CHAPTER TRHEE: JOB ANALYSIS
AND HR PLANNING
Chapter outline:
– Definition of Job Analysis
– Products of Job Analysis
– Human Resource Planning
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Job Analysis
• Job - Consists of a group of tasks that
must be performed for an organization to
achieve its goal
• Job analysis is a sense as the beginning
point of many human resource
management functions.
• The first step in the process of
acquiring the human resource to
specify precisely the kind of work that
needs to be done and how just that
work should be done. 1-2
When job analysis is
needed?
• Job analysis is performed on the
following three occasions:
When the organization is formed
When new jobs are created in the
organization
When jobs are changed (change in
nature of jobs), because of new
technologies, working methods,
procedures or systems
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Definition of Job Analysis
• Job analysis is the process of determining and
reporting pertinent information relating to the
nature a specific job.
• It is the determination of the tasks which
comprise the job and of the skills, knowledge,
abilities, and responsibilities of the jobholder
for successful job performance.
• It is the process of determining the duties and
skill requirements of a job and the kind of
person who should be hired for it.
• It is the process of defining a job in terms of
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tasks or behaviors
Job analysis provides
answer to the ff questions
• Which tasks are grouped together and are
considered as a job?
• What machines and special equipment must be
used?
• What knowledge, skills, and abilities does the
jobholder need to perform the job?
• Under what working conditions the job be
performed?
• What are the performance expectations for the job?
• With whom must the jobholder interact?
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Job analysis provides the
following information about
the job
• Purpose of the job: why the job exists, what
the jobholder is expected to contribute and
what the job seeks to contribute.
• Job content (tasks and duties):The nature and
scope of the job in terms of the tasks to be
performed and duties to be carried out
• Job context: This specifies working conditions
i.e. physical working conditions, health and
safety consideration, work schedule,
information about incentives and motivations,
the number of people interacting and their
interaction. 1-6
Job analysis provides the
following information about
the job
• Organizational factors: The reporting
relationship of a jobholder i.e. to whom he or
she reports.
• Human or work requirement: Information
regarding human requirements of the job, such
as job-related knowledge or skills (education,
training, work experience etc.) and required
personal attributes(aptitude,
attribute physical
attitudes, personality, interests, etc)
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Job analysis provides the
following information about
the job
• Performance standard: It provides
information about expected performance
levels (in terms of quantity, quality, or speed
for each job duty) by which an employee will
be evaluated.
• Machines, equipment’s, tools and work
aids: Included here would be information
regarding products made, raw materials
processed, knowledge dealt with or applied
(such as finance or law), and services
rendered (such as counseling or repairing). 1-8
Steps in Job Analysis
understand the purpose review draft
of the job analysis with supervisor
understand the roles of
develop draft
jobs in the organization
benchmark positions seek clarification
determine how to collect
job analysis information
Chapter 5, slide 9
Job Analysis
Methods/Info
• Questionnaires
• Observation
• Interviews
• Employee recording
• Combination of
methods
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Products of Job Analysis
Job analysis is a conceptual and analytical process or action which
results in job description and job specification
Tasks Responsibilities Duties
• Human Resource Planning
• Recruitment
• Selection
Job
• Training and Development
Descriptions
Job • Performance Appraisal
Analysis Job
• Compensation and Benefits
• Safety and Health
Specifications
• Employee and Labor
Relations
• Legal Considerations
• Job Analysis for Teams
Knowledge Skills Abilities
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Job Description (What the job
entails)
Job description is the immediate product of
job analysis.
It is a document that provides information
regarding the task, duties, responsibilities,
reporting relationships, working conditions
and supervisory responsibilities of the job.
It concentrates on the job and lists what a
jobholder actually does, how he/she does it,
and under what conditions the job is
performed.
Job description is a pertinent picture of the
organizational relationship, responsibilities1-12
The following are items frequently
included in the job description:
• Major duties performed
• Percentage of time devoted to each duty
• performance standards to be achieved
• working conditions and possible hazards
• number of employees performing the job
and to whom they report
• the machines, tools and equipment used
on the job
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Job Specification
(What kind of people to hire for the
job)
• Job specification is a document
containing the minimum acceptable
educational and experience
qualifications, and competencies that a
jobholder should possess in order to
perform a particular job successfully.
• It is a list of human requirements, such
as required education, skills, personality
traits, experience and physical
attributes. 1-14
Job specification should include:
• Physical characteristics, such as height, weight,
sight, physical structure, Health, etc.
• Psychological characteristics, such as decision
making ability, analytical view, mental abilities,
etc.
• Personal characteristics, such as behavior,
enthusiasm, leadership qualities, etc.
• Qualification and experience, such as academic
qualification, experience, training etc
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Human Resource
Planning
• Planning is very important to our everyday
activities
• Human resource planning 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 1-16
Human Resource
Planning
HR planning must be:
• linked to the organization’s overall
strategy to compete domestically
and globally
• translated into the number and
types of workers needed
1-17
Linking Organizational Strategy to HR
Planning
STRATEGIC DIRECTION HR LINKAGE
mission determining organization’s
business
setting goals and
objectives and goals
objectives
strategy determining how to attain
goals and objectives
determining what jobs need to be
structure
done and by whom
matching skills, knowledge,
people and abilities to required jobs
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The Process of Human
Resource Planning
1. Assess Organizational Objectives and
Strategies
2. Forecasting Labor Demand (Determine
the Total Human Resource
Requirement)
3. Forecasting Labour Supply
4. Determine the Net Human Resource
Requirement (Gap Analysis)
5. Develop Action Plans to Manage the
Outcomes of HRP Process
1-19
[Link] Organizational
Objectives and Strategies
• The human resource planning process
begins with considering the existing
organizational objectives and strategies
• The critical assessment of existing
organizational objectives helps human
resource planners construe the
quantity and the kind of employees
required for achieving of these
objectives
1-20
[Link] Labor Demand
(Determine the Total Human Resource
Requirement)
• Labor demand forecasting involves
predicting the quantities and kinds of
human resources the organization will
require at some future point in time to
achieve its strategic objectives.
• Labor demand forecasting begins with
the analysis of the organization's
business and operations, such as sales
forecast, productivity, etc.
1-21
[Link] Labour
Supply
• Whereas the labour demand forecast
projects human resource needs of an
organization, the labour supply forecast
projects human resource availability.
• Labour supply forecasts are typically
broken down into two categories:
Internal Supply and External Supply
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Forecasting Internal Labour
Supply
• Internal labour supply consists of those
individuals and jobholders currently
available within the organization.
• Data from human resources /skills
inventories are used to make internal
labour supply forecast based on current
trends.
• These trends include not only the
number and kinds of individuals in each
job, but also the flow of employees in,
through, and out of the organization. 1-23
Forecasting External Labor
Supply
• External labor supply consists of those
individuals in the labor forces who are
potential recruits of the organization
(including those working for another
organization).
• The skill levels being sought determine the
relevant labor market.
• The entire country (or world) may be the
relevant labor market for highly skilled
jobs whereas for unskilled jobs, jobs the
relevant labor market is usually the local
community 1-24
4. Determine the Net Human
Resource Requirement (Gap
Analysis)
1-25
[Link] Action Plans to
Manage the Outcomes of HRP
Process
• The result obtained from the above step will
initiate action planning, i.e., developing action
plans to fulfill the needs of human resources
in the organization.
• If Net HR Requirement is Positive (HR Deficit
Supply) ……Hire (or overtime, outsource,
T&D)
• If Net Human Resource Requirement is
Negative (HR Surplus supply)…..reduce HR
(Lay off, downsize, Early retirement, Job
sharing, pay reduction..etc)
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Purposes of Human Resource
Planning
• To expand the operation of the
organization
• To reduce labor cost
• To utilize human resources efficiently
and effectively
• To avoid disruption in operation
• For effective employee development
program
• To maintain good industrial relation
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THANK YOU!!!!
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