HR Assignment, S0942950, Fathmath Adam, BBA B5

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OpenUniversityMalaysia FacultyofBusinessandmanagement
CourseCode:BBTB2103 CourseTitle:HumanResourceManagement Name;FathmathAdam StudentIDNumber:S0942950, IDNumber:A100558 Telephone:+9607887365 EmailAddress:fathmathadam@gmail.com TutorName:Yasa LearningCentre:VillaCollege Trimester:January2012
HUMANRESOURCEMANAGEMENT 2012
Content
Introduction Background of Ministry of Health and Family A Brief Discussion on Selected Positions 2 2 4
Analysis of the Selected Job Description and Job Specification of the Selected Personal 5 Appropriate Job Analysis Technique(S) Importance of Job Description, Job Specification and Human Resource Activities Conclusion 8 12 14
S0942950, Fathmath Adam, BBTB 2103: Human Resource Management , Bachelor of Business Administration (Batch 5), Villa College
Introduction This report reviews the analysis of two important documents of human resource, i.e. Job Description and Person Specification and their relation with other human resource activities in Ministry of Health and Family (MoHF). Moreover this report will present clear background of MoHF and a brief discussion along with analysis of two very important position of the organization. In addition it will talk about appropriate job analysis techniques for the selected positions and importance of job description, job specification and other human resource functions. At last it will conclude by briefing key points from all the criteria. Background of Ministry of Health and Family MoHF was established by the president of Maldives under the constitution of Maldives, to provide a healthy environment to all the citizens of Maldives. According to the human recourse director (H. Sareefa, personal communication, February 2, 2012) organizational chart is spread into five different departments and six sections to carry out the duties of ministry. demonstrate the organizational structure of MoHF.
Minister
Figure 1.1 will
Councils & Regulatory Boards State Ministers & Deputy Ministers PA & Other Political Appointees
Permanent Secretary Administration Executive Bureau Human Resource
CCHDC DDPRS DGFPS MFDA
Finance
NSPA
National Blood Transfusion Service (NBTS)
Director General of Health Service
LEGEND Departments Sections Units
Health Information, Project Monitoring & Coordination
Quality Assurance & Improvement
TechnicalAdvice
Figure 1.1, Organization Structure of MoHF 2

Based on the interview (H. Sareefa, personal communication, February 2, 2012) with human recourse director and organizational structure, table 1.1 will illustrate an overview of the duties and responsibilities of all the departments and sections. Ministry of Health and Family (MoHF) Vision: Maldives will be a model society of socially protected, healthy individuals its people are aware, value family ties and live healthy satisfying lives. Mission: Establish systems for health, well-being and social protection of its people; provision of affordable, accessible and quality healthcare services and drug rehabilitation services, and strengthen mechanisms for protecting the rights of its children, women, persons with disabilities and the elderly and sustain the quality of the healthcare and social protection services.
Department/ Sections Centre for Community Health and Disease Control (CCHDC)
An Overview of Duties and Responsibilities Formulate and implement preventive measures for public health, taking necessary actions to combat epidemic and taking necessary measures for quarantine in case outbreak, etc. Formulating and implementing necessary measures to combat with the narcotic drug problem in the country. Providing rehabilitation service to addicts, etc. Formulate and implement necessary measures to safeguard the rights of women, children, people with special needs and other vulnerable people. Monitoring and taking preventive measures to maintain the quality of food and water supplied for public use in a healthy standard.
Department of Drug and Prevention Service (DDPRS)
Department if Gender and Family Protection Service (DGFPS)
Maldives Food and Drug Authority (MFDA)
Issuing permits for pharmaceutical drugs and taking control measures to ensure the drugs are of standard approved by international health regulation.
Quarantining plants, poultries and other such items imported to ensure their compatibility with acceptable health standard, etc.
National Social Protection Agency (NSPA)
Plan and execute national social security system. Establish and operate national health care finance scheme. Managing and maneuvering national welfare system. Providing general administration support service for the daily function of the ministry.
Administration
Recruiting, hiring and managing of personnel of health sector and providing other human resource management support
Human Resource (HR)
service to the ministry. Monitoring and evaluating training needs and providing adequate training for the personnel in health sector. Managing and functioning payments and budgetary control task of the ministry. Managing and maintaining the national blood bank, etc.
Finance National Blood Transfusion Service (NBTS)
Health Information, Project Monitoring & Coordination
Managing and carrying out activities to create public awareness and providing health information.
Managing, monitoring and coordinating health projects undertaken by the ministry.
Quality Assurance & Improvement
Monitoring, supervising, and assuring that the medical practices, equipments and personnel at medical institutions are complying with standards.
Advising on required improvements in the medical institutions.
Table 1.1, an overview of the duties and responsibilities of MoHF departments and sections (H. Sareefa, personal communication, February 2, 2012) says that the organization is going through a major change in its structure, and the new structure will be implemented on 1st April 2012. Since the structure depends on the personnel and their respective functions, a thorough analysis of jobs to formulate job description and job specification is required. Therefore in this report a very important two personnels job description and job specification from MoHF will be analyzed. A Brief Discussion on Selected Positions Even though MoHF is a large organization its human resource activities are centrally controlled by HR section. This section is than divided into two sub units; which are HR management unit and HR development unit. Therefore job description and job specification of Director from HR management unit and an Administrative Officer from HR development unit will be analyzed. According to civil service commission standards (Dhivehi civil service magaamuthakuge asaasee sharuthu, 2010) a director fits in middle management level which is ranked as EX1 to EX2. Also administrative officer is a support staff as ranked GS1 to GS4. Normally a director who is appointed in human resources department is accountable for managing and overseeing the human resources activities within the organization. This includes recruiting 4
employees, retraining employees, as well as terminating employees that are not meeting standards. In addition the director of human resources is responsible for employees supervision and evaluations. According to (Susan M, 2012) staff at this position should at least have bachelors degree and minimum 7 -10 years working experience in related field. An Administrative Officer can fit in any section or department of the organization as a support staff. As in this report it will be talked about an Administrative officer who is assign to HR development unit, the duties and responsibilities would be manage and learn the professional development of an organizations workforce. Providing them the knowledge needed e.g. practical skills and motivation to carry out work-related tasks. And also they deliver the training themselves or arrange for a third party. In addition they help with ongoing, long-term improvement of employees' skills, enabling them to fulfill their potential within the organization. An Administrative officer would be a fresh graduate or a school leaver. Who will be provided in-house training sessions in relate to the work they will be offered. Analysis of the Selected Job Description and Job Specification of the Selected Personal Job Description 1 Job Title: Director Classification: Director EX1 Department/Section: Human Resource Section Office: Ministry of Health and Family Importance of the Position To organize and conduct performance appraisal for MoHF staffs, so that the human resource activities could be monitored and evaluated. Duties and Responsibilities 5 Organize and conduct performance appraisal for Sections and Departments under MoHF. Prepare and maintain professional and technical staff appraisal and conduct evaluation. Based on performance appraisal of staff, award salary increments to those who deserve it with advice of personnel panel. Motivates staffs and value the service of the staffs. Complains submitted regarding the staffs should be evaluated in coordination with personnel panel. Get legal advices from legal committee, which needed regarding issues submitted for staffs.
Promote social protections Form a recreation club and monitor and organize recreation activities.
Job Specification According to civil service commission standards (Dhivehi civil service magaamuthakuge asaasee sharuthu, 2010) a director should: Have obtained PHD in related field with skills required for the position, or Have got a favorable mark in performance appraisal and is qualified for MS4 rank position with 3 years experience in related field. In the above job description it is clearly described in the duties and responsibilities what will be done by the employee for the organization. And also it briefs why these duties and responsibilities should be performed. Moreover the duties and responsibilities are set on achieving organizational objectives. How the Above Job Description Will Help to Achieve Its Organization Objectives. Since the selected position is mainly responsible for monitoring and evaluating the performance, lets look at the purpose of the performance evaluation. The main purpose of performance evaluation is to increase organizations productivity effectively. Also it helps to identify these characteristics for the organization. Development: - identifies which employees need the training to perform their duties effectively. Motivation: - supports to face challenges by developing responsibilities and proper efforts towards improving performance. Human Resource Planning: - identifies needs for the human resource planning activities. Communication, Law Abiding and Human Resource Management Research are also the purpose of performance evaluation. In addition it is used for administrative purpose as well as development purpose. Therefore this job description plays a major role in achieving its organizations objectives, since it rules to identify strengthens and weakness of its human resource activities. Moreover the job description clarifies how the employee could carry out the duties and responsibilities. However person specification indicates the educational level and experience for the position, it did not specify the skills required for the position. During the job analysis it could include the skills required for the position, so that it can be more specifically target to a particular audience. This 6
could help to recruit a most eligible person for the position, so the recruit can fulfill the duties and responsibilities in the job description effectively. Job Description 2 Job Title: Administrative Officer Classification: Officer Gr 1, GS3 Department/Section: Human Resource Section Office: Ministry of Health and Family Importance of the Position To motivate MoHF staffs by Planning and organizing short term trainings which is required for them to carry out their tasks. Duties and Responsibilities Plan and organize in-service training required for sections and departments under MoHF Collecting the Training requirement needed for the year from sections/departments of MoHF. Getting facilitators from the service area and out side to conduct required trainings. Organize and facilitate to MoHF staffs to participate in the short training opportunities got from overseas and Maldivian agencies Updating the short term trainings records for the sector Preparing the annual short term training budget for the sector.
Job Specification According to civil service commission standards (Dhivehi civil service magaamuthakuge asaasee sharuthu, 2010) an Administrative should: Have obtained D grade from two subjects in GCE O level and C grade in Dhivehi subject with demonstrating skills which required for the position, or Have completed the training which is required for GS3 ranked staff from known institute.
In this job description it is clearly indicated what will be done by the employee for the organization and why the indicated duties and responsibilities should be performed. In addition the duties and responsibilities are set out on achieving organizational objectives. Training and developing the skills of the organizations employees are the most effective method of motivating them to do the tasks effectively. Therefore in the above job description requires the employer to identify the 7
training needs and facilitate it to the organizations personnel. Then again it is important to set a efficient qualification for the person specification. Otherwise when setting the tasks it should be in a level that the person described in the person specification could carryout the task. Furthermore it is noticed that the job specification of the position is targeted for a school leaver, on the other hand the duties and responsibilities are targeted to high level qualifier. To overcome this MoHF could set the duties and responsibilities in line with person specification as the task is targeted for Clerk level. For instance the duties set in the above job description could set for the senior level and the same duties could be used in clerk level with changes. Such as: Helping out to Plan and organize in-service training required for sections and departments under MoHF Gathering the information need for the Preparation of short term training annual budget for the sector. By setting the duties and responsibilities as mentioned above will be aligned to the person specification stated in above position. And also in person specification it could state the skills required for the position. Achieving organization goals or objectives requires the effort a number or workers. When the work and worker are joined, it is know as job. Job is role played by workers for the organization. For that reason organization need to know below informations about the jobs when creating it. What will be done by the employee Educational level, skills, abilities need to perform the job. What will be the contribution towards the organization?
The process of gathering these information is known as job analysis. Randhawaa (2007, p. 39) states that it is important to verify the duties and responsibilities for the selected position with qualification and skills required to perform the job effectively. This can be done through a job analysis. Therefore it is needed a proper job analysis techniques to carry out the process. In the further discussion it will be talk about the appropriate job analysis technique(s) for the purpose of developing the above discussed job description and person specification. Appropriate Job Analysis Technique(S) There are various methods to collect data or information on job. These methods can be in qualitative or quantitative. As in this report the analysis was done on human resource director and
an administrative officer, the appropriate job analysis technique(s) to collect the data for the purpose of developing the job description and job specification are: (a) Qualitative Methods (i) Interview This approach can be done by questioning the employees and supervisors regarding the work that is being analyzed. It is done by conducting a structured interview with employer and supervisor in regard with indentifying the duties and responsibilities of the position. This will help to identify the task that are not been directly recognized. For instance collecting information on human resource director through observation may not be the appropriate techniques for the job analysis. On the other hand interview approach will permit the analyst to discuss about duties of give task with the employer. (David & Mary, 2008, p.97) David & Mary (2008) also mentioned it when approaching this method the analyst should consider on this points. Make an appointment on advance with interviewee. Make them aware with the purpose. Make the interview casual. Be answerable to any question that the interviewee may ask regarding the analysis. Make sure the interview stay focused on the purpose, by making predetermined set of questions. etc When preparing for the interview the analyst could include these criteria in the interview format. 1- Job purpose 2- Job duties 3- Job criteria 4- Background 5- Training 6- Abilities required 7- Working condition 8- Authority 9- Responsibilities 10- Evacuation
In regard with above discussion interview method would be an appropriate technique to develop the job description and job specification of human resource director and administrative officer. (ii) Journals & Record Employee will be asked to maintain log record or daily dairy. The employee will record or writes all the activities performed when on the job. These records are extensive as well as exhausted in nature and provide a fair idea about the duties and responsibilities. In this method employer actually does the work and idea of the skill required, difficulty level of the job, efforts required can be easily know. Kenneth (2010, p.79) agrees that making the workers to write dairy on their daily work on the job is journal method of job analysis. And also shed light on that this method has some limitations like this approach takes tome and effort so the workers may not be sufficiently motivated to make an accurate log record instead catch up on the entries just before job analyst collection the dairy. The dairy may then be a collection of accurate entries, confabulation and fiction. As an alternative of a notebook and a pen, it would leads to better results by obtaining a combination of pagers, cell phones and pocket-sized dictating machines. (b) Quantitative Methods (i) Position Analysis Questioner (PAQ) Position Analysis Questioner (PAQ) is the best know quantitative method for job analysis developed by McCornick and Associates at Purdue University. This method contains 194 elements which are classified in six groups. Information input: it is the way employees acquire information on a job. Mental process: process of reasoning, decision making and planning applied to perform a job. Work result: the types of equipment and physical activities utilized to perform a job. Relationship with others: types of relationship expected in order to perform the job. Work contexts: the physical and social contexts where the job is performed. Other work characteristics: activities, occurrences or other characteristics aside from the five characteristics listed above. The score from respondents answers will be analyzed by computer and the result will be used to determine the characteristics of a job. As confirmed by George (2009, p.150) PAQ has been used since 1970s. it can be use to identify approximately 200 different work tasks. He also claims that 10
PQA method can determine the degree in different tasks or job elements by using five-point scale, it also permit to dimension of behavior to be compared across a number of jobs and permits job to be grouped on the basis of common characters Information collected from PAQ can be analyzed in various ways. For a particular job, individual ratings can be averaged to yield the relative importance of the weight on various job elements, and the results can be summarized as a job description. The elements can also be grouped into a profile rating on a large number of job dimensions to permit comparison of this job with others. An educated guess on employee skills requirements can be made. Job evaluation points can be estimated from the items related to pay. Finally, an occupational prestige score can be computed. PAQ method can be used for job evaluation, selection, performance appraisal, assessment-center development, determination of job similarity, development of job families, vocational counseling, determination of training needs, and job design. (ii) Critical Incident Method Critical incident method gives an idea about the job and its importance. In this method it involves observation and recording of examples of particularly behaviors. These behaviors are than referred as effective or ineffective in terms of results produces by the behavior. In the process of the following information should be recorded for each critical incident of behavior: What caused to the incident and the situation in which it took place. What the employee did that was particularly effective or ineffective. Results of the behavior. Exactly to what degree the employee should be responsible for resulted.
in addition this method varies from direct observation and work methods analysis in that observations of behavior are not recorded as the behavior occurs, but only after the behavior has been judged to be either particularly effective or ineffective in terms of results produced. This means that a person using the critical incident method must describe a behavior in retrospect, or after the fact, rather than as the activity unfolds. Accurate recording of past observations is more difficult than recording the behaviors as they occur. Kenneth (2010, p.79) states that critical incident method is a systematic case study. It involves the important tasks that occur on the job effectively or ineffectively. The main task of critical incident approach is to focus on odd job behavior rather than typical job behavior.
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Therefore when approaching for the job analysis for the development of above two job description and job specification the analyst could use the discussed for techniques in the process. After completing the job analysis it is very important to make a job description and job specification for the position by using the data collected. As the personnel is established in the organization for the purpose of responsibilities to be take. It is very important to have written document that can be identified the duties and responsibilities to be carried out with person specification. Hence job descript and job specification is very important document in further writing it will discussed about its importance and other human resource activities. Importance of Job Description, Job Specification and Human Resource Activities Job Description Job description is a written statement that describes duties and responsibilities to be performed for the organization. It is created based on objective information obtained through job analysis. Basically a job description includes three categories of information. 1. Identification: Job identification or original position, which includes the job title, department, division plant and code number of the job. The job title identifies and designates the job properly the departments division etc. indicate the name of the department where it is situated whether it is the maintenance department, mechanical shop etc. 2. Work performed: gives a comprehensive listing of the duties together with some indication of the frequency of occurrence or percentage of time devoted to each major duty. 3. Performance requirement: It is very important to have a proper job description for the positions of organization because: It will help to align employee direction. Set a clear expectation for what the organization expects from the people Helps to cover all organizations legal bases When recruiting new employee or posting job for internal applicant the job description tell the staff exactly what the organization expects from that staff Developing job description will be easy to hire professional for organizational success
Moreover creating effective job descriptions remains a challenging and often time consuming process. The job description is a road map and a safeguard for the employee. It also satisfies a very human need, employees are more comfortable, and more confident, when they know what businesses want and expect from them. 12
Marjorie (2008, p.4) states that having a job description will make the task of finding, interviewing, and recruiting the right person easier. Yet it serve a number of other important purposes as well as. Job Specification The job specification will detail the qualifications, experience, skills, knowledge and personal qualities required. This specification will correlate with the job specification, and must not include any requirements which are not necessary for the job. The job specification must not be restrictive, or imply the suitability of any particular race, for the job. The person specification will specify a range of means of demonstrating the requirements and will not be confined to conventional qualifications and experience. From the criteria set out in the job description a job specification should be set. The job specification assists in the recruitment process by providing: A consistent set of standards for all applicants which can be observed or measured objectively, A structured means for a comparative assessment of the applicants. A document to ensure that the basis of decision making is publicly known.
The person specification should include the following criteria: Skills and aptitude Knowledge Experience Qualifications Personal attributes
The requirements set out in the person specification should be specific and, where possible, measurable. To ensure equality of opportunity all criteria on the person specification should be derived from the requirements set by the job description. The person specification can be divided into essential and desirable criteria. This should be used in the short listing process to distinguish between candidates. Essential skills are those that are critical for the satisfactory performance of the job. It is expected that applicants will meet all the essential criteria to be considered eligible for appointment. Desirable criteria are those which enhance a persons capacity to do the job. They are usually not listed as essential because it is expected that
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they can be acquired once in employment. For example, while specific knowledge of the University and its environment could be of benefit, it can also be learnt. Person specifications relate to: Physical characteristics: Including health, strength, endurance, age, range, body size, height, weight, vision, poise, eye, hand and foot coordination etc Personnel characteristics: manners, emotional Traits of temperament, personal appearance, good and pleasing aggressiveness, submissiveness, extroversion, introversion,
stability,
leadership, etc The items included in person specification are according to the nature of an organization and uses to which area they put. However items like gender, experience, skill, education, etc are invariably included in a person specification. Other human resource activities like recruiting, terminating, developing the skills of personnel cannot be ignored in the organization. These areas also should be paid equal amounts of importance given to job description and job specification, because these human resource activities plays a major role of achieving the organizational goals. In general all the human resource functions that are involved in organization play major role in organizations success. Conclusion MoHF is a large organization which provides essential services to people. Its HR activities are centrally controlled. Two personnel job description and job specification from MoHF was analyzed and appropriate job analysis approaches to develop the selected job descriptions were discussed. Moreover importances of these two documents were highlighted.
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Reference Civil service commission, (2010), Dhivehi civil service magaamuthakuge assaasi sharuthuthakuge (furathamaislaah).RetrievedFebruary3,2012fromhttp://www.csc.gov.mv/ Susan,M.(2012).JobSpecification:HumanResourceDirector.RetrievedFebruary23,2012from http://humanresources.about.com/od/jobdescriptions/qt/specification_hr_director.htm Randhawa,G.(2007).HumanResourceManagement,India:Atlantic David, L. & Mary, G. (2008). Human Resource Management: employees for the competitive advantage,US:PeasonEducation Kenneth,M.Y.(2010).HumanResourceManagement:Strategicissuesandexperimentalexercises, India:SAGE. George.W.B.(2009).ManagingHumanResource,US:SouthWesternEducation. Marjorie.M.C.(2008).Thejobdescriptionhandbook,Berkeley,CA:Nolo.
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Figure 1.1 will

Permanent Secretary Administration Executive Bureau Human Resource

CCHDC DDPRS DGFPS MFDA

National Blood Transfusion Service (NBTS)

Director General of Health Service

LEGEND Departments Sections Units

Health Information, Project Monitoring & Coordination

Quality Assurance & Improvement

Figure 1.1, Organization Structure of MoHF 2

Department of Drug and Prevention Service (DDPRS)

Department if Gender and Family Protection Service (DGFPS)

Maldives Food and Drug Authority (MFDA)

National Social Protection Agency (NSPA)

Human Resource (HR)

Finance National Blood Transfusion Service (NBTS)

Health Information, Project Monitoring & Coordination

Managing, monitoring and coordinating health projects undertaken by the ministry.

Quality Assurance & Improvement

Advising on required improvements in the medical institutions.

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