HUMAN RESOURCE MANAGEMENT

UNIT-2
II/IV – MBA
SANKETIKA VIDYA PARISHAD ENGINEERING COLLEGE

K.Tulasi Raviteja
MBA, APSET (Ph.D)
Assistant Professor
Sanketika Vidya Parishad Engineering College

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 Human Resource Planning
Introduction
As told in the last chapter Human resource management has started to play a
significant role in the overall strategic development of the organization. At present
HR strategies are designed in tune with the overall business strategy of the
organization. HR strategy should sub serve the interest of the organization, translating
firm‟s goals and objectives into a consistent, integrated and complimentary set of
programmes and policies for managing people.
First part of Human resource strategy is HRP – Human Resource Planning.
All other HR activities like employee hiring, training and development,
remuneration, appraisal and labour relations are derived from HRP.HR planning is
important in a wide variety of industries and firms. HR planning affects what
employers do when recruiting, selecting, and retaining people, and of course these
actions affect organizational results and success. The challenges caused by changing
economic conditions during recent year‟s show why HR workforce planning
should occur.
Staffing an organization is an HR activity that is both strategic and
operational in nature. As the HR Headline indicates, HR planning is important in a
wide variety of industries and firms. HR planning affects what employers do when
recruiting, selecting, and retaining people, and, of course these actions affect
organizational results and success. Human Resources planning mean different
means to different organizations. To some companies, human resources planning
mean management development. It involve helping executives to make better
decisions, communicate more effectively, and know more about the firm. The
purpose of HRP is to make the manager a better equipped for facing the present
and future.

Human Resource Planning (HRP)

Human resource planning is important for helping both organizations and

employees to prepare for the future. The basic goal of human resource planning is
to predict the future and based on these predictions, implement programmes to
avoid anticipated problems. Very briefly humans resource planning is the process of
examining an organization‟s or individual‟s future human resource needs for
instance, what types of skills will be needed for jobs of the future compared to
future human resource capabilities (such as the types of skilled employees you
already have) and developing human resource policies and practices to address
potential problems for example, implementing training programmes to avoid skill
deficiencies.

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Definition of Human Resource Planning
According to Vetter, “HRPis the process by which management determines how the
organization should move from its current man power position to desired
manpower position. Through planning, management strives to have the right time,
doing things which result in both the organization and individual receiving
maximum long run benefits”.
According to Gordon Mc Beath, “HRP is concerned withtwo things: Planning
ofmanpower requirements and Planning of Manpower supplies”.

According to Beach, “HRP is a process of determining and assuming that the

organization will have an adequate number of qualified persons, available at proper
times, performing jobs which meet the needs of the enterprise and which provides
satisfaction for the individuals involved”
Simply HRP can be understood as the process of forecasting an
organization‟s future demands for and supply of the right type of people in the
right number. In other words HRP is the process of determining manpower needs
and formulating plans to meet these needs.
HRP is a Four-Phased Process.
 The first phase involves the gathering and analysis of data through
manpower inventories and forecasts,
 The second phase consists of establishing manpower objectives and
policies and gaining top management approval of these.
 The third phase involves designing and implementing plans and
promotions to enable the organization to achieve its manpower
objectives.
 The fourth phase is concerned with control and evaluation of manpower
plans to facilitate progress in order to benefit both the organization and the
individual. The long run view means that gains may be sacrificed in the
short run for the future grounds. The planning process enables the
organization to identifywhat its manpower needs is and what
potentialmanpower problems required current action. This leads to more
effective and efficient performance.

Nature of HRP

Human resource planning is the process of analyzing and identifying the

availability and the need for human resources so that the organization can meet its

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 objectives. The focus of HR planning is to ensure that the organization has the right
number of human resources, with the right capabilities, at the right times, and in the
right places. In HR planning, an organization must consider the availability and
allocation of people to jobs over long periods of time, not just for the next month or
the next year1.

HRP is a sub system in the total organizational planning. Actions may include
shifting employees to other jobs in the organization, laying off employees or otherwise
cutting back the number ofemployees, developing present employees, and/or
increasing the number of employees in certain areas. Factors to consider include
the current employees‟ knowledge, skills, and abilities and the expected vacancies
resulting from retirements, promotions, transfers, and discharges. To do this,
HR planning requires efforts by HR professionals working with executives and
managers.

Objectives of Human Resource Planning

1. To ensure optimum utilization of human resources currently available in the
organization.

2. To assess or forecast the future skill requirement of the organization.

3. To provide control measures to ensure that necessary resources are available as

and when required.

4. A series of specified reasons are there that attaches importance to

manpower planning and forecasting exercises. They are elaborated
below:
 To link manpower planning with the organizational planning
 To determine recruitment levels.
 To anticipate redundancies.
 To determine optimum training levels.
 To provide a basis for management development programs.
 To cost the manpower.
 To assist productivity bargaining.
 To assess future accommodation requirement.
 To study the cost of overheads and value of service functions.
 To decide whether certain activity needs to be subcontracted, etc.

HRP exists as a part of planning process of business. This is the activity that
aims to coordinate the requirements for the availability of the different types of

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 employers. The major activities are the forecasting, (future requirements),
inventorying (present strength), anticipating (comparison of present and future
requirements) and planning (necessary program to meet the requirements).

The HR forecasts are responsible for estimating the number of people and the jobs
needed by an organization to achieve its objectives and realize its plans in the most
efficient and effective manner.

HR needs are computed by subtracting HR supplies or number of the

employees available from expected HR demands or number of people required to
produce a desired level of outcome. The objective of HR is to provide right
personnel for the right work and optimum utilization of the existing human
resources.

The objectives of human resource planning may be summarized as below:

 Forecasting Human Resources Requirements: HRP is essential to

determine the future needs of HR in an organization. In the absence of this
plan it is very difficult to provide the right kind of people at the right time.

 Effective Management of Change: Proper planning is required to cope

with changes in the different aspects which affect the organization. These
changes need continuation of allocation/ reallocation and effective
utilization of HR in organization.
 Realizing the Organizational Goals: In order to meet the expansion and
other organizational activities the organizational HR planning is essential.

 Promoting Employees: HRP gives the feedback in the form of employee

data which can be used in decision-making in promotional opportunities
to be made available for the organization.

 Effective Utilization of HR: The data base will provide the useful
information in identifying surplus and deficiency in human resources. The
objective of HRP is to maintain and improve the organizational capacity to
reach its goals by developing appropriate strategies that will result in the
maximum contribution of HR.

Need for HRP in Organizations

Major reasons for the emphasis on HRP at the Macro level:

1) Employment-Unemployment Situation: Though in general the

number of educated unemployment is on the rise, there is acute shortage

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 for a variety of skills. This emphasizes on the need for more effective
recruitment and employee retention.

2) Technological Change: The changes in production technologies,

marketing methods and management techniques have been extensive and
rapid. Their effect has been profound on the job contents and job contexts.
These changes have caused problems relating to redundancies, retention and
redeployment. All these suggest the need to plan manpower needs intensively
and systematically.

3) Demographic Change: The changing profile of the work force in terms of

age, sex, literacy, technical inputs and social background has implications
for HRP.

4) Skill Shortage: Unemployment does not mean that the labour market is
a buyer‟s market. Organizations generally become more complex and
require a wide range of specialist skills that are rare and scare. A problem
arises in an organization when employees with such specialized skills
leave.

5) Governmental Influences: Government control and changes in

legislation with regard to affirmative action for disadvantages groups,
working conditions and hours of work, restrictions on women and child
employment, causal and contract labour, etc. have stimulated the
organizations to be become involved in systematic HRP.

6) Legislative Control: The policies of “hire and fire” have gone. Now the
legislation makes it difficult to reduce the size of an organization quickly and
cheaply. It is easy to increase but difficult to shed the fat in terms of the
numbers employed because of recent changes in labour law relating to lay-
offs and closures. Those responsible for managing manpower must look far
ahead and thus attempt to foresee manpower problems.

7) Impact of the Pressure Group: Pressure groups such as unions, politicians

and persons displaced from land by location of giant enterprises have been
raising contradictory pressure on enterprise management such as internal
recruitment and promotion, preference to employees‟ children, displace
person, sons of soil etc.
8) Systems Approach: The spread of system thinking and advent of the
macro computer as the part of the on-going revolution in information
technology which emphasis planning and newer ways of handling
voluminous personnel records.

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 9) Lead Time: The log lead time is necessary in the selection process and
training and deployment of the employee to handle new knowledge and
skills successfully.

Importance of HRP
HRP is the subsystem in the total organizational planning. Organizational
planning includes managerial activities that set the company‟s objective for the
future and determines the appropriate means for achieving those objectives. The
importance of HRP is elaborated on the basis of the key roles that it is playing in the
organization.

1. Future Personnel Needs: Human resource planning is significant because it

helps to determine the future personnel needs of the organization. If an
organization is facing the problem of either surplus or deficiency in staff
strength, then it is the result of the absence of effecting HR planning. All
public sector enterprises find themselves overstaffed now as they never had
any planning for personnel requirement and went of recruitment spree till
late 1980‟s. The problem of excess staff has become such a prominent problem
that many private sector units are resorting to VRS „voluntary retirement
scheme‟. The excess of labor problem would have been there if the
organization had good HRP system. Effective HRP system will also enable
the organization to have good succession planning.

2. Part of Strategic Planning: HRP has become an integral part of strategic

planning of strategic planning. HRP provides inputs in strategy
formulation process in terms of deciding whether the organization has got
the right kind of human resources to carry out the given strategy. HRP is also
necessary during the implementation stage in the form of deciding to make
resource allocation decisions related to organization structure, process and
human resources. In some organizations HRP play as significant role as
strategic planning and HR issues are perceived as inherent in business
management.

3. Creating Highly Talented Personnel: Even though India has a great

pool of educated unemployed, it is the discretion of HR manager that will
enable the company to recruit the right person with right skills to the
organization. Even the existing staff hope the job so frequently that
organization face frequent shortage of manpower. Manpower planning
in the form of skill development is required to help the organization in
dealing with this problem of skilled manpower shortage.

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4. International Strategies: An international expansion strategy of an
organization is facilitated to a great extent by HR planning. The HR
department‟s ability to fill key jobs with foreign nationals and reassignment
of employees from within or across national borders is a major challenge that
is being faced by international business. With the growing trend towards
global operation, the need for HRP will as well will be the need to integrate
HRP more closely with the organizations strategic plans. Without effective
HRP and subsequent attention to employee recruitment, selection,
placement, development, and career planning, the growing competition
for foreign executives may lead to expensive and strategically descriptive
turnover among key decision makers.

5. Foundation for Personnel Functions: HRP provides essential information

for designing and implementing personnel functions, such as
recruitment, selection, training and development, personnel movement
like transfers, promotions and layoffs.

6. Increasing Investments in Human Resources: Organizations are making

increasing investments in human resource development compelling the
increased need for HRP. Organizations are realizing that human assets can
increase in value more than the physical assets. An employee who gradually
develops his/ her skills and abilities become a valuable asset for the
organization. Organizations can make investments in its personnel either
through direct training or job assignment and the rupee value of such a
trained, flexible, motivated productive workforce is difficult to determine.
Top officials have started acknowledging that quality of work force is
responsible for both short term and long term performance of the
organization.

7. Resistance to Change: Employees are always reluctant whenever they hear

about change and even about job rotation. Organizations cannot shift one
employee from one department to another without any specific planning.
Even for carrying out job rotation (shifting one employee from one
department to another) there is a need to plan well ahead and match the
skills required and existing skills of the employees.

8. Uniting the Viewpoint of Line and Staff Managers: HRP helps to unite the
viewpoints of line and staff managers. Though HRP is initiated and
executed by the corporate staff, it requires the input and cooperation of all
managers within an organization. Each department manager knows about
the issues faced by his department more than anyone else. So
communication between HR staff and line managers is essential for the

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 success of HR Planning and development.

9. Succession Planning: Human Resource Planning prepares people for

future challenges. The „stars‟ are picked up, trained, assessed and assisted
continuously so that when the time comes such trained employees can
quickly take the responsibilities and position of their boss or seniors as and
when situation arrives.
10. Other Benefits: (a) HRP helps in judging the effectiveness of manpower
policies and programmes of management. (b) It develops awareness on
effective utilization of human resources for the overall development of
organization. (c) It facilitates selection and training of employees with
adequate knowledge, experience and aptitudes so as to carry on and
achieve the organizational objectives (d) HRP encourages the company to
review and modify its human resource policies and practices and to
examine the way of utilizing the human resources for better utilization.

Factors Affecting HRP

HRP is influenced by several factors. The most important of the factors that affect
HRP are (1) type and strategy of organization (2) organizational growth cycles and
planning (3) environmental uncertainties (4) time horizons (5) type and quality of
forecasting information (4) nature of jobs being filled and (5) offloading the
work.

Organizational
Growth cycle
and Planning

Type and
Environmental
Strategy of Uncertainties
Organization.

HRP
Time horizons Outsourcing

Type and
quality of
forecasting N ature of jobs
information being filled

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1. Type and Strategy of the Organization: Type of the organization determines the
production processes involve, number and type of staff needed and the
supervisory and managerial personnel required. HR need is also defined by the
strategic plan of organization. If the organization has a plan for organic growth then
organization need to hire additional employees. On the other hand If the
organization is going for mergers and acquisition, then organization need to plan
for layoffs, as mergers can create, duplicate or overlap positions that can be
handled more efficiently with fewer employees.

Organization first decides whether to be reactive or proactive in HRP.

Organizations either carefully anticipate the needs and systematically plan to fill
the need in advance (proactive) or can simply react to the needs as they arise
(reactive). Likewise, the organization must determine the width of the HR plan.
Organization can choose a narrow focus by planning in only one or two HR areas
like recruitment and selection or can have a broad perspective by planning in all
areas including training and remuneration.
The nature of HR plan is also decides upon the formality of the plan. It can decides
to have an informal plan that lies mostly in the minds of the managers and
personnel staff or can have a formal plan which is properly documented in
writing

The nature of HR plan is also depended upon the flexibility that is practiced in the
organization. HR plan should have the ability to anticipate and deal with
contingencies. Organizations frame HRP in such a way that it can contain many
contingencies, which reflect different scenarios thereby assuring that the plan is
flexible and adaptable.

2. Organizational Growth Cycles and Planning: All organizations pass through

different stages of growth from the day of its inception. The stage of growth in
which an organization is determines the nature and extends of HRP. Small
organizations in the earlier stages of growth may not have well defined personnel
planning. But as the organization enters the growth stage they feel the need to plan
its human resource. At this stage organization gives emphasis upon employee
development. But as the organization reaches the mature stage it experience less
flexibility and variability resulting in low growth rate. HR planning becomes more
formalized and less flexible and less innovative and problem like retirement and
possible retrenchment dominate planning.

During the declining stage of the organization HRP takes a different focus like
planning to do the layoff, retrenchment and retirement. In declining situation

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planning always becomes reactive in nature towards the financial and sales
distress faced by the company.
3. Environmental Uncertainties: Political, social and economic changes affect all
organizations and the fluctuations that are happening in these environments affect
organizations drastically. Personnel planners deal with such environmental
uncertainties by carefully formulating recruitment, selection, training and
development policies and programmes. The balance in the organization is achieved
through careful succession planning, promotion channels, layoffs, flexi time, job
sharing, retirement, VRS and other personnel related arrangements.
4. Time Horizons: HR plans can be short term or long term. Short term plans
spans from six months to one year, while long term plans spread over three to
twenty years. The extent of time period depends upon the degree of uncertainty
that is prevailing in an organizations environment. Greater the uncertainty, shorter
the plan time horizon and vice versa.

5. Type and Quality of information: The information used to forecast personnel

needs originates from a multitude of sources. The forecast depends to a large extent
upon the type of information and the quality of data that is available to personnel
planners. The quality and accuracy of information depend upon the clarity with
which the organizational decision makers have defined their strategy, structure,
budgets, production schedule and so on.

6. Nature of Jobs Being Filled: Personnel planners need to be really careful with
respect to the nature of the jobs being filled in the organization. Employees belonging
to lower level who need very limited skills can be recruited hastily but, while hiring
employees for higher posts, selection and recruitment need to be carried out with
high discretion. Organization need to anticipate vacancies far in advance as
possible, to provide sufficient time to recruit suitable candidate.
7. Outsourcing: Several organizations outsource part of their work to outside
parties in the form of subcontract. Outsourcing is a regular feature both in the
public sector as well as in the private sector companies. Many of the organizations
have surplus labour and hence instead of hiring more people they go for
outsourcing. Outsourcing is usually done for non critical activities. Outsourcing
of non- critical activities through subcontracting determines HRP.

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HRP Process
HRP effectively involves forecasting personnel needs, assessing personnel
supply and matching demand– supply factors through personnel related
programmes. The HR planning process is influenced by over organizational

objectives and environment of business.

Environmental Scanning:

It refers to the systematic monitoring of the external forces influencing the

organization. The following forces are essential for pertinent HRP.

 Economic factors, including general and regional conditions.

 Technological changes
 Demographic changes including age, composition and literacy,
 Political and legislative issues, including laws and administrative rulings
 Social concerns, including child care, educational facilities and priorities.

By scanning the environment for changes that will affect an organization,

managers can anticipate their impact and make adjustments early.

Organizational Objectives and Policies: HR plan is usually derived from the

organizational objectives. Specific requirements in terms of number and
characteristics of employees should be derived from organizational objectives

Once the organizational objectives are specified, communicated and understood by

all concerned, the HR department must specify its objective with regard to HR
utilization in the organization.

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HR Demand Forecast:

Demand forecasting is the process of estimating the future quantity and quality of
people required to meet the future needs of the organization. Annual budget and
long-term corporate plan when translated into activity into activity form the basis
for HR forecast.

For eg: in the case of a manufacturing company, the sales budget will form the
basis for production plan giving the number and type of products to be produced in
each period. This will form the basis upon which the organization will decide the
number of hours to be worked by each skilled category of workers. Once the
number hours required is available organization can determine the quality and
quantity of personnel required for the task.

Demand forecasting is influenced by both internal factors and external factors:

external factors include- competition, economic climate, laws and regulatory
bodies, changes in technology and social factors whereas internal factors are
budget constraints, production level, new products and services, organizational
structure and employee separations.

Demand forecasting is essential because it helps the organization to 1. Quantify

the jobs, necessary for producing a given number of goods, 2. To determine the
nature of staff mix required in the future, 3. To assess appropriate levels in different
parts of organization so as to avoid unnecessary costs to the organization,
4. To prevent shortages of personnel where and when, they are needed by the
organization. 5. To monitor compliances with legal requirements with regard to
reservation of jobs.

Techniques like managerial judgment, ratio- trend analysis, regression analysis,

work study techniques, Delphi techniques are some of the major methods used by
the organization for demand forecasting.

HR Supply Forecast:

Supply forecast determines whether the HR department will be able to procure

the required number of workers. Supply forecast measures the number of people
likely to be available from within and outside an organization, after making
allowance for absenteeism, internal movements and promotions, wastage and
changes in hours, and other conditions of work.

Supply forecast is required because it is needed as it 1. Helps to quantify the

number of people and positions expected to be available in future to help the
organization realize its plans and meet its objectives
2. Helps to clarify the staff mixes that will arise in future 3. It assesses existing staffing
in different parts of the organization. 4. It will enable the organization to prevent

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 shortage of people where and when they are most needed. 5. It also helps to
monitor future compliance with legal requirements of job reservations.

Supply analysis covers the existing human resources, internal sources of supply
and external sources of supply.

HR Programming:

Once an organization‟s personnel demand and supply are forecasted the demand
and supply need to be balanced in order that the vacancies can be filled by the
right employees at the right time.

HR Plan Implementation:

HR implementation requires converting an HR plan into action. Aseries of action

are initiated as apart of HR plan implementation. Programmes such as
recruitment, selection and placement, training and development, retraining
and redeployment, retention plan, succession plan etc when clubbed together
form the implementation part of the HR plan.
Control and Evaluation:

Control and evaluation represent the final phase of the HRP process. All HR plan
include budgets, targets and standards. The achievement of the organization will
be evaluated and monitored against the plan. During this final phase
organization will be evaluating on the number of people employed against the
established (both those who are in the post and those who are in pipe line) and on
the number recruited against the recruitment targets. Evaluation is also done
with respect to employment cost against the budget and wastage accrued so
that corrective action can be taken in future.

Job Analysis
Introduction

Manpower planning is concerned with determination of quantitative and

qualitative requirements of manpower for the organization. Determination of
manpower requirements is one of the most important problems in manpower
planning. Job analysis and job design, provide this knowledge. Before going
through the mechanism of job analysis and job design, it is relevant to
understand the terms which are used in job analysis and job design.

Job

A job may be defined as a “collection or aggregation of tasks, duties and

responsibilities which as a whole, are regarded as a regular assignment to

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 individual employees,” and which is different from other assignments, In other
words, when the total work to be done is divided and grouped into packages, we
call it a “job.” Each job has a definite title based upon standardized trade
specifications within a job; two or more grades may be identified, where the work
assignment may be graded according to skill, the difficulty of doing them, or the
quality of workmanship. Thus, it may be noted that a position is a collection of tasks
and responsibilities regularly assigned to one person;” while a job is a “group of
position, which involve essentially the same duties, responsibilities, skill and
knowledge.” A position consists of a particular set of duties assigned to an
individual.
Decenzo and P. Robbins define other terms as follows:
Task: It is a distinct work activity carried out for a distinct purpose.
Duty: It is a number of tasks.
Position: It refers to one or more duties performed by one person in an
organization, There are at least as many positions as there are
workers in the organization; vacancies may create more positions
than employees.
Job: It is a type of position within the organization.
Job Family: It is group of two or more jobs that either call for similar worker
characteristics or contain parallel work tasks as determined by job
analysis.
Occupation: It is a group of similar jobs found across organizations.
Career: It represents a sequence of positions, jobs, or occupations that a
person has over his working life.

Career

Job Family

Job
Position
Duty
Task

Element

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Job Analysis Defined
Developing an organizational structure, results in jobs which have to be staffed.
Job analysis is the procedure through which you determine the duties and nature of
the jobs and the kinds of people (in terms of skills and experience) who should be
hired for them.‟ It provides you with data on job requirements, whichare then used
for developing job descriptions (what the job entails) and job specifications
(what kind of people to hire for the job). Some of the definitions of job analysis ate
given as follows, to understand the meaning of the term more clearly:

According to Michael L. Jucius, “Job analysis refers to the process of studying the
operations, duties and organizational aspects of jobs in order to derive
specifications or as they called by some, job descriptions.”

According to DeCenzo and P. Robbins, “A 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.”
According to Herbert G Herman “A job is a collection of tasks that can be
performed by a single employee to contribute to the production of some product
or service provided by the organization. Each job has certain ability requirements
(as well as certain rewards) associated with it. Job analysis process used to
identify these requirements.”

Uses of Job Analysis

1. Achievement of Goals: Weather and Davis have stated, “Jobs are at the core of
every organization‟s productivity, if they are designed well and done right, the
organization makes progress towards its objectives. Otherwise, productivity
suffers, profits fall, and the organization is less able to meet the demands of
society, customer, employees, and other with a stake in its success.”
2. Organizational Design: Job analysis will be useful in classifying the jobs and
the interrelationships among the jobs. On the basis of information obtained
through job analysis, sound decisions regarding hierarchical positions and
functional differentiation can be taken and this will improve operational efficiency.
3. Organization and Manpower Planning: It is helpful in organization planning, for
it defines labour in concrete terms and co-ordinates the activities of the work force, and
clearly divides duties and responsibilities.

4. Recruitment and Selection: Job analysis provides you with information on

what the job entails and what human requirements are required to carry out these
activities. This information is the basis on which you decide what sort of people to
recruit and hire.
5. Placement and Orientation: Job analysis helps in matching the job
requirements with the abilities, interests and aptitudes of people. Jobs will be

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 assigned to persons on the basis of suitability for the job. The orientation
programme will help the employee in learning the activities and understanding
duties that are required to perform a given job more effectively.
6. Employee Training and Management Development: Job analysis provides the
necessary information to the management of training and development
programmes. It helps in to determine the content and subject matter of in training
courses. It also helps in checking application information, interviewing test results
and in checking references.
7. Job Evaluation and Compensation: Job evaluation is the process of determining
the relative worth of different jobs in an organization with a view to link
compensation, both basic and supplementary, with the worth of the jobs. The
worth of a job is determined on the basis of job characteristics and job holder
characteristics. Job analysis provides both in the forms of job description and job
specification.
8. Performance Appraisal: Performance appraisal involves comparing each
employee‟s actual performance with his or her desired performance. Through
job analysis industrial engineers and other experts determine standards to be
achieved and specific activities to be performed.
9. Health and Safety: It provides an opportunity for identifying hazardous
conditions and unhealthy environmental factors so that corrective measures may
be taken to minimize and avoid the possibility of accidents.
10. Employee Counselling: Job analysis provides information about career choices
and personal limitation. Such information is helpful in vocational guidance and
rehabilitation counselling. Employees who are unable to cope with the hazards and
demands of given jobs may be advised to opt for subsidiary jobs or to seek
premature retirement.

Steps in Job Analysis

The six steps of job analysis are

1. Determine the Use of the Job Analysis Information: Start by identifying the
use to which the information will be put, since this will determine the type of data you
collect and the technique you use to collect them.
2. Collection of Background Information: According to Terry, “The make-up
of a job, its relation to other jobs, and its requirements for competent performance
are essential information needed for a job evaluation. This information can be had
by reviewing available background information such as organization charts (which
show how the job in question relates to other jobs and where they fit into the
overall organization); class specifications (which describe the general requirements
of the class of job to which the job under analysis belongs); and the existing job

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descriptions which provide a starting point from which to build the revised job
description”.

3. Selection of Jobs for Analysis: To do job analysis is a costly and time

consuming process. It is hence, necessary to select a representative sample of jobs
for purposes of analysis. Priorities of various jobs can also be determined. A job
may be selected because it has undergone undocumented changes in job content.
The request for analysis of a job may originate with the employee, supervisor, or a
manager.

When the employee requests an analysis it is usually because new job demands
have not been reflected in changes in wages. Employee‟s salaries are, in part, based
upon the nature of the work that they perform. Some organizations establish a time
cycle for the analysis of each job. For example: A job analysis may be required for all
jobs every three years. New jobs must also be subjected to analysis.

4. Collection of Job Analysis Data: Job data on features of the job, requited
employee qualification and requirements, should be collected either form the
employees who actually perform a job; or from other employees (such as
foremen or supervisors) who watch the workers doing a job and there by
acquire knowledge about it; or from the outside persons, known as the trade job
analysis who are appointed to watch employees performing a job. The duties of such
a trade job analyst are (i) to outline the complete scope of a job and to consider all
the physical and mental activities involved in determining what the worker
does.; (ii) find out why a worker does a job; and for this purpose he studies why
each task is essential for the overall result; and (iii) the skill factor which may be
needed in the worker to differentiate between jobs and establish the extent of the
difficulty of any job.

5. Processing the Information: Once job analysis information has been collected,
the next step is to place it in a form that will make it useful to those charged with
the various personnel functions. Several issues arise with respect to this. First, how
much detail is needed? Second, can the job analysis information be expressed in
quantitative terms? These must be considered properly.

6. Preparing Job Descriptions and Job Classifications: Job information which

has been collected must be processed to prepare the job description form. It is a
statement showing full details of the activities of the job. Separate job description
forms may be used for various activities in the job and may be compiled later
on. The job analysis is made with the help of these description forms. These forms
may be used as reference for the future.

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7. Developing Job Specifications: Job specifications are also prepared on the
basis of information collected. It is a statement of minimum acceptable
qualities of the person to be placed on the job. It specifies the standard by
which the qualities of the person are measured. Job analyst prepares such
statement taking into consideration the skills required in performing the job
properly. Such statement is used in selecting a person matching with the job.

Methods for Collecting Job Analysis Data

As discussed earlier, information is to be collected for job analysis. Such

information may be collected by the trained job analysis, superiors concerned and
job holders themselves. Job information is collected through the following
methods:

1. Participant Diary/Logs: Workers can be to keep participant diary/long or

lists of things they do during the day. For every activity he or she engages in, the
employee records the activity (along with the time) in a log. This can provide you
with a very comprehensive picture of the job, especially when it‟s supplemented
with subsequent interviews with the worker and his or her supervisor. This method
provides more accurate information if done faithfully. However, it is quite time
consuming. Further, each jobholder maymaintain records according to his own way
which presents problems in analysis at later stage. Therefore, it has limited
application.

2. Interview: There are three types of interviews you can use to collect job
analysis data: individual interviews with each employee; group interviews with
groups of employees having the same job; and supervisor interviews with one or
more supervisors who are thoroughly knowledgeable about the job being
analyzed. The group interview is used when a large number of employees are
performing similar or identical work, since this can be a quick and inexpensive
way of learning about the job. As a rule, the worker‟s immediate supervisor would
attend the group session; if not, you should interview the supervisor separately to
get that person‟s perspective on the duties and responsibilities of the job.

3. Critical Incidents: In this method, job holders are asked to describe incidents
concerning the job on the basis of their past experience. The incidents so collected
are analyzed and classified according to the job areas they describe, A fairly
picture of actual job requirements can be obtained by distinguishing between
effective and ineffective behaviors of workers on the job. However, this method is time
consuming. The analyst requires a high degree of skill to analyze the contents of
descriptions given by workers.

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4. Technical Conference Method: This method utilizes supervisors with
extensive knowledge of the job. Here, specific characteristics of a job are obtained
from the “experts.” Although it is a good data gathering method, it often
overlooks the incumbent worker‟s perception about what they do on their job.

5. Job Performance: Under this method, the job analyst actually performs the job
under study to get first-hand experience of the actual tasks, and physical and social
demands of the job. This method can be used only for jobs where skill
requirements are low and can be learnt quickly and easily. This is a time-
consuming method and is not appropriate for jobs requiring extensive training.

6. Functional Job Analysis: Functional job analysis (FJA) is employee- oriented

analytical approach of job analysis. This approach attempts to describe the whole
person on the job. The main features of FJA include the following:
 The extent to which specific instruction are necessary to perform the task
 The extent to which reasoning and judgment are required to perform the task
 The mathematical ability required to perform the task and
 The verbal and language facilities required to perform the task.

7. Observation Method: Using this method, a job analyst watches employees

directly on the job. Observations are made on various tasks, activities, the pace at
which tasks are carried out, and the way different activities are performed. This
method is suitable for jobs that involve manual, standardized, and short job cycle
activities. This method also requires that the entire range of activities be
observable; possible with some jobs.
8. Questionnaires: The method is usually employed by engineering
consultants. Properly drafted questionnaires are sent out to job-holders for
completion and are returned to supervisors. However, the information received is
often unorganized and incoherent. The idea in issuing questionnaire is to elicit the
necessary information from job –holders so that any error may first be discussed
with the employee and, after corrections, may be submitted to the job analyst.

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 Questionnaire for Job Analysis
1. Your Name ………..………..………..………..………..………..………..
2. Title or Designation of your job …………………………………………

3. Regular or Part Time …………………………………………………………

4. Your Department ……………………………………………………….

5.
To whom do you report directly (Name and Title): ………………………
6. Description of work:

Daily Duties:
Periodical Duties:
Occasional Duties:
Your
Whatknowledge
EquipmentRequirements:
do you use?
What Materials do you work with or sell?
If you supervise the work of others, state how many and what their jobs
are.
To what job would you normally expect to be promoted?
From what job were you transferred to your present job?

This technique is time consuming and generally does not yield satisfactory results
because many employees do not complete the questionnaire or furnish incorrect
information because of their own limitations. The use of questionnaire is
recommended only in case of those technical jobs where the job contents are not
completely known to the supervisor or the operation is too complex to observe.

RECRUITMENT
Meaning:- Recruitment is the process of searching for prospective
employees & stimulating them to apply for jobs in the organisation.

Definition:- Acc. to Yoder “ Recruitment is a process to discover the sources

of manpower to meet the requirements of the staffing schedule & to employ
effective measures for attracting the manpower in adequate number to
facilitate effective selection of an efficient working force”.

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SOURCES OF RECRUTIMENT (METHODS/TECHNIQUES)

I. INTERNAL SOURCES/METHODS:- Internal methods seeks applicants for

positions from those who are currently employed . it included

1. Promotions & Transfers

a. Promotion:

i. Movement of employee from a lower level position to a

higher level position accompanied by (usually) changes in
duties, responsibilities, status & values.

b. Transfer

i . Transfer is an internal movement within the same grade,

from one job to another. It may lead to changes in duties &
responsibilities, working condition etc, but not necessarily
salary.

2. Job Posting:

Job posting is another way of hiring people from within. In this

method, the organisation publicizes job openings on bulletin boards,
electronic media & similar outlets.

3. Employee Referrals:-

Employee referral means using personal contacts to locate job

opportunities. It is a recommendation from a current employee
regarding a job applicant. The logic behind employee referral is that “it
takes on to know one”.

II. EXTERNAL SOURECE/METHODS

Every enterprise has to use external sources for recruitment to higher

positions when existing employee are not suitable. More persons are needed
when expansions are undertaken, external methods includes

1. Advertisement:-

Advertisement is the best method of recruiting person for higher

& experienced jobs. The advertisements are given in local or national
press trade or professional journals. The requirements of jobs are given
in the advertisements. The prospective candidates evaluate themselves
against their requirements of jobs before sending their applications.

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 Management gets a wider range of candidates for selection. The flood of
application may create difficulties in the process.

2. Direct Recruitment:-
Direct recruitment refers to the external source of recruitment
where the recruitment of qualified candidates are done by placing a
notice of vacancy on the notice board in the organization. This method
of sourcing is also called as factory gate recruitment, as the blue-collar
and technical workers are hired through this process.
3. Employment Exchanges:-
As per the law, for certain job vacancies, it is mandatory that the
organization provides details to the employment exchange.
Employment exchange is a government entity, where the details of the
job seekers are stored and given to the employers for filling the vacant
positions. This external recruitment is helpful in hiring for unskilled,
semi-skilled, and skilled workers.
4. Employment Agencies:-
Employment agencies are a good external source of recruitment.
Employment agencies are run by various sectors like private, public, or
government. It provides unskilled, semi-skilled and skilled resources as
per the requirements of the organization. These agencies hold a database
of qualified candidates and organizations can use their services at a cost.
5. Professional Associations:-
Professional associations can help an organization in hiring
professional, technical, and managerial personnel; however they
specialize in sourcing mid-level and top-level resources. There are many
professional associations that act as a bridge between the organizations
and the job-seekers.
6. Campus Recruitment:-
Campus recruitment is an external source of recruitment, where
the educational institutions such as colleges and universities offer
opportunities for hiring students. In this process, the organizations visit
technical, management, and professional institutions for recruiting
students directly for the new positions.
7. Word of Mouth Advertising:-
Word of mouth is an intangible way of sourcing the candidates
for filling up the vacant positions. There are many reputed organizations
with good image in the market. Such organizations only need a word-of-
mouth advertising regarding a job vacancy to attract a large number of
candidates.

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 SELECTION
Meaning

Selection is the process of examining the applicants with regard to their

suitability for the given job or jobs, & choosing the best from the suitable
candidates & rejecting the others.

Definition

Acc. to Dale Yoder, “ Selection is the process in which candidates for

employment are divided into two classes those who are to be offered
employment & those who are not. Selection means a process by which
qualified personnel may be chosen from the applicants offering their
services to the organization for employment”.

SELECTION PROCESS/STEPS IN SELECTION

1. Screening of Applicants (Application Blank):- Prospective employees

have to fill up some sort of applications forms. These forms have
variety of information about the applicants like their personal bio-data,
achievements, experience etc. such information is used to screen the
applicants who are found to be qualified for the consideration of
employment. The information may also be used to keep permanent
records of those persons who are selected. Based on screening of
applications, only those candidates are called for further process fo
selection that are found to be meeting the job standards of the
organization.
2. Selection Methods/Tests:- Organizations hold different kinds of
selection tests to know more about the candidate or to reject the
candidates who cannot be called for interview etc. selection test
normally supplement the information provided in the application
forms, such forms may contain factual information about candidates
selection texts may give information about their aptitude, interest,
personality etc, which cannot be known by the application forms.
3. Interview:- Selection tests are normally allowed by personal interview
of the candidates. The basis idea here is to find out over all suitability
of candidates for the jobs. It also provides opportunity to give relevant
information about the organisation to the candidates. In many cases,
interview of preliminary nature can be conducted before the selection
tests.

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4. Reference & Background Verification:- many organisation ask the
candidates to provide the names of referees from whom more
information about the candidates can be solicited. Such information
may be related to character, working etc. the usual referees may be
previous employers, person‟s associated with the educational institutions
from where the candidates have received education or other person‟s of
prominence who may be aware of the candidates‟ behaviours ability.
5. Medical Examinations:- certain jobs require unusual strength to
tolerance of hard working conditions. A physical examination reveals
whether or not a candidate possesses these qualities. It brings out
deficiencies not as a basis of rejection but as a positive aid to selective
placement & as indicating restrictions on his transfer to other
positions.
6. Approval by Appropriate Authority or Hiring Decisions:- on the
basis of the above steps suitable candidates are recommended for
selection by the selection committee or personnel department. Though
such a committee or personnel department may have authority to
select the candidate finally , often it has staff authority to recommend
the candidates for selection to the appropriate authority.
7. Placement:- After all the formalities are completed the candidates are
placed on their jobs initially on probation basis. The probation period
may range from 3 months to 2 years. During this period, they are
observed keenly, & when they complete this period successfully, they
become the permanent employees of the organization.

TYPES OF TESTS/ SLECTION TEST

1. Aptitude Test:- these tests measure whether an individual has the

capacity or latent ability to learn a given job, if given adequate
training. Aptitudes can divided into general & mental ability or
intelligence & specific aptitudes such as mechanical, clerical,
manipulative capacity etc.
2. Psycho motor Test :- these tests measure abilities like manual
dexterity, motor ability & eye hand coordination of candidates. These
tests can are useful to select semi-skilled workers & workers for
repetitive operations like packing & watch assembly.
3. Job knowledge Test:- under this test, a candidate is tested in the
knowledge of particular job. For example. If a junior lecturer applies
for the job of a senior lecturer in commerce he may be tested in job
knowledge where he is asked question about accountancy principles,
banking law, business management etc.

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 4. Vocational / Interest Test:- these tests are inventories of the like &
dislikes of candidates in relation to work, job, occupations, hobbies &
recreational activities. The purpose of this test is to find out whether a
candidate is interested or disinterested in the job for which he is a
candidate & to find out there is high correlation between the interest of a
candidate in a job & job success.
5. Personality test:- these tests probe deeply to discover clues to an
individual‟s value system, his emotional reactions & maturity &
characteristic mood. They are expressed in such traits like tact,
emotional control, optimism, decisiveness, sociability, conformity,
objectivity, patience, fear, distrust, initiative, judgement dominance
or submission, impulsiveness, sympathy, integrity, stability & self
confidence.
6. Group discussion:- this test administered through the group
discussion approach to solve a problem under which candidate are
observed in the areas of initiating, leading, proposing valuable ideas,
conciliating skills, oral communicating skills, coordinating &
concluding skills.

INTERVIEW
Meaning:- Interview means a conversation between interviewer &
interviewee aimed at assessing the potentialities for a job.

In other words “An interview is an attempt t secure maximum amount of

information from the candidate concerning his suitability for the job under
consideration”.

Types of Interview
1. Informal Interview: This is may take place anywhere. The employer
or a manager in the personnel department may ask a few questions,
like name, place of birth, previous experience, etc. It is not planned
and is used widely when the labour market is tight and you need
workers very badly. A friend or a relative of the employer may take a
candidate to the house of the employer or manager where this
type of interview may be conducted.
2. Formal Interview: This held in a more formal atmosphere in the
employment office by the employment officer with the help of well-
structured questions. The time and place of the interview are
stipulated by the employment office.

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3. Planned Interview: This is a formal interview carefully planned. The
interviewer has a plan of action worked out in relation to time to be
devoted to each candidate, type of information to be sought,
information to be given, the modality of interview and so on. He may
use the plan with some amount of flexibility.
4. Patterned Interview: This is also a planned interview but planned to
a higher degree of accuracy, precision and exactitude. A list of
questions and areas are carefully prepared. The interviewer goes down
the list of questions, asking them one after another.
5. Non-directive Interview: This is designed to let the interviewee
speak his mind freely. The interviewer is a careful and patient
listener, prodding whenever the candidate is silent. The idea is to
give the candidate complete freedom to „sell‟ himself without
encumbrances of the interviewer‟s questions.
6. Depth Interview: This is designed to intensively examine the
candidate‟s background and thinking and to go into considerable
detail on a particular subject to special interest to the candidate. The
theory behind it is that if the candidate is found good in his area of
special interest, the chances are high that if given a job he would take
serious interest in it.
7. Stress Interview: This is designed to test the candidate and his
conduct and behaviour by putting him under conditions of stress and
strain. This is very useful to test the behaviour of individuals under
disagreeable and trying situations.
8. Group Interview: This is designed to see how the candidates react to
and against each other. All the candidates may be brought together in
the office and they may be interviewed. The candidates may,
alternatively, be given a topic for discussion and be observed as to
who will lead the discussion, how they will participate in the
discussion, how each will make his presentation and how they will
react to each other‟s views and presentation.
9. Panel Interview: This is done by members of the interview board or a
selection committee. This is done usually for supervisory and
managerial positions. It pools the collective judgement and wisdom
of members of the panel. The candidate may be asked to meet the
panel individually for a fairly lengthy interview.

*****

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