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Process 1: Strategic Choices Process 2: Collecting Information Process 3: Processing Information Process 4: Job Description Process 5: Job Specification S t r a t e g i c C h o i c e s : E x t e n t o f i n v o l v e m e n t o f e m p l o y e e s : Extent of employee involvement is a debatable point. Too much involvement may result in bias in favor of a job in terms of inflating duties and responsibilities. Too less involvement leads to suspicion a b o u t t h e motives behind the job. Besides it may also lead to inaccurate information. Hence extent of involvement depends on the needs of the organization and employee. L e v e l o f d e t a i l s o f j o b a n a l y s i s : The nature of jobs being analyzed determines thelevel of details in job analysis. If the purpose were for training programs or assessing the worth of job, levels of details required would be great. If the purpose is just clarification thedetails required would be less. T i m i n g a n d f r e q u e n c y o f J o b A n a l y s i s : When do you do Job Analysis? Initial stage, for new organization New Job is created Changes in Job, Technology and Processes Deficiencies and Disparities in Job New compensation plan is introduced Updating and upgrading is required. P a s t - o r i e n t e d a n d f u t u r e - o r i e n t e d J o b A n a l y s i s : F o r r a p i d l y c h a n g i n g organization more future oriented approach would be desired. For traditional organizationspast oriented analysis would be required. However more future oriented analysis may bederived based on past data. S o u r c e s o f J o b D a t a : For job analysis number of human and non -human sources isa v a i l a b l e b e s i d e s jobholder himself. Following can be sources of data available for j o b analysis. N o n H u m a n S o u r c e s H u m a n S o u r c e s E x i s t i n g j o b d e s c r i p t i o n s a n d specificationsEquipment maintenance recordsEquipment design blueprintsArchitectural blueprints of work areaFilms of employee workingTraining manuals

and materialsMagazines, newspapers, literaturesJob AnalysisJob IncumbentsSupervisorsJob Experts C o l l e c t i n g I n f o r m a t i o n : Information collection is done on the basis of following 3 parameters Types of Data for Job Analysis: Work Activities (Tasks details) Interface with other jobs and equipments (Procedures, Behaviors, Movements) 20 Machines, Tools, Equipments and Work Aids (List, Materials, Products, Services) Job Context (Physical, Social, Organizational, Work schedule) Personal Requirement (Skills, Education, Training, Experience) Methods of Data Collection: Observation Interview Questionnaires Checklists Technical Conference Diary Methods Who to Collect Data? Trained Job Analysts Supervisors Job Incumbents P r o c e s s i n g I n f o r m a t i o n : Once the job information is collected it needs to be processed, so that it would be useful invarious personnel functions. Specifically job related data would be useful to prepare jobdescription and specifications, which form the next two processes of job analysis. M E T H O D S O F D A T A C O L L E C T I O N : O b s e r v a t i o n : Job Analyst carefully observes the jobholder and records the information i n terms of what, how the job is done and how much time is taken. It is a s i m p l e a n d accurate method, but is also time consuming and inapplicable to jobs involving mental activities and unobservable job cycles. The analysts must be fully trained observers. I n t e r v i e w : In this analyst interviews the jobholders, his supervisors to elicit information.It can be Structured or Unstructured Interview. Again this is also a time consuming methodin case of large organizations. Plus there is also a problem of bias.

Q u e s t i o n n a i r e s : A standard questionnaire is given to jobholder about his job, which can be filled and given back to supervisors or job analysts. The questionnaire may contain job title, jobholders name, managers name, reporting staff, description of job, list of main d u t i e s and responsibilities etc. It is useful in large number of staffs a n d l e s s t i m e consuming. However the accuracy of information leaves much to be desired. C h e c k l i s t s : It is more similar to questionnaire but the response sheet contains fewersubjective judgments and tends to be either yes or no variety. Preparation of checklist is achallenging job itself. T e c h n i c a l C o n f e r e n c e : Here a conference of supervisors is used. The analysts initiatethe discussions providing job details. However this method lacks accuracy. D i a r y M e t h o d s : In this method jobholder is required to note down their activities dayby day in their diary. If done faithfully this technique is accurate and eliminates errorscaused by memory lapses etc. Q u a n t i t a t i v e M e t h o d s o f J o b D a t a C o l l e c t i o n : - P o s i t i o n A n a l y s i s Q u e s t i o n n a i r e ( P A Q ) : PAQ is a highly specialized instrument for analyzing any job in terms of employee activities.The PAQ contains 194 job elements on which job is created depending on the degree towhich an element is present. These elements are grouped together into 6 categories.1 . U U s a b i l i t y / U s e o f J o b 2 . I I m p o r t a n c e o f J o b 3 . T T i m e 4.P Possibility of Occurrence of Job 5 . A A p p l i c a b i l i t y of Job6.S Specialty Tasks of Job 21

The primary advantage of PAQ is that it can be used to analyze almost e v e r y j o b . T h i s analysis provides a comparison of a specific job with other job classifications, particularlyfor selection and remuneration purposes. However PAQ needs to be completed by trained job analysts only rather than incumbents. M a n a g e m e n t P o s i t i o n D e s c r i p t i o n Q u e s t i o n n a i r e ( M P D Q ) : Highly structured questionnaire, containing 208 elements r e l a t i n g t o m a n a g e r i a l responsibilities, demand, restrictions and other position characteristics These 208 elementsare grouped under 13 categories.P A Q a n d M P D Q y i e l d s t a n d a r d i z e d i n f o r m a t i o n a b o u t t h e w o r k e r a n d t h e j o b . F u n c t i o n a l J o b A n a l y s i s : -

I t i s a w o r k e r o r i e n t e d j o b a n a l y t i c a l a p p r o a c h , w h i c h a t t e m p t s t o d e s c r i b e t h e w h o l e p e r s o n o n t h e j o b . B A R R I E R S O F J O B A N A L Y S I S Support from Top Management Single means and source, reliance on single method rather than combination No Training or Motivation to Jobholders Activities and Data may be Distorted 22 JOB DESCRIPTION Job Description implies objective listing of the job title, tasks, and responsibilities involvedin a job. Job description is a word picture in writing of the duties, responsibilities and organizationalrelationships that constitutes a given job or position. It defines continuing work assignmentand a scope of responsibility that are sufficiently different from those of the other jobs to warrant a specific title. Job description is a broad statement of purpose, scope, duties andresponsibilities of a particular job. Contents of Job Description 1 . J o b I d e n t i f i c a t i o n 2 . J o b S u m m a r y 3.Job Duties and Responsibilities4.Supervision specification5.Machines, tools and materials6 . W o r k c o n d i t i o n s 7 . W o r k h a z a r d s 8.Definition of unusual terms Format of Job Description Job Title Region/Location Department Reporting to (Operational and Managerial) Objective Principal duties and responsibilities F e a t u r e s o f G o o d J o b D e s c r i p t i o n 1 . U p t o d a t e 2 . P r o p e r J o b T i t l e 3.Comprehensive Job Summary4.Clear duties and responsibilities5 . E a s i l y u n d e r s t a n d a b l e 6 . S t a t e j o b r e q u i r e m e n t s 7.Specify reporting r e l a t i o n s h i p s 8 . S h o w c a s e d e g r e e s o f d i f f i c u l t i e s 9.Indicates opportunities for career development 10.Offer birds-eye-view of primary responsibilities 23 JOB SPECIFICATIONS Job Specification involves listing of employee qualifications, skills and abilities required tomeet the job description. These specifications are needed to do job satisfactorily. In other words it is a statement of minimum and acceptable human qualities necessary toperform job properly. Job specifications seeks to indicate what kind of persons may bee x p e c t e d t o m o s t c l o s e l y a p p r o x i m a t e t h e r o l e r e q u i r e m e n t s a n d t h u s i t i s b a s i c a l l y concerned with matters of selection, screening and placement and is intended to serve as aguide in hiring.

Contents of Job Specifications 1.Physical Characteristics2.Psychological characteristics3.Personal c h a r a c t e r i s t i c s 4 . R e s p o n s i b i l i t i e s 5 . D e m o g r a p h i c f e a t u r e s Further the job specifications can be divided into three broad categories Essential AttributesDesirable AttributesContra-Indicators indicators hampering the success of job 24 JOB EVALUATION Job Evaluation involves determination of relative worth of each job for t h e p u r p o s e o f establishing wage and salary differentials. Relative worth is determined mainly on the basisof job description and job specification only. Job Evaluation helps to determine wages andsalary grades for all jobs. Employees need to be compensated depending on the grades of j o b s w h i c h t h e y o c c u p y . R e m u n e r a t i o n a l s o i n v o l v e s f r i n g e b e n e f i t s , b o n u s a n d o t h e r benefits. Clearly remuneration must be based on the relative worth of each job. Ignoringthis basic principle results in inequitable compensation. A perception of inequity is a sureway of demotivating an employee.Job evaluation is a process of analyzing and assessing the various jobs systematically to ascertain their relative worth in an organization.Jobs are evaluated on the basis of content, placed in order of importance. This establishesJob Hierarchies, which is a purpose of fixation of satisfactory wage differentials amongvarious jobs.Jobs are ranked (not jobholders) Scope of Job Evaluation The job evaluation is done for the purpose of wage and salary differentials, demand for andsupply of labor, ability to pay, industrial parity, collective bargaining and the like. Process of Job Evaluation: 1 . D e f i n i n g o b j e c t i v e s o f j o b e v a l u a t i o n a.Identify jobs to be evaluated (Benchmark jobs or all jobs) b . W h o s h o u l d e v a l u a t e j o b ? c . W h a t t r a i n i n g do the evaluators need?d . H o w m u c h t i m e i n v o l v e d ? e.What are the criteria for evaluation? f . M e t h o d s o f e v a l u a t i o n t o b e u s e d 2 . W a g e S u r v e y 3 . E m p l o y e e C l a s s i f i c a t i o n 4.Establishing wage and salary differentials. Methods of Job EvaluationAnalytical Methods Point Ranking Methods : D i f f e r e n t f a c t o r s a r e s e l e c t e d f o r d i f f e r e n t j o b s w i t h accompanying differences in degrees and points. Factor Comparison Method: T h e i m p o r t a n t f a c t o r s a r e s e l e c t e d w h i c h c a n b e assumed to be common to all jobs. Each of these factors are then ranked with other jobs. The worth of the job is then taken by adding together all the point values. Non-Analytical Methods Ranking Method: J o b s a r e r a n k e d o n t h e b a s i s o f i t s t i t l e o r c o n t e n t s . J o b i s n o t broken down into factors etc. Job Grading Method: It is based on the job as a whole and the differentiation is madeon the basis of job classes and grades. In this method it is important to form a grade d e s c r i p t i o n to cover discernible differences in skills, responsibilities and o t h e r characteristics. 25

Pitfalls of Job Evaluation: Encourages employees on how to advance in position when there may b e l i m i t e d opportunities for enhancement as a result of downsizing. It promotes internal focus instead of customer orientation Not suitable for forward looking organizations, which has trimmed multiple job titlesinto two or three broad jobs.

JOB.
JOB DESIGN PRINCIPLES AND TECHNIQUES OF JOB DESIGN IN HRM
It is rarely possible for jobs to be designed to incorporate all the characteristics listed when discussion is all about Human Resource Management. Some will need to be traded off against others. Following are the key principles of job designing in Human Resource Management. Job design principles

Form a coherent whole, either independently or with related jobs. Performance of the job (or jobs) should make a significant contribution to the completion of the product or service, a contribution which is visible to the job holder. Provide some variety of pace, method, location and skill Provide feedback of performance, both directly and through other people Allow for some discretion and control in the timing, sequence and pace of work efforts Include some responsibility for outcome Provide some opportunity for learning and problem-solving (within the individuals competence) Be seen as leading towards some sort of desirable future Provide opportunity for development in ways that the individual finds relevant. Job Design Techniques Job Rotation: Job Rotation is a movement of employee from job to job. In job rotation employee perform different jobs, but, more or less, jobs of the same nature. Job Enlargement: The combining of various operations at a similar level in to one job to provide more variety for workers and thus increase their motivation and satisfaction represents an increase in job scope Job Enrichment: The combining of several activities from a vertical cross section of the organization in to one job to provide the worker with more autonomy and responsibility; represent an increase in job depth. Autonomous Teams: A self-directed work team is an intact group of employee who are responsible for a whole work process or segment that delivers a product or service to an internal or external customer.

High Performance Work Design: It is a means of improving performance in an environment where positive and demanding goals are set. It starts from principles of autonomous group working and develops an approach, which enables groups to work effectively together in situation where the rate of innovation is high. Operation flexibilities are important and there is, therefore, the need for employees to gain and apply new skills quickly with minimum supervision. Work Simplification: A job is broken down in to small sub parts and each part, is assigned to one individual is called work simplification. Improved Job Design and Job Satisfaction The introduction of teamwork also provides some attractions to those who advocate a better quality of working life and who are seeking ways of enriching jobs through better design. Whilst accepting that teams choose to operate in different ways, many of the desirable job characteristics as identified by Hackman and Oldham are capable of being fulfilled through teamwork. These include:

Variety of tasks requiring the use of several skills Autonomy of the operator in deciding the order or pace of work Identity the task forms a whole job or larger part of the whole job Responsibility individuals accountable to each other for what is produced Feedback constant information on how the operator is performing Social contact constant opportunity (except perhaps in some cell working arrangements where individuals can feel isolated) for interaction with colleagues Balanced workload team members can help each other to even out peaks and troughs in their work Minimal role ambiguity or conflict the team has the opportunity to deal swiftly with any problem of 'who does what'. In the modern TQM culture, teams are required to ensure quality standards are given higher emphasis than simply reaching output quotas Achievement and development with the finished product often in view, and with their responsibilities for quality in mind; team members can be satisfied with a job well done The general increase in the level of interpersonal skills required provides good opportunities for learning and development.