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HUMAN RESOURCE MANAGEMENT

FALL 2009

MBA ELECTIVE 

ASAD HASAN

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Todays topics

Company Strategy &

HR Planning  Job Analysis

 Job Design

 Job Description

Co. Strategy Goals, Factorsaffecting HRP, process, problems

and limitations of HRP Definition, approaches, process,

benefits of job analysis

HR planning: introduction,objectives of HRP

Linkage of HRP to other plans,need for HRP, benefits of HRP

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Types of Strategic Planning

Corporate-level strategy 

Identifies the portfolio of businesses that, in total, comprise thecompany and the ways in which these businesses relate to eachother.

Diversification strategy implies that the firm will expand by adding new product lines.

V ertical integration strategy means the firm expands by,perhaps, producing its own raw materials, or selling its products

direct. Consolidation strategy reduces the companys size

Geographic expansion strategy 

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Types of Strategic Planning (contd)

Business-level/competitive strategy 

Identifies how to build and strengthen the businesss long-term competitive position in the marketplace.

Cost leadership: the enterprise aims to become the low-cost leader in an industry.

Differentiation: a firm seeks to be unique in its industry along dimensions that are widely valued by buyers.

Focus: a firm seeks to carve out a market niche, and

compete by providing a product or service customers canget in no other way.

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HR Planning

Human resource planning is a process by whichan organization ensures that

it has the right number and kinds of people

at the right place at the right time

capable of effectively and efficiently completingthose tasks that will help the organization

achieve its overall strategic objectives.

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HR Planning

Linked to the organizations overall strategy andplanning to compete domestically and globally.

Overall plans and objectives must be translated intothe number and types of workers needed.

Senior HRM staff need to lead top management inplanning for HRM issues.

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9

Factors That Determine HR Plans

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 A lign compensation strategies & policies withorganisation goals and objectives

Organizational

StrategyStrategic Focus HR Strategy HR Activities

Cost Leadership

Efficiency

Stability

Cost Control

Long HR planning

horizon

Build skills in existing

employee

Job and employee

specialization efficiency

Promote from

within

Extensive

training

Hire and train

for specific

capabilities

Differentiation

Growth

Innovation

Decentralization

Shorter HR planninghorizon

Hire the HR capabilities

needed

Broader, more flexible

 jobs and employees

External staffing Less training

Hire and train

for broad

competencies

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11

Typical Division of HR Responsibilities

in HR Plannin g

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 Job Analysis what is ?

Job A nalysis is a systematic exploration of theactivities within a job.

I

t defines and documents the duties, responsibilitiesand accountabilities of a job and the conditions under which a job is performed.

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 Job Analysis - Methods

Job A nalysis Methods

Observation method job analyst watchesemployees directly or reviews film of workers on the

 job. Individual interview method a team of job

incumbents is selected and extensively interviewed.

Group interview method a number of job

incumbents are interviewed simultaneously.

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 Job Analysis - Methods

Job A nalysis Methods

Structured questionnaire method workerscomplete a specifically designed questionnaire.

Technical conference method uses supervisors with an extensive knowledge of the job.

Diary method job incumbents record their daily activities.

The best results are usually achieved with somecombination of methods.

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 Job Analysis -Techniques

Structured  Job A nalysisTechniques

Department of Labors Job Analysis Process:

Information from observations and interviews is

used to classify jobs by their involvement with data,people and things.

Information on thousands of titles available onO*Net OnLine which is the Department of Labors

replacement for the Dictionary of OccupationalTitles.

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 Job Analysis - Techniques

Position A nalysis Questionnaire(PA Q)(developed at Purdue University)

 Jobs are rated on 194 elements, grouped in six

major divisions and 28 sections. The elements represent requirements that are

applicable to all types of jobs.

This type of quantitative questionnaire allowsmany different jobs to be compared with each

other, however, it appears to be more applicable tohigher-level professional jobs.

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 Job Analysis - JD

Job Descriptions

W ritten statement of what jobholder does, how it isdone, under what conditions and why.

Common format: title; duties; distinguishingcharacteristics; environmental conditions; authority and responsibilities.

Used to describe the job to applicants, to guide new

employees, and to evaluate employees.

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 Job Analysis - Specs

Job Specifications

States minimum acceptable qualifications.

Used to select employees who have the essentialqualifications.

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 Job Analysis - Evaluation

Job Evaluations

Specify relative value of each job in the organization.

Used to design equitable compensation program.

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 Job Analysis - Nature

The Multi-faceted Nature of Job A nalysis

 Almost all HRM activities are tied to job analysis.

 Job analysis is the starting point for sound HRM.

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 Job Analysis - Changes

 Job Analysis and the Changing  W orld of  W ork

Globalization, quality initiatives, telecommuting, andteams require adjustments to the components of a

 job.

Todays jobs often require not only technical skills butinterpersonal skills and communication skills as well.