Welcome!
to
Alpha
University
College
School of
Graduate Studies
1
2018/19 (2011E.C)
Course title
Human Resource
Management
(Course Code MBAd 531)
(Cr. hr
2)
Ground rules
– Punctuality
– Speaking loudly
– Active participation
– No repeating ideas
– Feel free to express any ideas, opinion, etc…
– Careful listening than simply hearing
– Team work /spirit
– No side talking (murmuring/whispering)
– No moving after class commences
– Keeping mobile silent or switched off
– Please, would you add any more ?
Self introduction
• Give short briefing about Yourself
(max 20 seconds for each student)
– Full name;
– University/ College you studied;
– Specialization;
– Current job and position
– Current Organization;
– Work place
– Work experience;
– What do you expect from this course?
Instructor’s Information
–Name: Mulatu Takele (MBA, Ph.D)
• Assistance Professor
• Associate consultant of EMI
–Current address:
• Ethiopian Civil Service University
• Mobile: 0938940300
• Email: mulatutbs@gmail.com
• Office: Building ---; Room 402 (4th
Floor)
Are you ready to Step Out?
Ask yourself
8
• Where am I?
• Where do I want to go?
• How do I get there?
Change is natural.
Chapter one:
Introduction to Human
Resource Management
1.What are
Organizations and
Management?
An overview
To refresh
our memory
• What are organization?
• What is management?
• Why do we study management?
What are Organizations?
• Organization
– is a group of two or more people working
together in a structured and coordinated
fashion to achieve a set of goals.
– are made up of people and function through
people.
– Without people organizations can’t exist.
– possess and utilize different kinds of
resources.
– creates surplus as:
• Profit in the case of business organizations,
• satisfaction of the needs in non-profit
organizations is.
• They use/ get resources from their
environment.
– Human resources
– financial resources
– Physical resources
– Information
• All resources (men, money, materials and
machinery) are
– collected, coordinated and utilized through
people.
– Therefore, people are the most significant
resource of any organization.
Reflect to the class
–There are no
underdeveloped countries
as such but under
managed only.
(Peter Drucker)
What do you observe? Reflect
Why do we study Management?
• The knowledge of management
– is vital in all areas everywhere people
are working in group.
– is important in
• families, social life, politics, public sectors,
• all types of organizations (manufacturing
or services rendering),
• for individuals/ personal life.
– Everyone is a manager of him/herself
• Management
– is key to the success all sectors.
– is performed in our day to day activities
Definition of Management
• Several definitions are given by different
scholars or bodies but all are complementary .
• Management is
– the art of getting things done through people
in a formally organized group. (Mary Parker Follet)
– the process of planning, organizing, staffing,
directing/ leading and controlling the use of
resources effectively and economically to attain
objectives, (George R Terry)
– the attainment of organizational goal in an effective
and efficient manner through planning, organizing,
leading and controlling the acquisition and
utilization of resources. (Peter F. Drucker)
• We Study Management
– To achieve pre-determined objectives
– To understand the impact of change
• To understand internal and external environmental
factors affecting business
– For best utilization of resources
– For best performance in a given situation
– For formulating corporate strategy
– To face competitive challenges
– To understand the importance of quality
– To understand how to solve any business
problem, etc…
• There is only one boss,
whether a person shines shoes
for a living or heads up the
biggest corporation in the world,
the boss remains the same. It is
the customer!
• Customer is the oxygen of any
organization.
22
Efficiency and Effectiveness
• Good managers/ the best managers
• do the things both effectively and efficiently.
• maintain a clear focus on both effectiveness and
efficiency.
• Management
– is the art of securing maximum results with
minimum efforts.
• Efficiency
– is the achievement of ends with the least amount of
resources.
– refers to doing things in a right manner.
– A measure of how well productively resources are
used to achieve a goal
• Effectiveness
– is the achievement of objectives.
– refers to doing the right things.
– is adequately accomplishing a purpose; producing
the intended or expected result.
• High-performing organizations are
efficient and effective.
What are managerial and
Organizational functions?
• Organizational functions
– are activities performed within an
organization.
– are called functional areas of
management such as
• production,
• finance,
• Marketing,
• Personnel, etc…
– each functional area may have a number
of sub-activities.
• Managerial functions
– are activities performed by managers.
– are
• Planning,
• Organizing,
• Staffing,
• Directing (leading),
• Controlling
• Organizational functions differ from
organization to organization depending
upon their nature while management
functions are common or the same to all.
Universality of management
– Management is applied to all type of
organization.
– Management is universal activity or
universal in its nature because
• Management functions performed by every
manager are the same.
– Universality of management is the applicability
of the principals of management in all kind of
organizations, and in different countries of the
world.
Does Management an Art or a Science?
– Science
• is a systematically organized knowledge
• is acquisition of knowledge
– Art
• is the application of knowledge that
constitutes (comprises) science.
• Management
– is both or a blend of a science and an art.
– as an acquisition of organized knowledge is a
science, and as a practice/ application of
knowledge is an art.
• A manager to manage must have both
the knowledge of science and art.
– without science means
• without the knowledge of management
principles and concepts
• trust/depending on luck, intuition or past
activity.
– without art means
• managing by memorization of principles
and neglecting practical reality
– Successful executives
• combine both the science and the art of
management as they practice their craft
Individual assignment
• Critically assess
– How management functions are exercised
/ practiced in your organization.
– Why every body a manager of him/her
self?
(Time allotted 2 weeks)
2.What is HRM?
Refreshment
• Backwardness is nothing
but a result of
undeveloped human
resource, and
underdevelopment is the
failure to use the human
resources.
(Tendon)
• The success of any
organization depends on
the quality of its human
resources. Therefore;
–Develop human Resource
continuously;
–Put always the right man/
woman at the right place/
position at the right time.
1. Why staffing?
• Organizations require people who have
different knowledge, skills & experiences to
fill various positions to attain organizational
objectives.
• Hence selection of the right person &
placement at the right position are the main
aspects of staffing.
• Staffing
– has greater importance in the recent years due
to
• increase in size of business,
• advancement of technology,
• complexity of human behavior, etc.
Meaning and definition of Staffing
• Staffing
– filling the organizational structure with the
necessary HRs
– is the function of manning the organization
structure and keeping it manned.
– selecting and placing the right people at
right position
– the process of obtaining & maintaining capable
& competent people to fill positions in
organizational structure.
– the process of identifying HR needs, procuring
the necessary employee, training, utilizing and
separation of these employees.
• The main purpose of staffing is
–to put right man/ women on
right job
• i.e. square pegs in square holes and
round pegs in round holes.
–Staffing helps in placing right men
at the right job
• Always Remember
– To make your organization successful
and effective ‘put always the right
people at the right place/ position at
the right time’.
Staffing Functions
• Staffing serves to obtain essential HR
to an organization
• The staffing function enables an
organization
– to
– to
– to
– to
attract,
develop,
maintain, and
utilize efficient and effective workforce.
• Staffing Process / steps involve:
1.
2.
3.
4.
5.
6.
7.
8.
Manpower requirements (plan)
Recruitment and Selection
Placement
Orientation (Induction and
socialization)
Training and Development
Remuneration
Performance evaluation
Promotion and transfer
• Manpower requirements
– The first step in staffing
– is planning the manpower required to match
them with the job requirements and demands.
– involves forecasting and determining the future
manpower needs of the concern.
• Recruitment
– invites and solicits applications according to
the invitations made to the desirable
candidates.
• Selection
– is the screening step of staffing
– is in which the solicited applications are
screened out and suitable candidates are
appointed as per the requirements.
• Placement
– takes place by putting right man on the right
job.
• Orientation (Induction and socialization)
– the appointed candidates are made familiar to
the work units and work environment through
the orientation programs.
• Training and Development
– given to the workers in order to develop and
grow them within the concern.
– given according to the nature of activities and
scope of expansion in it.
• Remuneration
– is compensation provided monetarily to the
employees for their work performances.
– is given according to the nature of job:
• skilled or unskilled, physical or mental, etc.
• Performance Evaluation
– assessment done to evaluate and supervise
different work units in a concern.
• Promotion and transfer
– shifting the workers to different work units and
branches of the organization.
3. Concepts, Nature and Scope of HRM
What is Human Resource?
• Of all resources, manpower is the
only resource which doesn’t
depreciate with the passage of
time.
– Human resource is the only resource
which gains more knowledge and
skills in the long run, where the other
resources goes depleting.
• Without HR
– It is impossible for organizations to
accomplish their objectives & utilize other
resources.
– other resources remain futile (useless,
fruitless).
– organizations are said to be lifeless.
• "Human resource is the most important
resource of an organization which deserves
special treatment, respect & dignity."
(Robert Own)
• Human resource (HR) defined as:
– from the organizations point of view, it
represents:
• “people at work.”
– according to national view point,
• “the knowledge, skills, creative abilities,
talents and aptitudes obtained in the
population.”
– defined as the total knowledge, skills, creative
abilities, talents and aptitudes of organization’s
work force, as well as the values, attitudes, and
beliefs of the individuals involved.
– represent the quantitative and qualitative
measurement of the workforce required in an
organization.
– also called human assets or human capital
Characteristics/ features of HR
• HRs are the most important element in an organization.
– effective utilization of all other resources depends up on the
quality of HRs
• HRs are heterogeneous.
– Consist of large number of individuals having a unique
personality, different needs, attitudes & values.
• HRs are dynamic and behave differently.
– react to the same situation quite in different ways.
– even the same individual may behave differently at two
different parts of time.
• It is very difficult to predict human behavior.
– HRs of an organization are the product of biological
inheritance & interaction with the environment.
• HRs have the greatest potential to develop & grow if provided
the right climate.
• HR includes all dynamic components of all the people at all
levels in the organization.
– personnel means employees working in the
organization.
What is Human Resource Management (HRM)?
• Human Resource Management (HRM)
– managing HR in an organization.
– is a set of policies, practices and programs
designed to maximize both personal and
organization Goals.
– is the part of management concerned with
people at work and the relationships with the
organization.
• brings men & women together who make up an
enterprise.
• is the process of binding people and organizations
together so that the objectives of each are achieved.
• Human Resource Management
– is the field of Management which has
to do with planning, organizing &
controlling the functions of procuring,
developing, maintaining and utilizing
labor force, such that the objectives
• for which the company is established are
attained economically & effectively ;
• of all levels of HRs are served to the highest
possible degree; and
• of the society are duly coincided & served.
(Michael Jucius).
• HRM
–is “the planning, organizing, directing
and controlling of the procurement ,
development , compensation ,
integration, maintenance and
production of HRs to the end that
individual, organizational and
societal objectives are
accomplished”. (FLippo, 1980)
• HRM is similar to the nerve system of the
human (our) body.
– The nerve system is not an adjunct/ additional
to the body but it is inherent/inbuilt in the
whole body and intimately/ closely associated
with every movement.
– Similarly, HRM is not an extraneous element to
the organization structure. It is embedded in the
structure, and inherent in its functioning and
general part of the process of management
itself.
• HRM can’t be separated from basic
management function.
Objectives of HRM
• Personal objective
– relate to the satisfaction of the personal objectives of
the members of an organization through monetary and non
monetary devices.
• Organizational objective
– to create a work force with the ability and motivation to
accomplish the basic organizational goals.
• Societal objective
– the satisfaction of social and community objectives,
such as
serving the customers honestly,
using resources to the society benefit,
being responsive to the needs & challenges of the
society.
providing a higher standard of living in the community,
bringing comfort and happiness to society,
Importance/ significance of HRM
• Effective management of HR helps to
improve the quality of work life.
• The significance of HRM can be seen at
four levels:
– at
– at
– at
– at
Professional level
Corporate/ organizational level
Social level &
National level
• The factors those make HRM more
significant in recent decades are:
– Increase in size & complexity of
organizations
• Multinational corporations employing
millions of persons; Globalization of
business
– Rapid technological developments
• like automation, computerization, etc.
– Rise of professional and knowledge
workers
– Increasing proportion of women in the
workforce.
– Rapidly changing jobs and skills
requiring long term manpower planning.
– Rising costs and shortage of highly
trained labor.
– Growth of powerful nationwide trade
unions.
– Widening scope of legislation designed to
protect the interests of the working class.
– Revolution in information technology that
might affect the workforce.
– Growing expectations of society from
employers.
Functions of HRM
• The functions of HRM categorized
into.
• Procuring
• Developing
• Compensating
• Integrating and
• Maintaining
an efficient workforce.
• Procurement functions
– is concerned with securing and
employing the right kind and proper
number of people required to accomplish
the organizational objectives.
– Consists of the following activities
• Job analysis
• Human resource planning
• Recruitment
• Selection
• Placement
• Induction/ Orientation
• Development function
–is the process of improving the
knowledge, skills, aptitudes and
values of employees to perform the
present and future jobs more
effectively.
–Comprises the following activities
• Training and development
• Career planning
• Performance and potential
appraisal
• Compensation functions
–is providing equitable and fair
remuneration to employees for
their contribution to the attainment
of organizational objectives.
–Consists of the following activities
• Job evaluation
• Wage and salary administration
• Bonus
• Integration function
– Process of reconciling the goals of the
organization with those of its
members.
– Involves
•
•
•
•
•
•
•
•
•
Motivating employees
Providing job satisfaction
Workers participation in management
Handling employees grievances
Conflict resolution
Collective bargaining
Developing sound human relations
Employee counseling
Improving quality of work life, etc
• Maintenance function
– concerns with protecting and promoting the
physical and mental health of employees.
– are done by
• providing fringe benefits
– Housing
– Medical and educational facilities
– Conveyance/ transport facilities, etc
• arranging social security measures
–
–
–
–
–
–
Provident fund
Pension
Gratuity / perk
Maternity benefits
Injury/disablement allowance
Group insurance, etc
• designing health, safety and welfare measures.
• HR records and researches
Group Assignment
• Taking one of the group
members organization,
critically evaluate how HRM
Practices are exercised in the
organization.
(Time allotted 2 weeks)
Chapter Two
What is HR Planning?
Decision
–The wrong decision at the wrong
time = disaster.
–The wrong decision at the right
time = mistake.
–The right decision at the wrong
time = un acceptance.
–The right decision at the right
time = success.
• When planning for one year, there
is nothing better than planting a
grain;
When planning for ten years, there
is nothing better than planting a
tree;
But when planning for a life time,
there is nothing better than
planting men.
(Guanze, Chinese
Philosopher)
“Failing to plan is planning to fail.”
• The six Planning questions:
– The ‘what’
• or what to do
• the goal that we want to achieve
– The ‘when’
• or when to do
• is the question of timing to achieve the goal.
– The ‘where’
• or where to do
• the place at which the plan is put into practice.
– The ‘who’ or
• who does it or by whom it is done
• the individual/ unit supposed to undertake specific tasks
– The ‘how’
• or how it is done
• the strategy/ method or steps for achieving the goal
– The ‘how much’
• or how much is required to do
• concerns with the expenditure of resources essential to reach goals
• resources required to accomplish this goal
Well plan is half done.
2.1. Concepts of HR Planning
• The success of organization depends
largely on the quantity and quality of its
human resources.
• No organization can be successful in the
long run without having the right number &
the right kind of people doing the right job
at the right time.
• Therefore, procurement of the right kind &
right number of personnel is the first
operative function of HRM.
• Before selecting the right man for the
right job, it is necessary to determine
the quality and number of people
required in an organization,
– i.e. HR planning or manpower planning.
• Planning
– is Preparing in advance
– is the basic function of management.
– is a preparatory step.
• It is rightly said that “Well plan is half
done”.
• Human Resource Planning (HRP) is
–the starting point in the process of
staffing
–an integral part of corporate
planning.
–refers to the determination in
advance the number and quality
of people to be employed.
Why HR planning is needed?
• HR planning is needed because
• there are infollows & outfollows of HR
in organization due to several reasons
Inflow
New recruit
Promotion
Transfer
Outflow
Promotion
Transfers
Retirements
Terminations
Resignation
Deaths
HR planning is needed
– rapid technological changes make knowledge &
skills get obsolete.
– the presence of fast change in technology & the
needs of workers
– Scarcity of personnel in some specialized areas
– high expenses involve to hire, develop & maintain
employees,
– need of skilled & qualified manpower to carry out
the work of an organization
– labor turnover & absenteeism among workers
– to meet the requirements of expansion &
diversification programs of the organization.
– to cope with the future uncertainties &
– to identify areas of surplus personnel and then to
transfer it to other departments.
Purposes and importance of HR Planning
• The main purposes are:
–
–
–
–
–
–
To expand the operation of the organization
To reduce labor cost
To utilize HRs efficiently and effectively
To avoid disruption in operation
For effective employee development program
To maintain good industrial relation
• The main importance are:
–
–
–
–
–
–
Uncertainty Reduction
Objectives achievement
Environmental adaptation
Effective and efficient utilization of HRs
HR Development
Control
Factors to be considered in HR planning
• HR planning is accomplished through the
analysis of
– internal factors/ environment
• current & expected skills needs, vacancies
and departmental expansions & reductions
– External factors/ environment
• Labor market, government regulations, labor
unions, etc.
– As a result of these analysis plans are
developed to execute other steps.
• Manpower planning considers two aspects
1. Quantitative aspect
• determining the number of employees required in
the future period of time
• Analyzed based on
– Work load analysis
» The total work load of each department
– Work force analysis
» All the existing workers are not likely to be available for
work throughout the year, due to absenteeism and
turnover.
2. Qualitative aspect
• Skill analysis
• The quality of manpower required varies from job to
job
• determined only after determining the job
requirement
• Human Resource Planning (HRP)
involves three distinct activities.
1. Evaluating the existing work forces
•
assessing current HR of the organization (HR
inventory),
2. Forecasting the future needs of HR
•
assessing future needs (forecasting personnel
requirement)
3. Ensuring the availability of workers when
needed.
• assessing ways to fill the gap (planning to procure
new employees).
Process of HR planning
–It is assessing HR requirements.
–The major stages involved in HR
planning are:
1. Analyzing organizational plans
–analyzing the organization objectives &
strategic plans
2. Forecasting demand and supply
for HRs
•
Forecasting demand for HRs
– anticipate the future needs for HRs in the
organization
– Based on
• corporate & functional plans and
• future activity levels,
– Techniques for forecasting
• Managerial judgment
– Experienced managers estimate the manpower
requirements for the respective departments
• Work-study method
– is time & motion study used to analyzed & measure
the work being done
• Ratio-trend analysis
– Ratios are calculated on the bases of past data
• Mathematical models
– Models express relationship between independent &
dependent variables
• The future demand for HR depends mainly
on factors, such as:
– Employment trends
• trends can be judged by comparing & analyzing the staff
during the past five years
– Replacement needs
• depends on death, retirement, resignation and
termination of employees
• assessed based on past experience & retirement
situation in the future
– Productivity
• improvement in productivity influences manpower
requirements
• better utilization of existing manpower is one method of
securing gains on productivity
– Absenteeism
– Expansion and growth
• company’s growth plans & expansion programs should
be carefully analyzed
• Forecasting supply of HRs
– Every organization has two sources of
supply of HRs
• internal &
• external
– To judge the internal supply of HRs in
future, HR inventory or audit is
necessary
– The main components of HR inventory
are:
• Head count
• Job family inventory
• Age inventory
• Skill inventory
4. Estimating manpower gaps
• Net HR requirements are identified by
comparing demand forecasts & supply
forecasts.
5. Action planning
• Once manpower gaps are identified, plans
are prepared to bridge there gaps.
6. Monitoring & control
• Once the actions plans are implemented, the
HR structure & system need to be revised
and regulated
2.2. Job analysis
Job analysis is
– examining and appraising jobs and skills.
– assessing total jobs within the
organization and the required skills &
behavior necessary to perform these jobs.
– is the process of determining the duties
and skill requirements of a job and the
kind of person who should be hired for it.
• Job analysis is needed when
–an organization is formed.
–new jobs are created in the
organization
–jobs are changed (change in nature
of jobs), because of new
technologies, working methods,
procedures or systems.
Components of job analysis
Job analysis has two components.
1. Job specification and
2. Job description
• Job description
–is also known as Position
description
–the statement depicting/ describing
• what the job holder does;
• how he does, and
• why he does a particular job.
–Lists the duties of a job; job’s
working condition, and the tools,
materials and equipments used to
perform it.
Contents of job description
• A job description normally contains the following information
– Job identification
• Job title, code number of the job, department or division where the job is located.
• It also reveals the relationship of the job with other jobs.
– Job summary
• It describes the contents of a job in terms of the activities or tasks performed.
– Job duties and responsibilities
• It is the heart of job description.
• It describes the duties performed along with frequency of each major duty.
– Working conditions
• The physical environment of the job is described in terms of heat, light, noise level,
dust and fumes, etc.
– Social environment
• Size of work group and inter-personal interactions required to perform the job are
given.
– Machines, tools and equipment
• The names of major machines, equipments and materials used in the job are
described.
– Supervision
• The extent of supervision given or received is stated in terms of number of persons
to be supervised along with their job titles.
– Relation to other jobs
• The jobs immediately below and above are mentioned.
• It provides an idea of vertical work flow and channels of promotion.
• It also indicates to whom the jobholder will report and who will report to him.
Guidelines for preparing job descriptions
• Hints useful in writing a job description:
– Give a clear, concise and readily understandable
picture of the whole job.
– Describe in sufficient detail each duties and
responsibilities.
– Emphasize accuracy, brevity and simplicity rather
than an elegant style.
– Use active verbs,
• e.g. type letters, sort out mail, distribute mail, train
workers, etc. before each statement
– Avoid statement of opinion
– Examples of work performed may be quoted
– Indicate the extent of supervision received and
given
– Ensure that a new employee can understand the
job by reading the job description.
• Job Specification
– is also called position specification or
employee specification
– is a statement which tells the minimum
acceptable human qualities required which
help to perform a job.
– 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.
• describes the acceptable human qualities.
2.3. What is Job Design?
• Job design follows job analysis
–the next step after job analysis
• A well defined job encourages
– feeling of achievement and
– a sense of high self esteem among
the employees.
• Work design is a part of overall
work planning.
• Job design
– aims at outlining and organizing tasks,
duties and responsibilities into a single
unit of work for the achievement of certain
objectives.
– refers to the what, how much, how many and
the order of the tasks for a job/s.
– is a systematic organization of job-related
tasks, responsibilities, functions and duties.
– makes the job look interesting and specialized.
– Establishing departments
• Areas/ factors mostly fine tuned are:
– 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.
• If jobs are not well designed, they result
into building stress within the employees.
Methods of job design
• The popular methods used to improve
the motivating potential of jobs are
1. Job Rotation
2. Job Enlargement
3. Job Enrichment
Job Rotation
Job
Simplification
JOB
DESING
Job Enrichment
Job
Enlargement
• Job rotation
– implies the shifting of an employee from
one job to another without any change in
the benifits.
– main advantage
• it relieves the employee from the
boredom and monotony of doing a
single task.
• The employee gets some variety of
work, workplace and peers.
• It also helps to broaden the knowledge,
and skills of an employee.
• Job enlargement
– is the process of increasing the scope of a
job by adding more tasks to it.
• related tasks are combined.
– make an employee greater use of his mind
and skill due to variety of tasks.
– helps to increase interest in work and
efficiency.
– is also a method of training and developing
more versatile employees, but it does not
increase the depth of a job.
– Enlarged jobs require longer training period
as there are more tasks to be learned.
• Job enrichment
– providing the worker greater autonomy
for planning and controlling his own
performance.
– is based on the assumption that in order
to motivate employees, the job itself must
provide opportunities for achievement,
recognition, responsibility, advancement
and growth.
– makes a job is more interesting and
challenging thereby removing the
functions of narrow specialization.
Job enrichment Vs job enlargement
– Job enlargement
• involves horizontal loading of the job by adding a
variety of operations which the jobholder will
perform.
– Whereas, Job enrichment
• consists of a vertical loading of the job so that the
jobholder himself controls the planning and execution
of his job.
– In job enlargement,
• employee is given more work at the same level of
responsibility
– Whereas, in job enrichment an
• employee is given greater autonomy and
responsibility,
Job dimensions
• The five core job dimensions used to
describe/ design any job are:
– Skill Variety
• the degree to which a job requires different skills and talents.
– Task identity
• The extent to which piece of work to be done is required for
completion of the job.
– Task significance
• The degree to which the job has a substantial impact on the
work and lives of others both inside and outside the
organization.
– Autonomy
• The degree to which the job provides freedom, independence
and discretion to the individual in scheduling the work and in
deciding the procedures to be used to do the job
– Feedback
• The degree to which the job provides the individual with clear
and direct information about job performance and outcomes.
Factors affecting Job Design
– A well designed job will make the job
interesting and satisfying for the employee.
• increases performance and productivity.
– If a job fails to appear interesting, leads to
employee dissatisfaction,
• it means the job has to be redesigned based upon
the feedback from the employees.
– factors those affect a job design can classified
under three heads.
• Organizational Factors
• Environmental Factors
• Behavioral Factors
• Organizational factors
– that affect job design can be
•
•
•
•
work nature or characteristics,
work flow,
organizational practices/culture, and
ergonomics
• Environmental 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.
• Behavioral factors
– are human factors for ensuring productivity at
workplace.
– include the elements like
•
•
•
•
autonomy,
diversity,
use of skills and abilities,
feedback etc.
Job redesigning
• Job Redesign
– is restructuring the elements including tasks,
duties and responsibilities of a specific job in
order to make it more encouraging and inspiring
for the employees or workers
– The process includes
• revising, analyzing, altering, reforming and
reshuffling the job-related content and dimensions
– The main objective of conducting job
redesigning is
• to place the right person at the right job and get the
maximum output while increasing their level of
satisfaction.
2.4. What is Job Evaluation?
• Job Evaluation
– is a process of determining the relative worth/
value of a job.
– is helpful for framing compensation plans by the
personnel manager.
– is the outcomes of Job Analysis
Job Analysis
The process of obtaining
all pertinent facts about a
job
Job Description
Job Specification
A statement of the minimum
qualifications required for a job
A factual statement of tasks
and duties involved in a job
Job Evaluation
The process of
ascertaining the relative
worth of a job
• Advantageous of Job evaluation to an
organization:
– Reduction in inequalities in salary
structure
• It is found that people and their motivation is
dependent upon how well they are being
paid.
– Specialization
• Because of division of labor and thereby
specialization, a large number of enterprises
have got hundred jobs and many employees
to perform them.
– Relevance of new jobs
• Through job evaluation, one can understand
the relative value of new jobs in a concern.
• Helps in selection of employees
– The job evaluation information can be helpful at
the time of selection of candidates.
• Harmonious relationship between
employees and manager
– Through job evaluation, harmonious and
congenial relations can be maintained between
employees and management, so that all kinds
of salaries controversies can be minimized.
• Standardization
– The process of determining the salary
differentials for different jobs become
standardized through job evaluation.
– helps in bringing uniformity into salary
structure.
Difference between
• Job analysis and Job evaluation
• Job analysis
– is the process of identifying and determining in
detail contents of a particular job.
– is conducted of the job, and not of the person.
• Job evaluation
– specifies the relative value or worth of each job in
an organization.
• Job evaluation and performance
appraisal.
• In job evaluation, worth of a job is calculated
• In performance appraisal, the worth of employee is
rated.