Hr Knowledge Portfolio

8/13/2019 Hr Knowledge Portfolio

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THE BASICS OF JOB ANALYSIS

Job analysis is the systematic process of determining the skills, duties, and knowledge

required for performing jobs in an organization.Traditionally, it is an essential and pervasive human resource technique and the starting

point of other human resource activities. In todays rapidly changing work environment,

the need for a sound job analysis system is critical.

ob analysis provides summary of a jobs duties and responsibilities, its relationship to

other jobs, the knowledge and skills required, and working conditions under which it is

performed. ob analysis is conducted after the job has been designed, the worker has been

trained, and the job is being performed.

ob analysis is performed on three occasions. !irst, it is done when the organization is

founded and a job analysis program is initiated for the first time. "econd, it is performed

when new jobs are created. Third, it is used when jobs are changed significantly as a

result of new technologies, methods, procedures, or systems. ob analysis is most often

performed because of changes in the nature of jobs. ob analysis information is used to

prepare both job descriptions and job specifications.

Example: In 1990 congress passed the Americans with Disabilities Act (ADA 1990). This

act was designed to aid emploees with disabilities in the wor!ing world. "ob analsis

has plaed a !e role in companies compliance with this Act# as well as aiding tho$sands

o% disabled Americans.

Job description

The job description is a document that provides information regarding the essential tasks,

duties, and responsibilities of the job.

Job specification

The job specification is a document that outlines the minimum acceptable qualifications a

person should possess to perform a particular job.

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Example: A bachelor&s degree ma be a minim$m '$ali%ication %or an acco$ntant in a

maor acco$nting %arm# b$t it is not li!el to be necessar %or the ob o% shi%t s$perisor

in a %ast*%ood resta$rant.

Importance of ob analysis

$ata derived from job analysis can have an impact on virtually every aspect of human

resource management. % major importance of job analysis data is found in the area of

human resource planning. &ffective human resource planning must take these job

requirements into consideration.

#. "taffing

'. Training and development

(. )ompensation and benefits

*. "afety and health

+. &mployee and labor relations

. -egal considerations

. ob analysis for teams

Steps and process of Job Analysis

#. "cope of the project

$ecide purposes of project

$ecide which jobs to include

'. /ethods of job analysis

$ecide which types of data are needed

Identify sources of job data

"elect specific procedures of job analysis

(. $ata collection and analysis

)ollect job data

%nalyze data

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0eport results to organization

0echeck job analysis data periodically

*. %ssessing job analysis methods

&valuate results against criteria of benefits, costs, and legality

!et"ods of collectin# ob analysis information

There are various ways to collect information on a jobs duties, responsibilities, and

activities. In practice, you could use any one of them, or combine several. The basic rule

is to use those that best fit your purpose.

Interviews, questionnaires, observations and dairy1logs are the most popular methods for

gathering job analysis data. They all provide realistic information about what job

incumbents actually do. /anagers use these methods for developing job description and

job specifications.

Inter$ie%s

The interviewer 2usually a member of the 30 department4 interviews a representative

sample of job incumbents using a structured interview. The structured interview includes

a series of job5related questions that is presented to each interviewee in the same order.

Obser$ation

%n individual observes the job incumbent actually performing the job and records the

core job characteristics from observation. This method is used in cases where the job is

fairly routine and the observer can identify the job essentials in a reasonable amount of

time. The job analyst may videotape the job incumbent in order to study the job in greater

detail.

Example: In garments %actories the ob analsis o% the assembl line wor!ers are mainl

done b obseration process.

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&airies

"everal job incumbents may be asked to keep dairies or logs of their daily job activities

and record the amount of time spent on each activity. 6y analyzing these dairies over a

representative period of time 2perhaps several weeks4, a job analyst is able to capture the

jobs essential characteristics.

Example: In a constr$ction site# ob analsis can be done b !eeping the records o% the

actiities o% the emploees in a dair or log.

'(estionnaires

The job incumbent fills out a questionnaire that asks a series of questions about the jobs

knowledge, skill, and ability requirements, duties, and responsibilities. &ach question is

associated with a quantitative scale that measures the importance of the job factor or the

frequency with which it occurs. % computer can then tally the scores on the

questionnaires and create a printout summarizing the jobs characteristics.

Example: "ob analsis o% %ireman can be done b '$estionnaire method.

Job &escriptions and Job Specifications and t"eir essential elements

Job &escription

% ob description is a summary statement of the information collected in the job5

analysis process. It is written document that identifies, defines, and describes a job in

terms of its duties, responsibilities, working conditions, and specifications. There are two

types of job descriptions7 specific job descriptions and general job descriptions.

% specific job description is a detailed summary of a jobs tasks, duties, and

responsibilities. This type of job description is associated with work flow strategies that

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emphasize efficiency, control, and detailed work planning. It fits best with a bureaucratic

organizational structure with well5defined boundaries that separate functions and the

different levels of management.

Example: A speci%ic ob description %or the ob o% serice and sa%et s$perisor. This ob

description closel speci%ies the wor! that is $ni'$e to a person who will s$perise sa%et

emploees. The ob !nowledge o% sa%et reg$lations and +ed ,ross %irst*aid proced$res

incl$ded in this ob description ma!e it inappropriate %or an other tpe o% s$perisor

(%or example# a s$perisor at a local s$permar!et).

% general job description is associated with work flow strategies that emphasize

innovation, fle8ibility, and loose work planning. This type of job description fits best

with a flat or boundary less organizational structure where there are few boundaries

between functions and levels of management. 9nly the most generic duties and

responsibilities for a position are documented in the general job description.

Elements of ob description

ob descriptions have four key elements7 identification information, job summary, job

duties and responsibilities, and job specifications and minimum qualifications.

To comply with federal law, it is important that job descriptions document only the

essential aspects of a job. 9therwise, qualified women, minorities, and persons with

disabilities may be unintentionally discriminated against for not meeting specified job

requirements.

Example: A alid drier&s license sho$ld not be p$t in the ob description i% the ob can

be modi%ied so that it can be per%ormed b a phsicall disabled person witho$t a

drier&s license.

Identification information

The first part of job description identifies the job title, location, and source of job5analysis

information: who wrote the job description: the dates of the job analysis and the

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verification of the job description: and whether the job is e8empted from the overtime

provision of the fair labor standards act or subject to overtime pay rates.

Job s(mmary

The job summary is a short statement that summarizes the jobs duties, responsibilities,

and place in the organizational structure.

Job d(ties and responsibilities

ob duties and responsibilities e8plain what is done on the job, how it is done, and why it

is done. &ach job description typically lists the jobs three to five most important

responsibilities. &ach responsibility is associated with one or more job duties.

Job specification and minim(m )(alification

The job specifications section lists the worker characteristics needed to perform a job

successfully. The worker characteristics represent the things that an employee who has

mastered the job can do.

The minimum qualifications are the basic standards a job applicant must have achieved to

be considered for the job. These can be used to screen job applicants during the recruiting

and selection process. /inimum requirements must be carefully specified to avoid

discriminating against job applicants.

Example: A bachelor&s degree ma be a minim$m '$ali%ication %or an acco$ntant in a

maor acco$nting %arm# b$t it is not li!el to be necessar %or the ob o% shi%t s$perisor

in a %ast*%ood resta$rant.


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*ey Learnin# +oints

;e learn about the nature of job analysis

;e learn how job analysis is used

;e learn about the methods of collecting job analysis information

;e learn how to write job specifications.


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H,!AN -ESO,-CE +LANNIN. AN& -EC-,IT!ENT

-ecr(itment

0ecruitment is the process of generating a pool of candidates for a particular job. The

firm must announce the jobs availability to the market and attract qualified candidates to

apply. The firm may seek applications from inside the organization, outside the

organization, or both.

Importance

"taff recruiting is a very e8pensive practice. It is also an essential part of any business

and it pays to do it properly. 9rganizations always try to choose right people for the job,

train well the selected people, and treat them appropriately. These people not only

produce good results, but also tend to stay with the organization for a longer time. In such

circumstances, the organization


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=repare application screening criteria. If an interview is necessary to conduct an

initial screening of applicants, prepare questions and screening criteria.

=repare questions and screening criteria for the selection interview.

"creen applications and, if necessary, conduct initial screening interview, basedon established criteria.

"elect the top5ranking individuals for interviewing.

)onduct interviews based on established criteria.

/ake your selection decision, and conduct reference checks on your choice.

+lannin# and Forecastin#&mployment and personnel planning is the first step in recruitment and selection process.

The firm decides what position will have to fill, and how to fill them through this process.

!rom a sweeper to managing director, all future positions are embraced by personnel

planning. &mployment planning is very closely related to a firms strategic plans. %ll

types of business e8pansion and reduction influence the types of positions the firm will

need to fill or eliminate.

Example: -hen nited /ro$p decided to enter into the real estate b$siness# its managers

!new the wo$ld hae to expand its emploment. The h$man reso$rces team th$s !new

the wo$ld need plans %or who to hire# how to screen applicants# and when to p$t plans

into place.

Trend analysis

;hile some firms use sophisticated computerized personnel forecasting tools, there are

several simple ways for a manager to estimate future personnel needs. Trend analysis

involves studying firms employment level over the past five years or so to predict future

needs. Thus you might compute the number of employees in your firm at the end of each

of the past five years. The aim is to identify employment trends you think might continue

in the future.

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-atio analysis

It is a kind of analysis making based on some historical ratio between sales volume and

number of employees required.

Internal so(rces of candidates

+romotions

=romotion means to give a higher position, status, salary and responsibility to the

employee. "o, the vacancy can be filled by promoting a suitable candidate from the same

organization.

Example: A $nior o%%icer is promoted to management trainee o%%icer a%ter seeral ears

o% wor! experience. Th$s the empt position o% a management trainee o%%icer is %illed.

Transfers

Transfer means a change in the place of employment without any change in the position,

status, salary and responsibility of the employee. "o, the vacancy can be filled by

transferring a suitable candidate from the same organization.

Example: brother*in*law was dep$t director o% irp$r +TA. +ecentl he was

trans%erred to +ashahi +TA.

Internal Ad$ertisements

3ere, the vacancy is advertised within the organization. The e8isting employees are asked

to apply for the vacancy. "o, recruitment is done from within the organization.

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-etired !ana#ers

"ometimes, retired managers may be recalled for a short period. This is done when the

organization cannot find a suitable candidate.

-ecall from Lon# Lea$e

The organization may recall a manager who has gone on a long leave. This is done when

the organization faces a problem which can only be solved by that particular manager.

%fter he solves the problem, his leave is e8tended.

S(ccession +lannin#

"uccession planning is one of the most important tasks that an organization


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Fi#(re/ S(ccession +lannin#

Example: The position o% Dean o% nited International niersit is met b s$ccession

planning.

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E0ternal So(rces of -ecr(itment

!ana#ement Cons(ltants

/anagement consultants are used for selecting higher5level staff. They act as a

representative of the employer. They make all the necessary arrangements for recruitment

and selection. In return for their services, they take a service charge or commission.

+(blic Ad$ertisements

The =ersonnel department of a company advertises the vacancy in newspapers, the

internet, etc. This advertisement gives information about the company, the job and the

required qualities of the candidate. It invites applications from suitable candidates. This

source is the most popular source of recruitment. This is because it gives a very wide

choice. 3owever, it is very costly and time consuming.

Example: A post o% assistant manager in 2+A3*+45 gro$p p$blished in the 2rothom Alo

obs website.

Camp(s -ecr(itment

The organization conducts interviews in the campuses of /anagement institutes and

&ngineering )olleges. !inal year students, who


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Example: +ecentl o$r compan# Astha Deelopments 5imited appointed a diploma

engineer on the recommendation o% o$r architect.

&ep(tation +ersonnel

The organization may also recruit candidates who are sent on deputation by the

Aovernment or !inancial institutions or by holding or subsidiary companies.

*ey Learnin# +oints/

;e learn about the main techniques in employment planning.

;e learn about the main outside sources of candidates

;e learn how to effectively recruit candidates

;e learn about the main internal sources of candidates

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+E-FO-!ANCE !ANA.E!ENT AN& A++-AISAL

+erformance Appraisal

=erformance %ppraisal involves the identification, measurement, and management of

human performance in organization.Identi%icationmeans determining what areas of work

the manager should be e8amining when measuring performance. eas$rement entails

making managerial judgments of how BgoodC or BbadC employee performance was. Aood

performance measurement must be consistent throughout the organization. That is, all

managers in the organization must maintain comparable rating standards. anagement is

the overriding goal of any appraisal system. %ppraisal should be more than a past5

oriented activity that criticizes or praises workers for their performance in the preceding

year. 0ather, appraisal must take a future5oriented view of what workers can do to

achieve their potential in the organization. This means that managers must provide

workers with feedback and coach them to higher levels of performance.

+erformance mana#ement

=erformance /anagement is one of the key processes that, when effectively carried out,

helps employees know that their contributions are recognized and acknowledged.

=erformance management is an ongoing process of communication between a supervisor

and an employee that occurs throughout the year, in support of accomplishing the

strategic objectives of the organization. The communication process includes clarifying

e8pectations, setting objectives, identifying goals, providing feedback, and evaluating

results.

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T"e Importance of +erformance !ana#ement

&mployees are an integral and indispensable part of running the business smoothly and

efficiently. That


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0ating scales can include + elements as follows7

E Dnsatisfactory

E !air

E "atisfactory

E Aood

E 9utstanding

%dvantages of the rating scales

E Araphic rating scales are less time consuming to develop.

E They also allow for quantitative comparison.

Alternation -an3in# !et"od

% rating method used in job evaluation and performance evaluation whereby the rater is

asked to select the best and worst employees from a listing of all employees and then

rank them accordingly.

Critical incident met"od

The critical incident method of performance appraisal involved identifying and

describing specific events 2or incidents4 where the employee did something really well or

something that needs improvement. It


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since the information in them is more detailed and specific than in methods that involve

rating employees.

"ome managers encourage employees to record their own critical incidents 2where the

employee e8celled, situations that did not go well4. That


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*. "cale of IncidentsKThis second group is generally asked to rate 2 or ? point scales

are typical4 the behaviour described in the incident as to how effectively or ineffectively

it represents performance on the appropriate dimension. M

+. $evelop !inal InstrumentK% subset of incidents 2usually or per cluster4 are used

as Nbehaviour anchorsN for the performance dimensions.

Though 6%0" technique is more time5consuming and e8pensive than other appraisal

tools, yet it has got certain advantages, such as7

#. % more accurate gauge, since 6%0" is done by persons e8pert in the technique, the

results are sufficiently accurate.

'. )lear "tandards. The critical incidents along the scale help to clarify what is meant by

Ne8tremely goodN performance, NaverageN performance and so forth.

(. !eedback. The use of critical incidents may be more useful in providing feedback to

the people being appraised.

*. Independent dimensions. "ystematically clustering the critical incidents into + or

performance dimensions, helps in making the dimensions more independent of one

another.

+. 0ater 5 Independence. The technique is not biased by the e8perience and evaluation of

the rater.

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+roblems in performance appraisal

"ince performance appraisal is conducted by human beings, it is subjected to a number of

errors, biases, weaknesses and pitfalls. "ome of these are discussed below.

45 T"e "alo effect

The halo effect is introduced when an overall impression of an individual is judged on the

basis of a single trait. % high rating on one trait leads automatically to high rating on all

other trait. %lso, a very high rating may be given to protect an employee for whom there

may be personal sympathy.

65 Constant error

This error is a reflection on the trait of the rater. "ome raters are, by nature, too liberal,

others too strict and some tend towards rating most people in the middle.

75 -ecency of e$ents

There is a tendency of many evaluators to give much more weight to the recent behaviour

of the candidate than the past behaviour. This is based on the reflection that the future

trend is established by the mere recent behaviour.

85 T"e central tendency

It is the most commonly found error. It is the tendency of most raters to give average

ratings to all or the center of the scale. This may be due to the fact that a very high rating

or a very low rating could invite questions, criticisms or e8planations.

%ccordingly, an average rating is safer. It could also be due to the fact that the rather

lacks sufficient knowledge about the applicant and hence, does not want to commit

himself one way to another.

95 Errors of $ariable standards

It is quite possible that organisations follow different standards of performance. "ome

divisional heads may require much higher quality of performance than others.

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:5 Ot"er miscellaneo(s biases

There may be some built 5 in biases in the minds of the rater, based upon his own

perception of things, people and performances. % person may be rated higher because he

is a


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the old supervisor. This can function as a feedback loop for improving the

supervisors skills in assessing employees strengths and weaknesses.

%ll supervisors will not automatically become coaches. 6eing a good coach

requires, in my opinion, an ability to see small changes, the ability to apply

effective reinforcement and the ability to see behaviors that are interfering with

improvement and those that produce improved performance. The technical term

for that is shaping. % background for that skill is behavior analysis.

*ey learnin# points

;e learn how to evaluate appraisal form

;e learn the appraisal process

;e learn to develop, evaluate, and administer performance appraisal tools.

;e learn to avoid problems in performance appraisal system.

;e learn pros and cons of appraisal methods.

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