ACQUISITION OF CORPORATE HUMAN RESOURCES.pptx

How to acquire hR resources

1. ACQUISITION OF HUMAN RESOURCES JOB ANALYSIS Concept of Job Analysis and Design - Job analysis is the process of determining and recording all the pertinent information about a specific job, including the tasks involved, the knowledge and skill set required to perform the job, the responsibilities attached to the job and abilities required to perform the job successfully. - Job analysis is a process to identify and determine in detail the particular job duties and requirements and the relative importance of these duties for a given job. It is a process where judgements are made from data collected on a job. An important concept of job analysis is that the analysis is conducted of the job and not the person. While job analysis data may be collected from incumbents through interviews or questionnaires, the product of the analysis is a description or specifications of the job, not a description of the person. Purpose of job analysis The purpose of job analysis is to establish and document the ' job relatedness' of employment procedures such as training, selection, compensation and performance appraisal. Job analysis is a recording of all the activities involved in a job and the skill and knowledge requirements of the performer of the job. Job analysis assists in the following HR activities: 1. Recruitment 2. Selection 3. Job design 4. Estimating job worth 5. Training 6. Appraisal These activities depend on job analysis and its end products for their own functioning. Job description and specifications are end products of job analysis (from the basis for recruitment).

2. JOB ANALYSIS Job analysis plays a key role in designing and managing the performance appraisal system in an organisation : 1. It helps in identifying the Key Responsibility Area (KRAs) for a position. 2. It helps in setting of goals or objectives for the appraisal period. 3. This forms the basis for the evaluation of an employee’s performance. 4. A comparison of the job specifications arrived at the end of a job analysis to identify the training needs for existing employee.

3. JOB ANALYSIS Process of Job Analysis An effective and right process of analysing a particular job is good for the organisation . It helps them maintain the right quality of employees, measure their performance on realistic standards, assess their training and development needs, and increase their productivity. Let us discuss the job analysis process and find out how it serves the purpose. Job analysis is the process of breaking down a specific job into parts and scrutinising each of them to gather the necessary information. It requires a systematic and efficient examination of the tasks, duties, responsibilities and accountability of a job. The process of job analysis involves the execution of a series of related steps. a) Information gathering First stage in job analysis is to gather all the necessary information relating to : - Organisation structure. - Role of the job in relation to other jobs in the organisation . - Class to which job belongs. - A detailed description of the activities and responsibilities involved in the job. b) Job-specific competency determination Based on study and observation, the competencies required for the job are identified. c) Developing a job description A description of the tasks, responsibilities, duties and functions of the job is prepared. This forms the job description . d) Developing a job specification The job specification provides a complete list of competencies and qualifications required to match the job description.

4. JOB ANALYSIS Methods of Job Analysis The following are the methods of job analysis: Observation methods In this method, individuals performing the job are observed and relevant points are noted. It includes what was done and how it was done. Time and motion study is the best example of observation method. In this method, the observer knows what has to be noted and what can be ignored. Otherwise whole observation method can result in a lengthy but superfluous document. Individual interview method This method is employed when the job in question is complex and has varied tasks. It is effective when the interview is structured and the analyst is clear about what information has to be obtained from the interview. An unstructured interview might help in gathering all the information about the job but it will be very time consuming. Group interview method In this method the employees performing the same job are interviewed in groups. Information which might have been missed during individual interview will come up during group interview. It is less time consuming. Sometimes group dynamics might affect the direction of the interview. Questionnaire methods In this method, the analyst gives a long structural questionnaire to be filled by the employees. Both objective and open-ended questions are included. It is a good method to take the information from employees without disturbing them on their job. Sometimes the analysis part becomes problematic, especially when there is no clarity. Sometimes the analyst might fail to convey what kind of information exactly they want to gather from incumbents.

5. JOB ANALYSIS Technical conference methods This is a method of gathering all the job related information from ‘Experts’ (Supervisors) and not from the employee(s). Diary method In this method, incumbents of that particular job make immediate note of the activities they perform. A lot more information can be gathered about the job from this method. This exercise takes longer time to complete as there are many activities which take longer time intervals. Functional job analysis Beginning in the 1940s, Functional Job Analysis (FJA) was used by U.S. Employment Service job analysts to classify jobs. (Fine and Wiley, 1971). The most recent version of FJA uses seven scales to describe what workers do in jobs: (1) Things, (2) Data, (3) People, (4) Worker Instructions, (5) Reasoning, (6) Math, and (7) Language. Each scale has several levels that are anchored with specific behavioural statements and illustrative tasks. Like other job analysis instruments, FJA is a methodology for collecting job information. The work functions of any job can be categorised under the heading of data, people and things - basically, an employee’s handling of data, his relationship with colleagues and kind of work that he does are covered under these headings.

6. JOB ANALYSIS Position Analysis Questionnaire (PAQ) PAQ is another standard method of job analysis that describes jobs in terms of worker activity. Jobs are differentiated from one another on the bases of the following five dimensions: 1. Having decision-making/Communications/Social responsibilities – Activities that involve considerable amount of communication and interaction with people, as well as the responsibilities associated with decision making and planning functions. 2. Performing skills activities – Skills activities that are performed by using technical devices or tools and in which the emphasis is on precision, recognising subtle differences and on manual control. 3. Being physically active/Related environmental conditions – The activities that involve considerable movement of the entire body or major part of it. (found in factories and shops) 4.Operating vehicles/equipment – Activities that use vehicles or equipment and typically involve sensory process. 5. Processing information – Activities that involve a wide range of information are processing exercises. 6. Critical Incident Technique (CIT) – Behaviours and specific situations contribute to the success or failure of individuals or organisation . Interviews and questionnaires can be used to collect and compile information about these critical incidents and is suitable for middle and

7. JOB ANALYSIS In the previous section, we discussed the methods of job analysis. Let us now learn about job analysis information. A well planned and well executed job analysis exercise results in many effective tools for HR function: - Job identification. - Significant characteristics of a job . - What the typical worker does. - What materials and equipment the worker uses. - How a job is performed. - Required personal attributes. - Job relationship Job description The job description describes in detail the various aspects of a job such as the tasks involved, the responsibilities of the job and the deliverables. It also describes the setting and work environment of the job . Guidelines to write a job description The scope and nature of the work, including all important relationships of the work and duties of the position should be clearly laid out. Kind of work, degree of complexity, degree of skill required, responsibility for each phase of work, etc. Supervisory responsibility should be explained to employee in brief.

8. JOB ANALYSIS Job Specification A job specification is a written statement of the minimum acceptable qualifications, knowledge, skill traits, and physical and mental characteristics that an employee can perform the job successfully. Different specifications are as follows: - Physical specifications : Physical features such as height, weight, vision, hearing, ability to lift and carry weights, heath conditions, age etc. - Mental specifications : Analytical ability, data interpretation ability, decision –making ability, etc. - Emotional and social specifications : Emotional specifications include stability, adaptability and flexibility. Social specifications include ability to work in a team, lead a team, maintain interpersonal relationship, etc. - Behavioural specifications : Ability to make judgments, ability to undertake research, creativity, teaching ability, maturity, self-reliance and ability to be authoritative, etc. Uses of job analysis Job knowledge has many uses in HRM. Organisations use information obtained by job analysis for recruitment, selection and placement, organisation planning and job design, training, grievance settlement, as well as job evaluation and other compensation programmes . People outside the organisation also use information about jobs. Career placement requires the same type of person-job matching that organisations do. Getting a disabled worker back to work requires knowledge of jobs in order to determine what jobs the worker can do or can be trained to do.

9. JOB ANALYSIS Centrality of job analysis Figure 11.2 depicts the centrality of job analysis

10. JOB ANALYSIS These different uses of job information may require specialised job descriptions. Job evaluation requires information that permits distinguishing jobs from one another, usually on the basis of work activities and/or job required worker characteristics. Recruitment and selection require information on the human attributes a successful jobholder must bring to the job. Training requires information on the knowledge and skills that the successful jobholder must evidence. Job design may require identifying employee perceptions of intrinsic and extrinsic rewards. Although there is overlap among these different requirements, arguments for separate job analysis for separate purposes are understandable . Concept of Job Design In the previous section, we discussed the job analysis information. Let us now learn the concepts of job design. Job design specifies the content of job and methods of doing the job. It is the process of determining specific tasks to be included in a job and the methods of performing those tasks. According to DeCenzo and Robbins, “Job design is the way in which job tasks are organised into a unit of work.” According to Byars and Rue “Job design is the process of structuring work and designing the specific work activities of an individual or group of individuals to achieve certain organisational objectives.” Job design is the process of structuring work and designating the specific activities at individual or group levels. The different approaches to job design are: - Engineering Approach - Socio technic Approach Engineering approach The key element of this approach is the ‘task idea’ that led to job specialisation . The task idea’ is the work of every workman that is fully planned and laid out by the management, at least one day in advance

11. JOB ANALYSIS Sociotechnical approach The approach taken by the socio technical systems method is the design of work systems that foster a locking of the technical and social aspects of jobs. In order to create jobs, which have this supportive relationships, work teams and not individual jobs are studied. Jobs in the traditional sense are non-existent and instead, each worker plays an assigned role in accomplishing the group's objectives . Redesigning work through socio technical systems methods requires the combined efforts of employees, supervisors and union representatives in analysing significant job operations . Jobs are not necessarily designed to be intrinsically motivating, rather, they are designed so that the work is accomplished . As in scientific management, a supervisor's goal is to ensure that the organisation's objectives are met. However, this is accomplished by concentrating only on critical job aspects, by forming work teams consisting of members who have the necessary qualifications to accomplish the tasks and by allowing work groups the autonomy to manage their own work process. The thrust of the socio technical approach to job design is that both the technical system and the accompanying social system should be considered when designing jobs . According to this concept, jobs should be designed by taking a ‘holistic' or ‘systems' view of the entire job situation, including its physical and social environment. Using the socio technical approach, the following guidelines have been developed for designing jobs: 1. A job needs to be reasonably demanding for the individual in terms other than sheer endurance and yet provide some variety (not necessarily novelty). 2. Employees need to be able to learn on the job and to continue learning. 3. Employees need some minimum area of decision making that they can call their own. 4. Employees need some minimal degree of social support and recognition at the workplace . 5. Employees need to be able to relate what they do and what they produce to their social life. According to this approach, job should be designed taking a holistic view of both physical and social environments.

12. JOB ANALYSIS Basic characteristics of a job according to the socio technical approach are: - A little challenging and demanding - Variety and novelty - Social support and recognition - Desirable future - Decision-making authority - Correlation with social levies Modern management techniques Job rotation enhances employee motivation by periodically assigning the employee to alternative jobs. An employee, who has been doing the same job repeatedly over the years, would get bored and this would affect his performance. Job enlargement and job enrichment are two closely related approaches to improve the job design. Job enlargement refers to increasing the range of activities performed by an individual. Job enrichment is job enlargement carried out with the specific objective of making a job more interesting and satisfying for individual employees. Job enlargement Job enlargement involves increasing the length and hence the operating time of each cycle of work for the job holder. Job enlargement is a job design technique wherein there is an increase in the number of tasks associated with a certain job. In other words, it means increasing the scope of one’s duties and responsibilities. The increase in scope is quantitative in nature and not qualitative and at the same level.

13. JOB ANALYSIS Job enlargement is a horizontal restructuring method that aims at increasing the workforce flexibility and at the same time reducing monotony that may develop over a period of time. It is also known as horizontal loading in that the responsibilities increase at the same level and not vertically. Many believe that since the enlargement is horizontal in nature there is not a great need for training! Contrary to this, job enlargement requires appropriate training especially on time and people management. Task related training is not required much since the person is already aware of the same or doing it for some time. The following are the major benefits of job enlargement: - Reduced monotony: Howsoever interesting the job may appear in the beginning, sooner or later people complain of boredom and monotony. Job enlargement if planned carefully can help reduce boredom and make it more satisfying and fulfilling for the employees. - Increased work flexibility: There is an addition to the number of tasks an individual performs. There is thus an increased scope of carrying out tasks that are versatile and yet very similar in certain aspects. - No skills training required: Since the individual has already been performing the task in the past, there is no great requirement for imparting of new skills. However, people and time management interventions may be required. The job thus gets more motivational for the one performing it. Job enrichment Job enrichment is the most popular technique for enhancing employee motivation. Job enrichment is done by redesigning jobs so as to increase both their scope and their depth. Typically job enrichment involves combining various existing and new tasks into one large module of work. The work is then handed over to an employee, which means there is an increase in responsibilities and scope. This increase in responsibility is often vertical. The idea is to group various tasks together such that natural work units are created.

14. JOB ANALYSIS In addition, expanding jobs vertically also gives employee direct control over work units that were formerly under the jurisdiction of top management only. While on one hand this increases the ownership of the employees in their work, it also relieves the unnecessary burden from the top management Job enrichment also opens up a feedback channel for the employees. Employees are frequently apprised of their performance. This keeps them on track and helps them know their weak and strong points. Performance standards are set for the employees themselves and future performances are matched against the benchmarks. All this without any serious intervention or involvement of the top management! In a certain bank that dealt with commercial credit letters for import and export trade, the employees processed the documents in a sequence with each employee being specialised for certain aspect of verification. Often it so happened that a mistake at preceding level lead to a series of mistakes at succeeding level. Errors accumulated at each level and this resulted in huge loss of productivity. The organisation decided to go for job enrichment where each employee or clerk was specialised in all aspects of processing. Each employee was now able to handle a client on his own. After some time it was found out that the transaction volume increased by 100 percent! Job enrichment involves the following steps: - Selecting the job that can motivate employee performance . - Providing scope for change. - Making a list of changes. - Concentrating on achievement, responsibility, self control. - Changing the content of job rather than the incumbents. - Providing adequate training guidance encouragement and help. - Introducing the enriched jobs carefully. -Preparing specific programmes for each project

15. JOB ANALYSIS Benefits of job enrichment Research studies on job enrichment found out decreased levels of absenteeism among the employees, reduced employee turnover and a manifold increase in job satisfaction. There are certain cases however where job enrichment can lead to a decrease in productivity, especially when the employees have not been trained properly. Even after training, the process may not show results immediately, since it takes time to reflect in the profit line. Difference between job enrichment and job enlargement are as follows: 1 . The difference between job enrichment and job enlargement is essentially of quantity and quality. Whereas job enlargement means increasing the scope of the job quantitatively by adding up more tasks, job enrichment means improvement in the quality of job such that employees are more satisfied and fulfilled 2. Through job enrichment an employee finds satisfaction and contentment in his job and through job enlargement employee feels more responsible and worthwhile in the organisation . 3 . Job enrichment entails the functions of planning and organising and enlargement involves execution of the same. Both complement each other, in that job enrichment empowers and enlargement executes. 4 . Job enrichment depends upon job enlargement for success and the reverse in not true. 5 . Job enrichment means a vertical expansion in duties and responsibilities and span of control whereas in job enlargement the expansion is horizontal in nature.

16. JOB ANALYSIS Job enrichment has been found to have greater impact in terms of motivation when compared to job enlargement. Since enrichment gives employee greater insights in managerial functioning and a better work profile, it is looked upon as an indicator of growth and development. The same is not true in case of job enlargement which is seen as an employer tactic to increase the workload. Some of the other modern management techniques include: Flextime Telecommuting Condensed work Working from home