UNIT I: HRM HRP CONCEPT AND PROCESS JOB DESIGN CONCEPT AND APPROACH JOB CHARACTERISTICS

Contents OF CHAPTER 1

Definition and Concept of Human Resource Management Scope

I)HRP -Right person, right job,

right place, right time for effective utilization

II)HRD

Process to Sharpen skills, org. Culture and are Supported by Sub-systems

III)Human Resource 1V)HRD linked with Audit Strategic planning

A)Concept & Process B)Job Design : Concept and approach C) Job Characteristics
Minimum acceptable qualification of a job

1)Concept, Need, Mechanism, System, Principles in designing system

2) Employee Training & Dev.- Training phase, need assessment, establishing training objectives,
Training methods- lecture, case, role play, business games, in basket, sensitivity, syndicate, T.A 3) Training Evaluation
4) Employee Empowerment- Concept and approaches

Chapter 1

Personnel/Human resource management is the function performed in organizations that facilitates the most effective use of people (employees) to achieve organizational goals. Ivancevich and Glueck

DEFINITION OF HUMAN RESOURCE MANAGEMENT

HRM is a process which consist of Four Functions

AQUIRING Employee Required Staffing

DEVELOPING Training Management Development Career development

MOTIVATING Identify needs Ways to motivate them

RETAINING Provide Work Environment Nurture them so that they Are committed.

(I-A) Human Resource Planning - Concept Process

Concept & Process Job Design : Concept and approach

Job Characteristics /Specification

Minimum acceptable qualification of a job

HRP Concept & Process

HRP can be defined as the process that ensures the availability of the

RIGHT

Number of Qualified People For Right Job At the Right Place & Time

To deliver the results in An efficient & effective manner

Human Resource Planning is the business process for ensuring that an organization has access to talent to ensure future business success. Human Resource planning is a process by which the organization move from the present human position to its desired human resource position, in order to carry the integrated plan of the organization.

CONCEPT

Step 1 Job Analysis- Nature of job, description and specification

Step 2 Developing Work rules- documented for of rules to do work

Step 3 Work Study- how to do work, standard time
Human Resource management Process

Step 4 Analysis of other factors- statutory requirement, leaves, shifts Step 5 Analysis of performance- manpower requirement and workload Step 6 Analysis of Production- requirement of manpower varied with tech. Step 7 Deciding the Model deciding the positions and hierarchy Step 8 Action Plan- recruitment, selection and training

Step 1 Job analysis determines the nature of job, the job description and job specification are products of job analysis. Job description covers the job content, ie condition, tasks and responsibilities. Job specification denotes the job requirements, ie the necessary qualities. Step 2 Developing Work Rules After developing the job analysis , work rules are developed . Work rules are decisions taken for a particular job about certain courses of action to be taken in case of contingencies. Work rules is a documented form of rules related to starting and stopping of work, intervals, time keeping, customer handling etc. Step 3 Work Study Work study provides measurement of human work, effective ways of doing the task, standard time for tasks and activities and use of human efforts. Step 4 Analysis of other factors- like layoff, statutory requirements, shifts, leave reserves. Requirements of HRP may vary for the layoff depending upon the machines, tools, equipment and possibility of stretching the work of other employees. The HR manager has to look into the statutory requirement for certain positions like medical, safety welfare and specific positions, hazardous plants etc. The number of shifts and employees in each shift ascertain the manpower requirements. While working out the manpower requirements, certain allowance has to be given to the required manpower, as employees will take leaves for some reason or the other apart from absenteeism. Step 5 Analysis of performance - We derive the manpower required from the workload in relation to the number of employees. Different categories of jobs have different workloads leading to different manpower requirements. Performance is analysed through direct or indirect method. Direct analysis is based on a review of

Of past performance, deriving at a ration between two variables, workload and job category. This can be done either by relating to a particular point of time or by averaging the workout over a period of time, Indirect analysis is based on the estimates made on past experience. This is less systematic than direct analysis, but is preferred for short range forecast. Step 6 Analysis of Production It depends upon technological change and utilization of manpower. Changes in technology increase the productivity, speed and quality but may require training. The requirement of knowledge and skill may vary with the change in technology. In banking sector, with the introduction of computerization, the workforce was trained and schemes of VRS were introduced as a part of manpower planning with respect to number and skills. Productivity can also be increased by job enrichment, job enhancement and redesigning the job. With better human relation and better job profiles, productivity can be increased and manpower can be determined accordingly. Step 7 - Deciding the model Once the number of the work forces is ascertained, the most suitable model of human resource planning. Step 8 Action Plan HR action is taken for hiring, training, career management, production planning or reduction as the case may be. Forecasting future human resource requirements, Assessing the extent to which human resource are employed optimally, Planning to meet the future manpower requirements through recruitment, development and utilization of the existing manpower.

I)HRP -Right person, right job,

right place, right time for effective utilization

II)HRD

Process to Sharpen skills, org. Culture and are Supported by Sub-systems

III)Human Resource 1V)HRD linked with Audit Strategic planning

A)Concept & Process B)Job Design : Concept and approach C) Job Characteristics
Minimum acceptable qualification of a job

1)Concept, Need, Mechanism, System, Principles in designing system

2) Employee Training & Dev.- Training phase, need assessment, establishing training objectives,
Training methods- lecture, case, role play, business games, in basket, sensitivity, syndicate, T.A 3) Training Evaluation
4) Employee Empowerment- Concept and approaches

CONCEPT & Approach OF JOB DESIGN (I-B)

Job design is the process of structuring work and designating the specific activities at individual or group levels. It determines,
the responsibility of an employee the authority he enjoys over his work his scope of decision-making his level of satisfaction his productivity

Job analysis is a systematic investigation of the tasks, duties and responsibilities necessary to do a job. Job analysis is the process of collecting job related information.
Job Duties

Job Analysis

Job Tasks

Job responsibilities

Job Analysis

JOB DESIGN - CONCEPT

Job design involves systematic attempt to organise tasks, duties and responsibilities into a unit of work to achieve certain objectives. The process by which managers decide individual job tasks and authority

OBJECTIVES OF THE ORGANIZATION

Greater Job Satisfaction

Increased Performance Reduced Absenteeism & Turnover

Greater Profitability

Approaches / Techniques
Individual Job Design Techniques & Group Job Design Techniques

Individual Design Options

WORK SIMPLIFICATION JOB ROTATION Rotating from job to job within an organization. JOB ENLARGEMENT Adding more tasks to the job: Horizontal Loading
Job Design Approach

Group Design Options

WORK TEAMS

Large task that is completed by a group of people together.

JOB ENRICHMENT Making jobs more meaningful and Challenging: Vertical Loading

AUTONOMOUS WORK GROUPS Work teams are given a goal to achieve and the control over its accomplishment.

CASE

Amits Duties and Responsibilities

JOB DESIGN
1.

Listening to consumer responses and feedbacks and forwarding them to the seniors.
Scheduling his sub ordinate salesmen for sales. Making Reports of Sales

2.

3.

New Job Designed

Job Enlargement Listening to consumer responses and feedbacks and forwarding them to the seniors.

+
Trained to guide and suggest unsatisfied consumers.

New Job Designed

Job Enrichment

Scheduling his sub-ordinate salesmen + Target was given to him with adequate powers to achieve it

Individual Design options

Job Rotation
Job rotation enhances employee motivation by periodically assigning the employee to alternative jobs.

Job Enlargement
It involves assigning workers additional same-level activities, thus increasing the number of activities they perform.

Job Enrichment
The process of redesigning the job so as to increase both their scope and their depth. Job holder has autonomy to plan, organize and control his job.

Employee Satisfaction is Organizations Success

(I-C) Job characteristics approach The job characteristics approach was popularized by Hackman and Oldham. According to this approach there is a direct relationship between job satisfaction and rewards. They said that employees will be their productive best and committed when they are rewarded appropriately for their work. They laid down five core dimensions that can be used to describe any job - skill variety, task identity, task significance, autonomy and feedback. .

Skill variety: The employees must be able to utilize all their skills and develop new skills while dealing with a job. Task Identity: The extent to which an identifiable task or piece or work is required to be done for completion of the job. Task Significance: How important is the job to the other people, what impact does it create on their lives?

Autonomy: Does the job offer freedom and independence to the individual performing the same.
Feedback: Is feedback necessary for improving performance. These are different approaches but all of them point to more or less the same factors that need to be taken into consideration like interest, efficiency, productivity, motivation etc. All these are crucial to effective job design