Module 2.pptx Organisational Behaviour ob

Organisational Behaviour

1. Module 2

2. Systematic exploration of activities involved in a job. A systematic investigation of the tasks, duties and responsibilities necessary to do a job. JOB ANALYSIS Job Analysis Job Tasks Job Duties Job Responsibilities

3. Identification of the job To identify the operations and tasks involved Characteristics of the job Duties involved in the job Materials , methods and equipments used in the job How the job is performed Relationships Personal Attributes Job Analysis- Advantages

4. Human resource planning Recruitment Selection Placement and orientation Training Counseling Employee safety Performance appraisal Job design and redesign Job evaluation Uses of Job Analysis

5. Organizational Analysis Selection of representative jobs/position to be analyzed Collection of job analysis data Preparation of job description Preparation of job specification Preparation of job evaluation Implementing and monitoring the development Process of Job Analysis

6. Observation method Interview method Individual Interview method Group Interview method Questionnaire method Technical conference method Diary method/log method Job performance method Critical incidence technique Job Analysis Methods

7. Observing and noting the physical activities of employees as they go about their jobs Advantages : Provides first-hand information Reduces distortion of information Disadvantages : Time consuming Difficulty in capturing entire job cycle Of little use if job involves a high level of mental activity Observation method

8. The three types of interviews managers use to collect job analysis data are: Individual (to get the employee's perspective on the job's duties and responsibilities) Group (when large numbers of employees perform the same job), and Supervisor (to get his/her perspective on the job's duties and responsibilities). Interview Formats Structured (Checklist) Unstructured Interview Method

9. Advantages : Quick, Direct way to find overlooked information required. Disadvantages : Exaggeration or depreciation of importance of job In case of supervisor, he may not be interesting in the JD of the subordinates. Attitude may not be supportive. Difference in perception, attitude and aptitude of the interviewee. Lack of communication. Analyst’s caliber should match employee’s caliber. Cont…

10. The job analyst and supervisor should work together to identify the workers who know the job best. It is advisable to quickly establish rapport with the interviewee. Follow a structured guide or checklist, one that lists open-ended questions and provides space for answers. Ask the worker to list his or her duties in order of importance and frequency of occurrence. After completing the interview, review and verify the data. Interviewing Guidelines

11. Employees fill out questionnaires to describe their job-related duties and responsibilities. Questionnaires format: job analysis questionnaire format.docx , Job Analysis -Questionnaire.docx Structured checklist.( to identify the task performed) Open ended questions Questionnaires

12. Advantages Quick and efficient way to gather information from large numbers of employees Disadvantages Expensive and time is consumed in preparing and testing the questionnaire. Becomes less useful where the employees lack verbal skills. Cont…

13. A job analysis technique that involves extensive input from the employee’s supervisor/ experts. The method does not allow having the employee’s perception of the task. Technical conference method

14. Workers keep a chronological diary/ log of what they do and the time spent on each activity. Advantages : Produces a more complete picture of the job Employee participation Maintained on daily basis. Disadvantages : Distortion of information Depends upon employees to accurately recall their activities Diary method/log method

15. The job analyst actually performs the job in question thus giving a first hand information of the job in terms of physical effort, hazards, emotional pressures, social demands and mental requirements. Job performance method

16. Job analysis method by which job tasks are identified that are critical to job success. Critical Incidence Technique

17. Job Description Job Specification Job Evaluation Purpose of Job Analysis

18. A written document of what the job holder does, how it is done, under what conditions it is done and why it is done. It gives the purpose and scope of the job Contents of Job description Job Title Job Summary Job activities Tools, machinery and equipments needed if any Working condition Social environment Job Description

19. Sample Job Description Title Compensation Manager Code HR/2310 Department Human Resource Department Summary Responsible for the design and administration of employee compensation programmes Duties Conduct job analysis Prepare job description for current and projected positions Evaluate job description and act as chairman of job evaluation committees Relate salary to the performance of each employee Develop and administer performance appraisal programme Working condition Normal. Eight hours per day. 5 days a week. Report to Director, HR Department

20. helps the supervisors in assigning work to the subordinates so that he can guide and monitor their performances. It helps in recruitment and selection procedures. It assists in manpower planning. It is also helpful in performance appraisal. It is helpful in job evaluation in order to decide about rate of remuneration for a specific job. It also helps in chalking out training and development programmes Advantages of Job Description

21. A statement which tells us minimum acceptable human qualities which helps to perform a job. Job specification translates the job description into human qualifications so that a job can be performed in a better manner. Job specification helps in hiring an appropriate person for an appropriate position. JOB SPECIFICATION

22. The contents are : Job title and designation Educational qualifications for that title Physical and other related attributes Physique and mental health Special attributes and abilities Maturity and dependability Relationship of that job with other jobs in a concern. Job Specification of Compensation Manager.docx

23. Advantages of Job Specification It is helpful in preliminary screening in the selection procedure. It helps in giving due justification to each job. It also helps in designing training and development programmes . It helps the supervisors for counseling and monitoring performance of employees. It helps in job evaluation. It helps the management to take decisions regarding promotion, transfers and giving extra benefits to the employees. Job analysis is considered to be the primary tool of personnel management .

24. Job Evaluation Job evaluation is the process of determining the worth of one job in relation to that of the other jobs in a company. Is a process of determining the relative worth of a job. An effort to determine the relative value of every job in an organization. A practical technique to judge the size of one job relative to others.

25. To gather data and information relating to JD, job specification and employee specifications of various jobs in an organization. To compare the duties, responsibilities and demands of a job with that of other jobs. To determine the hierarchy /rank based on jobs in an organization. To ensure equal wages are fixed to the jobs of equal worth or value. To minimize wage discrimination based on sex, age, caste, region, religion etc. Objectives of Job Evaluation

26. Rate the job but not the employee. Elements / tasks selected should be easily understood, defined clearly and properly selected. Employee concerned and supervisors should be educated and convinced about the program. Supervisors should be encouraged to participate in rating the jobs. Encourage employee cooperation to participate in the rating program. Consensus with the supervisors and employees on rating. Should be a collective effort, chance for equal representation from all departments Principles of Job evaluation

27. Reduction in inequalities in salary structure Specialization Helps in selection of employees Harmonious relationship between employees and manager Standardization Relevance of new jobs Advantages of Job evaluation

28. Human Resource Planning

29. Human resources planning is the process by which an organization ensures that it has the right number & right kind of people at the right place and at the right time , capable of effectively and efficiently completing those tasks that help t he organization achieve its overall objectives.. Human Resource Planning is ‘the process for ensuring that the human resource requirements of an organization are identified and plans are made for satisfying those requirements’. Bulla and Scott (1994), DEFINITION

30. HR Planning is also called Employment planning or Man power planning Important, since people are most important and the most valuable asset of the organisation

31. Forecast personnel requirements: determine future manpower needs Cope with changes effectively: market conditions, technology, products, government regulations etc. Use existing manpower productively Promote employees in a systematic manner . Objectives

32. Reservoir of talent : Prepare people for future – employees trained and motivated in advance to meet future requirements Meet the needs of expansion and downsizing programmes Meet manpower shortages due to labour turnover. Cut cost- prevent over manning/ surplus employees Succession planning . Importance

33. Factors affecting HRP Nature of the job Outsourcing Environmental uncertainties Organizational growth cycle and planning Type and quality of forecasting information Time horizon Type and strategy of organization HRP

34. Assessing current human resources. Human Resources inventory HR inventory HRIS Succession planning Job Analysis Assessing the demands for human resources Implication of future demand Implication of future supply Increasing supply Decreasing supply Matching demand and supply HR Planning Process

35. HR planning starts – preparation of profile of current human resources in an organization. It includes Human Resource Inventory & Job Analysis Human Resource Inventory Includes HR Inventory – Collecting and keeping the details of the employees presently working in the organization utilizing the computer technology. Assessing Current Human Resources

36. HRIS – Human Resource Information System: A data base system: A method by which an organization collects, analyses and reports information about people and job. Succession Planning: A type of inventory report: It is a process for identifying and developing internal people with the potential to fill key business leadership positions in the company that may come in the future. (retirement, death, resignation, promotion, transfer etc) Job Analysis: Systematic exploration of activities involved in a job. Cont….

37. The future plans, direction of the organisation in terms of revenue forecast etc Assessing where the organisation is going Implication of future demand Here projection of future human needs can be developed. Heterogeneous group of people has to be identified Both the quality and quantity of demand is important

38. Factors affecting the supply Increasing Supply: Transfers in, returns from leave Decreasing supply: Transfers out, retirement, death, dismissal, lay off. Implications of future supply Matching demand and supply

39. Lack of understanding of rationale of planning Insufficient top management’s support Insufficient initial effort Lack of coordination with other functions Lack of integration with organizational plans Non-cooperation of operating managers . Difficulties in HR planning

40. Recruitment

41. Process of locating and encouraging potential applicants to apply for existing or anticipated job openings. EDWIN FLIPPO, “Recruitment is the process of searching for prospective employees and stimulating them to apply for jobs in the organization.” Recruitment is a positive function in which publicity is given to the jobs available in the organization and interested candidates are encouraged to submit applications for the purpose of selection Definition

42. Need arises due to the following reasons / situation: Vacancies due to promotions, transfer, retirement, termination, permanent disability, death and labour turnover. Creation of new vacancies due to the growth, expansion and diversification of business activities of an enterprise. Need for recruitment:

43. Determine the present and future requirements of the organization. Increase the pool of job candidates at minimum cost. Help increase the success rate of the selection process - by reducing under qualified or overqualified job applicants. reduce the probability that job applicants, once recruited and selected, leaving the organization within a short period of time. Meet the organization’s legal and social obligations regarding the composition of its work force. Identifying and preparing potential job applicants who will be appropriate candidates. Increase organizational and individual effectiveness Evaluate the effectiveness of various recruiting techniques and sources for all types of job applicants. Purpose and importance of Recruitment:

44. Factors Affecting Recruitment

45. Poor image Unattractive job Conservative internal policies Limited budgetary support Restrictive policies of government . Constraints and Challenges

46. Sources Of Recruitment Internal Sources Persons who are already working in the organization Retrenched employees Retired employees Dependents of deceased employees Vacancies are filled- upgrading, transferring. Promoting or demoting the existing work force External Sources Recruiting persons from outside the organization Employees in other organizations Employment exchanges Students from reputed educational institutions Employee referrals Respondents of advertisements Walk-ins Labour contractors

47. Non traditional Sources National blind association National organization for women VRS Ex-servicemen Association for the handicapped Other Sources

48. Advantages: Economical Suitable Reliable Increased job satisfaction Disadvantges Limited choice Discourages entry of talented people from outside. Inefficiency Bone of contention . INTERNAL RECRUITMENT

49. Advantages: Wide choice Injection of fresh blood Motivational force Long term benefits Disadvantges Expensive Time consuming Demotivating Uncertainty EXTERNAL RECRUITMENT

50. Internal Methods Promotions and Transfers: Job Posting – In office bulletin, notice board. Electronic media. Employee referrals Direct Methods Campus recruitment Indirect Methods Advertisements ( Newspaper, Television and radio ads) Methods Of Recruitmnet

51. Other Methods Third Party Methods Private employment search firms (recruitment consultancies) Employment exchanges Labour contractors Deputation Gate hiring Unsolicited applicants- walk ins Internet recruiting (job portals) www.naukri.com www.monsterindia.com www.timesJobs.com

52. Overtime Sub contracting Temporary employees Employee leasing Outsourcing Alternative to recruitment

53. Outsourcing Poaching/raiding E-recruitment Dot jobs domain ( www.goto.jobs ) virtual job fairs Recent Trends in Recruitment

54. Legal Environment: The factories Act, 1948 The Apprentices Act,1961 The Employment Exchanges Act,1959 The Contract labour Act,1970 Bonded Labour System (Abolition) Act, 1976 The Child Labour Act,1986 Recruitment and Legal Environment

55. Selection “Right man at the right job” is the basic principle in selection.

56. Selection is the process of picking individuals who have relevant qualifications to fill jobs in an organization. The basic purpose is to choose the individual who can most successfully perform the job from the pool of qualified candidates. Definition

57. Basis Recruitment Selection Meaning Activity of establishing contact between employers and applicants Process of picking up more competent and suitable employees Objective Encourages large number of Candidates to apply for a job. Create a pool of candidates Attempts at rejecting unsuitable candidates Process Simple process. Complicated process. Hurdles The candidates have not to cross over many hurdles. Many hurdles have to be crossed. Approach Positive approach. Negative approach. Time Less time is required. More time required. Economy economical method Expensive method

58. Reception Preliminary interview Application form Selection Test Selection Interview Medical Examination Reference Checks Final Approval/Hiring decision Employment Communicating to rejected candidates about their rejection Hurdles in the Selection Process

59. Physical Characteristics Personal Characteristics Skill and Abilities Competency Temperament and Character Interest Factors To Be Considered For Scientific Selection

60. Intelligence tests Ability tests -determine how well one can perform his task Aptitude Test - determine a persons potential to learn in a given area Personality tests - To measure an individual’s activity preferences Projective tests Interest tests Preference tests Achievement Test Simulation tests Assessment centre Graphology test Polygraph test- lie detector Integrity tests Classification Of Employment Tests

61. Objective-eliminate bias Helps to identify talents of individuals Reduce cost-large candidates at minimum time Measure aptitude and predict success Healthy basis for comparing applicants Benefits of employment test

62. Analysis of job Selection of test procedure Preliminary tryout and refinement Validation of test procedure –experiment Combination of tests Administration of tests Development Of Tests

63. Reliability - Refers to the consistency – Reliability is tested by giving the same test to the same person at two different points in time Validity - the extend to which the test measures what it intends to measure Suitability – Suitable for the group on which it is applied Usefulness – Exclusive reliance on single test should be avoided Preparation - Test should be well prepared Standardization - Should follow prescribed methods and procedures for conducting the test Basic Testing Concepts

64. Interview

65. Formal, in depth conversation conducted to evaluate the applicant’s acceptability. Face to face interaction between two persons for a particular process. Two-way exchange of information, the interviewers learn about the applicant, and the applicant learns about the organization It can be formal or informal

66. Interview is deliberate listening for the purpose of drawing the other persons out to discover, what he want to say and give him a chance to express himself. Purpose of interview Size up the interviewee’s agreeableness Ask questions that are not covered in tests Obtain as much relevant information as possible Make assessment on interviewee’s enthusiasm and intelligence Pass information to candidate about the company

67. Non – directive interview (Unstructured interview) – No specific format followed, broad, open ended questions. Directive (Structured interview) – Uses predetermined set of questions. E asy to compare two candidates, increased reliability, eliminate biases but put restrictions on the freedom of interviewer . Situational interview- applicants are confronted with a hypothetical(imaginary) incident (situation) Behavioural Interview- Focuses on actual work incidents in the applicants past. Types of Interviews

68. Stress Interview: to find response of candidates to aggressive, embarrassing, rude and insulting questions and putting them in a difficult situation. Panel interview: Interviewee meets with three or five interviewers. Limits the chances of personal biases of any individual interviewer. Depth interview: To evaluate the subject knowledge of the candidate Phone Interviews - Interview conducted over the phone Video/Web Assisted Interviews – video conferencing Exit interview – Interview conducted at the the time of leaving (resignation)the organization Types of Interviews cont…..

69. Stages in Interview Reception Preparation Information Exchange Termination Evaluation

70. Structure the interview- helps to increase reliability Fixed set of questions to all applicants- for easy comparison Train the interviewer Understand the job Avoid other unnecessary information's Standardize the evaluation forms Make notes Avoid short interviews Guidelines For Effective Interview

71. Halo effect – Reflection based on ones characteristic either correctly or incorrectly (appearance. Communication etc.) Stereotyping – Assuming that particular characteristics are typical of members of a particular group and take decisions base on that. Projective type- Expecting that all the qualities of the interviewers should be with the candidates Leniency – lenient in evaluating everyone Conservative – just opposite to being lenient Drawbacks Of Interview

72. Adjusting the HR policies (hiring freeze, salary freeze, salary reduction, early retirement, mandatory holiday) Reducing Recruitment costs (Negotiating discount on recruitment contracts with recruitment sites and agencies, Approaching one stop career centers for all types of job vacancies) Conducting the screening interviews over the internet( Web cam conferencing)/telephonic interviews. Sending employees to free training alternatives Managing HR in Challenging Times

73. Cutting back salary increases and merit pay (high performing employees- offered- long term equity grants and retention bonuses) Extended health care benefits for separated employees Preparing for lay offs Adopt Cost cutting Strategies (reducing accidents, migrate from expensive training to less expensive online training, diligently reviewing compensation claims, diligent safety checks and audits) Managing effectively the overall compensation spending Managing HR in Challenging Times Cont…