JA is the process of studying and collecting

information relating to the operations and

responsibility of a specific job
A process where description is developed for the
present methods and procedures of doing a job,
physical conditions in which job is done, relation of
the job to other jobs and other conditions of
employment
JA is intended to reveal what is actually done as
opposed to what should be done
The purpose of JA is not to describe an ideal but to
show the management how at the moment a
particular job is being carried out.
Various points on which information are
gathered for JA
Work performed
Equipment used
Materials used
Reports and records made
Relation of the jobs to other jobs
Education required
Experience required
Physical effort required
Visual attention required
Hazards
Supervision………………….
Process

of data collection
Questionnaire
Checklist
Interview
Observation
Participation
Technical conference
Self-recording or Diary
Critical incident method (on-the-job bhrs of people)
Output of JA
Job description
Job specification
Job evaluation
JD
Job Title
Job Location
Job summary
Duties to be performed
Machines, Tools, materials (risk)
Relation to other jobs
Nature of supervision
Working environment
Job Specification
Minimum acceptable human qualities necessary to
perform a job satisfactorily
ASK
Education, qualifications and special training
Experience
Personality requirements
Physical requirements
Job Evaluation
JE is an orderly and systematic technique of
determining the relative worth of the various jobs
within the orgn so as to develop an equitable wage
and salary structure
Job Evaluation
Relative worth of each job
To eliminate wage inequities
For developing a consistent wage policy
Framework for periodic revision
Minimise wage discrimination
The process
Job evaluation committee
Either employees or consultants from outside are
engaged for it
Methods of Job Evaluation
Non-quantitative
Quantitative
Non-quantitative method
Ranking
Classification or Grading
Ranking
Ranking from highest to lowest
The whole job is compared with the other
Three sets of ranking are averaged and final ranking
of jobs is decided
The method is simple, quick and inexpensive
Suitable for small orgns
Classification/ Grading
Highly skilled,
Skilled,
Semi-skilled and
Unskilled
Quantitative method
Point rating
Factor comparision
Point rating
A manual is developed for the purpose
The manual describes factors upon which each job is
to be rated, prescribes the points to be assigned to
each factor and provides scales and yardsticks by
which each factor is to be evaluated
Procedure
Jobs are first broken down into major factors such as
skill, effort, responsibility, working conditions etc
Major factor is then broken down into minor factors
like:
Skill- education (75), experience (100), intiative (75)
Effort- physical, mental and visual
Responsibility- process, product, safety
Working conditions-hazardous
Each minor factor is converted into scale by dividing
it into certain number of degrees and assigning point
values to them.
Education
Read, write, add and subtract (15)
High school (30)
Plus two (45)
Graduate (60)
PG (75)
A totalling of the points for all factors gives the final
rating of the job in terms of points
Point scales are now translated into monetary values
A wage survey is done to collect current wage rates of
certain key jobs
Factor comparison
A cross- section of 15-20 key jobs will be taken
5 factors used are
Mental effort
Skill
Physical effort
Responsibility
Working conditions
All key jobs are then ranked under each factor
Then individual job rankings for each factor are then
averaged and the results expressed in nearest whole
numbers.
Related concepts
Job enlargement
Job enrichment
Job rotation
Both  Job  enlargement   and  job  enrichment are
 part of the career planning and development
programmes in an organisation
Job enlargement
Adding
Increase variety
Horizontal loading
Multi tasking
It involves the addition of extra, similar tasks to a
job
The job itself remains essentially unchanged
By widening the range of tasks that need to be
performed, hopefully the employee will experience
less repetition and monotony that are common on
product lines, which rely upon division of labour
In J.enlargement, the employee rarely needs to
acquire new skills to carry out the additional task
 J.enlargement gives employees a chance to do a
number of small- related tasks as oppose to just one
repetitively
It works better within a group situation, where each
worker has specific jobs and job rotation can take
place
In contrast
It reduces efficiency because of a fall in
productivity from carrying out a greater number
of tasks
In J.enlargement the motivational benefits of
j.enrichment are not usually experienced
Workers sometimes resent this because they
prefer doing a singularly boring repetitive job
 J.enlargement is sometimes viewed by employees
as a requirement to carry out more work for the
same amount of pay
Job enrichment
Up grading responsibility
Higher level skills
Vertical loading
Self fulfillment
Self esteem
 In- charge
Workers can feel dissatisfied in their position due
to lack of challenge, repetitive procedures, or due
to an over-controlled authority structure.
Job enrichment tries to eliminate these
dysfunctional elements, and bring better
performance to the workplace.
Job enrichment is an attempt to motivate
employees by giving them the opportunity to use
the range of their abilities.
J.enrichment is a type of job redesign intended to
reverse the effects of tasks that are repetitive
requiring little autonomy
Some of these effects are boredom, lack of
flexibility and employee dissatisfaction
The basis of J.enrichment practices is the work done
by Frederick Herzberg in the 1950’s and 60’s
Job enrichment is required for intrinsic motivation &
it is a continuous management process.
According to Herzberg:
The job should have sufficient challenge to utilize
the full ability of the employee
Employees who demonstrate increasing levels of
ability should be given increasing levels of
responsibility
If a job cannot be designed to use an employee’s
full abilities, then the firm should consider
automating the task or replacing the employee
with one who has a lower level of skill. If a person
cannot be fully utilized, then there will be a
motivation problem
Job enrichment, as a managerial activity includes a
three steps technique:
1. Turn employees' effort into performance
Ensuring that objectives are well defined and
understood by everyone
Providing adequate resources for each employee to
perform well
Creating a supportive corporate culture
Free flow of information
Provide skill improvement oppurtunities
2. Link employees performance directly to reward

3. Make sure the employee wants reward.

Re-engineer the job process
Re-design the physical facility
Change technologies
Simplification of procedures
Elimination of repetitiveness
Redesigning authority structures
Excellent non-training intervention
J.enrichment to produce positive results, both
workers needs and organizational needs must be
analyzed and acted upon.
Job Rotation
Horizontal or Lateral transfer
Multi skilling
Job rotation involves the movement of employees
through a range of jobs in order to increase interest
and motivation.
J R can improve multi-skilling but it also involves the
need for greater training
An employee who works on a routine/ respective job
moves to and works on another job and backs up to
the first job.
JR may offer the advantage of making it easier to
cover for absent colleagues
But it may also reduce productivity as workers are
initially unfamiliar with a new task.
Why JR is imp ???
It is a possible solution to two significant challenges
faced by business:
Skill shortages and skill gaps, and
Employee motivation
Need for JR
To broaden an individual’s knowledge of other
functions and departments in the organisation
To prepare an individual for career advancement
To maximize an individual’s exposure to
customers by moving him or her into positions
that require customer interaction
To motivate and challenge an individual who has
been on a job for a long time
To cross-train members of a team
Ergonomics
Designing the job, work stations and facilities
according to employee’s physical, social and
psychological conveniences
The purposes of ergonomics are to save human
resources, protect employee’s health and maximize
productivity
Trends
Companies have been designing new kind of office
furniture to reduce fatigue and back strain.
Reduce occupational diseases
Areas of research include colour of the wall, roof
height, lighting, furniture design etc……
The process of searching for prospective employees
and stimulating them to apply for jobs in the
organisation

Edwin.B.Flippo
Objectives of recruitment
To attract people with multi-dimensional skills
and experiences
To infuse fresh blood at all levels of the
organisation
To develop an organisational culture that attracts
competent people to the company
To search for talent globally and not just within
the company
Factors affecting recruitment
Internal
External
Internal
Employer’s brand
Company’s pay package
Organisational culture
Career Planning and Growth
Company’s products and services
Company’s size
Geographical spread of company’s locations
Role of trade unions
Cost of recruitment
External
Supply and Demand factors
Labour Market conditions
Political, legal and Governmental factors like
Reservations for SC/ST/OBC and Sons-of –soil
AIDA
Prospective employer meets the prospective
employee
Recruitment policy
Factors to be taken into consideration while
formulating recruitment policy
Govt. policies
Personnel policies of other competing organisations
Organisation’s personnel policies
Recruitment sources
Recruitment need
Recruitment cost
Selection criteria and preferences
SOURCES OF RECRUITMENT
INTERNAL
EXTERNAL
Internal
Present permanent employees
Present Temporary/ Casual/ Part-time employees
Promotions
Transfers
Demotions
Retired employees
Retrenched employees
Employee referrals (Nepotism)
Dependents of present employees (Die-in-harness)
External
Advertisements (3 types)
Employment exchanges
Private consultants
Deputation
Job sites
Professional Associations
Campus recruitment
Unsolicited applicants
Own data bank
Modern sources of recruitment
Walk-in
Consult-in
Head Hunting
Body Shopping
Business Alliances
E-recriutment
Recruiting protected classes
Recruitment of women
Recruitment of minorities
Sports people
Ex-Servicemen
Disadvantaged people
Disabled people
Choosing the most appropriate candidates and
offering them jobs
Selection includes rejection also
A negative function
 Hurdles
Receiving applications
Preliminary screening
Written examination
Preliminary interview
Employment test / Business Games
Rejection
Final Interview
Medical examination
Reference check
Line Manager’s decision
Employment/ Offer letter
Application forms
Personal background information
Educational attainments
Work experiences
Salary
Personal details
Conviction records
References
Screening application forms
Clinical method (Psychology)
Weighted method
Biographical inventories
Preliminary interview
Stand-up interviews
Can be used to provide the basic information about
the company
Ensure that the desirable workers are not eliminated
Business games
Case study
Role-play
Assessment centre (GD, In-basket exercises)
Group discussion
The candidates in the group are required to analyse,
discuss, find alternative solutions and select the
sound solution
A selection panel then observes the candidates in the
areas of
 initiating the discussion,
 explaining the problem,
 Keenly observing the discussion of others
 Clarifying controversial issues
 Influencing others
 Speaking effectively
 Summarising
Tests
Aptitude test
Psychomotor test
Achievement test (Job knowledge & work sample)
Personality test (TAT, Inkblot)
TAT
Rorschach Inkblot Test
Unknown hurdles
Starts from the time you step in the organisation

Code of conduct
Web cam
Selection interview
Structured
Unstructured
Depth interview
Panel interview
Stress interview (emotional balance u/ tension)
Telephonic
Video conferencing
Interview process
Interview bias
Halo effect
Horns effect
Medical examination
Reference check (character, exp)
Line Manager’s Decision
Offer letter
 Errors in selection
True positive (success is predicted , success occurs)
True negative (failure is predicted , failure occurs)
False positive (success is predicted , failure occurs)
False negative (failure is predicted , success occurs)
Placing the right person in the right job
Initially the person will be on probation
Generally final placement will be decided after the
initial training is over on the basis of candidate’s
aptitude and performance during the training
/probation period
6months/1yr/2yr/can be extended
 Thru’ induction an employee is
oriented towards
Job
Firm
Policies
Colleagues
Superiors
Sub-ordinates
Practices
The process of orienting a new employee to the
organisation.
A process of making the employee feel at home
Through induction the newcomer learns about the
organization and adapts to the work culture

 Orientation conveys
3 types of information
General information about the daily work routine
A review of a firm’s history, founders, objectives,
operations and products or services
A detailed presentation about organisation’s
policies, work rules and employee benefits
Tools for orientation
Induction manual
Induction CD
Induction film
Induction kit
Hand books
Pamphlet
Brochures
Induction training
the history of the organization,
its core activities,
major landmarks,
rewards and recognitions,
organizational structure,
policies and procedures,
 general code of conduct,
welfare measures,
expansion plans etc.
An incubation period for the new comer so develop
training programmes with the objective of employee
retention.
The success of an induction training programme
depends on the positive responses that a person has
developed about the organization.
Induction training process
General orientation
Specific orientation
Follow-up orientation
More Pay
Prestige
Position
Responsibilities
Reassignment to a higher level job to an internal
employee with higher authority, and responsibility
Types
Seniority
Merit
Seniority cum Merit
Merit cum Seniority
Vertical promotion
Dry promotions
In charge
Training linked promotion
Company initiated /employee initiated
Transfer is the lateral movement of employees from
one position, division, department or unit to another.
The movement can be due to promotion, demotion
or orgl restructuring.
Types of transfers
Prod. Trsfr Due to changes in prod
Replacement trsfr Trsfr of long service
Versatility trsfr employees
Shift trsfr To increase versatility
Remedial trsfr From one shift to other
Penal trsfr Correct wrong
placements
In disciplinary action
Transfer policy
Promotion policy
Opposite of promotion
It is a downward movement of an employee in the
organisational hierarchy with lower pay, status or
responsibilities
Reasons for demotion
Unsuitability of the employee to higher level jobs
Adverse business conditions
When there have been errors in promotions and
these need to be corrected
A tool of disciplinary action
Separation occurs when an employee leaves the
organisation
Both voluntary & involuntary separations are there
Voluntary Involuntary
Resignation Lay-off
Retirement Dismissal
Retrenchment
Absenteeism
Voluntary retirement
scheme (VRS)
According to Edwin.B.Flippo

‘Training is the act of increasing the knowledge and

skills of an employee for doing a particular job.’
TRAINING?????????????
Training is a short term process utilizing a systematic
and organised procedure by which non-managerial
personnel learn technical knowledge and skills for a
definite purpose
Unlearning and relearning
Imp for both new comers and existing employees
Development??????????
It is a long- term educational process utilising a
systematic and organised procedure by which
managerial personnel learn conceptual and
theoretical knowledge for general purposes.
It is not primary skills oriented, instead it provides
general knowledge and attitudes which will be helpful
to employees in higher positions.
For overall personality development
Training Development
Technical skills & Managerial ,
knowledge behavioural skills &
Specific job-related knowledge
Short- term Conceptual & general
Mostly technical & non- knowledge
managerial personnel Long-term
Mostly for managerial
personnel
 Need for training
Newly joined employees To familiarize with the
Existing employees work culture & reduce
wastage
Refresher training
Skill upgradation
Promotion
Transfer
 Kinds of Training
On-the-job training
Off –the-job training
 On-the-job Training
Induction training
Apprenticeship training
Internship training
Refresher training
Under study
 Off-the-job Training
Lectures
Conferences
Group Discussion
Role playing
T-Group / Sensitivity training/ Laboratory training
Simulation
Vestibule training
E-learning
Out –bound trainings
Sensitivity training
Sensitivity training / T-group training
Development of awareness and sensitivity to
behavioural patterns of oneself and others.
Helps in unlearning and learning things
T-group helps the members learn about their own
behaviours and also learn from others behaviour.
 Simulation methods
To construct a situation which closely represent a real
one
They include physical similarities, bhrl characteristics
and interactions that would normally be present
under actual conditions. Three basic simulation
techniques are:
Inbasket excercises
Case study
Management Games
In-basket method
Developing decision making skills
Incoming mail, memos and reports
Materials that are require d for problem solving are
put into an in-basket and the trainee plays the role of
a manager responsible for solving the problems
 Vestibule training
An attempt is made to duplicate, as nearly as
possible, the actual material, equipment and
conditions found in the real work place.
Large no: of employees can be trained at a time.
 e- learning
Audio-visual methods
Computer managed instruction, replaces trainer
Event management
Types of employees
The resource personnel (Inauguration)
Training materials
Resources to employees
Training aids
Refreshments
Duration
Evaluation
Finding out the Critical skill among ASK
Training policy
Mission statement
Develop objectives
Training depts role
Training budget
Coverage
External trainings
Train the trainer programs
Duration
Special trainings
Location
Designing tailor-made programmes
Linking training to performance appraisals
Training linked promotions
Evaluation
ROI
Training evaluation/Feedback
Objectives
Content
Training aids
Resource person
Method of training
Course material
Ambiance of the training location
Often test are conducted