Successful Recruitment & Selection

Hot Stove Rule

• The Hot Stove Rule is one such principle and relates to disciplinary measures in the workplace. When you touch a hot stove marked "Don’t Touch" the discipline is immediate, with warning, consistent and impersonal

Hot Stove Rule• Advance Communication

Just as the flames provide warning that you will be burned by touching the stove, your employees should know in advance that poor conduct or performance will result in specific, predetermined consequences.

• Immediatewhen you touch a hot stove, you know instantaneously that you have done something wrong. Similarly, an employee should be quickly told if he or she is failing to meet expectations.

• Impersonalthe fact that you are burned is a function of the stove, not who you are. Likewise, the discipline applied in a particular situation should reflect the offense, not the person who committed it.

• ConsistentRegardless of who touches a hot stove, the result will be the same each and every time. This is also true of discipline; it should not be applied arbitrarily, nor should it differ, for the same offense, from one person to the next.

Job Compared to WorkJob - a set of specified work and task activities that engage an individual in an organization.

The total collection of tasks, duties, and responsibilities assigned to one or more positions which require work of the same nature and level.

Work - mental or physical activity that has productive results.

To use physical or mental effort to make or do something

THE COMPONENTS OF A JOB

Element.Task.Duty.Position.Job.Occupation.Job family.

ELEMENT

Smallest practical unit into which any work activity can be subdivided.

Example: Job element for a pay roll manager is signing the pay checks each pay period.

When several elements are combined to produce a predetermined output, an employee has completed a task.

TASK

An identifiable unit of work activity that is produced through the application of a composite of methods, procedures, techniques.

Example: A task for a house keeping staff might be to carry out regular cleanliness of his area of responsibility.

DUTY

Several distinct tasks that are performed by an individual to complete a work activity for which he or she is responsible. This involves performing all of the elements & tasks required to fulfill this responsibility.

Example: One of the duties of pay roll manager is to process the pay roll each pay period.

POSITION

The combination of all the duties required of one person in performing a job referred to as position.

Example: Each person in the organization holds a position. The position of Compensation policy Administrator could include ensuring the integrity of the data used to compute the amount of pay, verifying the accuracy of deductions and physically processing the payroll.

JOB

A job is a group of positions that are similar enough with respect to their job elements, tasks and duties to be covered by the same job description.

Example: More than one person in an organization can hold the same job. Several employees in an organization may perform the job of night-shift supervisors.

JOB: Pay roll manager.

OCCUPATION

An occupation is a combination of job across organizations based on the skills, efforts, and responsibilities required by the jobs.

Example: Pay roll manager may be called a benefit coordinator in another organization, even though he or she performs the same job elements, tasks, and duties.

JOB FAMILY A category in which similar

occupations are grouped together. Example: Compensation specialist

can be combined with other occupations in the field of Human Resource (staffing specialist) and placed into a job family of human resource professional.

HIERARCHY

DUTY: PAYROLL PROCESSING

JOB FAMILY: HUMAN RESOURCE PROFESSIONALOCCUPATION: COMPENSATION SPECIALIST

JOB: PAY ROLL MANAGER

POSITION: COMPENSATION POLICY ADMINISTRATOR

TASK: PREPARING FORMS

ELEMEMT: SIGNING PAY CHEQUES

JOB ANALYSIS- DEFINITION

Means of collecting information about various aspects of a job.

Before an individual is hired to perform a job the requirements of that job must be identified. Results from a job analysis serve as the foundation for many of human resource functions including selection, recruitment, compensation, performance evaluation and training.

Job analysis involves collecting data about the jobs performed in an organization. Data collected should clearly describe exactly what is required to perform a specific job.

Example: This should include Knowledge, skills, and abilities that the incumbent must possess.

JOB ANALYSIS Knowledge: The degree to

which a job holder is required to know specific/technical material.

Skills: Adequate performance on tasks requiring the use of tools, equipment and machinery.

Abilities: The physical and mental capacities needed to perform tasks not requiring the use of tools, equipment or machinery.

KSA- Knowledge, Skills, Abilities.

Reasons For Conducting Job Analysis

A sound job analysis system is extremely critical for numerous reasons.

Staffing— All areas of staffing would be haphazard if the recruiter did not know the qualifications needed to perform the job.

Training And Development— If the specification suggests that the job requires a particular knowledge, skill, or ability and the person filling the position does not possess all the qualifications required for training and/or development . It will lead to increased cost of T & D at a later stage.

Compensation and Benefits—The relative value of a particular job to the company must be known before a dollar value can be placed on it. From an internal perspective the more significant its duties and responsibilities, the more the job is worth.

Legal Considerations—having properly accomplished a job analysis is particularly important for supporting the legality of employment practices.

Safety and Health—Information derived from job analysis is also valuable in identifying safety and health considerations.

Employee and Labor Relations—Regardless of whether the firm is unionized, information obtained through job analysis can often lead to more objective human resource decisions.

JOB DESIGN & JOB ANALYSIS

When Job analysis is performed?

Job analysis is conducted under following situations.

When the organization is founded. When organizations are created, complete

information about jobs to be performed is collected through job analysis.

When new jobs are created. When jobs are changed significantly as a

result of new technologies, methods, procedures, or systems for analyzing them job analysis is conducted.

Job Design

Definition: The process of linking specific tasks to specific jobs and deciding what techniques, equipment, and procedures should be used to perform those tasks.

By using a variety of tools and techniques we try to find the best way to keep employees satisfied while maintaining as high as possible productivity, monetary or otherwise.

The goal is job satisfaction, it is the key to successful job design. Everything is contingent upon job satisfaction.

JOB DESIGN• What employees actually do on the job, the

design of their work, has great influence on their productivity and level of satisfaction.

• Def: Job Design is the process of deciding on the content of a job in terms of its duties and responsibilities; on the methods to be used in carrying out the job, in terms of techniques, systems and procedures and on the relationships that should exist between the job holder and the superiors, subordinates and colleagues.

JOB DESIGN• Major Concern: Employee Productivity & Satisfaction• Purpose of Job Design: how the job is to be

performed, who is to perform it, and where it is to be performed.

• Affect on Employee: How he feels about a Job.• Impact : Level of Authority- How much decision-

making the employee has and how make tasks he/she has to complete and interpersonal relationships

GOALS OF JOB DESIGN

• To Meet the organizational requirements such as higher productivity, operational efficiency, quality of product/services

• To satisfy the needs of the individual employees like interests, challenges, achievement or accomplishment, etc.

• Integrate the needs of the individual with the organizational requirements.

Approaches to Job Design

Early Approaches• Scientific Management• Behavioral Approach

– Job Enlargement– Job Enrichment– Job Rotation

• More recent approach:– Job Characteristics Model/Theory

TraditionalApproaches to

Job Design

ScientificManagement

JobCharacteristics

Theory

Job Enlargement/Job Rotation

JobEnrichment

Scientific Management A set of principles and practices designed to

increase the performance of individual workers by stressing job simplification and job specialization.

Job simplification: The breaking up of the work that needs to be performed in an organization into the smallest identifiable tasks.

Job specialization: The assignment of workers to perform small, simple tasks.

Time and motion studies: Studies that reveal exactly how long it takes to perform a task and the best way to perform it.

Behavioral Approaches

– Job Enlargement– Job Enrichment– Job Rotation

1. Job Enlargement Increasing the number of tasks a worker performs

but keeping all of the tasks at the same level of difficulty and responsibility; also called horizontal job loading.

Job Enlargement is the horizontal expansion of a job. It involves the addition of tasks at the same level of skill and responsibility. It is done to keep workers from getting bored. It is different than job enrichment

Examples: Small companies may not have as many opportunities for promotions, so they try to motivate employees through job enlargement

2. Job Enrichment Increasing a worker’s responsibility and control over his or

her work; also called vertical job loading Job Enrichment is the addition to a job of tasks that

increase the amount of employee control or responsibility. It is a vertical expansion of the job as opposed to the horizontal expansion of a job, which is called job enlargement.

Examples: We use job enrichment to make work more challenging and rewarding for our employees to make it easier to keep them.

3. Job Rotation A variation of job enlargement in which workers are exposed

to a variety of specialized jobs over time Moving an employee from job to job. The purposes of job

rotation are (1) to give employees experience with all organizational activities as a training process and (2) to offset boredom, which can occur when performing the same job over an extended period of time.

Job Enlargement - a method of job design that increases the number of activities in a job to overcome the boredom of overspecialized work

Job Rotation - a variation of job enlargement in which workers are exposed to a variety of specialized jobs over time

Cross-Training - a variation of job enlargement in which workers are trained in different specialized tasks or activities

Job specification

A job specification is a document containing the minimum acceptable qualifications that a person should possess in order to perform a particular job. Items typically included in the job specification are educational requirements, experience, personality traits, and physical abilities.

Five Core Job Characteristics

Skill Variety Task Identity Task Significance Autonomy Job Feedback

Skill Variety: The extent to which a job requires a worker to use different skills, abilities, or talents.

Task Identity: The extent to which a job involves performing a whole piece of work from its beginning to its end.

Task Significance: The extent to which a job has an impact on the lives or work of other people in or out of the organization.

Autonomy: The degree to which a job allows a worker the freedomand independence to schedule work and decide how to carry it out.

Feedback: The extent to which performing a job provides a worker with clear information about his or her effectiveness.

Core Job Characteristics

Examples of High and Low Job Characteristics

Characteristics ExamplesSkill Variety

• High variety The owner-operator of a garage who does electrical repair, rebuilds engines,does body work, and interacts with customers

• Low variety A body shop worker who sprays paint eight hours a day

Task Identity• High identity A cabinetmaker who designs a pieces of furniture, selects the wood, builds the

object, and finishes it to perfection• Low identity A worker in a furniture factory who operates a lathe to make table legs

Task Significance• High significance Nursing the sick in a hospital intensive care unit• Low significance Sweeping hospital floors

Autonomy• High autonomy A telephone installer who schedules his or her own work for the day, and

decides on the best techniques for a particular installation• Low autonomy A telephone operator who must handle calls as they come according to a

routine, highly specified procedureFeedback

• High feedback An electronics factory worker who assembles a radio and then tests it todetermine if it operates properly

• Low feedback An electronics factory worker who assembles a radio and then routes it to a quality control inspector who tests and adjusts it

Hackman & Oldham’s Job Characteristics Model

Core Dimensions Psychological States Outcomes

Skill VarietyTask IdentityTask Signif.

Autonomy

Feedback

Meaningfulness of Work

Responsibilityfor outcomes ofWork

Knowledge ofResults

High internal work motivationHigh job performance

High job satisfaction

Low absenteeism & turnover

If you want People to Do a Good Job for you, then you must give them a Good Job to Do

Job Description

Job description

A job description is a written statement of what the jobholder actually does, how he or she does it, and under what conditions the job is performed. There is no standard format for writing job descriptions, but most descriptions include sections on:

job identification job summary relationships, responsibilities, and dutiesauthority of incumbent standards of performanceworking conditions job specifications

Contents

Job Headings Job Purpose Main Duties and Responsibilities Dimensions Knowledge, Qualifications, Skills and Experience Planning & Organising Decision Making Internal & External Relationships Problem Solving Other Verification and Date

Principles of Job Description Writing

Analysis NOT lists

Jobs NOT people

Facts NOT judgements

The job as it is now

 

 

 

 

Format for Main ResponsibilitiesACTION

What isdone…..

To providetechnicalassistance

OBJECT

To whatOr whom …..

To academics,researchers andstudents

RESULT

….. With whatOutcome.

So that experiments and research are completed in an efficient and timely manner

MANAGEMENT GUIDELINES The reason for conducting a job analysis should be

clearly specified. Primary purpose for conducting a job analysis should

serve as input for the types of information collected. The purpose, types of information, the time and cost

constraints, the extent of employee involvement should be specified before choosing methods of data collection.

The strategy of the organization can influence HR activities.

MANAGEMENT GUIDELINES The job analysis should be designed so that JD and JS

can be derived easily. Managers should communicate all relevant

information to employees to prevent uncertainty and anxiety.

If major organizational changes have taken place, managers should consider conducting a job analysis.

If changes are anticipated, managers should consider conducting a more future-oriented job analysis and involvement of employees is a must.