responsibility, achievement, growth, and recognitionfor instance, by letting the worker plan and control his or her own work instead of having it controlled by outsiders. Modern job analysis/job design techniques can help companies implement high-performance strategies. In one firmBritish Petroleums exploration divisionthe need for more efficient, faster-acting, flatter organizations and empowered employees inspired management to replace job descriptions with matrices listing skills and skill levels. Senior managers wanted to shift employees attention from a job description/thats-not-my-job mentality to one that would motivate them to obtain the new skills they needed to accomplish their broader responsibilities. The solution was a skills matrix like that in Figure 3-10. They created skills matrices for various jobs within two groups of employees, those on a management track and those whose aims lay elsewhere (such as to stay in engineering). HR prepared a matrix for each job or job family (such as drilling manager). As in Figure 3-10, the matrix listed (1) The basic skills needed for that job (such as technical expertise) and (2) The minimum level of each skill required for that job or job family. The emphasis is no longer on specific job duties. Instead, the focus is on developing the new skills needed for the employees broader, empowered, and often relatively undefined responsibilities. The skills matrix approach triggered other HR changes in this division. For example, the matrices gave employees a constant reminder of what skills they must improve. The firm instituted a new skill-based pay plan that awards raises based on skills improvement. Performance appraisals now focus more on skills acquisitions. And training emphasizes developing broad skills like leadership and planningskills applicable across a wide range of responsibilities and jobs. The result was a new firm-wide emphasis on performance

Why Managers Are Dejobbing Their CompaniesWhether specialized, enlarged, or enriched, however, workers still generally have had specific jobs to do, and these jobs have required job descriptions. In many firms today, however, jobs are becoming more amorphous and more difficult to define. In other words, the trend is toward dejobbing. Dejobbingbroadening the responsibilities of the companys jobs, and encouraging employees not to limit themselves to whats on their job descriptionsis a result of the changes taking place in business today. Organizations need to grapple with trends like rapid product and technological change, global, deregulation, political instability, demographic changes, and a shift to a service economy. This has increased the need for firms to be responsive, flexible, and generally more competitive. In turn, the organizational methods managers use to accomplish this have helped weaken the meaning of job as a well-defined and clearly delineated set of responsibilities. Here is a sampling of methods that have contributed to this weakening. Flatter Organizations Instead of traditional pyramid-shaped organizations with seven or more management layers, flat organizations with just three or four levels are becoming more prevalent. Most firms (including AT&T, ABB, and General Electric) have already cut their management layers from a dozen to six or fewer. Because the remaining managers have more people reporting to them, they can supervise them less, so the jobs of subordinates end up bigger in terms of both breadth and depth of responsibilities Work Teams Managers increasingly organize tasks around teams and processes rather than around specialized functions. For example, at Chesebrough-Ponds USA, a subsidiary of Unilever, managers replaced a traditional pyramidal organization with multi skilled, cross-functional, and self-directed teams; the latter now run the plants four product areas. Hourly employees make employee assignments, schedule overtime, establish production times and changeovers, and even handle cost control, requisitions, and work orders. They also are solely responsible for quality control under the plants continuous quality improvement program. In an organization like this, employees jobs change daily; there is thus an intentional effort to avoid having employees view their jobs as a specific set of responsibilities. The Boundaryless Organization In a boundaryless organization the widespread use of teams and similar structural mechanisms reduces and makes more permeable the boundaries that typically separate departments (like sales and production) and hierarchical levels.33 Boundaryless organizations foster responsiveness by encouraging employees to rid themselves of the its-not-my-job attitudes that typically create walls between one employees area and anothers. Instead the focus is on defining the project or task at hand in terms of the overall best interests of the organization, thereby further reducing the idea of a job as a clearly defined set of duties. Reengineering Reengineering is the fundamental rethinking and radical redesign of business processes to achieve dramatic improvements in critical contemporary measures of performance, such as cost, quality, service, and speed. In their book Reengineering the Corporation, Michael Hammer and James Champy argue that the principles that shaped the structure and management of business for hundreds of yearslike highly specialized divisions of workshould be retired. Instead, the firm should emphasize combining tasks into integrated, unspecialized processes (such as customer service) assigned to teams of employees. You can reengineer jobs in many ways. For example, you can combine several specialized jobs into a few relatively enlarged and enriched ones. Typically, in reengineered situations workers tend to become collectively responsible for overall results rather than being individually responsible for just their own tasks: They share joint responsibility with their team members for performing the whole process, not just a small piece of it. They not only use a broader range of skills from day to day, they have to be thinking of a far greater picture. Most important, while not every member of the team will be doing exactly the same work . . . the lines between [the workers jobs] blur.

CHAPTER 4. CONCLUSIONThe conclusion of the whole discussion is that the main purpose of conducting a job analysis is to prepare job description and job specification which in turn helps to hire the right quality of workforce into the organization at right place and with the right skills. Job description and job specification further gives conclusions for job evaluation. This information is used to design effective job. To design effective job we should keep balance between efficiency and behavioural elements. Efficiency element emphasizes productivity and behavioral element focus on employee needs. In our job analysis a branch manager is a leader of the branch. Person working as a branch manager should be bold enough to lead a team of 20 or more. He/she should be a good marketer and a good psychiatrist so that he/she can understand the mindset of the customers. A BM should have good communication skills to tackle different situations and can handle contingency plans. Fair salary and compensation and other benefit should be given to the manger to keep balance. Job analysis is very important and a very complicated process. . Yet there are some limitations of job analysis for example a Job descriptions may not be suitable for some senior managers as they should have the freedom to take the initiative and find fruitful new directions. Job descriptions may be too inflexible in a rapidly-changing organization, for instance in an area subject to rapid technological change. Other changes in job content may lead to the job description being out of date. The process that an organization uses to create job descriptions may not be optimal. There is no method for it which can give perfect results but through combination of methods and careful analysis one can have good results. Experience is needed for analyzing jobs.

BIBLIOGRAPHY Wilson, M. (2007). A history of job analysis. In L. Koppes, Historical perspectives in industrial and organizational psychology. Mahwah, NJ: Lawrence Erlbaum Associates.

Google Images (docstoc.com. HR Manager)

Franklin, M. (2005). Guide to Job Analysis. American Society for Training and Development

Gary Dessler, (2012) Human Resource Management, Prentice Hall, Inc, A Pearson Company

Muchinsky, Paul M. (2012).Psychology Applied to Work. Summerfield, NC: Hypergraphic Press, Inc.

Page 33 of 33