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HUMAN RESOURCE

MANAGEMENT

Preeti Nigam

Faculty, Rai University



Unit-II

Job Analysis, Role Analysis, Methods of Manpower Search, Attracting and

selecting HR;Induction and socialization, Manpowertraining & development;

Career and succession Planning,Managing Organizational Renewal.



Job AnalysisJob Analysis systematically collects,evaluates and organizes information. It

is done by specialists called job analystswho gather data about each position



Major HRM Activities that Rely

on Job Analysis Information1. Improve productivity levels through careful study of jobs.

2. Eliminate unneeded job requirements that can

cause discrimination in employment3. Match job applicants to job requirements

4. Plan for future human resource requirements

5. Determine training needs for employees

6. Compensate employees fairly and equitably7. Improve overall quality of work life

8. Set realistic performance standards

9. Redesign jobs to improve performance and/oremployee morale



Role of Job Analysts

1. Identify the jobs to be analyzed

2. Develop data collection approachesincluding questionnaire construction

3. Collect job analysis information



Job Identification

Small organizations: process is simplebecause there are few jobs

Large organizations: analysts may haveto construct list of jobs from payrollrecords, organization charts, or

discussion with workers andsupervisors. Previous records may alsobe used.



Data Collection Instrument

DesignTo study jobs, analysts developquestionnaires that are sometimes called

checklists or job analysis schedules.These questionnaires seek to collect jobinformation uniformly. They uncover theduties, responsibilities, human abilities

and performance standards of the jobsinvestigated. E.g job analysisquestionnaire



Job Analysis QuestionnaireStatus refers to whether the job isexempt or not exempt from overtime

laws.

Identification information includes job

title, division and title of supervisorsand a unique job identification number.



Job Analysis QuestionnaireDuties and Responsibilities- outlines thepurpose of job, what the job accomplishesand how the job is performed.

Human Characteristics and Workingconditions-

checklist uncovers the particular skills, abilities,

training, education, experience and othercharacteristics.

Working conditions may explain the need forparticular skills, training, knowledge or a particular job design.



Job Analysis QuestionnairePerformance Standards- seeks informationabout job standards which are used to

evaluate performance.This information is collected on jobs with obviousand objective standards of performance.

When standards are not readily apparent, job

analysts may ask supervisors or industrialengineers to develop reasonable standards of performance.



Collecting Job Analysis Information1. Interviews

Face to face interviews are effective

2. Mail QuestionnairesSurvey employees through mailed questionnaire

sent by inter-office mail or by post.

Position Analysis Questionnaire

Management Position Description Questionnaire3. Employee Log

Workers periodically summarize their tasks andactivities in the log. They are time consuming.

4. ObservationDirect observation is slow, costly and potentially less

accurate. Language barrier may necessitateobservation.

5. Combinations

2-3 methods. High accuracy low cost.



The 3 phases of Job Analysis Information

General

Familiarity

with

organizationand Type of

work

Job

Identfn

Data

collecti

on

instrument

Design

Data

Collctn

Applications

•Job Descrip

•Job specs

•Job stndrds

•Job design

•HRIS

•Identify job

families•Recruitmnt,

selection &

trng

•Redesign

jobs

Collection of job analysis infoPrep for JA Applications of JA Info



Uses of Job Analysis

1. HR Planning

2. Recruitment

3. Selection

4. Placement and Orientation

5. Training6. Counseling

7. Employee safety

8. Performance Appraisal9. Job design and Redesign

10. Job Evaluation



Methods of Collecting Job

Analysis DataJob Performance

Personal Observations

Critical IncidentsInterview

QuestionnaireThe Position Analysis Questionnaire (PAQ)

Management Position Description Questionnaire(MPDQ)

Functional Job Analysis (FJA)



Management Position Description Factors1. Product, marketing and financial strategy planning

2. Coordination of other organizational units andpersonnel

3. Internal business control

4. Products and services responsibility

5. Public and customer relations

6. Advanced consulting

7. Autonomy of actions

8. Approval of financial commitments

9. Staff service

10. Supervision

11. Complexity and stress

12. Advanced financial responsibility

13.Broad personnel responsibility



Impact of Behavioral Factors

on Job Analysis

Employee fears

Resistance to Change

Overemphasis on current employees

Management `Straight Jacket’

J b D i i



Job Descriptions1. Job Identification

A job description is a written statement that explains the

duties, working conditions and other aspects of a specified job.

Skill Level- amount and type of education and training

Skill Type- type of work performed

2. Job Summary and DutiesIt is a written narrative that concisely summarizes the job in a

few sentences. It tells what the job is, how is done and why.

3. Working Conditions

Hours of work, safety and health hazards, travel requirements

etc

4. Approvals

Supervisors are asked to approve the job descriptions. It is a

further test of the job description.



Job Specification A job description defines what the job does; itis a profile of the job.

A Job Specification describes what the jobdemands of employees who do it and thehuman factors that are required. It is aprofile of the human characteristics neededby the job. These requirements includeexperience, training, education, physical

demands and mental demands.They both can be combined into onedocument.



Role AnalysisIn case of ambiguity of middle and higher

management roles, Role Analysis is effective.Expected role

Perceived role

Actual role

StepsObjectives of the department and its functions mustbe identified

Role incumbent is asked to state his key performanceareas

Other role partners are asked to state theirexpectations from the role incumbent

The incumbent’s role is clarified and expressed inblack and white after integrating diverse viewpoints



Designing JobsHow the job is to be performed, who isto perform it and where it is to be

performed.



Approaches to Job Design

Engineering Approach- (FW Taylor)- Work is

scientifically studied.Human Approach- Design jobs in aninteresting manner.

The Job Characteristic Approach- Hackmanand Oldham suggest that motivation,satisfaction and performance should beintegrated in the job design.

Sociotechnical Approach- Both technicalsystem and the accompanying social systemshould be considered while designing jobs.



Techniques for Designing Jobs

Job Simplification

Job EnlargementJob Rotation

Job Enrichment



RecruitmentRecruitment is to develop a group of potentially qualified people.

Communicate in such a way that jobseekers respond

Cost effective to attract qualified peopleand provide enough information for un-qualified persons to self selectthemselves out.



Methods of Recruitment1. Internal Methods

2. Direct Methods

3. Indirect Methods

4. Third Party methods

5. Alternatives



Third Party Methods1. Private Employment Search firms

2. Employment Exchanges3. Gate Hiring and Contractors

4. Unsolicited Applicants/ Walk-ins



Alternatives to RecruitmentOvertime

Subcontracting

Temporary Employees

Employee Leasing



Selection



SelectionThe process of picking individuals whohave relevant qualifications to fill jobs in

an organization. The purpose id to pick the most suitable candidate.



Steps In the Selection Process

Reception

Hiring

DecisionReference

ChecksMedical

ExaminationSelection Interview

Selection Tests

Application Blank

Screening Interview

1

5

6

4

3

2

8

7

Selection Testing



Selection Testing1. Intelligence Tests

2. Aptitude Tests

3. Personality Tests

4. Achievement Tests

5. Simulation Tests

6. Assessment Centera) The in-basket

b) The leaderless group discussion

c) Business games

d) Individual Presentationse) Structured Interviews

7. Graphology Tests

8. Polygraph Tests

9. Inte rit Tests

Standards for Selection Tests



Standards for Selection Tests

1. Reliability

2. Test-retest Reliability3. Inner rater reliability

4. Intra-rater reliability

5. Validity6. Qualified people

7. Preparation

8. Suitability9. Usefulness

10. Standardization



Selection Interview

Non-directive Interview

Patterned Interview

Structured or situational Interview

Panel Interview

Stress Interview

Appraisal interview



Induction and Socialization



InductionInduction or orientation is the processthrough which a new employee is

introduced to the job and theorganization.



ObjectivesRemoves Fears

Creates a good impression

Acts as a valuable source of information

Induction Program Steps



Induction Program Steps1. Welcome to the organization

2. Explain about the company

3. Show the location/department where the newrecruit will work

4. Give the company’s manual to the new recruit

5. Provide details about various workgroups and the

extent of unionism within the company6. Give details about pay, benefits, holidays, leave etc.

Emphasize the importance of attendance orpunctuality

7. Explain about future training opportunities andcareer prospects

8. Clarify doubts

9. Take the employee on a guided tour of buildings,facilities etc.

Induction Program Topics



Induction Program Topics1. Organizational Issues

History of the CompanyNames and titles of Key Executives

Employees title and department

Layout of physical facilities

Probationary periodProducts/services offered

Overview of production process

Company policies and rules

Disciplinary proceduresEmployee’s handbook

Safety steps




2. Employee Benefits

Pay scales, pay days

Vacations, holidaysRest pauses

Training Avenues

CounselingInsurance, medical, recreation,retirement benefits





3. IntroductionsTo supervisors

To co-workers

To trainers

To employee Counselor

4. Job DutiesJob location

Job tasksJob safety needs

Overview of jobs

Job objectives

Relationship with other jobs



SocializationSocialization is the process throughwhich a new recruit begins tounderstand and accept the values,norms and beliefs held by others in theorganization.



Training



Training According to Flippo, training is the act of increasing the knowledge and skills of anemployee for doing a particular job.

Training enables an employee to do hispresent job more efficiently and preparehimself for a higher level job. Training is a

planned program designed to improveperformance and bring about measurablechanges in knowledge, skills, attitude andsocial behavior of employees.



FeaturesIncreases knowledge and skills for doing a

job.

Bridges the gap between job needs andemployee skills, knowledge and behavior.

Job-oriented process, vocational in nature.

Short-term activity designed essentially foroperatives.

Training & Development Distinction



Training & Development DistinctionLearning

DimensionTraining Development

Who Non-managers Managers

What Technical-

mechanicaloperations

Theoretical-

conceptualideas

Why Specific job-

relatedinformation

General

Knowledge

When Short-term Long term



Training vs EducationTraining is the act of increasing theknowledge and skills of an employee

while doing a job.

Education is the process of increasing

the general knowledge andunderstanding of employees.

Need for Training



Need for Training1. Perform tasks effectively.

2. Prepare existing employees for higher level jobs.

3. Existing employees require refreshertraining.

4. Training is required when a person movesfrom one job to another.

5. Training is necessary to make employeesmobile and versatile.

6. Training is needed to bridge the gapbetween what the employee has and whatthe job demands.

Training Objectives



Training Objectives

1. To impart the basic knowledge and

skill to the new entrants.

2. To equip the employees to meet thechanging requirements of the job and

the organization.3. To teach the employees new

techniques and ways of performing

the job.4. To prepare employees for higher level

tasks.

The Philosophy of Training



The Philosophy of Training

1. Modeling

2. Motivation3. Reinforcement

4. Feedback

5. Spaced Practice6. Whole Learning

7. Active Practice

8. Applicability of Training9. Environment



Areas of Training

1. Knowledge

2. Technical Skills

3. Social Skills

4. Techniques

Types of Training



Types of Training

1. Orientation Training

2. Job Instruction training

3. Refresher Training

4. Apprenticeship training

5. Vestibule Training

A Systematic Approach to Training



A Systematic Approach to Training

1.

Assessment

2.

Implementation

3.

EvaluationDeterminetraining needs

Select trainingmethods

Comparetrainingoutcomesagainstcriteria

Identifytrainingobjectives

Conduct training



Training Needs Assessment1. Organizational Analysis

1. Analysis of objectives

2. Resource utilization analysis3. Environmental scanning

4. Organizational climate analysis

2. Task or Role Analysis3. Manpower Analysis

Objectives of Training



Objectives of Training

Objective

Innovative•Anticipating problems

before they occur

Problems Solving

•Training clerks toreduce complaints

•Training supervisors

to reduce grievances

Regular

•Orientation

•Recurring training

of interviewers

•Refresher courses

on safety procedures

Training Methods



Training MethodsJob Instruction Training (JIT)- to teach

workers how to do their current jobs.1. The trainee receives an overview of

the job

2. The trainer demonstrates the job togive the employee a model to copy.

3. The employee is permitted to copy thetrainer’s way.

4. The employee does the jobindependently without the supervisor.

Job Instruction Training



Job Instruction Training

Merits

1. Trainee learns fastthrough practice andobservation

2. It is economical

3. The trainee gainsconfidence quickly ashe works himself

4. It is most suitable for

unskilled andsemiskilled jobs wherethe job operations aresimple

Demerits

1. The trainer should begood

2. Trainee while learningmay damage

equipment, wastematerials, causeaccidents frequently

3. Experienced workerscannot use themachinery while it isbeing used for training

Coaching and Mentoring



Coaching and Mentoring

Coaching is one-on-one relationship

between trainees and supervisors whichoffers workers continued guidance andfeedback.

Mentoring is a particular form of coaching used by experienced

executives to groom junior employees.Mentoring involves one-on-onecoaching for a period of several years.



Job RotationIt involves the movement of traineefrom one job to another.

It allows workers to build rapport with awide range of individuals within theorganization

Disadvantage is that expertise may notbe developed



Apprenticeship Training Apprentices are trainees who spend aprescribed amount of time working with

an experienced guide, coach or trainer.Disadvantage is that people havedifferent abilities and learn at varied

rates. So job skills acquired may nolonger be appropriate.



Committee AssignmentsTrainers are asked to solve an actualorganizational problem. The trainees have towork together and offer solution to theproblem. This method of training helps themdevelop team spirit and work unitedlytowards common goal.

Disadvantage is disruption in productionschedule.



Off the Job Methods

1. Vestibule Training

2. Role Playing

3. Lecture Method

4. Conference/ Discussion Approach

5. Programmed Instruction



Behaviorally Experienced training

Role Playing

Business games

Cases

Incidents

Group Discussions

Short assignments

Sensitivity Training

Lab Training



Contributions of Training

1. Increased Productivity

2. Improved Morale

3. Reduced supervision4. Reduced accidents

5. Increased organizational stability



Evaluation of a Training ProgramReactions

Learning

Job Behavior

Organization

Ultimate value



Decision Points in Planning Training

Evaluation- John Dopyera and Louise Pitone 1. Should an evaluation be done? Who should

do the evaluation?

2. What is the purpose of evaluation?

3. What will be measured?

4. How comprehensive will the evaluation be?

5. Who has the authority and responsibility?

6. What are the sources of data?7. How will the data be collected and

compiled?



Methods of Evaluation1. Questionnaires

2. Tests

3. Interviews

4. Studies

5. Human resource factors

6. Cost benefit analysis

7. Feedback



Career and succession

Planning



Management Development

The development of human resources is apart of strategic human resource plan.

Employees have career aspirations when they join an organization. It makes good businesssense to provide incentives to employees toremain with the organization especially when

management makes considerableinvestments in training and developing itshuman resources.



Strategic Human resource

DevelopmentHall defined Strategic Human ResourceDevelopment as - The identification of

needed skills and active management of employees learning for the long rangefuture in relation to explicit corporate

and business strategies.



Management DevelopmentManagement Development can bedefined as the process of enhancing an

employee’s future value to theenterprise through careful careerplanning.



Three Basic Developmental

StrategiesWexley and Latham propose three basic

developmental strategies organizations use:

1. Cognitive: being concerned with alteringthoughts and ideas (knowledge, new processes)

2. Behavioral: attempts to change attitudes andvalues

3. Environmental: Strategies to change attitudesand values

Training and Development Strategies



Training and Development Strategies

Strategies Instruments/Programs

Cognitive Articles, lectures, videos, universitycourses, management seminars

Behavioral Role playing, behavior modeling,

Managerial grid, sensitivity training,outdoors, team building, mentoring

Environmental Job rotation, organizational development,the learning organization concept,

temporary assignments, employeeexchange programs, matrix management,project team, internal consulting, cross-cultural management training



Cognitive StrategyThe cognitive strategy is probably theleast effective in managementdevelopment. The methods used arerelatively passive. While this approachtends to increase the knowledge andexpertise of individuals, it does little to

change a person’s behavior, attitudesand values, important elements of amanager’s career development.



Behavioral StrategyBehavioral Strategies aim at makingindividuals more competent in

interacting with their environmente.g with colleagues, subordinates orcustomers

Common Instruments for



Behavioral Strategy

1. Role Playing- well known and effectivemethod to familiarize an employee with howto apply concepts learned in the classroomin a practical setting.

2. Behavior Modeling- teaches a desiredbehavior effectively by providing the trainee

with a vivid and detailed display of desirablebehavior by a manager of ten with strongsocial reinforcement.

Common Instruments for



Behavioral Strategy

3. The Managerial Grid Approach- is anexample of attempting to change the dominantmanagement style in an organization e.g. tomake managers more person or task oriented

to increase their effectiveness.

4. Sensitivity training- is considered to be veryeffective method for making managers moreaware of the impact of their own behavior onothers or to prepare them for more effectiveinteractions with staff in foreign subsidiaries or

joint ventures.

ommon ns rumen s orh l



Behavioral Strategy5. Outdoors- has become a fashionable

development method, involving team orientedtasks done in the wilderness e.g. mountainclimbing. The objective is to develop a strongteam spirit by making team members depend

on each other for survival.6. Team Building helps team members to

diagnose group processes and to devisesolutions to problems.

7. Mentoring involves establishing a closerelationship with a boss or someone moreexperienced who takes a personal interest inthe employee’s career and who guides and

sponsors it.

Environmental Strategy



Environmental StrategyCreating an environment that continuouslyreinforces desirable behavior

Job rotation

Organizational development

The learning organization concept

Temporary assignmentsEmployee-exchange programs

Matrix management

Project teamsInternal consulting

Cross-cultural management training

Characteristics of a Learning



gOrganization

Systems thinking- ability to see things as awhole, perceive interrelationships, recognizepatterns of change, infer associations andconnections

Personal Mastery- ability to continuallyclarify and deepen personal visions, focusingenergies, and seeing reality objectively.

Mental Models- deeply ingrained

assumptions, generalizations or images thatinfluence how we understand the world andhow we take action

h f



Characteristics of a Learning

OrganizationShared Vision- binds people togetheraround a common identity and a sense

of destiny

Team Learning- tool for raising the

collective intelligence of a group abovethat of anyone in it.

C C l l



Cross-Cultural Management

TrainingPreparing employees to work in adifferent cultural environment

Reasons for the Lack of Proper



pCross-cultural Management

Training1. The temporary nature of many such

assignments

2. Lack of time because of the immediacy of the need of the employee overseas

3. The trend toward employment of localnationals

4. Doubt about the need for special training5. Parallel doubts about the effectiveness of

existing training programs

Cross-cultural Training Methods



gSensitivity Training- To prepare managers

for overseas assignments. The objective is toincrease self-awareness and the ability toassess the impact of own’s behavior onothers.

Culture Assimilators- Consist of a series of episodes dealing with interpersonal issues ina cross-cultural situation. By responding to

individual episodes and referring toexplanations describing why their responseswere appropriate or not, trainees have anopportunity to test their cross-cultural

effectiveness.




Critical Incidents are brief descriptions of effective or ineffective behavior that illustrateproblems an expatriate employee mayencounter in an organization abroad.

Cases are more detailed and complex than

critical incidents. They illustrate a variety of cross-cultural problems in managementwithin a single setting.




Role-play is semi structured activity.Participants are given a description of asituation with specific role instructions, but no

script, forcing the participants to improvetheir reactions to the setting. The resultsusually reveal personal biases and values thatcan be analyzed and discussed. A significant

learning experience can be achieved if participants are asked to advocate a positionthat is contrary to their own beliefs.




Simulation is a common cross-cultural trainingmethod. A popular simulation game is Ba Fa’ Ba Fa’. Participants are divided into two

cultures, Alpha and Beta. After learning therules of their own culture, participants haveto interact with members of the other culture.Since the interaction rules for each culture

are different, confusion, frustration andhostility result. These experiences arediscussed in a debriefing session.

Dimensions of a Cross-cultural Behavior



1. Cognitive- this stage emphasizes knowledgeabout another culture e.g customs, values

2. Affective- At this stage, attempt is made tochange the attitudes of trainees towardanother culture by exposing them to stimuli

from this culture and asking them torespond. E.g critical incidents

3. Behavioral- This is applied stage. Traineesare expected to behave appropriately under

certain conditions in different situations. E.grole play, simulation



Objectives of Cross-cultural Training

1. Cultural sensitivity2. Sensitivity

3. General knowledge about target

culture4. Tolerance

5. Ability to adapt

6. Ability to translate and apply newlyacquired insights and skills in anorganizational environment

Managing Cultural Diversity



Two types of training-

1. Awareness training- focuses on the needfor managing and valuing diversity. It isalso meant to increase participant’s self -awareness of diversity related issues like

stereotyping and cross-cultural insensitivity.

2. Skill-building training- educatesemployees on specific culture differencesand how to respond to differences in theworkplace.



What Employees want?

Career equity

Supervisory concern

Awareness of opportunitiesEmployee interest

Career satisfaction

Benefits in Involvement of



Human Resource Managers in

Career PlanningDevelops promotable employees

Lowers turnover

Taps employee potentialFurthers growth

Reduces hoarding

Satisfies employee needs

Assists employment equity plans



Career EducationHR Dept can increase employeeawareness through a variety of

educational techniques. E.g. speeches,memoranda, and position papers fromsenior executives stimulate employeeinterest at low cost to the employer.Workshops and seminars on careerplanning increase employee interest.

Info mation on Ca ee



Information on Career

PlanningMuch of the information is already a part of HR department’s information system. For e.g

job description, job specification

When different jobs require similar skills theyform job families

A job progression ladder is a partial career

path where some jobs have prerequisites

T ree Jo s wit simi arrequirements Grouped into a



requirements Grouped into a

Job Family

Partialcareer path

Job Family

Linotype Operator

Teletype Operator

Clerk-Typist

JobLadder



Career Counseling

A Counselor is someone who hasemployee interests in mind and providesspecific job-related information.

Counselor may help employees discovertheir interests by administering andinterpreting aptitude and skill tests.

The Kuder Preference RecordStrong Vocational Interest Blank



Employee Self-Assessment A Life Plan is that often ill-defined seriesof hopes, dreams and personal goals

each person carries through life. For e.gbroad objectives to be happy, healthyand successful combine with specificgoals to be a good spouse, parent orcitizen.



Personal Failure Factors

1. Contradictory life demands

2. Failure of expectations

3. Sense of external control4. Loss of affiliative satisfaction

Career Development



Career Development comprises those

personal improvements one undertakes toachieve a career plan.

Individual Career Development involves:

Job performanceExposure

Resignations

Organizational Loyalty

Mentors and sponsorsThe Godfather system

Key subordinates

Growth opportunities



Organizational Renewal

Suggested Readings:



1. Dessler, Gary, Human Resource Management, PearsonEducation Asia, New Delhi.

2. Rao, V.S.P., Human Resource Management-Text & Cases, Excel Books, New Delhi.

3. Ramaswamy, E; Managing Human Resources, OxfordUniversity Press, New Delhi

4. Irancevich, John, Human Resource Management,

Irwin/McGraw Hill.5. Casio, Wayne F; Managing Human Resources, McGrawHill Inc.

6. Subba Rao, P; Essentials of Human ResourceManagement & Industrial Relations, Text, Cases &

Games, Mimbai, Himalaya Publishing House.7. Mondy R.W; Noe, R.M., Premeaux, S.r. and Mondy J.B;

Human Resource Management, Prentice Hall Inc.

8 Saiyodain Human Resource Management TMH N Delhi

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