human resource management unit 2

1. HUMAN RESOURCE MANAGEMENT Preeti Nigam Faculty, Rai University

Job Analysis, Role Analysis, Methods of Manpower Search, Attracting and selecting HR;

Induction and socialization, Manpower training & development;

Career and succession Planning, Managing Organizational Renewal.

Job Analysis systematically collects, evaluates and organizes information.It is done by specialists called job analysts who gather data about each position

Improve productivity levels through careful study of jobs.

Eliminate unneeded job requirements that can cause discrimination in employment

Match job applicants to job requirements

Plan for future human resource requirements

Determine training needs for employees

Compensate employees fairly and equitably

Improve overall quality of work life

Set realistic performance standards

Redesign jobs to improve performance and/or employee morale

Identify the jobs to be analyzed

Develop data collection approaches including questionnaire construction

Collect job analysis information

Small organizations: process is simple because there are few jobs

Large organizations: analysts may have to construct list of jobs from payroll records, organization charts, or discussion with workers and supervisors.Previous records may also be used.

To study jobs, analysts develop questionnaires that are sometimes called checklists or job analysis schedules.These questionnaires seek to collect job information uniformly.They uncover the duties, responsibilities, human abilities and performance standards of the jobs investigated.E.g job analysis questionnaire

Statusrefers to whether the job is exempt or not exempt from overtime laws.

Identificationinformation includes job title, division and title of supervisors and a unique job identification number.

Duties and Responsibilities - outlines the purpose of job, what the job accomplishes and how the job is performed.

Human Characteristics and Working conditions -

checklist uncovers the particular skills, abilities, training, education, experience and other characteristics.

Working conditions may explain the need for particular skills, training, knowledge or a particular job design.

Performance Standards - seeks information about job standards which are used to evaluate performance.

This information is collected on jobs with obvious and objective standards of performance.

When standards are not readily apparent, job analysts may ask supervisors or industrial engineers to develop reasonable standards of performance.

Interviews

Face to face interviews are effective

Mail Questionnaires

Survey employees through mailed questionnaire sent by inter-office mail or by post.

Position Analysis Questionnaire

Management Position Description Questionnaire

Employee Log

Workers periodically summarize their tasks and activities in the log.They are time consuming.

Observation

Direct observation is slow, costly and potentially less accurate.Language barrier may necessitate observation.

Combinations

2-3 methods.High accuracy low cost.

Applications

Job Descrip

Job specs

Job stndrds

Job design

Identify job families

Recruitmnt, selection & trng

Redesign jobs

HR Planning

Recruitment

Selection

Placement and Orientation

Training

Counseling

Employee safety

Performance Appraisal

Job design and Redesign

Job Evaluation

Job Performance

Personal Observations

Critical Incidents

Interview

Questionnaire

The Position Analysis Questionnaire (PAQ)

Management Position Description Questionnaire (MPDQ)

Functional Job Analysis (FJA)

Product, marketing and financial strategy planning

Coordination of other organizational units and personnel

Internal business control

Products and services responsibility

Public and customer relations

Advanced consulting

Autonomy of actions

Approval of financial commitments

Staff service

Supervision

Complexity and stress

Advanced financial responsibility

Broad personnel responsibility

Employee fears

Resistance to Change

Overemphasis on current employees

Management `Straight Jacket

Job Identification

A job description is a written statement that explains the duties, working conditions and other aspects of a specified job.

Skill Level- amount and type of education and training

Skill Type- type of work performed

Job Summary and Duties

It is a written narrative that concisely summarizes the job in a few sentences.It tells what the job is, how is done and why.

Working Conditions

Hours of work, safety and health hazards, travel requirements etc

Approvals

Supervisors are asked to approve the job descriptions.It is a further test of the job description.

A job description defines what the job does; it is a profile of the job.

A Job Specificationdescribes what the job demands of employees who do it and the human factors that are required.It is a profile of the human characteristics needed by the job.These requirements include experience, training, education, physical demands and mental demands.

They both can be combined into one document.

In case of ambiguity of middle and higher management roles, Role Analysis is effective.

Expected role

Perceived role

Actual role

Objectives of the department and its functions must be identified

Role incumbent is asked to state his key performance areas

Other role partners are asked to state their expectations from the role incumbent

The incumbents role is clarified and expressed in black and white after integrating diverse viewpoints

How the job is to be performed, who is to perform it and where it is to be performed.

Engineering Approach- (FW Taylor)- Work is scientifically studied.

Human Approach- Design jobs in an interesting manner.

The Job Characteristic Approach- Hackman and Oldham suggest that motivation, satisfaction and performance should be integrated in the job design.

Sociotechnical Approach- Both technical system and the accompanying social system should be considered while designing jobs.

Job Simplification

Job Enlargement

Job Rotation

Job Enrichment

Recruitment is to develop a group of potentially qualified people.

Communicate in such a way that job seekers respond

Cost effective to attract qualified people and provide enough information for un-qualified persons to self select themselves out.

Internal Methods

Direct Methods

Indirect Methods

Third Party methods

Alternatives

Private Employment Search firms

Employment Exchanges

Gate Hiring and Contractors

Unsolicited Applicants/ Walk-ins

Overtime

Subcontracting

Temporary Employees

Employee Leasing

The process of picking individuals who have relevant qualifications to fill jobs in an organization.The purpose id to pick the most suitable candidate.

Intelligence Tests

Aptitude Tests

Personality Tests

Achievement Tests

Simulation Tests

Assessment Center

The in-basket

The leaderless group discussion

Business games

Individual Presentations

Structured Interviews

Graphology Tests

Polygraph Tests

Integrity Tests

Reliability

Test-retest Reliability

Inner rater reliability

Intra-rater reliability

Validity

Qualified people

Preparation

Suitability

Usefulness

Standardization

Non-directive Interview

Patterned Interview

Structured or situational Interview

Panel Interview

Stress Interview

Appraisal interview

Induction or orientation is the process through which a new employee is introduced to the job and the organization.

Removes Fears

Creates a good impression

Acts as a valuable source of information

Welcome to the organization

Explain about the company

Show the location/department where the new recruit will work

Give the companys manual to the new recruit

Provide details about various workgroups and the extent of unionism within the company

Give details about pay, benefits, holidays, leave etc.Emphasize the importance of attendance or punctuality

Explain about future training opportunities and career prospects

Clarify doubts

Take the employee on a guided tour of buildings, facilities etc.

Organizational Issues

History of the Company

Names and titles of Key Executives

Employees title and department

Layout of physical facilities

Probationary period

Products/services offered

Overview of production process

Company policies and rules

Disciplinary procedures

Employees handbook

Safety steps

Employee Benefits

Pay scales, pay days

Vacations, holidays

Rest pauses

Training Avenues

Counseling

Insurance, medical, recreation, retirement benefits

Introductions

To supervisors

To co-workers

To trainers

To employee Counselor

Job Duties

Job location

Job tasks

Job safety needs

Overview of jobs

Job objectives

Relationship with other jobs

Socialization is the process through which a new recruit begins to understand and accept the values, norms and beliefs held by others in the organization.

According to Flippo, training is the act of increasing the knowledge and skills of an employee for doing a particular job.

Training enables an employee to do his present job more efficiently and prepare himself for a higher level job.Training is a planned program designed to improve performance and bring about measurable changes in knowledge, skills, attitude and social behavior of employees.

Increases knowledge and skills for doing a job.

Bridges the gap between job needs and employee skills, knowledge and behavior.

Job-oriented process, vocational in nature.

Short-term activity designed essentially for operatives.

Training is the act of increasing the knowledge and skills of an employee while doing a job.

Education is the process of increasing the general knowledge and understanding of employees.

Perform tasks effectively.

Prepare existing employees for higher level jobs.

Existing employees require refresher training.

Training is required when a person moves from one job to another.

Training is necessary to make employees mobile and versatile.

Training is needed to bridge the gap between what the employee has and what the job demands.

To impart the basic knowledge and skill to the new entrants.

To equip the employees to meet the changing requirements of the job and the organization.

To teach the employees new techniques and ways of performing the job.

To prepare employees for higher level tasks.

Modeling

Motivation

Reinforcement

Feedback

Spaced Practice

Whole Learning

Active Practice

Applicability of Training

Environment

Knowledge

Technical Skills

Social Skills

Techniques

Orientation Training

Job Instruction training

Refresher Training

Apprenticeship training

Vestibule Training

Organizational Analysis

Analysis of objectives

Resource utilization analysis

Environmental scanning

Organizational climate analysis

Task or Role Analysis

Manpower Analysis

Innovative

Anticipating problems

before they occur

Problems Solving

Training clerks to

reduce complaints

Training supervisors

to reduce grievances

Regular

Orientation

Recurring training

of interviewers

Refresher courses

on safety procedures

Job Instruction Training (JIT)- to teach workers how to do their current jobs.

The trainee receives an overview of the job

The trainer demonstrates the job to give the employee a model to copy.

The employee is permitted to copy the trainers way.

The employee does the job independently without the supervisor.

Merits

Trainee learns fast through practice and observation

It is economical

The trainee gains confidence quickly as he works himself

It is most suitable for unskilled and semiskilled jobs where the job operations are simple

Demerits

The trainer should be good

Trainee while learning may damage equipment, waste materials, cause accidents frequently

Experienced workers cannot use the machinery while it is being used for training

Coaching is one-on-one relationship between trainees and supervisors which offers workers continued guidance and feedback.

Mentoring is a particular form of coaching used by experienced executives to groom junior employees.Mentoring involves one-on-one coaching for a period of several years.

It involves the movement of trainee from one job to another.

It allows workers to build rapport with a wide range of individuals within the organization

Disadvantage is that expertise may not be developed

Apprentices are trainees who spend a prescribed amount of time working with an experienced guide, coach or trainer.

Disadvantage is that people have different abilities and learn at varied rates.So job skills acquired may no longer be appropriate.

Trainers are asked to solve an actual organizational problem.The trainees have to work together and offer solution to the problem.This method of training helps them develop team spirit and work unitedly towards common goal.

Disadvantage is disruption in production schedule.

Vestibule Training

Role Playing

Lecture Method

Conference/ Discussion Approach

Programmed Instruction

Role Playing

Business games

Incidents

Group Discussions

Short assignments

Sensitivity Training

Lab Training

Increased Productivity

Improved Morale

Reduced supervision

Reduced accidents

Increased organizational stability

Reactions

Learning

Job Behavior

Organization

Ultimate value

Should an evaluation be done?Who should do the evaluation?

What is the purpose of evaluation?

What will be measured?

How comprehensive will the evaluation be?

Who has the authority and responsibility?

What are the sources of data?

How will the data be collected and compiled?

Questionnaires

Interviews

Studies

Human resource factors

Cost benefit analysis

Feedback

The development of human resources is a part of strategic human resource plan.

Employees have career aspirations when they join an organization.It makes good business sense to provide incentives to employees to remain with the organization especially when management makes considerable investments in training and developing its human resources.

Hall defined Strategic Human Resource Development as - The identification of needed skills and active management of employees learning for the long range future in relation to explicit corporate and business strategies.

Management Development can be defined as the process of enhancing an employees future value to the enterprise through careful career planning.

Wexley and Latham propose three basic developmental strategies organizations use:

Cognitive: being concerned with altering thoughts and ideas (knowledge, new processes)

Behavioral: attempts to change attitudes and values

Environmental: Strategies to change attitudes and values

The cognitive strategy is probably the least effective in management development.The methods used are relatively passive.While this approach tends to increase the knowledge and expertise of individuals, it does little to change a persons behavior, attitudes and values, important elements of a managers career development.

Behavioral Strategies aim at making individuals more competent in interacting with their environment

e.g with colleagues, subordinates or customers

Role Playing - well known and effective method to familiarize an employee with how to apply concepts learned in the classroom in a practical setting.

Behavior Modeling - teaches a desired behavior effectively by providing the trainee with a vivid and detailed display of desirable behavior by a manager of ten with strong social reinforcement.

The Managerial Grid Approach-is an example of attempting to change the dominant management style in an organization e.g. to make managers more person or task oriented to increase their effectiveness.

Sensitivity training - is considered to be very effective method for making managers more aware of the impact of their own behavior on others or to prepare them for more effective interactions with staff in foreign subsidiaries or joint ventures.

Outdoors - has become a fashionable development method, involving team oriented tasks done in the wilderness e.g. mountain climbing.The objective is to develop a strong team spirit by making team members depend on each other for survival.

Team Buildinghelps team members to diagnose group processes and to devise solutions to problems.

Mentoringinvolves establishing a close relationship with a boss or someone more experienced who takes a personal interest in the employees career and who guides and sponsors it.

Creating an environment that continuously reinforces desirable behavior

Job rotation

Organizational development

The learning organization concept

Temporary assignments

Employee-exchange programs

Matrix management

Project teams

Internal consulting

Cross-cultural management training

Systems thinking - ability to see things as a whole, perceive interrelationships, recognize patterns of change, infer associations and connections

Personal Mastery - ability to continually clarify and deepen personal visions, focusing energies, and seeing reality objectively.

Mental Models - deeply ingrained assumptions, generalizations or images that influence how we understand the world and how we take action

Shared Vision - binds people together around a common identity and a sense of destiny

Team Learning - tool for raising the collective intelligence of a group above that of anyone in it.

Preparing employees to work in a different cultural environment

The temporary nature of many such assignments

Lack of time because of the immediacy of the need of the employee overseas

The trend toward employment of local nationals

Doubt about the need for special training

Parallel doubts about the effectiveness of existing training programs

Sensitivity Training - To prepare managers for overseas assignments.The objective is to increase self-awareness and the ability to assess the impact of owns behavior on others.

Culture Assimilators - Consist of a series of episodes dealing with interpersonal issues in a cross-cultural situation. By responding to individual episodes and referring to explanations describing why their responses were appropriate or not, trainees have an opportunity to test their cross-cultural effectiveness.

Critical Incidentsare brief descriptions of effective or ineffective behavior that illustrate problems an expatriate employee may encounter in an organization abroad.

Casesare more detailed and complex than critical incidents.They illustrate a variety of cross-cultural problems in management within a single setting.

Role-playis semi structured activity.Participants are given a description of a situation with specific role instructions, but no script, forcing the participants to improve their reactions to the setting.The results usually reveal personal biases and values that can be analyzed and discussed.A significant learning experience can be achieved if participants are asked to advocate a position that is contrary to their own beliefs.

Simulation is a common cross-cultural training method.A popular simulation game is Ba Fa Ba Fa.Participants are divided into two cultures, Alpha and Beta.After learning the rules of their own culture, participants have to interact with members of the other culture.Since the interaction rules for each culture are different, confusion, frustration and hostility result.These experiences are discussed in a debriefing session.

Cognitive - this stage emphasizes knowledge about another culture e.g customs, values

Affective - At this stage, attempt is made to change the attitudes of trainees toward another culture by exposing them to stimuli from this culture and asking them to respond.E.g critical incidents

Behavioral - This is applied stage.Trainees are expected to behave appropriately under certain conditions in different situations. E.g role play, simulation

Cultural sensitivity

Sensitivity

General knowledge about target culture

Tolerance

Ability to adapt

Ability to translate and apply newly acquired insights and skills in an organizational environment

Two types of training-

Awareness training - focuses on the need for managing and valuing diversity.It is also meant to increase participants self-awareness of diversity related issues like stereotyping and cross-cultural insensitivity.

Skill-building training - educates employees on specific culture differences and how to respond to differences in the workplace.

Career equity

Supervisory concern

Awareness of opportunities

Employee interest

Career satisfaction

Develops promotable employees

Lowers turnover

Taps employee potential

Furthers growth

Reduces hoarding

Satisfies employee needs

Assists employment equity plans

HR Dept can increase employee awareness through a variety of educational techniques.E.g. speeches, memoranda, and position papers from senior executives stimulate employee interest at low cost to the employer.Workshops and seminars on career planning increase employee interest.

Much of the information is already a part of HR departments information system.For e.g jobdescription, job specification

When different jobs require similar skills they form job families

A job progression ladder is a partial career path where some jobs have prerequisites

A Counselor is someone who has employee interests in mind and provides specific job-related information.

Counselor may help employees discover their interests by administering and interpreting aptitude and skill tests.

The Kuder Preference Record

Strong Vocational Interest Blank

A Life Plan is that often ill-defined series of hopes, dreams and personal goals each person carries through life. For e.g broad objectives to be happy, healthy and successful combine with specific goals to be a good spouse, parent or citizen.

Contradictory life demands

Failure of expectations

Sense of external control

Loss of affiliative satisfaction

Career Developmentcomprises those personal improvements one undertakes to achieve a career plan.

Individual Career Developmentinvolves:

Job performance

Exposure

Resignations

Organizational Loyalty

Mentors and sponsors

The Godfather system

Key subordinates

Growth opportunities

Dessler, Gary, Human Resource Management, Pearson Education Asia, New Delhi.

Rao, V.S.P., Human Resource Management-Text & Cases, Excel Books, New Delhi.

Ramaswamy, E; Managing Human Resources, Oxford University Press, New Delhi

Irancevich, John, Human Resource Management, Irwin/McGraw Hill.

Casio, Wayne F; Managing Human Resources, McGraw Hill Inc.

Subba Rao, P; Essentials of Human Resource Management & Industrial Relations, Text, Cases & Games, Mimbai, Himalaya Publishing House.

Mondy R.W; Noe, R.M., Premeaux, S.r. and Mondy J.B; Human Resource Management, Prentice Hall Inc.

Saiyodain, Human Resource Management, TMH, N.Delhi.

Aswthappa, Human Resource Management, TMH, N.Delhi.

human resource management unit 2

Documents

job analysis job analysis

job information

job standards

job title

job summary

purpose of job

specified job

job analysis schedules