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Assignment

On Job Analysis Human Resources Management Course code MGT 3122 FALL 2011

Submitted to: Shayla Khanam Course Instructor

Submitted By: Kazi Sabrina Samanta ID: 111 101 138 Sec: NL Date of submission: 17th October, 2011

Introduction of the organization


Rahimafrooz was founded as a trading company in 1950 by Late Mr. A. C. Abdur Rahim. In 1954the company was incorporated as a limited company called Rahimafrooz (Pak) limited. In 1959in entered intro joint venture with Lucas , U.K. to set up a modern automotive battery factory. Rahimafrooz is a company that has grown from a small trading concern into the regional player that it is today. The company has expanded, diversified and consolidated in its quest to corporate value and customer satisfaction. Rahimafrooz is poised for a new phase of dynamic growth. Rahimafrooz is one of the respected and reputed business houses in Bangladesh. It has crossed50 years of operation. Rahimafrooz has endured turbulences of the last 50 years and has been able to transform itself from a small trading company into a leading diversified business house. This is, indeed, a milestone, which Rahimafrooz has achieved with trust, support and dedication of all stakeholders, past and present, most importantly, its customers. First Rahimafrooz start it j o u r n e y i n 1 9 5 4 a s a t r a d i n g c o m p a n y. T h e n i t e n t e r e d i n t o c o l l a b o r a t i o n a g r e e m e n t w i t h LUCAS, UK for setting up manufacturing and distribution system of Lead -Acid automotive batteries at Dhaka and now its a giant company it not only sell batteries but many other products like UPS, IPS, electric equipment, solar system etc. Rahimafrooz vision is to become a company of 2000 crore within 2010 .With the growth of the company, Rahimafrooz was acquired Lucas service (Bangladesh) limited and renamed it Rahimafrooz Batteries Limited.

O r g a n i z a t i o n a l O v e r v i ew
Aim of the organization: To be the most admired and trusted organization through excelling in e v e r yt h i n g w e d o , following ethical business practices and adding value to stakeholders.

Vision, Mission, and Values:

Company Vision: Rahimafrooz (Bangladesh) limited already pass their 50 year with the people of this country as well as with many other foreign countries. The corporation vision is To be the most admired and trusted organization through excelling in

e v e r yt h i n g w e d o , f o l l o w i n g e t h i c a l b u s i n e s s practices and adding value to stakeholders. B e a n e n t e r p r i s i n g G r o u p o f T a k a 2 0 0 0 c r o r e b y t h e ye a r 2 0 1 7 w i t h a d i v e r s i f i e d b u s i n e s s portfolio focused on dynamic growth, excellence, innovation, customer delight in enriching our world. HR vision: Drive business excellence and create rewarding workplace through people. Company Mission: To improve profitability by 30% every year; To achieve zero defect by adopting an advanced process technology; Continuous cost improvement; To ensure performance oriented culture through employee empowerment;

Business activities:
The Rahimafrooz batteries limited produce two major types of batteries: Automotive Battery: Automotive batteries are use for vehicles like car, bus, truck, motor cycle etc. The auto batteries are marketed by Auto marketing department. Auto batteries are exported to many countries like U n i t e d Qatar, Arab Emirates,

L ebanon, Afghanistan, Kuwait,

Singapore, Srilanka, Nepal, Bhutan, India, Burundi, Angola, Ethiopia, and Nigeria. Rahimafrooz Batteries Ltd produces more than 300 types of automobile batteries. The automotive battery industry is very much related to the automotive industry itself.

Industrial Battery: Industrial batteries are basically used for electronic vehicles, instant power system/inverter, u n i n t e r r u p t e d p o w e r s u p p l y , i n s t r u m e n t & m e d i c a l e q u i p m e n t , r a i l w a y s i g n a l i n g a n d telecommunication etc. These types of batteries sometimes called "fork lift", "traction" or "stationary" batteries, are used where power is needed over a longer period of time, and are designed to be "deep cycled", or discharged down as low as 20% of full charge (80% DOD, or Depth of Discharge).

Human Resource Management:


Human Resource Management is the organizational function that deals with issues related to people such as compensation, hiring, performance management, organization development, safety, wellness, benefits, employee motivation, communication, administration, and training.

Human Resource Management (HRM) is the function within an organization that focuses on recruitment of, management of, and providing direction for the people who work in the organization. Human Resource Management can also be performed by line managers.

HRM is the strategic and coherent approach to the management of an organization's most valued assets - the people working there who individually and collectively contribute to the achievement of the objectives of the business. The terms "human resource management" and "human resources" (HR) have largely replaced the term "personnel management" as a description of the processes involved in managing people in organizations. In simple words, HRM means employing people, developing their capacities, utilizing, maintaining and compensating their services in tune with the job and organizational requirement.

HRM practices of RAHIMAFROOZ


Employees are your most valuable-and usually your most expensive business asset. According to one estimate, the cost of hiring the wrong employee can be up to twice that person's annual salary. Interviews, references, and referrals are priceless when it comes to hiring, but in some circumstances, they're not enough. This guide comes with no obligation price quotes from professional and expert

background check service providers all pre-screened and qualified to best fit your background checking needs.

Job Analysis:
To achieve high-quad and match job requirements and people, this understanding requires job analysis, the process of getting detailed information about jobs. Analyzing jobs, and understanding what is require to carry out a job provide essential knowledge for staffing, training, performance appraisal, and many other HR activities.

Recruitments:
Rahimafrooz prefers to internal source of candidates for recruitment. Because internal recruitment can provide the most cost-effective source for recruits if the potential of the existing pool of employees has been enhanced through training, development and other performanceenhancing activities such as performance appraisal, succession planning and development centers to review performance and assess employee development needs and promotional potential. For internal source of candidates, they use Job Posting Rehiring Succession Planning

If necessary Rahimafrooz uses external sources of candidates for recruitment. Securing the best quality candidates for almost all organizations relies, at least occasionally if not substantially, on external recruitment methods. It would be unusual for an organization to undertake all aspects of the recruitment process without support from third-party dedicated recruitment firms. This may involve a range of support services, such as; provision of CVs or resumes, identifying recruitment media, via internet, advertisement design and media placement for job vacancies, candidate response handling, short listing, conducting aptitude testing, preliminary interviews or reference and qualification verification.

Testing and Selection:

Once a pool of applicants is there, the next step is to select the best candidates for the job. This usually means whittling down the applicant pool by using the screening tools explained later tests, assessments centers, and background and reference checks. Then the prospective supervisor can interview likely candidates and decide who to hire. Selecting the right employees is important for four main reasons: performance, costs, and legal obligations, negligent hiring. Performance: First your own performance always depends in part on your subordinates. Employees with the right skills will do a better job for you and the company. Employees without these skills or who are abrasive or obstructionist wont perform effectively and your own performance and the firms will suffer. The time to screen out undesirables is before they are in the door, not after. Cost: Second, it is important because its costly to recruit and hire employees. Hiring and training even a clerk can cost $ 5,000 or more in fees and supervisory time. The total cost of hiring a manager could easily be 10 times as high once you add search fees, interviewing time, reference checking and travel and moving expenses. Legal Obligations: Third, for US employers its important because of two legal implications of incompetent hiring. First, equal employment laws require non-discriminatory selection procedures for protected groups. Negligent Hiring: Hiring workers with questionable backgrounds without proper safeguards.

Selection Methods: In different organization they use different types of selection methods Intelligence test Specific cognitive test Motor and physical abilities test

Personality and interests Achievement test Web-based test

In Rahimafrooz they use Intelligence test, Skills test, and personality and interest test for selecting final candidates for interview. Intelligence test: Tests of general intelligence are said to correlate very highly with job performance. If other factors are equal; supporters claim that a more intelligent person is able to perform a given job more efficiently. This is especially true in cognitive loaded professions, although observed correlations are low due to range restriction. Those opposed to the use of these tests note that there are substantial cultural effects on scores, and that many prominent psychologists do not agree that there is a single measure of intelligence.

Personality test: It may potentially be useful in personnel selection. Of the well-known [Big Five personality traits, only conscientiousness correlates substantially with traditional measures of job performance, and that correlation is strong enough to be predictive. However, other factors of personality can correlate substantially with non-traditional aspects of job performance such as leadership and effectiveness in a team environment. The Myers-Briggs Type Indicator (MBTI) is also used. The Big Five factors and their constituent traits can be summarized as:

Openness to experience (inventive/curious vs. consistent/cautious). Appreciation for art, emotion, adventure, unusual ideas, curiosity, and variety of experience. Conscientiousness (efficient/organized vs. easy-going/careless). A tendency to show self-discipline, act dutifully, and aim for achievement; planned rather than spontaneous behavior.

Extraversion (outgoing/energetic vs. solitary/reserved). Energy, positive emotions, and the tendency to seek stimulation in the company of others. Agreeableness (friendly/compassionate vs. cold/unkind). A tendency to be compassionate and cooperative rather than suspicious and antagonistic towards others.

Neuroticism (sensitive/nervous vs. secure/confident). A tendency to experience unpleasant emotions easily, such as anger, anxiety, depression, or vulnerability.

Tests of Abilities, Aptitudes, and Skills Tests used for screening applicants on the basis of skills, abilities, and aptitudes can be classified as either paper and pencil tests or job sample tests. Both kinds are scored, and minimum scores are established to screen applicants. The "cut-off" score can be raised or lowered depending on the number of applicants. If selection ratios are low, the cut-off score can be raised, thereby increasing the odds of hiring well-qualified employees. Tests should be selected only after thorough and careful job analysis. For example, examination of a job description for an auto mechanic would probably show that manipulation of parts and pieces relative to one another and the ability to perceive geometric relationships between physical objects were required. These abilities are a part of a construct called mechanical aptitude. Various parts of mechanical aptitude can be measured using either paper or pencil or job sample tests. Employment Interviews The employment interview is a vehicle for information exchange between applicant and interviewer regarding an applicant's suitability and interest in a job the employer seeks to fill. Information provided in an applicant's application for employment can be verified more deeply in the interview and other information relevant to an applicant's qualifications can be elicited. Since interviews can be rather flexible, any missing pieces of information about an applicant can be collected at this time. Rahimafrooz uses Panel Interview in their organization. In a panel interview (also called committee interview), you will meet with several individuals at one time, typically sitting around

a conference table. Many of these interviewers will be your supervisors and colleagues; they may take turns asking you prepared questions. And generally, other candidates will be asked the same questions so that their answers can be compared. The advantage of committee interviews is that they are more reliable and job-related since panel members are accountable to each other, and interviewer can make their decisions on the same sample of behavior. To the applicants, the committee interview is less time-consuming, and can give you an opportunity to see how the staff works together. However, it can be more stressful since several interviewers are involved and the interview questions may be more rapidly paced.

Question pattern of Rahimafrooz in Interview: Rahimafrooz conducts their interview, asking different types of questions depending on the level of interviews. A structured interview is a quantitative research method commonly employed in survey research. The aim of this approach is to ensure that each interview is presented with exactly the same questions in the same order. This ensures that answers can be reliably aggregated and that comparisons can be made with confidence between sample subgroups or between different survey periods.

Unstructured Interviews are a method of interviews where questions can be changed or adapted to meet the respondent's intelligence, understanding or belief. Unlike a structured interview they do not offer a limited, pre-set range of answers for a respondent to choose, but instead advocate listening to how each individual person responds to the question.

Situational interview questions give managers keen insights into your ability to do the job. The idea is to ask you to describe how you would handle a certain situation, or what you would do under certain circumstances.

Behavioral based interviewing is interviewing based on discovering how the interviewee acted in specific employment-related situations. The logic is that how you

behaved in the past will predict how you will behave in the future past performance predicts future performance.

Top 9 Characteristics Employers look for in an interview: Communication The single most important trait in an employee is communication. Employers are always on the lookout for employees with strong communication skills. They highly prize both written and verbal communication, and job seekers can convey their ability to clearly communicate with a well written resume, cover letter, follow-up correspondence and by effectively answering interview questions. Honesty Honesty is vital to getting, and keeping, the job. Be honest on your resume and truthful with

the interviewer. Honest employees earn the faith of their employers with their personal integrity and move up the ladder more swiftly than less trustworthy employees. Work Ethic Job seekers not prepared to give their all need not apply. Employers are searching for people with dedication and a good work ethic. This means showing up on time, doing the job to the best of your ability and expanding your productivity. Team Work If your resume says you work well with others you probably understand the importance of team work. The ability to get along with co-workers and being able to take instructions are key to being a good team player. No employer wants to hire someone who cannot get along with others.

Computer Literacy As the world becomes a more technological place, businesses must adapt to the demands of an environment where technology is king. Those who are not computer literature stand less of a chance of landing the job than those who are. Flexibility The ability to be flexible and adapt is important in almost all work environments. Employers value employees who can not only multitask and think on their feet, but produce effective, adaptive answers to any problem that might arise. Initiative Being a self-starter is important in the workplace. Those who not only understand their job, but work independently of instruction are sought-after job candidates. Companies often replace employees who don't take the initiative to get the job done with those who can. Inter Personnel Skill

Employees who know how to adjust themselves to new environment, willing to learn new things (quick learners) and perform their best in changes are likely to be the best performers in any organization. Recognition Having publicly posted employee recognition programs can help sway a candidate to work for your company. Make sure that part of your initial tour of the facilities to new candidates includes a walk past the "Employee of the Month" wall. Candidates would appreciate knowing that their efforts could be recognized. Interview problems: As a selection method, interviews are problematic. Research shows that interviews have good test-retest reliability (same interviewer twice) and good internal consistency reliability, but low

inter-rater reliability (between different raters). The reason for low inter-rater reliability is that interviews are apt to be unstructured and subjective. A number of problems result from the unstructured nature of employment interviews. These include: (1) Rater error; (2) Talkative interviewer hampers collection of job-related information; (3) Variance in questions asked of applicants during interview; 4) Interviewer asks "trick" questions; (5) Interviewer asks inappropriate questions relating to an applicant's race, religion, sex, national origin, and age. COMMON TYPES OF JUDGEMENT ERROR AND BIAS 1. Halo effect - where an assessor forms a judgment or overall impression about an interviewee based on one attribute (positive or negative) and ignores other evidence. 2. Leniency/Strictness - where an assessor consistently rates candidates either extremely positive or negative. 3. Central tendency - the tendency to avoid all extreme judgments and rate all candidates as average or neutral. 4. Recency effects - the tendency to remember recent information, particularly if it is negative, and to forget offsetting information. This is a problem that is more acute when a larger number of people are interviewed. 5. Similarity - the tendency to assess candidates more favorably if their background and attributes resemble those of the assessor. 6. First Impression the tendency to be biased at the first glance of an interviewee, based on his appearance, walking style, vocal, physical attractiveness and so on. Background investigation and reference checks: Since past performance is often the best predictor of future performance, the best way to verify an applicants background and job suitability is to conduct a thorough reference check. Employers are increasingly being held liable

for negligent hiring (not properly investigating the background of individuals who may pose a risk of harm to others). The best defense against charges of negligent hiring is complete reference checks. Rahimafrooz gives massive value to background investigation and reference checking. By contacting the following, Rahimafrooz gain important information that will be helpful in making the selection decision:

Previous supervisors, particularly those no longer with the former employer, are the most apt to give in-depth information about an applicants job performance.

Former co-workers or subordinates. Customers, clients, or anyone else who has conducted business with the applicant. Personal references are probably the weakest source. Since the applicant personally selects the references, s/he will not select a reference who would give a poor recommendation. An employer, however, may gain some information from personal references.

Training and development


Organizational level, a successful Human Resources Development program prepares the individual to undertake a higher level of work, "organized learning over a given period of time, to provide the possibility of performance change" (Nadler 1984). In these settings, Human Resources Development is the framework that focuses on the organizations competencies at the first stage, training, and then developing the employee, through education, to satisfy the organizations long-term needs and the individuals career goals and employee value to their present and future employers. Human Resources Development can be defined simply as developing the most important section of any business, its human resource, by attaining or upgrading employee skills and attitudes at all levels to maximize enterprise effectiveness. [3] The people within an organization are its human resource. Training Objective of Rahimafrooz: Rahimafrooz believes that training program is designed to provide the detailed knowledge required for any individual to be successful employee. They conduct both On the Job and Off the Job training programs in their organization.

On-the-job training (OJT) is one of the best training methods because it is planned, organized, and conducted at the employee's worksite. OJT will generally be the primary method used for broadening employee skills and increasing productivity. It is particularly appropriate for developing proficiency skills unique to an employee's job - especially jobs that are relatively easy to learn and require locally-owned equipment and facilities. It is the responsibility of supervisors and managers to utilize available resources to train, qualify, and develop their employees. Different types of On the Job training followed by Rahimafrooz are

Job rotation Coaching or Understudy Specific assignment Action Learning Succession Planning

Off the job training is competency based and integrated into a workplace training arrangement. Training involves one day a week over a college year, or it might involve block training of up to eight weeks over the college year. Attendance at off the job training components provides essential skills and is compulsory for all apprentices. They arrange Seminars, and various training program.

Performance appraisal:
O n c e t h e e m p l o ye e h a s b e e n s e l e c t e d , t r a i n e d & m o t i v a t e d . , H e i s t h e n appraised for his performance. Performance appraisal is the step where t h e m a n a g e m e n t f i n d s o u t h o w effective it has been at hiring and placing employees. If any problems are identified steps are taken to communicate with the employees & to remedy them. Performance appraisal is defined as a process of evaluating the performance of a job in terms of its requirement. According to Heyel It is process of evaluating the performance & qualifications of the e m p l o ye e s i n t e r m s o f r e q u i r e m e n t o f t h e j o b f o r w h i c h h e i s e m p l o ye d f o r purposes o f administration including placement, selection for promotions

providing financial rewards &o t h e r a c t i o n s w h i c h r e q u i r e d i f f e r e n t i a l t r e a t m e n t a m o n g t h e m e m b e r s o f t h e g r o u p a s distinguished from actions affecting all members equally.Process of estimating or judging the value, excellence, qualities or status of some object, person or thing.

Importance of Performance Appraisal: P e r f o r m a n c e a p p r a i s a l p r o v i d e s s ys t e m a t i c j u d g m e n t t o b a c k u p s a l a r y i n c r e a s e s , transfers, demotion or terminations. They are means of telling subordinates how he is doing & suggesting needed changes in the behavior attitudes, skills, and job knowledge. They let him know where he stands with the boss. The superior uses them as a base for coaching & counseling the individual. It provides adequate feedback to each individual for his or her performance. It plays a vital role in identifying training & development needs & to evaluate the effectiveness of training & development

Just as there can be different performance evaluators, depending on the job, several appraisal systems can be used. Some of the popular appraisal methods include ranking of all employees in a group; using rating scales to define above-average, average, and below-average performance; recording favorable and performance, known as critical incidents; and managing by objectives,

Performer of the performance appraisal in Rahimafrooz are The immediate supervisor; Peers Rating committee

Self rating

Compensation and Benefits:


Compensation is an important factor in job quality. For attracting and attaining top quality employees Rahimafrooz offer a handsome ranges of salary packages. Their pay rates depend on their position ranking and quality of performance. Besides their handsome pay rates they also offer several lucrative benefits to their employees. These are Key Result Area (KRA); Increment (July to June, yearly) Paid Vacation; Performance Bonus; Family Insurance; Health Insurance; Festival Bonuses; Provident Fund;

Conclusion:

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