Harame University College Department of Management

HRM MBA (612)

Assignment

Name of the student TOLOSSA ASSEFA IDNo……………….Group……….

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ASSIGNMENT

1. A. Describe the term Job Analysis.

Job Analysis

"job analysis is a systematic process used to identify the tasks, duties, responsibilities and working
conditions associated with a job and the knowledge, skills, abilities, and other characteristics required to
perform that job.
It is also a process of determining which characteristics are necessary for satisfactory job performance
and analyzing the environmental conditions in which the job is performed. It analyzes the work content of
job & job content of work.

The process of job analysis leads to development of two documents viz., job description and job
specification.

The main objectives of job analysis are as follows:

i. Work Simplification: Job analysis provides the information related to job and this data can be used to
make process or job simple. Work simplification means dividing the job into small parts i.e. different
operations in a product line or process which can improve the production or job performance.
ii. Setting Up of Standards: Standard means minimum acceptable qualities or results or performance or
rewards regarding a particular job. Job analysis provides the information about the job and standard of
each can be established using this information.

iii. Support to Personnel Activities: Job analysis provides support to various personnel activities like
recruitment, selection, training and development, wage administration, performance appraisal, etc

Purpose of Job Analysis

To establish and document the Job relatedness of employment procedure such as Training, Selection,
Compensation and Performance appraisal

B. Describe the term Job design:-

It also refers to the way that a set of tasks, or an entire job, is organized.
It is the process of deciding on the contents of a job in terms of its duties and responsibilities
It is a core function of human resource management and it is related to the specification of
contents, methods and relationship of jobs in order to satisfy technological and organizational
requirements as well as the social and personal requirements of the job .
Job design helps to determine:

 What tasks are done. Response

It takes into account all factors which affect the work, and organizes the content and tasks so that
the whole job is less likely to be a risk to the employee.

Job design involves administrative areas such as:

 Job rotation
 Job enlargement
 Task/machine pacing
 Work breaks
  Working hours

Job design principles can address problems such as:

 Work overload
 Work underload
 Repetitiveness
 Limited control over work
 Isolation
 Shiftwork
 Delays in filling vacant positions
 Excessive working hours
 Limited understanding of the whole job process

Approaches to job design include:

Job Enlargement: Job enlargement changes the jobs to include more and/or different tasks. Job
enlargement should add interest to the work but may or may not give employees more
responsibility.

Job Rotation: Job rotation moves employees from one task to another. It distributes the group
tasks among a number of employees.

Job Enrichment: Job enrichment allows employees to assume more responsibility,

Work Design (Job Engineering): Work design allows employees to see how the work methods,
layout and handling procedures link together as well as the interaction between people and
machines.

goals of job design?

Task Variety

Skill Variety

Work Breaks / Rest Break

Allowance for an Adjustment Period

Provide Training

Vary Mental Activities

The output from a job analysis is typically a job description and specifications.

Job Description: •what does the job consist of? – a list of the t asks, d duties, and r responsibilities
(TDRs) that a particular job entails. ‐ key components: job title, TDRs, list of essential duties with
detailed specifications of the tasks involved in carrying out each duty Job Specifications • what do the
people in the job need to have? – A list of the k knowledge, s kill, a abilities, and other characteristics (job
‐ related licensing, certifications, or personality traits) that an individual must have to perform a particular
job.

• Job Specification: a list of the knowledge, skills, abilities, and other characteristics (KSAOs) that an
individual must have to perform a particular job. – Knowledge: factual or procedural information
necessary for successfully performing a task. – Skill: an individual’s level of proficiency at performing a
particular task. – Ability: a more general enduring capability that an individual possesse

There are two output of job analysis

1. Job Descriptions

a. 1 Job Tittle
b. Job location
c. Job Summary
d. Reporting
e. Working Condition
 f. Job duties
g. Machine to be used
h. hazard

[Link]

a. Qualifications
b. Experience
c. Training
d. Skill
e. Responsibilities
f. Emotional Characteristics
g. Sensory demands.
h. Abilities

[Link] the similarities between personal management and human resource management
(5 %)

Both models focus on the significance of integrating personnel/HRM techniques with

 Both models recognize pacing the perfect individuals into the right jobs as a critical way of
integrating personnel/HRM practice with organizational goals.

 both of them flow from the business strategy.

 Both of them typically use payroll software packages and monitor employees’ time worked.

 Both approaches are meant to resolve employee’s problems.

 Both approaches agree that employees have a right to proper treatment as dignified human beings
while at work.

 Both of them HRM and Personnel Management is the both approaches’ main function is to focus
on finding and recruiting the best employees to work for the organization, and generally
managing them for the benefit of the organization.

 Both of them provide these employees with appropriate training in employee retention,

 both approaches are meant to solve employee’s problems.

 Both HRM and Personnel Management must deal with the challenges in the multinational
organization
 Both models emphasize the importance of integrating personnel/HRM
 Both models emphasize the importance of individual fully developing their abilities for their own
personal satisfaction to make their best contribution to organizational success
 Both models identify placing the right people into the right jobs as an important means of
integrating personnel/HRM practice with organizational goals

Case application
Discussion Question (10%)

Answer.
1. Why plans failed to achieve the targets in the Uk housing industry? –
From the beginning the United Kingdom had plan to build large amount of houses
relatively for long period. However, it failed to accomplish the task accordingly. The UK
faces accordant housing crises from a decade and it always failed up to meet its task.
There were many factors involved in failing to achieve the target of building the large
amount of houses by UK housing industry. Highly complicated laws that may difficult to
refine when the industry faced with problem.
In addition due to huge number of people who are waiting for housing and lack in new
properties have a vital role in affecting the private buyers and seeking state housing
 because of too expensive prices and limitations of many financial institutions that help a
borrower to purchase home.
2. what short term & long term plan does the uk construction sector need? - The
poor planning that the UK construction sector had at a time may not help to meet the
task. Therefore, I suggest that the UK construction sector should modify the previous
sector plan by considering the current situations and long term situations to meet the
demands in a better way. It is clearly observed that the amount of land available is not
enough for the sector to meet the short term and long term housing demands.
Therefore, the sector should encourage the governmental and private Banks and other
financial institutions which may help a borrower to purchase home. In addition, I can
suggest that the sector shall build many houses on small area of land which may
accommodate more people in specific area.
3. What is the rationale to build more homes as disputed by home builders
Federation? - The home builders Federation had poor planned that does not consider
an increasing number of population size. The population size is typically increased more
than the expected population size who demand home and faced with a shortage of
funding so that forced to fail to meet the goal.
4. What “carrot and stick “ approach do you observe to be provided for local
councils? - I argue that there needs to be a carrot and stick approach. I observed only
the governmental plan to provide financial incentive to local councils to grant planning
permission. Some ideas were suggested for the government to reduce the complexity,
to promote investment, economic growth and deliver home. I can suggest that, the
government would be increased financial benefits for boroughs that meet their targets
and the stick would be giving greater powers to the local councils to intervene, should
boroughs fail. In addition, the government should motivate the project team. The local
councils would have to justify the intervention against a set of advisory performance
criteria which would assess if a borough is doing all that it reasonably can, through the
planning system, to get more homes built.