CHAPTER TWO

THE ACQUISITIONS OF HUMAN

RESOURCE MANAGEMENT
 PART I
HUMAN RESOURCE PLANNING AND
JOB ANALYSIS

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Human Resource Planning

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 Definition
• It is the process of systematically reviewing human
resource requirements to ensure that the required
number of employees with the required skills are
available when and where they are needed
(Mondy, Noe & Premeaux, 2002).
• The process by which managers ensure that they
have the right number and kinds of people in the
right places, and at the right times, who are
capable of effectively and efficiently performing
assigned tasks.

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 Definition (cont’d…)
• According to Armstrong (2006), HRP is
concerned with forecasting the future needs
of the organization in terms of:
• skills, expertise and competences,
• analyzing the availability and supply of people,
• drawing up plans to match supply to demand
and
• monitoring the implementation of the human
resource plan.

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 Definition (cont’d…)
• According to Quinnmills & associates,
HRP is a decision making process that
combines three important activities,
viz.,
1. Identifying and acquiring the right
number of people with the proper skills;
2. Motivating them to achieve high
performance; and
3. Creating interactive links between
business objectives and resource
planning activities.
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 Definition (cont’d…)
• According to Quinnmills & associates,
HRP is a decision making process that
combines three important activities,
viz.,
1. Identifying and acquiring the right
number of people with the proper skills;
2. Motivating them to achieve high
performance; and
3. Creating interactive links between
business objectives and resource
planning activities.
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 Importance of HRP
1. Uncertainty Reduction
• HRP offsets uncertainty by predetermining future
human resource requirements.
• It matches demand and supply forecasts to determine
future shortages and surpluses of human resources in
terms of quantity and quality.
• Action plans are developed to deal with the problems
arising from shortages and surpluses.
2. Objectives achievement
• HRP focuses on the achievement of organizational
goals.
• Demand forecasts for HR are based on the
objectives, strategies and revenue plans of the 8
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 Importance of HRP
(Cont’d…)
3. Environmental Adaptation
• HRP assesses current human resources through
human resource inventory and job analysis.
• Existing human resources can be quickly adapted to
changing technology, markets, competition as well
as political, legal, economic, social and cultural
forces.
4. Effective and Efficient Utilization of
Human Resources
• HRP ensures that the organization acquires and
retains the quality and quantity of human resources
it requires.
• Existing human resources can be properly placed
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 Importance of HRP
(Cont’d…)
5. Human Resource Development
• Human resource planning anticipates skill
requirements for various levels of human
resources.
• This provides adequate lead-time for planning of
training and development programs.
• Training and development experiences often lead
to greater employee satisfaction, lower turnover
and lower absenteeism.
6. Control
• HRP sets standards for control purposes.
• It serves as a standard
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for controlling the 10
quantity and quality of employees actually
 HRP Process
• HRP process is influenced by the overall orgnl
objectives & the environment of business.
• Thus, strategic planning must precede HRP.
• HRP translates the organization’s objectives
& plans into the number of workers needed
to meet objectives.
• HRP has two components: requirements &
availability.
• Forecasting HR requirements involves
determining the number & type of employees
needed, by skill level & location.
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 HRP Process (Cont’d…)
• These projects will reflect
various factors, such as
service/production plans
& changes in
productivity.
• In order to forecast
availability, the HR
manager looks to both
internal sources (present
employees) & external
sources (the labor mrkt).
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 HRP Process (Cont’d…)
• When employee requirements &
availability have been analyzed,
the firm can determine whether
it will have a surplus or
shortage of employees.
• Ways must be found to reduce
the no. of employees if a surplus
is projected.
• Some of these
methods/programs
include: restricted hiring,
reduced hours, early
retirements, & layoffs.
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 HRP Process (Cont’d…)
• If a worker shortage is
forecast, the firm must obtain
the proper quantity & quality
of workers from outside the
organization.
• In this case, external
recruitment & selection are
required.

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 HRP Process (Cont’d…)
Strategic planning

HR planning

Forecasting Comparing Forecasting

HR requiremnts requirements & HR availability
availability
Shortage of
Demand = Surplus of workers
Supply workers
Restricted hiring, Recruitment
Reduced hr,
No action Early retirement,
Layoffs, Downsizing Selection

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 Dealing with an Oversupply of
Personnel
• Freeze hiring • Use a shorter
• Restrict overtime workweek
• Retrain/redeploy • Use pay
reductions
• Switch to part-time
employees • Use sabbaticals
• Use unpaid • Encourage early
vacations retirements

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 Dealing with an Undersupply of
Personnel
• Hire additional • Reassign jobs
workers
• Use temporary
• Improve productivity workers
through training
• Improve retention
• Use overtime
• Add additional shifts

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Job Analysis

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 What is Job Analysis?
• Job analysis (JA) is a purposeful and
systematic process for investigation of job
content, the physical circumstances in which
the job is carried out, and the qualifications
needed to carry out job responsibilities
(Mondy, Noe & Premeaux, 2002).

• It refers to a scientific and systematic

analysis of a job in order to obtain all
pertinent facts about a given job.

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What is Job Analysis? (cont’d…)
• The job analysis indicates what activities
and accountabilities the job entails; it is an
accurate recording of the activities
involved.
• It involves studying jobs to determine what
tasks and responsibilities they include, their
relationships to other jobs, and the
conditions under which work is performed,
tools and equipment used, and the personal
capabilities required for satisfactory
performance.
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 Types of Information needed for JA
1. Work Activities (What the worker does?)
• Specific tasks or activities that are involved in the job
• Procedures used to perform activities
• Complexity of activities and their relative timing
• Personal responsibility for property, funds, etc.
• Hazards and discomforts of job.
2. Worker-oriented activities (How the job is
performed?)
• Nature of operations, motions such as handling, lifting,
walking, driving, etc.
• Human behaviors such as communicating, sensing,
decision making skills, etc.
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 Types of Information (cont’d…)
3. Machines and materials used (What does the
worker use?)
• Types of machines, equipment and tools used
• Type of materials used, such as metal, plastic, yarn,
grain etc.
• Knowledge dealt with or applied, such as in accounting,
law.
• Products made or services rendered.
4. Job performance standards (What are
performance standards?)
• Quantity standards for the job
• Quality standards for the job
• Time taken for theDr.job (Time
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 Types of Information (cont’d…)
5. Job context (What is the job context?)
• Physical working conditions
• Work schedule
• Incentives, financial and non-financial
• Job relationships (interactions with people and
organizations)
6. Personal Attributes (What personal
attributes are needed?)
• Education and training (or KSAs) required
• Work experience needed
• Aptitudes and social skills
• Physical characteristics, interests, personality, etc.
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 Source of Information for JA
• Information about job analysis can be collected
from the following sources:
• Employees
• Supervisors
• Independent experts
• Job review committee (HR manager, industrial
engineer, & labor union)
• Non-human sources:
• Existing job description and specifications.
• Equipment maintenance records
• Blueprints of equipment and architectural designs
of work areas
• Films of workers on the job
• Training manual, etc.
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 Defining Related Terms to JA
• Before JA is discussed in detail, it’s necessary to understand
some related terms: task, duty, position, job, occupation, job
family, and job classification.
• Task: refers to a distinct work activity with an identifiable
beginning and end
• E.g. sorting a bag of mail into appropriate boxes.
• Duty: refers to a related sequence of tasks
• E.g. pickup, sort & deliver incoming mail.
• Position: refers to a collection of tasks & duties regularly
assigned to one person.
• Several persons may be classified under the same job but each may
perform different works.
• E.g. One mail clerk may sort out incoming mail, another may prepare
outgoing mail and so on.
• There is a position for every Dr.
person in an organization.
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 Purpose of JA
• The purpose of job analysis is to obtain answers to six
important questions:
1. What physical & mental tasks does the worker
accomplish?
2. When is the job completed?
3. Where is the job accomplished?
4. How does the worker do the job?
5. Why is the job done?
6. What qualifications are needed to perform the job?
• In general, Job analysis is a procedure used to
determine:
 tasks, duties and responsibilities
 the qualifications needed for each job.
 the relationships of one job to other jobs
 the working conditions.Dr. Alemayehu Shiferaw 26
 When is JA Performed?
Job analysis is performed on three occasions.
1. When the organization is founded & a job
analysis program is initiated for the first
time.
2. When new jobs are created.
3. When jobs are changed significantly as a
result of new technologies, methods,
procedures, or systems.

JA is most often performed because of changes

in the nature of jobs.
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 Results of Job Analysis
• Job analysis information is used to
prepare:
• job descriptions,
• job specifications,
• job performance standards, and
• job evaluation.
• These are usually called as
components of JA.

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 What is Job Description?

• It is a written statement of what the

jobholder does.
• It portrays job content, job environment,
the machines & equipment used, and
conditions of employment.
• It describes job title, duties and
responsibilities, authority, accountabilities
and job relationships.
• It is a profile of the job.
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 Job Description Items
1. Job identification number
2. Date of job analysis
3. Job summary
4. Major duties performed
5. Percentage of time devoted to each duty
6. Working conditions & possible hazards
7. No. of employees performing the job & to
whom they report
8. The machines & equipment used on the job.
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 Benefit of Job Description

• It describes the job to the recruiters and potential

candidates.
• It guides newly hired employees about what they
are expected to do.
• It is used for appraising whether the actual
activities of the employees match with their
stated duties.
• It is used for performance appraisal of the
employee.

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 What is Job Specification?
• It states personal characteristics and
qualifications needed to perform the job.
• It identifies knowledge, skills and abilities
needed to do the job effectively.
• The key difference between a job
description and a job specification is that
•a job description expands on the
characteristics of the job, while
•a job specification expands on the
characteristics of the person doing the job.
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 Benefit of Job Specification

• It sets minimum qualifications needed in

potential candidates for recruitment
purposes.
• It guides selectors to select candidates
with right qualifications.
• It is an important input for preparation of
Human Resources Inventory.

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What are Job Performance Standards?

• They are the statement of

attainable as well as acceptable
levels of job achievement.
• They indicate quality and quantity
of job performance.

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Benefit of Job Performance Standards

• Motivation
• Performance evaluation
• Control

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 What is Job Evaluation?
• It specifies the relative value of each
job in the organization.
• It ranks all jobs in a hierarchy.

Benefits of job evaluation:

• It serves as the basis for fixing a fair
and equitable salary and wage
structure.

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 Steps of Job Analysis
1. Examine the total organisation and the fit of
each job
• Provides a broad view of how each job fits
into the total fabric of the organisation
• Organizational chart and process chart are
used to complete this step
2. Determine how the job analysis information
will be used
• Encourages those involved to determine how
the job analysis and design information will
be used – job description, recruitment,
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 Steps of Job Analysis (Cont’d…)

3. Select jobs to be analyzed. These would be

representative job positions especially if
there are too many jobs to be analyzed
4. Collect data by using acceptable job
analysis techniques
• The techniques are used to collect data on
the characteristics of the job, the required
behaviors and the characteristic an
employee needs to perform the job
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Steps of Job Analysis (Cont’d…)

• Step 5: prepare job descriptions

• Step 6: prepare job specification
• Step 7: Use the information in step 1 – 6
purpose it was meant to - recruitment,
selection and training, performance
evaluation, compensation and benefits etc

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 Group Assignment 1 (15%)
Submission date: :Nov 25, 2022
1. Group yourself into a team of not more than 8 people. Each member
has to demonstrate active engagement in the assignment.
2. Explain the concepts, advantages and disadvantages, compositions,
and conditions under which they can be applied in the actual work
environment for the following JA approaches by giving appropriate
examples (including sample format or questions):
a) Position Analysis Questionnaire (PAQ) and Subject Matter Expert (SME)
Workshop (Group 1)
b) Fleishman Job Analysis Survey (F-JAS) and Functional Job Analysis (FJA)
(Group 2)
c) Critical Incidents Method and Job Analysis Information Format (JAIF) (Group
3)
d) The Task Analysis Inventory and Job Elements Approach (Group 4)
e) Job design and job design approach (Group 5)

3. Each group will present its findings in the class by which each member’s
contribution will be evaluated as per his/her performance. (10’ for
presentation). Include your section in file name of your assignment.
Submission will be softcopy Via Telegram (+251 921 25 25 48)
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