COURSE NO.

MBM 101
HUMAN RESOURCE MANAGEMENT
CONTENTS

PAGE NO.

ACKNOWLEDGEMENT

ii

PREFACE

iii

UNIT 1

INTRODUCTION

LESSON 1
LESSON 2
LESSON 3

STRATEGIC ROLE OF HRM

HR PLANNING
JOB DESIGN AND JOB EVALUATION

UNIT 2

HR PROCESSES

LESSON 4
LESSON 5
LESSON 6

SOURCING AND RECRUITING

SELECTION TOOLS
COMPETENCY BASED HR SYSTEM

UNIT 3

HUMAN RESOURCE DEVELOPMENT

LESSON 7
LESSON 8
LESSON 9

HRD AN OVERVIEW
TRAINING AND DEVELOPMENT
CAREER MANAGEMENT AND RETENTION STRATEGIES

UNIT 4

EVALUATING AND REWARDING EMPLOYEES

LESSON 10
LESSON 11
LESSON 12

PERFORMANCE MANAGEMENT AND ASSESSMENT CENTERS, BALANCE

SCORE CARD
COMPENSATION
BRIEF OF WORKMENS COMPENSATION ACT

UNIT 5

CONTEMPORARY ISSUES IN INDIAN COMPANIES

LESSON 13
LESSON 14
LESSON 15

TQM
ETHICS IN HR
CHALLENGES

UNIT 1: INTRODUCTION
LESSON 1 STRATEGIC ROLE OF HRM
LESSON 2 HR PLANNING
LESSON 3 JOB DESIGN AND JOB EVALUATION

LESSON 1 STRATEGIC ROLE OF HRM

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STRUCTURE
1.0

OBJECTIVES

1.1

INTRODUCTION

1.2

DEFINITION AND MEANING OF STRATEGIC HR

1.2.1 DEFINITION
1.2.2 MEANING OF STRATEGIC HR

1.3

KEY FEATURES OF STRATEGIC HR

1.4

STRATEGIC HRM PROCESS

1.5

STRATEGIC PLANNING MODEL WITH HR PLAN

1.6

NEEDS AND ISSUES OF GLOBAL HRM

1.7

CASE STUDY

1.8

TERMINAL QUESTIONS

1.9. REFERENCES AND SUGGESTED FURTHER READING

1.0. OBJECTIVES
In this lesson you will be able to understand

The meaning of Strategic HR and how it is linked to business strategy.

The Strategic HR process steps in an organization.

The key features of Strategic HRM.

The typical Strategic planning process model with HR plans.

The needs and issues of Global HRM.

1.1. INTRODUCTION
The word strategy, deriving from the Greek noun strategus, meaning
commander in chief, was first used in the English language in 1656. The
development and usage of the word suggests that it is composed of stratos
(army) and agein (to lead). In a management context, the word strategy has now
replaced the more traditional term long-term planning to denote a specific
pattern of decisions and actions
Strategic management appears as a cycle in which several activities follow and
feed upon one another. The strategic management process is typically
undertaken by the upper echelon of the organization in order to accomplish long
term performance goals. Strategic management is considered to be a continuous
activity that requires a constant adjustment major forces that impact its survival
and growth .It is concerned with proactive response by organizations in terms of
its Business, Market, Finance, HR plans to keep itself ahead of competition.
With the advent of new economy industries like IT and the mushrooming of the
service sector, organizations all over the world realized that human resources
must be viewed as a source of competitive advantage as opposed to treating it
much the same way in access to technology or capital is concerned. What this
means is that the practice of HRM is being viewed as something that promotes
the business objectives of the firms and not merely another factor in the way the
firm is managed.

1.2. DEFINITION AND MEANING OF STRATIGIC HR

1.2.1 DEFINITION
Strategic human resource management can be defined as the linking of human
resource plans with strategic business goals in order to improve business
performance and develop organizational culture that fosters innovation, flexibility
and competitive advantage. In an organization SHRM means accepting and
involving the HR function as a strategic partner in the formulation and
implementation of the companys strategies through HR activities such as
recruiting, selecting, training and rewarding personnel.
1.2.2 MEANING OF STRATEGIC HR
Strategic Human Resource Management is the practice of aligning business
strategy with that of HR practices to achieve the strategic goals of the
organization. The aim of SHRM (Strategic Human Resource Management) is to
ensure that HR strategy is not a means but an end in itself as far as business
objectives are concerned. The idea behind SHRM is that companies must fit
their HR strategy within the framework of overall Business objectives and hence
ensure that there is alignment between the HR practices and the strategic
objectives of the organization.
Till 80s Indian organizations were internally focused in terms of managing people
as means of meeting its business requirements. Emerging competition, required
them to think long term in terms of its plan and improve productivity of people
and processes .Year 2000 onwards organizations have taken the global route for
expansion with opening up of different economies.
Strategic human resource management focuses on human resource programs
with long-term objectives. Instead of focusing on internal human resource issues,
the focus is on addressing and solving problems that effect people management
programs in the long run and often globally. Therefore the primary goal of
strategic human resources is to increase employee productivity by focusing on
business obstacles that occur outside of human resources.
The primary actions of a strategic human resource manager are to identify key
HR areas where strategies can be implemented in the long run to improve the
overall employee motivation and productivity. The role of Strategic HR is now
widened to include employee engagement and retention of talent for long term
growth.

1.3. KEY FEATURES OF STRATEGIC HR

Strategic human resource management focuses on human resource programs
with long-term objectives. Instead of focusing on internal human resource issues,
the focus is on addressing and solving problems that effect people management
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programs in the long run and often globally. Therefore the primary goal of
strategic human resources is to increase employee productivity by focusing on
business obstacles that occur outside of human resources. The primary actions
of a strategic human resource manager are to identify key HR areas where
strategies can be implemented in the long run to improve the overall employee
motivation and productivity. Communication between HR and top management of
the company is vital as without active participation no cooperation is possible.
The key features of Strategic HR are

Linkage of HR with Business: This means setting HR goals after business

goals are set and HR needs are identified for short term and long term.

International Benchmarks: HR is becoming global with people being posted in

different countries.

Productivity of People: Concept is moving away from development to

productivity of people, structures etc

Measurement of HR: HR systems are becoming objective with focus on

measurement and improvement

Employee regarded as long term Asset: People are seen as long term assets
and retained with better working conditions and proper culture of recognition
and growth

Human resources alignment with Strategy means integrating decisions about

people with decisions about the results an organization is trying to obtain. By
integrating human resources management (HRM) into the agency planning
process, emphasizing human resources (HR) activities that support broad
agency mission goals, and building a strong relationship between HR and
management, agencies are able to ensure that the management of human
resources contributes to mission accomplishment and that managers are held
accountable for their HRM decisions.

1.4. STRATEGIC HRM PROCESS

SHRM is a process that involves:

Integrating HR into the Strategic Planning Process of the organization.

Aligning HR practices to business strategy and to one another.

Developing a partnership between the strategic thinkers of the organization

along with the line management so that the organizational HR programs could
meet real life business needs and challenges.

Internally transforming of HR structure and staff according to the needs of the

business.

Enhancing the overall HR and administrative efficiency.

Assessing the bottom-line impact of the HR activities in organizational

performance improvement.

Hence an organizations HR policies and practices must fit with its business
strategy so as to constantly meet the challenges of its competitive business
environment.

1.5. STRATEGIC PLANNING MODEL WITH HR PLAN

There is no single approach to developing a Human Resources Strategy. The
specific approach will vary from one organization to another. Even so, an
excellent approach towards an HR Strategic Management System is evident in
the model presented below. This approach identifies six specific steps in
developing an HR Strategy:1. Setting the strategic direction
2. Designing the Human Resource Management System
3. Planning the total workforce
4. Generating the required human resources
5. Investing in human resource development and performance
6. Assessing and sustaining organisational competence and performance

Source: A Strategic Human Resource Management System for the 21st Century. Naval Personnel Task Force, September 2000

The six broad interconnected components of this system consist of three

planning steps and three execution steps.
The top three components represent the need for planning. Organizations must
determine their strategic direction and the outcomes they seek. This is usually
accomplished with some form of strategic planning. Classic strategic planning is
a formal, top-down, staff-driven process. When done well, it is workable at a time
when external change occurs at a more measured pace.
However as the pace and magnitude of change increases, the approach to
strategic planning changes substantially:

First, the planning process is more agile; changes in plans are much more
frequent and are often driven by events rather than made on a predetermined
time schedule.

Second, the planning process is more proactive. Successful organizations no

longer simply respond to changes in their environment, they proactively
shape their environment to maximize their own effectiveness.

Third, the planning process is no longer exclusively top-down; input into the
process comes from many different organizational levels and segments. This
creates more employee ownership of the plan and capitalises on the fact that

often the most valuable business intelligence can come from employees who
are at the bottom of the organizational hierarchy.

Lastly, the strategic planning process less reactive and more driven by line
leadership.

Once strategic planning is under way, a process must be undertaken by the

organization to design and align its HRM policies and practices to provide for
organizational success. The remaining step in planning is to determine the
quality and quantity of human resources the organization needs for its total force.
The rest of the HR strategic system exists for and is guided by these plans,
policies, and practices. These execution components contain mechanisms that
generate the correct skill sets, invest in staff development and performance, and
productively employ them in the organization. The last component provides a
means to assess and sustain the competence and performance of the
organization and the people in it with regard to outcomes that the organization
seeks.

1.6. NEEDS AND ISSUES OF GLOBAL HRM

Human Resource Management professionals are increasingly faced with the
issues of employee participation, human resource flow, performance
management, reward systems and high commitment work systems in the context
of globalization. Older solutions and recipes that worked in a local context do not
work in an international context. Cross-cultural issues play a major role here.
These are some of the major issues that HR professionals and top management
involved in SHRM are grappling with in the first decade of the 21st century:

Internationalization of market integration.

Increased competition, which may not be local or even national through

free market ideology

Rapid technological change.

New concepts of line and general management.

Constantly changing ownership and resultant corporate climates.

Cross-cultural issues

The economic gravity shifting from developed to developing countries

SHRM also reflects some of the main contemporary challenges faced by Human
Resource Management: Aligning HR with core business strategy, demographic

trends on employment and the labor market, integrating soft skills in HRD and
finally Knowledge Management.

1.7. CASE STUDY

Swastika Tyres Ltd (STL) was a medium-sized tyre company manufacturing tyres
of various types and grades .It was located in Jhansi. It had 6000 workers and
400 executive on its rolls. Most of the employees were old and had joined the
organization when it started in 1985. Its average age was 53 years. As hardly any
employee left the company as they were recruited locally and did not have
aspirations to go out. Some of the employees children also joined the
organization
The unit was headed by Rajendra Kumar who was in the company since 1985
and joined as Graduate Engineer after doing engineering from Agra in 1984.
Who was the CEO reporting to Chairmen directly? It had sales turnover of 1000
Cr s in 2010.
Organization was growing at the rate of 5 % annually and its profits were in the
range of appx 20 Crs (PAT ) in last year .Chairman Mr Raghu Raj decided to
expand the company as competition was almost eating away its profits. He
hired a consultant for helping it make long term business plan. He suggested
following long term plan of reaching 3000 crs in three years
Company should plan for becoming a large player in manufacture of tyres by
2014 by
Setting up new plants in manufacture of tyres in West and East where
demand was more than supply was less. This should be done by 2013.
Buying some plant in Italy where Tyre plants are available cheap.
Improving the productivity levels of current operations by min 50%
Improve the compensation levels by at least 60 percentile level compared to
other Tyre cord companies from current level of Ave 40 percentile level .
Induct best talents from Engineering Institutes /Management who bring
young blood necessary to bring changes
Reduce Managerial strength by from 50 Managers to 25 managers as many
of them have grown without acquisition of knowledge and skills.
Institute training for developing knowledge and Technical skills of workers
and staff and Managerial skills for Managers.
As a step designing and implementing the above changes, it was suggested that
new HR head from market is recruited who can develop a comprehensive HR
plan .If you were the new HR head for this company how would you go about
planning for the above mentioned objectives.

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1.8. TERMINAL QUESTIONS

1. How far do you think that Human Resource Management is a specialized
function of management? How best can Human Resource Management be
defined?
2. Make a classified list of objectives of Human Resource management. Which
of these do you think are most difficult to attain and why?
3. Elucidate clearly the nature and scope of Human Resource Management.

1.9. REFERENCES AND SUGGESTED FURTHER

READING
Armstrong, M (eds) 192a) Strategies for Human Resource Management: A total
business approach. London: Kogan Page
Beer, M, and Spector, B. (eds) (1985) Readings in Human Resource
Management. New York: Free Press
Boxall, P (1992) Strategic Human Resource Management: Beginnings of a new
theoretical sophistication Human Resource Management Journal, Spring Vol.2
No.3.
http://www.managementstudyguide.com
http://www.mba-tutorials.com/

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LESSON 2 HR PLANNING
STRUCTURE
2.0

OBJECTIVES

2.1

INTRODUCTION

2.2

HUMAN RESOURCE PLANNING

2.2.1 AIMS OF HUMAN RESOURCE PLANNING
2.2.2 NEED FOR HUMAN RESOURCE PLANNING

2.3

HR PLANNING AND BUSINESS STRATEGY

2.4

HUMAN RESOURCE PLANNING PROCESS

2.4.1 ASSESSING CURRENT HR CAPACITY
2.4.2 FORECASTING HR REQUIREMENTS
2.4.3 GAP ANALYSIS
2.4.4 DEVELOPING HR STRATEGIES TO SUPPORT ORGANISATIONAL
STRATEGIES

2.5

METHODS OF MANPOWER FORECASTING

2.6

MANPOWER FORECASTING IN THE CURRENT ERA

2.7

CASE STUDY

2.8

POSSIBLE SOLUTION TO THE CASE STUDY

2.9

TERMINAL QUESTIONS

2.10. REFERENCES AND SUGGESTED FURTHER READING

2.11. GLOSSARY

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2.0. OBJECTIVES
In this lesson you will be able to understand

The concept of Human Resource Planning and its aims and its relationship
with business strategy

The human resource planning process steps in an organization

The various methods for forecasting manpower requirements and their

drawbacks

The factors that affect the manpower planning forecasts in current era of
competitiveness

2.1. INTRODUCTION
Whenever an organization is in the process of determining its human resource
needs, it is engaged in a process we call Human Resource Planning. Human
resource planning is one of the most important elements in a successful human
resource management program, because it is a process by which an
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 completing those
tasks that will help the organization achieve its overall strategic objectives.
Employment planning, then, ultimately translates the organization's overall goals
into the number and types of workers needed to meet those goals. Without clearcut planning, and a direct linkage to the organization's strategic direction,
estimations of an organization's human resource needs are reduced to mere
guesswork.
This means that employment planning cannot exist in isolation. It must be linked
to the organization's overall strategy. Just a few decades ago, outside of possibly
the firm's top executives, few employees in a typical firm really knew about the
company's long-range objectives. The strategic efforts were often no more than
an educated guess in determining the organization's direction. But things are
different today. Aggressive domestic and global competition, for instance, have
made strategic planning virtually mandatory.

2.2. HUMAN RESOURCE PLANNING

Human Resources Planning is defined as the process of assessing an
organizations human resources needs in the light of organizational goals and

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changing condition and making plans to ensure that a competent, stable

workforce is available for future needs. It is the process for ensuring that the
future human resource requirements of the organization are identified and plans
are made for satisfying those requirements.
Systemic HRP consists of series of steps beginning with
1. Forecasting the future manpower requirements
2. Inventorying present manpower resources and determining the degree to
which they are employed optimally.
3. Anticipating manpower problems
4. Planning the necessary activities of recruitment, selection, training, transfer,
promotions etc based on companies growth plans and projected exits /
retirements etc
2.2.1 AIMS OF HUMAN RESOURCE PLANNING
Some objectives of Human Resource Planning are as below

To project the number of people required with appropriate skills expertise and
competencies for future requirements.

To anticipate the potential problems of surpluses and deficit of people /skills

in the organization based on business plans.

To develop a well trained and flexible manpower force, thus contributing to

organizations ability to adapt to an uncertain and changing environment.

To reduce dependence on external recruitment when key skills are in short

supply by formulating retention as well as employee development strategies.

To improve the utilization of people monitoring productivity levels

2.2.2 NEED FOR HUMAN RESOURCE PLANNING

The actual planning process will vary a great deal from organization to
organization. Eg the need for Human Resource Planning in IT companies is very
high as they get projects based on what manpower is available .Hence
forecasting the profile requirements and training the manpower is an essential
HRP need. On the other hand companies with low manpower costs and
predictable business environment may not give focus to this activity. Small
organizations also may not feel the need as much.
Human Resource Planning is a two-phased process because manpower
planning not only analyses the current human resources but also makes
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manpower forecasts and thereby draw employment programs. Manpower

Planning is advantageous to firm in following manner:

Shortages and surpluses can be identified so that quick action can be taken
wherever required.

All the recruitment and selection programs are based on manpower planning.

It also helps to reduce the labour cost as excess staff can be identified and
thereby overstaffing can be avoided.

It also helps to identify the available talents in a concern and accordingly

training programs can be chalked out to develop those talents.

It helps in growth and diversification of business. Through manpower

planning, human resources can be readily available and they can be utilized
in best manner.

It helps the organization to realize the importance of manpower management

which ultimately helps in the stability of a concern.

2.3. HR PLANNING AND BUSINESS STRATEGY

To ensure that appropriate personnel are available to meet the requirements set
during the strategic planning process, human resource managers engage in
employment planning. The purpose of this planning effort is to determine what
HRM requirements exist for current and future supplies and demands for
workers. For
Example : if a company has set as one of its goals to expand its production
capabilities over the next five years, such action will require that skilled
employees be available to handle the jobs. After assessment,employment
planning matches the supplies and demands for labor, supporting the people
component.
The planning processes of most best practice organizations not only define what
will be accomplished within a given timeframe, but also the numbers and types of
human resources that will be needed to achieve the defined business goals (e.g.,
number of human resources; the required competencies; when the resources will
be needed; etc.) This supports the integration of human resources planning with
business strategy by allowing organizations to assess the current human
resource capacity based on their competencies against the capacity needed to
achieve the vision, mission and business goals of the organization. Targeted
human resource strategies, plans and programs to address gaps (e.g., hiring /
staffing; learning; career development; succession management; etc.) are then
designed, developed and implemented to close the gaps.

15

These strategies and programs are monitored and evaluated on a regular basis
to ensure that they are moving the organizations in the desired direction,
including closing employee competency gaps, and corrections are made as
needed.

2.4. HUMAN RESOURCE PLANNING PROCESS

Human resources planning is a process that identifies current and future human
resources needs for an organization to achieve it goals. Human resources
planning should serve as a link between human resources management and the
overall strategic plan of an organization. Aging worker populations in most
western countries and growing demands for qualified workers in developing
economies have underscored the importance of effective Human Resources
Planning.
The HR planning process has four steps:

Assessing the current HR capacity

Forecasting HR requirements
Gap analysis
Developing HR strategies to support organizational strategies

2.4.1. ASSESSING CURRENT HR CAPACITY

Based on the organization's strategic plan, the first step in the strategic HR
planning process is to assess the current HR capacity of the organization. The
knowledge, skills and abilities of your current staff need to be identified. This can
be done by developing a skills inventory for each employee. The skills inventory
should go beyond the skills needed for the particular position. List all skills each
employee has demonstrated. For example, recreational or volunteer activities
may involve special skills that could be relevant to the organization. Education
levels and certificates or additional training should also be included.
An employee's performance assessment form can be reviewed to determine if
the person is ready and willing to take on more responsibility and to look at the
employee's current development plans.
2.4.2. FORECASTING HR REQUIREMENTS
The next step is to forecast HR needs for the future based on the strategic goals
of the organization. Realistic forecasting of human resources involves estimating
both demand and supply. Questions to be answered include:

16

How many staff will be required to achieve the strategic goals of the
organization?
What jobs will need to be filled?
What skill sets will people need?

When forecasting demands for HR, it is also important to assess the challenges
in meeting the staffing need based on the external environment.
2.4.3. GAP ANALYSIS
The next step is to determine the gap between where your organization wants to
be in the future and where it is now. The gap analysis includes identifying the
number of staff and the skills and abilities required in the future in comparison to
the current situation. One should also look at all your organization's HR
management practices to identify practices that could be improved or new
practices needed to support the organization's capacity to move forward.
Questions to be answered include:

What new jobs will we need?

What new skills will be required?
Do our present employees have the required skills?
Are employees currently in positions that use their strengths?
Do we have enough managers/supervisors?
Are current HR management practices adequate for future needs?

2.4.4. DEVELOPING HR STRATEGIES TO SUPPORT ORGANISATIONAL

STRATEGIRES
There are five HR strategies for meeting your organization's needs in the future:
1.
2.
3.
4.
5.

Restructuring strategies
Training and development strategies
Recruitment strategies
Outsourcing strategies
Collaboration strategies

Restructuring strategies:
This strategy includes reducing staff either by termination or attrition, regrouping
tasks to create well designed jobs, reorganizing work units to be more efficient.

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Training and development strategies:

This strategy includes providing staff with training to take on new roles, providing
current staff with development opportunities to prepare them for future jobs in
your organization. Training and development needs can be met in a variety of
ways. One approach is for the employer to pay for employees to upgrade their
skills. This may involve sending the employee to take courses or certificates or it
may be accomplished through on-the-job training. Many training and
development needs can be met through cost effective techniques.
Recruitment strategies:
This strategy includes recruiting new staff with the skill and abilities that your
organization will need in the future and considering all the available options for
strategically promoting job openings and encouraging suitable candidates to
apply.
Outsourcing strategies
This strategy includes using external individuals or organizations to complete
some tasks. Many organizations look outside their own staff pool and contract for
certain skills. This is particularly helpful for accomplishing specific, specialized
tasks that don't require ongoing full-time work. Some organizations outsource HR
activities, project work or bookkeeping. For example, payroll may be done by an
external organization rather than a staff person, a short term project may be done
using a consultant, or specific expertise such as legal advice may be purchase
from an outside source.
Collaboration strategies
Finally, the strategic HR planning process may lead to indirect strategies that go
beyond your organization. By collaborating with other organizations you may
have better success at dealing with a shortage of certain skills. Types of
collaboration could include

Working together to influence the types of courses offered by educational

institutions
Working with other organizations to prepare future leaders by sharing in the
development of promising individuals
Sharing the costs of training for groups of employees
Allowing employees to visit other organizations to gain skills and insight

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2.5. METHODS OF MANPOWER FORECASTING

The Manpower forecasting techniques commonly employed by the organizations
are as follows:
Expert Forecasts: This includes informal decisions, formal expert surveys and
Delphi technique.
Work Load Analysis: It is dependent upon the nature of work load in a
department, in a branch or in a division.
Work Force Analysis: Whenever production and time period has to be
analyzed, due allowances have to be made for getting net manpower
requirements.
Management Judgment: In this technique managers across all the levels
decide the forecast on their own judgment. This can be bottom up or top down
approach and judgments can be reviewed across departments, divisions, and top
management can conclude on final numbers of manpower required.
Ration-Trend Analysis: This technique involves studying past ratios, and
forecasting future ratios making some allowance for changes in the organization
or its method.
Work Study Techniques: It is possible when work measurement to calculate the
length of operations and the amount of manpower is required. The starting point
can be production budget, followed by standard hours, output per hour; manhours required etc could be computed.
Delphi Techniques:
This technique solicits estimates from a group of experts, and HRP
experts normally act as intermediaries, summarizes various responses and repor
t the findings back to experts.
Flow Models:
This technique involves the flow of following components. Determine the
time required, Establish categories, Count annual movements, Estimate probable
transitions. Here demand is a function of replacing those who make a transition.
Other methods: Several Mathematical models, with the aid of computers are
used to forecast manpower needs, like budget and planning analysis, regression,
new venture analysis.
Drawbacks to Traditional Forecasting Techniques

They focus on projections and historical relationships.

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They do not consider the impact of strategic initiatives on future staffing

levels.

They support compensation plans that reward managers for managing everlarger staffs.

They bake in the idea that staff increases are inevitable.

They validate and institutionalize present planning processes and the usual
ways of doing things.

They tend to ignore competitive need of being better in future.

2.6. MANPOWER FORECASTING IN THE CURRENT ERA

Factors affecting Manpower forecasting in the current era of competitiveness are
as below:

Types and strategy of the organization

Organization growth cycles and planning

Environmental uncertainties

Time Horizon

Type and quality of information

Nature of jobs being filled

Outsourcing

2.7. CASE STUDY

Case on Human Resource Planning
ABC Social Services provides support services to families in need. It has
reviewed and updated its strategic plan. As part of the strategic planning process
the Board Planning Committee learned that 15% of their social workers are
planning to retire over the next two years and recruitment of social workers has
become increasingly competitive.
Outcome of the strategic planning process: One strategy developed by the Board
Planning Committee is to make ABC Social Services a preferred employer
among organizations in the area.

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What would be the possible HR strategies as part of HR Planning to correspond

to the organizational strategic plans?

2.8. POSSIBLE SOLUTION TO THE CASE STUDY

Possible HR planning strategies to meet this organizational strategy are:
1. Develop a recruitment and retention strategy based on discussions with the
social workers. Items to consider are: flexible work arrangements; contracting
with a counselor for the social workers on an as-needed basis (give them
someone to talk to about the stresses of the job); provide professional
development opportunities that give them increased skills for dealing with the
issues their clients face.
2. Tie the pay scale of the social workers to the pay scales of social workers
working for the municipality (the appropriate percentage to be determined.
For example, the pay of social workers in the organization may be tied at 90%
of the pay at the municipal level).
3. Provide placements for social work students and show them that ABC Social
Service would be an excellent employer after graduation.
4. Decide the unique strategies that you will use to position yourself as an
employer of choice, based on needs of your employees and potential
candidates.

2.9. TERMINAL QUESTIONS

1. Explain briefly the concepts of manpower planning. State and illustrate by
whom and how the responsibility for manpower planning may be shouldered
in any organization.
2. What are the objectives of manpower planning? Discuss its need and
importance in modern industrial or business organization.
3. "The logical approach to staffing begins with a careful assessment and
planning of current and prospective personnel requirement." Elucidate this
statement.
4. Describe the human resource planning process.

2.10. REFERENCES
READING

AND

SUGGESTED

FURTHER

http://hrcouncil.ca/hr-toolkit/planning-strategic.cfm

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http://www.egyankosh.ac.in/bitstream/123456789/35834/1/MTM2-03.pdf
http://www.managementstudyguide.com/manpower-planning.htm
http://www.scribd.com/doc/37629972/38/Manpower-Forecasting-Techniques

2.11. GLOSSARY
Succession Planning: Succession planning is a process for identifying and
developing internal people with the potential to fill key business leadership
positions in the company. Succession planning increases the availability of
experienced and capable employees that are prepared to assume these roles as
they become available. Taken narrowly, "replacement planning" for key roles is
the heart of succession planning.
Career Development: Career development involves managing your career
either within or between organizations. It also includes learning new skills, and
making improvements to help you in your career. Career development is an
ongoing, lifelong process to help you learn and achieve more in your career.
Attrition: Attrition is the rate at which organizations and/or company's hiring and
fire employees to either represent their firm or leave their firms. It it also referred
to the employee turnover rate.

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LESSON 3 JOB DESIGN AND EVALUATION

STRUCTURE
3.0

OBJECTIVES

3.1

INTRODUCTION

3.2

JOB ANALYSIS
3.2.1 MEANING OF JOB ANALYSIS
3.2.2 IMPORTANCE OF JOB ANALYSIS
3.2.3 PURPOSE OF JOB ANALYSIS

3.3

JOB DESIGN
3.3.1 MEANING AND IMPORTANCE OF JOB DESIGN
3.3.2 BENEFITS OF JOB DESIGN
3.3.3 FACTORS AFFECTING JOB DESIGN

3.4

JOB DESCRIPTION AND JOB SPECIFICATIONS

3.4.1 JOB DESCRIPTION
3.4.2 JOB SPECIFICATION

3.5

JOB EVALUATION

3.6

INTERNET EXERCISES

3.8

TERMINAL QUESTIONS

3.9. REFERENCES AND SUGGESTED FURTHER READING

3.10. GLOSSARY

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3.0. OBJECTIVES
In this lesson you will be able to understand

The concept of Job Analysis and its importance.

The meaning of job design and its importance for the management as well as
the employee/worker.

The concept of job design and how it is used to create job descriptions, job
specifications and job evaluations.

The functions of Job Design and the techniques of Job design Managers use
to improve productivity.

The meaning and definition of the term Job Evaluation and its methods.

The advantages and disadvantages of Job Evaluation.

3.1. INTRODUCTION
Job Analysis is a systematic exploration, study and recording the responsibilities,
duties, skills, accountabilities, work environment and ability requirements of a
specific job. It also involves determining the relative importance of the duties,
responsibilities and physical and emotional skills for a given job. All these factors
identify what a job demands and what an employee must possess to perform a
job productively.
Job design follows job analysis i.e. it is the next step after job analysis. It aims at
outlining and organizing 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 essentially involves integrating job responsibilities or content and
certain qualifications that are required to perform the same. It outlines the job
responsibilities very clearly and also helps in attracting the right candidates to the
right job. Further it also makes the job look interesting and specialized.
Job evaluation as evident from the word itself aims at evaluating the job and not
the person. It is a process of evaluating and determining the value of the job for
an organization. The evaluation is always in relative and not absolute terms. The
idea is evaluate a certain job against other jobs in the organization so that a fair
compensation system against various bands or levels can be established.
Organizations use various ways to evaluate jobs for arriving upon a

24

compensation scheme. They vary with the size of the organization and the kind
of industry they operate in. Job ranking, pair comparison and benchmarking are
the various ways of evaluation.
Lets study these concepts in more detail.

3.2. JOB ANALYSIS

3.2.1 MEANING OF JOB ANALYSIS
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.
However, the process is not limited to determination of these factors only. 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. These factors change according to the type, seniority level, industry
and risk involved in a particular job.
3.2.2 IMPORTANCE OF JOB ANALYSIS
The details collected by conducting job analysis play an important role in
controlling the output of the particular job. Determining the success of job
depends on the unbiased, proper and thorough job analysis. It also helps in
recruiting the right people for a particular job. The main purpose of conducting
this whole process is to create and establish a perfect fit between the job and the
employee.
Job analysis also helps HR managers in deciding the compensation package and
additional perks and incentives for a particular job position. It effectively
contributes in assessing the training needs and performance of the existing
employees. The process forms the basis to design and establish the strategies
and policies to fulfill organizational goals and objectives.
However, analysis of a particular job does not guarantee that the managers or
organization would get the desired output. Actually collecting and recording
information for a specific job involves several complications. If the job information
is not accurate and checked from time to time, an employee will not be able to
perform his duty well. Until and unless he is not aware of what he is supposed to
do or what is expected of him, chances are that the time and energy spent on a

25

particular job analysis is a sheer wastage of human resources. Therefore, proper

care should be taken while conducting job analysis.
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.
3.2.3. PURPOSE OF JOB ANALYSIS
Job Analysis plays an important role in recruitment and selection, job evaluation,
job designing, deciding compensation and benefits packages, performance
appraisal, analyzing training and development needs, assessing the worth of a
job and increasing personnel as well as organizational productivity.

Recruitment and Selection: Job Analysis helps in determining what kind of

person is required to perform a particular job. It points out the educational
qualifications, level of experience and technical, physical, emotional and
personal skills required to carry out a job in desired fashion. The objective is
to fit a right person at a right place.

26

Performance Analysis: Job analysis is done to check if goals and objectives of

a particular job are met or not. It helps in deciding the performance standards,
evaluation criteria and individuals output. On this basis, the overall
performance of an employee is measured and he or she is appraised
accordingly.

Training and Development: Job Analysis can be used to assess the training
and development needs of employees. The difference between the expected
and actual output determines the level of training that need to be imparted to
employees. It also helps in deciding the training content, tools and
equipments to be used to conduct training and methods of training.

Compensation Management: Of course, job analysis plays a vital role in

deciding the pay packages and extra perks and benefits and fixed and
variable incentives of employees. After all, the pay package depends on the
position, job title and duties and responsibilities involved in a job. The process
guides HR managers in deciding the worth of an employee for a particular job
opening.

Job Designing and Redesigning: The main purpose of job analysis is to

streamline the human efforts and get the best possible output. It helps in
designing, redesigning, enriching, evaluating and also cutting back and
adding the extra responsibilities in a particular job. This is done to enhance
the employee satisfaction while increasing the human output.

Therefore, job analysis is one of the most important functions of an HR manager

or department. This helps in fitting the right kind of talent at the right place and at
the right time.

3.3. JOB DESIGN

3.3.1 MEANING AND IMPORTANCE OF JOB DESIGN
Job design essentially involves integrating job responsibilities or content and
certain qualifications that are required to perform the same. It outlines the job
responsibilities very clearly and also helps in attracting the right candidates to the
right job. Further it also makes the job look interesting and specialized.
There are various steps involved in job design that follow a logical sequence,
those that were mentioned earlier on. The sequence is as follows:
1. What tasks are required to be done or what tasks is part of the job?
2. How are the tasks performed?
3. What amount of tasks is required to be done?

27

4. What is the sequence of performing these tasks?

All these questions are aimed at arriving upon a clear definition of a specific job
and thereby make it less risky for the one performing the same. A well defined job
encourages feeling of achievement among the employees and a sense of high
self esteem.
The whole process of job design is aimed to address various problems within the
organizational setup, those that pertain to ones description of a job and the
associated relationships. More specifically the following areas are fine tuned:

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.

The above mentioned are factors that if not taken care of result into building
stress within the employees.
3.3.2. BENEFITS OF JOB DESIGN
The following are the benefits of a good job design:
1. Employee Input: A good job design enables a good job feedback. Employees
have the option to vary tasks as per their personal and social needs, habits
and circumstances in the workplace.
2. Employee Training: Training is an integral part of job design. Contrary to the
philosophy of leave them alone job design lays due emphasis on training
people so that are well aware of what their job demands and how it is to be
done.
3. Work / Rest Schedules: Job design offers good work and rest schedule by
clearly defining the number of hours an individual has to spend in his/her job.
4. Adjustments: A good job designs allows for adjustments for physically
demanding jobs by minimizing the energy spent doing the job and by aligning
the manpower requirements for the same.
Job design is a continuous and ever evolving process that is aimed at helping
employees make adjustments with the changes in the workplace. The end goal is
28

reducing dissatisfaction, enhancing motivation and employee engagement at the

workplace.
3.3.3. FACTORS AFFECTING JOB DESIGN
A well defined job will make the job interesting and satisfying for the employee.
The result is increased performance and productivity. If a job fails to appear
compelling or interesting and leads to employee dissatisfaction, it means the job
has to be redesigned based upon the feedback from the employees.
Broadly speaking the various factors that affect a job design can classified under
three heads. They are:
1. Organizational Factors
2. Environmental Factors
3. Behavioral Factors
Organizational Factors
Organizational factors that affect job design can be work nature or
characteristics, work flow, organizational practices and ergonomics.
1. Work Nature: There are various elements of a job and job design is required
to classify various tasks into a job or a coherent set of jobs. The various tasks
may be planning, executing, monitoring, controlling etc and all these are to be
taken into consideration while designing a job.
2. Ergonomics: Ergonomics aims at designing jobs in such a way that the
physical abilities and individual traits of employees are taken into
consideration so as to ensure efficiency and productivity.
3. Workflow: Product and service type often determines the sequence of work
flow. A balance is required between various product or service processes and
a job design ensures this.
4. Culture: Organizational culture determines the way tasks are carried out at
the work places. Practices are methods or standards laid out for carrying out
a certain task. These practices often affect the job design especially when the
practices are not aligned to the interests of the unions.
Environmental Factors
Environmental factors affect the job design to a considerable extent. These
factors include both the internal as well as external factors. They include factors
like employee skills and abilities, their availability, and their socio economic and
cultural prospects.

29

1. Employee availability and abilities: Employee skills, abilities and time of

availability play a crucial role while designing of the jobs. The above
mentioned factors of employees who will actually perform the job are taken
into consideration. Designing a job that is more demanding and above their
skill set will lead to decreased productivity and employee satisfaction.
2. Socio economic and cultural expectations: Jobs are nowadays becoming
more employee centered rather than process centered. They are therefore
designed keeping the employees into consideration. In addition the literacy
level among the employees is also on the rise. They now demand jobs that
are to their liking and competency and which they can perform the best.
Behavioral Factors
Behavioral factors or human factors are those that pertain to the human need
and that need to be satisfied for ensuring productivity at workplace. They include
the elements like autonomy, diversity, feedback etc. A brief explanation of some
is given below:
1. Autonomy: Employees should work in an open environment rather than one
that contains fear. It promotes creativity, independence and leads to
increased efficiency.
2. Feedback: Feedback should be an integral part of work. Each employee
should receive proper feedback about his work performance.
3. Diversity: Repetitive jobs often make work monotonous which leads to
boredom. A job should carry sufficient diversity and variety so that it remains
as interesting with every passing day. Job variety / diversity should be given
due importance while designing a job.
4. Use of Skills and abilities: Jobs should be employee rather than process
centered. Though due emphasis needs to be given to the latter but jobs
should be designed in a manner such that an employee is able to make full
use of his abilities and perform the job effectively

3.4. JOB DESCRIPTION AND JOB SPECIFICATION

Job design is a primary tool to collect job-related data. The process results in
collecting and recording two data sets including job description and job
specification. 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. Both job
description and job specification are essential parts of job analysis and job
design information. Writing them clearly and accurately helps organization and
workers cope with many challenges while onboard.

30

Though preparing job description and job specification are not legal requirements
yet play a vital role in getting the desired outcome. These data sets help in
determining the necessity, worth and scope of a specific job.
1.4.1 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 job title,
job location, reporting to and of employees, job summary, nature and objectives
of a job, tasks and duties to be performed, 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.

3.4.2 JOB SPECIFICATIONS

Also known as employee specifications, a job specification is a written statement
of educational qualifications, specific qualities, level of experience, physical,
emotional, technical and communication skills required to perform a job,
responsibilities involved in a job and other unusual sensory demands. It also
includes 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 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.

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Job Specification gives detailed information about any job including job
responsibilities, desired technical and physical skills, conversational ability
and much more.

It helps in selecting the most appropriate candidate for a particular job.

Job description and job specification are two integral parts of job analysis. They
define a job fully and guide both employer and employee on how to go about the
whole process of recruitment and selection. Both data sets are extremely
relevant for creating a right fit between job and talent, evaluate performance and
analyze training needs and measuring the worth of a particular job.

3.5. JOB EVALUATION

Job evaluation as evident from the word itself aims at evaluating the job and not
the person. It is a process of evaluating and determining the value of the job for
an organization. The evaluation is always in relative and not absolute terms. The
idea is evaluate a certain job against other jobs in the organization so that a fair
compensation system against various bands or levels can be established.
Organizations use various ways to evaluate jobs for arriving upon a
compensation scheme. They vary with the size of the organization and the kind
of industry they operate in. Job ranking, pair comparison and benchmarking are
the various ways of evaluation.
The simpler or the easiest to perform is the job ranking method. In this method
the jobs are taken as a whole and ranked against each other. The jobs are
ordered according to perceived seniority. Such method is easier to apply in a
small organization but gets complicated once used for large corporations.
The other method is the pair comparison method where jobs are compared in
pairs. It is more structured approach to comparing jobs. Yet another method is
benchmarking where certain jobs are slotted and then examined in detail. These
are then used as benchmarks in evaluating various jobs. In addition Point Factor
Analysis is also used to evaluate various jobs. The method is an old and tested
one. In this method jobs are broken down into various factors such as skills
required, experience, education required. A set of questions is framed against
each factor and the response determines the score. Each factor is allotted a
certain weight.
Methods of Job Evaluation
Ranking Method
Perhaps the simplest method of job evaluation is the ranking method. According
to this method, jobs are arranged from highest to lowest, in order of their value or
merit to the organization. Jobs can also be arranged according to the relative
32

difficulty in performing them. The jobs are examined as a whole rather than on
the basis of important factors in the job; the job at the top of the list has the
highest value and obviously the job at the bottom of the list will have the lowest
value. Jobs are usually ranked in each department and then the department
rankings are combined to develop an organizational ranking. The following table
is a hypothetical illustration of ranking of jobs. The variation in payment of
salaries depends on the variation of the nature of the job performed by the
employees. The ranking method is simple to understand and practice and it is
best suited for a small organization. Its simplicity however works to its
disadvantage in big organizations because rankings are difficult to develop in a
large, complex organization. Moreover, this kind of ranking is highly subjective in
nature and may offend many employees. Therefore, a more scientific and fruitful
way of job evaluation is called for.
Classification Method
According to this method, a predetermined number of job groups or job classes
are established and jobs are assigned to these classifications. This method
places groups of jobs into job classes or job grades. Separate classes may
include office, clerical, managerial, personnel, etc. Following is a brief description
of such a classification in an office.
a. Class I - Executives: Further classification under this category may be Office
Manager, Deputy office manager, Office superintendent, Departmental
supervisor, etc.
b. Class II - Skilled workers: Under this category may come the Purchasing
assistant, Cashier, Receipts clerk, etc.
c. Class III - Semiskilled workers: Under this category may come Stenotypists,
Machine-operators, Switchboard operator etc.
d. Class IV - Semiskilled workers: This category comprises Daftaris, File clerks,
Office boys, etc.
The job classification method is less subjective when compared to the earlier
ranking method. The system is very easy to understand and acceptable to almost
all employees without hesitation. One strong point in favor of the method is that it
takes into account all the factors that a job comprises. This system can be
effectively used for a variety of jobs. The weaknesses of the job classification
method are:
Even when the requirements of different jobs differ, they may be combined into
a single category, depending on the status a job carries.
It is difficult to write all-inclusive descriptions of a grade.

33

 The method oversimplifies sharp differences between different jobs and

different grades.
When individual job descriptions and grade descriptions do not match well, the
evaluators have the tendency to classify the job using their subjective judgments.
Factor Comparison Method
A more systematic and scientific method of job evaluation is the factor
comparison method. Though it is the most complex method of all, it is consistent
and appreciable. Under this method, instead of ranking complete jobs, each job
is ranked according to a series of factors. These factors include mental effort,
physical effort, skill needed, responsibility, supervisory responsibility, working
conditions and other such factors (for instance, know-how, problem
solving abilities, accountability, etc.). Pay will be assigned in this method by
comparing the weights of the factors required for each job, i.e., the present
wages paid for key jobs may be divided among the factors weighted by
importance (the most important factor, for instance, mental effort, receives the
highest weight). In other words, wages are assigned to the job in comparison to
its ranking on each job factor.
The steps involved in factor comparison method may be briefly stated thus:
Select key jobs (say 15 to 20), representing wage/salary levels across the
organization. The selected jobs must represent as many departments as
possible.
Find the factors in terms of which the jobs are evaluated (such as skill, mental
effort, responsibility, physical effort, working conditions, etc.).
Rank the selected jobs under each factor (by each and every member of the job
evaluation committee) independently.
Assign money value to each factor and determine the wage rates for each key
job.
The wage rate for a job is apportioned along the identified factors.
All other jobs are compared with the list of key jobs and wage rates are
determined.
Point Method
This method is widely used currently. Here, jobs are expressed in terms of key
factors. Points are assigned to each factor after prioritising each factor in order of
importance. The points are summed up to determine the wage rate for the job.
Jobs with similar point totals are placed in similar pay grades. The procedure
involved may be explained thus:
34

a. Select key jobs. Identify the factors common to all the identified jobs such as
skill, effort, responsibility, etc.
b. Divide each major factor into a number of sub factors. Each sub factor is
defined and expressed clearly in the order of importance, preferably along a
scale.
The most frequent factors employed in point systems are (i) Skill (key factor);
Education and training required, Breadth/depth of experience required, Social
skills required, Problem-solving skills, Degree of discretion/use of judgment,
Creative thinking (ii) Responsibility/Accountability: Breadth of responsibility,
Specialized responsibility, Complexity of the work, Degree of freedom to act,
Number and nature of subordinate staff, Extent of accountability for
equipment/plant, Extent of accountability for product/materials; (iii) Effort: Mental
demands of a job, Physical demands of a job, Degree of potential stress
The educational requirements (sub factor) under the skill (key factor) may be
expressed thus in the order of importance.
c. Find the maximum number of points assigned to each job (after adding up the
point values of all sub-factors of such a job).
This would help in finding the relative worth of a job. For instance, the maximum
points assigned to an officer's job in a bank come to 540. The manager's job,
after adding up key factors + sub factors points, may be getting a point value of
say 650 from the job evaluation committee. This job is now priced at a higher
level.
d. Once the worth of a job in terms of total points is expressed, the points are
converted into money values keeping in view the hourly/daily wage rates. A
wage survey is usually undertaken to collect wage rates of certain key jobs in the
organisation.
Limitations of Job Evaluation

Job evaluation is not exactly scientific.

'The modus operand^ of most of the techniques is difficult to understand,

even for the supervisors.

The factors taken by the program are not exhaustive.

There may be wide fluctuations in compensable factors in view of changes in

technology, values and aspirations of employers, etc.

35

Employees, trade union leaders, management and the program operators

may assign different weightage to different factors, thus creating grounds for
dispute.

With organizations changing continuously in every sphere of operations, be it the

way they conduct their business, they way they hire and manage people, there is
a huge change in the processes that drive this change. Job evaluation and its
technique are not immune to it. The techniques are changing very fast. There are
organizations still that stick to existing schemes of job evaluation. Evaluations
based upon old existent standards are time consuming in many cases.
Organizations do not want to spend time on writing new jobs and making
evaluations afresh. Those that do this may need to rethink!

3.6. INTERNET EXCERCISES

Go to naukri.com website and collect the job specifications foe marketing

managers representing various sectors. Comment on the common skills and
attributes required in these profiles.

Go to the internet and collect at least three management cartoons on the

themes related to job analysis and give a presentation explaining what had
been your comments on or your learning from the same.

3.7. TERMINAL QUESTIONS

1. List the type of data that is generally gathered when conducting job analysis.
2. What is Job Analysis and Job evaluation? What are the uses to which job
analysis information may be put?
3. Assess the importance of job analysis, Job descriptions and job
specifications. Is there any controversy about the utility of job analysis? Offer
suggestions, if any, for improvements.
4. What is Job description? What are its main elements or contents? Give
suitable examples.
5. What is job design? Explain the importance of job design for worker as well
as management.
6. Describe how the results of job design are used in job descriptions and job
specifications and job evaluations.
7. Explain the function of job design, and describe how managers apply
techniques of job design for better productivity.

36

3.8. REFERENCES
READING

AND

SUGGESTED

FURTHER

http://www.managementstudyguide.com/
http://en.wikipedia.org/wiki/Job_evaluation

3.9. GLOSSARY
Job Classification is a scheme of classifying a job according to the current
responsibilities and duties associated with the job. It is different than job design in
that the person assigned to the job is not taken into consideration.
Job Rotation is a management approach where employees are shifted between
two or more assignments or jobs at regular intervals of time in order to expose
them to all verticals of an organization.
Job Enrichment is the process of making a job more interesting, challenging
and satisfying for the employees. It can either be in the form of up gradation of
responsibilities, increase in the range of influence and the challenges.
Job enlargement is a job design technique wherein there is an increase in the
number of tasks associated with a certain job. In other words, it means
increasing the scope of ones duties and responsibilities. The increase in scope is
quantitative in nature and not qualitative and at the same level.

37