.

Chapter Three

Job Analysis
and
Human Resource Planning

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 Job and Job Analysis
Job
Job is a collection or aggregation of tasks, duties
and responsibilities which as a whole, is
regarded as a regular assignment to employees

Each job has a definite title based on standard

trade specializations within a job.

Each job is different from other jobs like poem,

clerk, supervisor, and accoun­tant, manager, etc
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 Job Analysis
 Job Analysis is a process to identify and determine in
detail the particular job duties and requirements.
 Job Analysis is a process where judgments are made

about data collected on a job.

 Job analysis refers to the anatomy of the job.

 Job analysisis not one man affair; it requires the

participation of employees and their immediate
supervisors.

 Organizations may use employed human resource

experts or use outside consultants to perform job
analysis.
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 Cont’d
 Job analysis answers different questions regarding the
job and job holder. These are:
 What physical and mental tasks does the
worker accomplish?
 When is the job to be completed?
 Where is the job to be accomplished?
 How does the worker do the job?
 Why is the job done?
 What qualifications are needed to perform the
job

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 Cont’d
Job analysis is performed on three different occasions.
These are:

It is done when new organization is founded

It is performed when new jobs are created

It is used when jobs are changed significantly

as a result of new technology, methods,
procedures, or systems.

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 Cont’d
The job information collected by using one or more
job analysis methods allows management to draw up a
job description, job specifications.

A. Job Description is a written statement of what

jobholder does, how it is done, under what
conditions and why.

The main points to be included in a job description

are;
 The location of the job-division, department, branch.
 The title of the job and the job grade
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 Cont’d
Description about purpose of the job
Working environment and circumstances
Supervision given and received
Materials, tools and equipment used
Major duties performed like:
Percentage of time devoted to each duty.
Performance standards to be achieved.
Working conditions and possible hazards.
Number of employees performing the job and how they
report to.
The machines and equipment used on the job

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 B. Job specification (man specification)
A job specification is a statement of the minimum
acceptable human qualities necessary to perform a job
satisfactorily.
Job specification include:
a) Physical characteristics – health, strength, height,
weight, vision etc

b) Psychological characteristics – mechanical

aptitude, judgment, resourcefulness, analytical ability,
mental concentration etc.

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 Cont’d
c) Personal characteristics or traits of temperament
such as personal appearance, good and pleasing
manners, emotional stability, leadership qualities,
initiative etc,
d) Responsibilities which include supervision of
others, responsibility for production process and
equipment etc,
e) Other features of a demographic nature such as age,
sex, education, experience, language ability etc.

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 Method of Collecting Job Analysis Information
1. Observation Method- Using the observation method, a job
analyst watches employees directly or reviews films of workers
on the job.
2. Questionnaire- It is a written serious of questions.
Questionnaire method allows employees to fill out forms in
which they describe their job-related duties and
responsibilities
3. Interview: It is gathering information talking with employees
that perform each job. There are three types of interview
methods
 Individual Interview: Interviewing each employee or jobholder.
 Group Interview Method: Interviewing a group of employees
having the same job
 Supervisor Interviews: Interviewing one or more supervisors who
are thoroughly knowledgeable about the job being analyzed.

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 Steps in job analysis process
.
I. Planning the Job Analysis
• Identify objectives of job analysis
• Obtain top management support

II. Preparing For and Introducing Job Analysis

• Identify jobs and methodology
• Review existing job documentation
• Communicate the process to
managers/employees

III. Conducting the Job Analysis

• Gather job analysis data
• Review and compile data

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 Cont’d
IV. Developing Job Descriptions and Job Specifications
• Draft job descriptions and specifications
• Review drafts with managers and employees
• Finalize job descriptions and recommendations

V. Maintaining and Updating JD & JS

• Update JD and JS as organization changes
• Periodically review all jobs

Fig : Summary of stages involved in job analysis

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 Potential problems with job analysis
a) Employee fears
b) Resistance to change
c) Top management support is missing
d) Overemphasis on current employees
e) Only a single means and source are used for
gathering data
f) The supervisor and jobholder do not
participate in the design of the job analysis
exercise
g) No training or motivations for jobholders

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 Human Resource Planning (HRP)
What is Human Resource Planning?
Human resource planning is the process of systematically

reviewing human resource requirements to ensure that the

required number of employees, with the required quality.

The purpose of developing human resource planning is to

assess where the organization is, where it is going, and what

implications these assessments have on future supplies of and
demands of human resource
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 Importance of Human Resource Planning

Assumes a crucial role in the future success or failure

of an organization
Enables a manager to predict his/her manpower
requirements
Provides management information about the existing
strength and weaknesses of the people in the
organization.
Estimates human resource requirements over a
specified time frame
Assesses the kinds of skills required to be developed as
well as recruited

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 Major reasons for undertaking HRP
Future human resource requirements
 determining the human resource needs for the future
To cope with change
 HRP enables the management to cope with changes in
technology, competitive forces, markets, government regulations
Foundation for human resource functions
 The plan provides essential information for designing and
implementing human resource functions such as:
 Recruitment

 Selection

 Training and development

 Appraisal

 Compensation etc.

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 In general, human resource planning:
 Should be something done in advance
rather than reaction to immediate pressure.
 Should guide and coordinate all personnel
activities.
 Should be strategic - linked with high level
planning rather than performed in isolation.
 Should be responsive to both the external
and the organization environment.

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 Human Resource Planning Process /Steps
Planning for human resource should be tied in with
overall long-term organizational plan.
After organizational strategic plans have been
formulated, human resource planning can be
undertaken.
Strategic plans are reduced to specific quantitative
and qualitative human resource plans.
The human resource planning has two components.
These are requirements and availability.

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 Requirements
Forecasting human resource requirements involves
determining the type and number of people needed in an
organization.
Availability
It involves identifying both the internal sources and
external sources.
The major objectives of human resource planning
is to enable the organization not be understaffed
(shortage) or overstaffed (surplus).
 If a surplus is projected, reduce employees

 If a shortage is occurred , recruit employees

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 HRP Steps
1. Consider organizational goals and plans Human
resource planning is a part of the strategic planning.
2. Current human resource situation
 The second phase of the planning process is the
preparation of an inventory of human resource within the
organization.

 HR inventory consists of up-to-date information

concerning each employee's knowledge, skills and
abilities.

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 Cont’d
The inventory or employee information has several important.
The major ones are:
It enables to compare the number, types and skills specified
by the forecast with the present baseline.

It enables to determine what skills must be developed from

the current personnel, via training.

It enhances the opportunities for employees to satisfy their

career aspirations through promotion and development.
It enables to reconcile human resource demand with supply.

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 3. Human Resource Forecast
Human resource forecasts are attempts to predict an
organization's future demand for employees.

These figures for the planning period are obtained by

subtracting the current available manpower from the
projected demand.

If the figures are positive, employees will have to be

recruited, selected and hired; if the figures show
negative, employees may eventually have to be laid
off.
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 4. Implementation Programs

After the optimal alternative for human resource

issues has been chosen, it is translated into operational
programs with specific plans, target dates, schedules,
and resource commitments.

The implementation phase of the human resource

planning requires translating the plan into action.

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 5. Audit and Adjustment
Human resource planning requires considerable time,
personnel, and financial resources.

A system for evaluating and measuring progress

should be set up.
Many systems of measurement can be used depending
upon the specific program being evaluated.

Another reason for reviewing progress is to check if

changes in the human resource plans are made
necessary.

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 a n k yo u
Th

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