Human Resource Management

KFA MBA
Lincoln University
1st Semester (Credit 4)
 Objective of the Course
This subject is largely based on the four phases of the diagnostic
approach to managing human resources:
• (i) assess the conditions, both internal & external to the
organization
• (ii) plan and set human resources objective for the
organization,
• (iii) choose the appropriate human resources action that will
achieve these desired objectives, and
• (iv) evaluate the results.
 Prescribed Book

Human Resource Management

Thirteenth Edition
Gary Dessler & Biju Varkkey
 Discussion
• Physical Resource Managment and function:
• A case study of purchasing a higher capacity
generator to fulfull the business requirements.

• Stages:
• 1. Pre Purchase
• 2. During Purchase
• 3. Post Purchase
 What is a Resource ??
• A stock or supply of money,
materials, staff, and other assets that
can be drawn on by a person or
organization in order to function
effectively.
 What is Human Resource
Management ?
• Human Resource Management is the
process of acquiring, training,
appraising, and compensating
employees, and of attending to their
labor relations, health and safety,
and fairness concerns.
 Job of Human Resource Department
• Conducting Job Analysis
• Planning labour needs and recruiting job candidates
• Selecting job Candidates
• Orienting and Training new employees
• Managing wages and salaries (compensating employees)
• Providing incentives and benefits
• Appraising Performance
• Communicating
• Training and developing managers
• Building employee commitment
 Job of HR Department
From the eyes of Professional Managers !!
 As a Manager you don't want to:
.

• Hire the wrong person for the job

• Experience high turnover
• Have your people not doing their best
• Waste time with useless interviews
• Have your company taken to court because of discriminatory actions
• Have some employees think their salaries are unfair and inequitable relative to
others in the organizations
• Allow a lack of training to undermine your department's effectiveness
• Commit any unfair labor practices
 HR Duties of Manager
• Placing the right person on the right job
• Employee orientation
• Training employees for jobs that are new to them
• Improving the job performance of each person
• Gaining creative cooperation and developing smooth working relationships
• Interpreting the company's policies and procedures
• Controling labor costs
• Developing the abilities of each person
• Creating and maintaining department morale
• Protecting employees health and physical condition.
A typical Small Size Organization
CEO/MD

Finance Marketing Admin and

Head Head OPS Head

Finance Marketing Admin &

Supervisors Supervisors Ops Sup

Finance Marketing Admin &

Assistants Assistants Ops Assist.
Human Resource Managers Duties
When the organiaton grows they need the assistance,
specialized knowledge, and advice of a separate HR
staff. The HR department provides this speacialized
assistance with three distinct functions:
1. A Line Function
2. A coordinative Function ( Right arm of the top executives)
3. Staff (assist and advise) Function
 Specialities of HRM
• Recruiters
• Human Resource Development specialists
• Job Analysts
• Compensation Manager
• Training Specialists
• Employent/Industrial relations specialist
• Employee welfare officers
The Changing Environment of HRM
1. Globalizaton
2. Changes in Technology
3. Changes in the Nature of Work
4. Workforce Diversity
 Globalization
• Globalization is the tendency of firms to exted their
sales, owenership, and/or manufacturing to new
markets abroad.
• Companies expand abroad for several reasons:
– Sales expansion
– to cut labor costs
– forming parternerships
 Globalization Implications
• More globalization means more competition, and
more competition means more pressure to be
"world-class" - to lower costs, to make employees
more productive and to do things better and less
expensively.
• Impact of Globalization in HRM
• Understanding the effects of globalization on human
resources can help managers to better equip their
organizations for the increasingly global business
environment.
Impact of Globalizaiton in HRM

Recruit Diveresed workforce.

 Technological Trends
• Technology has changed the business world many
times over. In the Information Age, the advent of
computers and the Internet has increased that
impact significantly. Many businesses cannot even
function without the use of computer technology.
This impact is seen in nearly all areas of business,
including human resources, where technology
continues to have a significant impact on HR
practices.
 Technological change implications
• Changes in technology demands that people using
the technology continiously keep on upgrading their
knowledge and skills.
• What would be the HRM role in this contest ?
• HRM role will be then to develop training programs
to suit the requirement and also to build up new
policies and processes to make sure that employees
get maximum out of the technological change.
How Does Technology Impact HR
Practices?
–Recruiting - new ways of recruiting
–Training - Virtual classrooms, e-learning
–Data Storage and retrival - imaging
–Performance management etc. - new
software programs for measuring performance matrix
 Change in Nature of Work
• Due to the rapid change in the technology of the
world and the globalization phenomena, the nature
of work which needs to be done in organization has
also changed rapidly.
• Low Tech Jobs to High Tech Jobs
• Product development jobs to Service delivery
jobs
• Human Resource to Human Capital
 Implication for HR from trends in the
nature of work.
• Because it is the human resource
function that traditionally recruits,
selects, trains and compensates
employees, changes like these make
employers highly reliant on effective
human resource management.
 Global HRM
• With the advent of globalization, organizations - big or small
have ceased to be local, they have become global! This has
increased the workforce diversity and cultural sensitivities
have emerged like never before. All this led to the
development of Global Human Resource Management.
• The preliminary function of global Human Resource
Management is that the organization carries a local appeal in
the host country despite maintaining an international feel.
To exemplify, any multinational / international company
would not like to be called as local, however the same wants a
domestic touch in the host country and there lies the
challenge.
 Objective of Global HRM
1. Create a local appeal without compromising upon
the global identity.
2. Generating awareness of cross cultural sensitivities
among managers globally and hiring of staff across
geographic boundaries.
3. Training upon cultures and sensitivities of the host
country.
 Key Issues in Global HRM
• 1. How to staff key management posts in the
company ?
• 2. How to develop managers, who can do business in
different countries ?
• 3. How to compensate people in different nations?
• 4. How to evaluate the performance of managers in
different countries ?
• 5. Expatrate Managers
 Global HRM and the Staffing Policy
• Staffing as a process remains the same be it a HRM or Global HRM. "Hiring
individual with requisite skills to do a particular job".
• The challenge here is developing tools to promote a corporate culture that
is almost the same everywhere except that the local sensitivities are taken
care of.
• Also, the deciding upon the top management or key positions gets very
tricky.
• 1. Whether to choose a local from the host country for a key position or
• 2. Deploy one from the headquarters
• and finally whether or not to have a uniform hiring policy globally remains
a big challenge.
 Global HRM Staffing Policies
• Organization can choose to hire according to any of the staffing
policies mentioned below:
• 1. Ethnocentric: Here the Key management positions are filled by
the parent country individuals.
• 2. Polycentric: In polycentric staffing policy the host country
nationals manage subsidiaries whereas the headquarter positions
are held by the parent company nationals.
• 3. Geocentric: In this staffing policy the best and the most
competent individuals hold key positions irrespective of the
nationalities.
• This policy seems is the best when it comes to Global HRM. The HR are deployed productively and it also helps
build a strong cultural and informal management network. The flip side is that human resources become a bit
expensive when hired on a geocentric basis. Besides the national immigration policies may limit
implementation.
 Implementing Global HR System
• Changing any system for a global workforce requires
detailed planning and implementation to ensure a
smooth transition to the new procedures, with the
minimum disruption to the daily work flow. Taking
advantage of the technology available to connect
offices all over the world, HR departments can
guarantee compliance to global policy guidelines by
every office, wherever they are located.
 Five key factors for aseamless
changeover to new system
• 1) Research Thoroughly

• The implementation of a system in one office, does not

guarantee the success of the implementation in another
office. Each new roll-out should always address local issues to
make the system compatible the local language, experience
using software etc. Consult the local managers and get their
feedback on any issues that could affect the roll-out.
 Five key factors for aseamless
changeover to new system
• 2) Publicize Your Roll-Out Plan

• Give users specific details on the timing, and format of the

implementation, so there are no surprises for them, and have
people available to answer any questions about the new
unified HR system.
• Advance notification allows users to prepare any work or
necessary documentation beforehand.
 Five key factors for aseamless
changeover to new system
• 3) Be Clear About the Roll-Out Process
•
User expectation can sometimes exceed the capabilities of a
new system, so it is important to make the scope of the new
HR system clear, to avoid any disappointment after
implementation.
• Explain how the changes will make their work easier without
exaggerating or making false promises, and get the employees
on board with the change.
 Five key factors for aseamless
changeover to new system
• 4) Do a Phased Roll-Out

• Making the new system available only to heads of department

first of all, then managers, and finally HR staff, ensures that
leaders are comfortable using the new system, and can flag
any potential problems that could affect their team. When the
new HR system is released to everyone, managers can
confidently explain how it works to their team, and then there
should be no problems with implementation. Allocate a
dedicated systems representative in each location to back-up
the rollout and deal with any technical issues.
 Five key factors for aseamless
changeover to new system
• 5) Get Help Implementing the Roll-Out

• The supplier of the HR software system will be well aware of

any issues that other companies or departments have
experienced, and they are the most qualified to help ensure a
smooth rollout. Instead of struggling to deal with the change
in-house, take advantage of the vendor knowledge, and
involve them at each stage, taking their advice on how best to
handle the roll-out globally.
 Expatriate
• An expatriate (often shortened to expat) is a person
temporarily or permanently residing in a country
other than that of their citizenship. The word comes
from the Latin terms ex ("out of") and patria
("country, fatherland").
 Why deploy Expatriates ?
• As organisations become globalised, there is an
increasing challenge to use expatriates on
international assignments to complete strategically
critical tasks. Multinational corporations (MNCs) use
expatriates, not only for corporate control and
expertise reasons in vital global markets, but also to
facilitate entry into new markets or to develop
international management competencies
 eHRM
• e-HRM is the use of web-based technologies to provide HRM services
within employing organizations. It embraces e-recruitment and e-learning,
the first fields of human resource management to make extensive use of
web-based technology. From this base e-HRM has expanded to embrace
the delivery of virtually all HR policies. Within a system of e-HRM, it is
possible for line managers to use desktop computers to arrange and
conduct appraisals, plan training and development, evaluate labour costs,
and examine indicators for turnover and absenteeism. Employees can also
use a system of e-HRM to plan their personal development, apply for
promotion and new jobs, and access a range of information on HR policy.
Systems of e-HRM are increasingly supported by dedicated software
produced by private suppliers.
 6. For HRM activities to ‘add value’ to an
organisation they must:
• 1. improve employee loyalty, responsibility and
commitment
• 2. be low cost but high return
• 3. focus on increasing profits through increasing
productivity
• 4. respond to the demands of the shareholders
 7. In a situation where the HR manager is supporting the need
for employees to be given additional resources to allow them to
perform their job more successfully the HR manager is fulfilling
the role of:
• 1. change agent
• 2. employee advocate
• 3. resource allocator
• 4. employee champion
 8. Competitors can easily copy all of
the following except:
• 1. technology
• 2. people
• 3. markets
• 4. products
 9. Which is not the job of HR
• 1. Conducting Job Analysis
• 2. Managing wages and salaries
• 3. Building employee commitment
• 4. Maintaining Discipline in Office
10. Companies expand abroad for : tick
the odd one
1. Sales expansion
2. Understanding the business culture
3. to cut labor costs
4. forming parternerships
11. How Does Technology Impact HR
Practices? - Tick the odd one.
1. Recruiting
2. Training
3. Cost Control
4. Data Storage and retrival
12. What is not the Objective of Global
HRM
1. Create a local appeal without compromising upon
the global identity.
2. Removing dependencies from local employees
3. Generating awareness of cross cultural sensitivities
among managers globally and hiring of staff across
geographic boundaries.
4. Training upon cultures and sensitivities of the host
country.
13. Global HRM Staffing policies does
not include
• 1. Ethnocentric
• 2. Polycentric
• 3. Hibrocentric
• 3. Geocentric
14. The Changing Environment of HRM
represents : tick the odd one
1. Globalizaton
2. Changes in Technology
3. Workforce Diversity
4. Change in Remuneration
 15. Subjective
• 1. illustrate the HR management responsibilities of line and staff
managers.

• 2. Give examples of how HR management concepts and techniques can be

of use to all managers.

• 3. Define Global HRM as a concept.

• 4. What are the key aspects to consider before implementing Global

System ?
 Chapter 2

• Coverage :

• 1. Diversity Management
• 2. HR as a distinct competetive advantage
• 3. Strategic HRM Environment
 Introduction
• Diversity is ever-present. We all are aware of it since decade's. No
two persons are similary. The world has been and is a stage of huge
mix of people with different backgrounds, religion, castes, race,
culture, behaviour, age, marital status, nationality, political
affiliations, gender and many more. Other sources of differences
include:
• 1. Socio - economic background
• 2. Membership and non mermbership of unions
• 3. Work Styles etc
• Workplace diversity therfore, intends to also consist of social,
economic and political visible and non visible differences which
might not have a direct creational origin from the work place, but
certainly have direct impact on work attitude and performance at
the work place.
 Managing Diversity
• Managers of today must learn to live with
these diverse behaviours. Diversity, if properly
managed, can increase creativity and
innovation in organization as well as improve
decison making by providing different
perspective on problems
 Why Manage Diversity ?
1. A large number of women are joining the
workforce
2. Workforce mobility is increasing
3. Young workers in the workforce are
increasing
4. Ehthinic minority proportion constantly in
total work force is increasing
5. International careers and expatriate are
becoming common
The effects of diversity in the
workplace
 Factors that effect Diversity.
1. Size of the Organization
2. Age of the Organization
3. Types of Organization
4. Diversity of comunity surrounding those
organization.
Diversity in Indian context
Diversity in US context
 Diversity as an Asset.
• New Product and Services
• Better Image
• Effective and happy workforce
• Expansion of markets
 How to manage diversity in an
organization ?
• Diversity in an organized is managed by taking
following steps:

• 1. Embrace Diversity
• 2. Recruite Broadly
• 3. Select Fairly
• 4. Provide orientation and training.
• 5. Sensetize all employees.
• 6. Strive to be flexible.
• 7. Involve all while developing the diversity program.
STRATEGIC HRM
 Strategic Management Process - An
Overview
• Why do some firm suceeds and others Fail ???

• A central objective of strategic management is

to learn on why that happens

• Strategic Management is the process of

identifying and executing the organization's
mission by matching its capabilities with the
demands of its environment.
 Strategic Managment includes
• 1. Strategic Planning
• The essence of strategic planning is to ask:
• a. Where are we now as a business ?
• b. Where do we want to be ?
• c. How should we get there ?

• 2. Strategic Execution and Evaluation

 Steps in Strategic Managment

Step 2 Step 4
Step 3
Step 1 Perform Translate
Formulat Step 5
Define the external the Step 7
e New Formulate Step 6
Current and mission Evaluate
Buiness Strategies Implement
Mission, internal into the
and to achive the
Objectives audits strategic Performan
Missions those Strategies
Strategies (SWOT goals ce
Stateme goals
Analysis) (Setting
nts
Targets)

Strategic
Strategic Planning Execution and
Planning
Types of Strategy

Corporate
Strategy

Buiness 1 Buiness 2
Competitive Competitive
Strategy Strategy

Functional Functional
Strategy Strategy
 Group Work - Strategic Management
• Group 1: AFK Business School

• Group 2: Star Advertising Agency.

• Group 3: The Revolving Restaurant

• Group 4. The Best Training School

 Strategic Human Resource
Management
• Strategic Human Resource Managment means
formulating and executing human resource
policies and practices that produce the
employee competencies and behaviors the
company need to achieve its strategic aims
Basic Model of how to align HR stragegy
and actions with business strategy.

Formulate Business Strategy

"What are the strategic goals of the business"

Identify workforce requirements

"What employee competencies and behaviors must HR deliver to
enable the business to reach goals?"

Formulate HR strategic policies and activities

"Which HR strategies and practices will produce these employee
competencies and behaviors?"c

Develop detailed HR Scorecard measures

"How can HR measure whether it is executing well for the
business, in terms of producing the required workforce
competencies and behaviors?"
 Strategic Roles of HRM
1. Strategic Selection
2. Strategic Appraisal
3. Strategic Reward
4. Strategic Development
 Strategic Selection
• Develop the process of internal movemement of people across
positions and as well as hiring new employees. The process
attempts to make or fit the people available in the organisation
with the jobs. In this context, HRM plays three diferent strategic
roles:

1. The design of a selection system that supports the organization

strategy
2. Designing mos cost-effective recruitment and selection system
that helps to recruit qualified personnel with a minimum cost
3. Monitoring of the internal flow of personnel to match emerging
business strategies.
4. Feeling the key business executive positions to implement the
business strategy.
 Strategic Appraisal
• This role is necessary to devote the most significant
manageral time to appraise the performance of employees.
• The main strategic role includes:

1. Measure performance by employing objective criteral such

as profitability, return on investment, market value of
share etc
2. Assess the current inventory of talents working in
organisations in order to make manpower planning
3. Identify the training and development needs by identifying
strengths and weakness of the manpower currently
working in the organization.
 Strategic Rewards
• Liniking rewards to the long-term business objectives
and strategies. Various forms of rewards :
1. Pay in the form of salary, bonuses, stock options,
benefits.
2. Promotion in the forms of upward mobility and lateral
transfers
3. Carrer opportunity in order to achieve long-term
growth and development.
4. Positive feedback, Opportunites to learn
5. Job Security
 Strategic development
• This involves the role of equipping human
resources with skills and knowledge to carry out
their jobs in organisations.
• Some of the methods for the development of
human resources include:
• ON the job and off the job training and
development
• Designing trainng and development systems.
• Developing career paths
• Providing opportunity for self development.
Job analysis, Job design, Job redesign. Job description, team design and
analysis, Job carving, de jobbing and flexible job environment

JOB ANALYSIS
Terminology Regarding Job Analysis
• Job : Group of Position that have similar duties, tasks, and
responsibilities
• Position : Set of duties and responsibilities performed by one
person.
• A job is a general term, a position is more specific
• Eg. as my job, I am a teacher. But to be specific, my postion is
MBA HR Teacher
• Task - Separate, distinct and identifiable work activity.
• Duty - Several tasks that are performed by an individual
• Responsibilities - Obligations to perform certain tasks and
duties
 Job Analysis
• "Job Analysis is a procedure, by which pertinent
information is obtained about a job, i.e., it is a
detailed and systematic study of information
relating to the operations and responsibilities of a
specific job"

• In other words, it is the determination of the

tasks which comprise the job and of the skills,
knowledge, abilities, and responsibilities required
of the employee for a successful performance
and whcih differentiate one job from another.
 What Does Job Analysis Involve ?
• The process of job analysis involves in-depth investigation in order
to control the output, i.e., get the job performed successfully.
• The process helps in finding out what a particular department
requires and what a prospective worker needs to deliver
• It also helps in determining particulars about a job including job
title, job location, job summary, duties involved, working
conditions, possible hazards and machines, tools, equipments and
materials to be used by the existing or potential employee.
• It also extends to finding out the necessary human qualifications to
perform the job. These include establishing the levels of education,
experience, judgment, training, initiative, leadership skills, physical
skills, communication skills, responsibility, accountability, emotional
characteristics and unusual sensory demands
 Importance of Job Analysis

• The details collected by conducting job analysis play an important

role in controlling the output of the particular job.
1. recruiting the right people for a particular job - Creating a perfect
fit between the job and the employee
2. deciding the compensation package
3. assessing the training needs and performance of the existing
employees
• A thorough and unbiased investigation or study of a specific job is
good for both the managers and the employees. The managers get
to know whom to hire and why. They can fill a place with the right
person. On the other hand, existing or potential employee gets to
know what and how he is supposed to perform the job and what is
the desired output. Job analysis creates a right fit between the job
and the employee.
 Job Analysis Process

Identificaiton of Job Who will Conduct Job How to Conduct Job

Analysis Purpose Analysis ? Analysis Process

The first step in the process is HR Department or Hired A planned approach about
to determine its need and Consultant ? how to carry the whole
desired output. Spending process is required in order to
human efforts, energy as well investigate a specific job.
as money is useless until HR
managers don’t know why
data is to be collected and
what is to be done with it.
 Job Analysis Process

Strategic Decision Preparation of Job

Training of Job Analyst
Making Anaylsis Process

It’s about deciding the extent
of employee involvement in
the process, the level of
details to be collected and
recorded, sources from where
data is to be collected, data
collection methods, the
processing of information and
segregation of collected data
Next is to train the job analyst
about how to conduct the
process and use the selected
methods for collection and
recoding of job data
Communicating it within the
organization is the next step.
HR managers need to
communicate the whole thing
properly so that employees
offer their full support to the
job analyst. The stage also
involves preparation of
documents, questionnaires,
interviews and feedback
forms.
 Job Analysis Process
Data Collection
Next is to collect job-related
data including educational
qualifications of employees,
skills and abilities required to
perform the job, working
conditions, job activities,
reporting hierarchy, required
human traits, job activities,
duties and responsibilities
involved and employee
behaviour
Documentation,
Verificaiton and
Review
Proper documentation is
done to verify the
authenticity of collected data
and then review it. This is the
final information that is used
to describe a specific job
Developing Job
Descriptions &
Specifications
Now is the time to segregate
the collected data in to useful
information. Job Description
describes the roles, activities,
duties and responsibilities of
the job while job specification
is a statement of educational
qualification, experience,
personal traits and skills
required to perform the job
What to Collect during Job Analysis ?
 Job Content:
• It contains information about various job activities
included in a specific job. It is a detailed account of actions
which an employee needs to perform during his tenure.
The following information needs to be collected by a job
analyst:
1. Duties of an employee
2. What actually an employee does
3. Machines, tools and equipments to be used while
performing a specific job
4. Additional tasks involved in a job
5. Desired output level (What is expected of an employee?)
6. Type of training required
 Job Context
• Job context refers to the situation or condition
under which an employee performs a particular
job. The information collection will include:
1. Working Conditions
2. Risks involved
3. Whom to report
4. Who all will report to him or her
5. Hazards
6. Physical and mental demands
 Job Requirements
• These include basic but specific requirements
which make a candidate eligible for a
particular job. The collected data includes:
1. Knowledge or basic information required to perform a job successfully
2. Specific skills such as communication skills, IT skills, operational skills,, processing
skills and so on
3. Personal ability including aptitude, reasoning, manipulative abilities, handling
sudden and unexpected situations, problem-solving ability, mathematical abilities
and so on
4. Educational Qualifications including degree, diploma, certification or license
5. Personal Characteristics such as ability to adapt to different environment,
endurance, willingness, work ethic, eagerness to learn and understand things,
behaviour towards colleagues, subordinates and seniors, sense of belongingness
to the organization, etc
 Group Work
• Come out with the job analysis of all the
SMT's of your company. Minimum SMT
number - 4
• Group 1: AFK Business School

• Group 2: Star Advertising Agency.

• Group 3: The Revolving Restaurant

• Group 4. The Best Training School

• Group 5. Education Consultancy

 Job Analysis Methods
• Though there are several methods of collecting
job analysis information yet choosing the one or a
combination of more than one method depends
upon the needs and requirements of organization
and the objectives of the job analysis process.
• Selecting an appropriate job analysis method
depends on the structure of the organization,
hierarchical levels, nature of job and
responsibilities and duties involved in it.
Job Analysis Methods
 Observation Method
• A job analyst observes an employee and records all his
performed and non-performed task, fulfilled and un-fulfilled
responsibilities and duties, methods, ways and skills used by
him or her to perform various duties and his or her mental or
emotional ability to handle challenges and risks. However, it
seems one of the easiest methods to analyze a specific job but
truth is that it is the most difficult one.
• This particular method includes three techniques:
• 1. Direct Observation : direct observation and recording of behaviour of an employee in different situations
• 2. Work Methods Analysis : study of time and motion and is specially used for assembly-line or factory
workers

• 3. Critical Incident Techniques : identifying the work behaviours that result in performance
 Interview Method
• In this method, an employee is interviewed so that he or
she comes up with their own working styles, problems
faced by them, use of particular skills and techniques while
performing their job and insecurities and fears about their
careers.
• This method helps interviewer know what exactly an
employee thinks about his or her own job and
responsibilities involved in it. It involves analysis of job by
employee himself. In order to generate honest and true
feedback or collect genuine data, questions asked during
the interview should be carefully decided. And to avoid
errors, it is always good to interview more than one
individual to get a pool of responses. Then it can be
generalized and used for the whole group.
 Questionnaire Method
• Another commonly used job analysis method is getting
the questionnaires filled from employees, their
superiors and managers. However, this method also
suffers from personal biasness. A great care should be
takes while framing questions for different grades of
employees.
• In order to get the true job-related info, management
should effectively communicate it to the staff that data
collected will be used for their own good. It is very
important to ensure them that it won’t be used against
them in anyway. If it is not done properly, it will be a
sheer wastage of time, money and human resources.
 Job Description and Job Specification
• Job Analysis is a primary tool to collect job-
related data. Any job vacancy can not be filled
until and unless HR manager has these two sets
of data.

• It is necessary to define them accurately in order

to fit the right person at the right place and at the
right time. This helps both employer and
employee understand what exactly needs to be
delivered and how.
 Job Description
• Job description includes basic job-related data that is useful to advertise a
specific job and attract a pool of talent. It includes information such as
• 1. job title
• 2. job location
• 3. reporting to and of employees,
• 4. job summary,
• 5. nature and objectives of a job,
• 6. tasks and duties to be performed,
• 7. working conditions, machines, tools and equipments
to be used by a prospective worker and hazards
involved in it.
 Purpose of Job Description
• The main purpose of job description is to collect job-
related data in order to advertise for a particular job. It
helps in attracting, targeting, recruiting and selecting
the right candidate for the right job.
• It is done to determine what needs to be delivered in a
particular job. It clarifies what employees are supposed
to do if selected for that particular job opening.
• It gives recruiting staff a clear view what kind of
candidate is required by a particular department or
division to perform a specific task or job.
• It also clarifies who will report to whom.
General and Specific Purpose of Job
Description
 Job Specification
• Also known as employee specifications, a job
specification is a written statement of
1. educational qualifications,
2. specific qualities,
3. level of experience,
4. physical, emotional, technical and communication
skills required to perform a job,
5. general health, mental health, intelligence, aptitude,
memory, judgment, leadership skills, emotional ability,
adaptability, flexibility, values and ethics, manners and
creativity, etc.
 Purpose of Job Specification
• Described on the basis of job description, job
specification helps candidates analyze whether they
are eligible to apply for a particular job vacancy or not.
• It helps recruiting team of an organization understand
what level of qualifications, qualities and set of
characteristics should be present in a candidate to
make him or her eligible for the job opening.
• Job Specification gives detailed information about any
job including desired technical and physical skills,
conversational ability and much more.
• It helps in selecting the most appropriate candidate for
a particular job.
 Job Design - Meaning
• Job design follows job analysis i.e. it is the next
step after job analysis. It aims at outlining and
organising tasks, duties and responsibilities into a
single unit of work for the achievement of certain
objectives. It also outlines the methods and
relationships that are essential for the success of
a certain job.
• In simpler terms it refers to :
• the what, how much, how many and the order of
the tasks for a job/s.
 Job Design - Helps in
• Checking the work overload.
• Checking upon the work under load.
• Ensuring tasks are not repetitive in nature.
• Ensuring that employees do not remain isolated.
• Defining working hours clearly.
• Defining the work processes clearly.

• Designing jobs means improving the conditions of

employees participation in the work. If a job is less
rewarding and non motivating, it will have negative
impact on job participation.
 Intrinsic requirements of a Job
1. The need for the content of a job to be reasonably
demanding or challenging.
2. The need for being able to learn on the job and to go
on learning
3. The need for some minimal area of decision-making
that the individual can call his own;
4. The need for some minimal degree of social support
and recognition in the workplace;
5. The need for the individual to be able to relate what
he does and what he produces to his social life; and
6. The need to feel that the job leads to some sort of
desirable future.
 Job Design approach
• Many experts believe that job design increases
employee motivation to work. Approaches to
increase the motivational potential of jobs are:

1. Scientific managment approach

2. Hertzberg's work motivation theory
3. Job Rotation
4. Job enlargement
5. Job enrichment
6. Job characteristics approach
 Sceintific Management Approach
• The approach is based on the application of
scientific principles to job design. Work,
according to this approach should be scientifically
analyzed and fragmented into logical tasks. Due
emphasis is then laid on organizing the tasks so
that a certain logical sequence is followed for
efficient execution of the same. The approach
also lays due emphasis on compensating
employees appropriately and training them
continuously for work efficiency.
 Hertzberg's work motivation theory
• Herberg and his associates found out that people like to
work in those organisations where two factors- Hygiene
and motivator - are preent.

• Hygine Factors : Pay, working condition, company policy,

quality of supervision.
• Motivators factors : the feeling of self improvement,
recognition, achievement, and a deisre for the accpetance
of greater responsibility.
• According to Herzberg, the following job design principles
are improtant:
• a) Direct Feedback b) Client Relationship c) New learning d)
Scheduling own job e) Direct communication etc
 Job Rotation
• This is the process of motivating employees by
moving them from one job to another for a
short period of time.

• Job rotation does not actually mean changing

the work itself, but it permits a greater variety
of individuals by moving them between jobs.
 Job Enlargement
• Job enlargement is the process of combining
tasks of different employees into one job. This
is done either by combining tow or more jobs
into one or by adding two or more tasks to an
existing job.

• Job enlargement involves merging of number

of simplified tasks to form a single task with
an extended range of work.
 Job Enrichment
• Job enrichment is increasing the depth of a
job by adding responsibility for planning,
organizaing, controlling and evaluating a job.

• Applying this technique, employees are free to

set their goals and supervise their
subordinates. Individuals who have needs for
personal power, achievement and goal setting
can be more satisfied through applying this
motivational approach of job desing.
 Job Characteristics Approach
• The job characteristics approach was
popularized by Hackman and Oldham. This
approach is based on the premise that it is
possible to alter a job's character and create
conditions of high work motivation,
satisfaction and performance by recognising
that people respond differently to the same
job.

• According to this the motivation is seen if the