HRM Assignment

HRM Presentation
JOB ANALYSIS AND WORK

DESIGN
Presentation By: To
Waqar Ul Abideen Sir Khan Kashif
Syed Asif Moiz Aijaz
Abdullah Sohail Course ID 53970
`
2
OUTLINE
 Job Analysis
Introduction
Importance
Steps
Tools and Techniques
 Job Description
 Job Specification
 Organization Chart
 Job Design
Workflow Analysis
Redesign
Presentation By: Omar Mustafa Ansari – Partner – Ford Rhodes Sidat Hyder & Co.
3
JOB ANALYSIS
– Introduction
 The process of determining the duties and skill requisite for a job
and suitable person to be hired for it.
 Information Job Analysis activity categorized as follows:

Work activities
Human behaviours
Working aids required
Requisite standards
Job package
Workforce required
4
JOB ANALYSIS
– Uses
 Helps in recruitment and selection decisions
 Provides basis to set performance standards
 Helps evaluating each individual’s work performance
 Discovers the undiscovered duties
JOB ANALYSIS 5
– Steps
Involved
Step – 1 Define purpose of analysis
Step – 2 Study Organizational Chart and Process Chart
Step – 3 Select sample and representatives
Step – 4 Perform analysis using appropriate tool
Step – 5 Verify analysis from co-workers, peers and juniors
Step – 6 Draft Job Description and Job Specification
6
JOB ANALYSIS
– Tools & Techniques
Interview Simple, Quick, unveil information but not

memorable
Questionnaire Authentic, long lasting, limited, susceptible to

illusion
Observation Comprehensive, more reliable, tedious
Quantitative Figures rather than opinions, need a qualified

Analysis analyst
Participant Log Comprehensive, reduce workload, more tedious
7
JOB DESCRIPTION
– Introduction
 A written document that identifies, describes, and defines a job in

terms of its duties, responsibilities, working conditions, and
specifications
 It is an out come of Job Analysis activity
 Prepared with collaboration of head of department and line

manager
 No universal format
8
JOB DESCRIPTION
– Major Sections
Job Title, Department, Supervisor, Date…
Identification
Job Summery Nature, Major activities, Cop-out clause…
Responsibilities Details of jobs and span of control
Authorities Legitimate powers to get work done
Standards Minimum acceptable performance
Job Qualification, skills, personality traits

Specification
JOB 9
SPECIFICATION –
Introduction
 Focus on qualifications, skills, personality traits, and experience
are requisite for employee to perform job successfully.
 No universal standard format
 The next step from Job Description
 Influential factors are; skill level of employees (skilled, trained or

professional), statistical analysis and professional judgements.
10
ORGANIZATIONAL CHART
– Introduction
 Formal hierarchy/reporting line/relationship amidst different jobs
within an organization.
 Snapshot of Organizational Structure is called “Organizational

Chart”.
 Depending upon nature and formation of an organization, there can

be three types of organizations;
 Flat
 Bureaucratic
 Boundary less
11
– Flat Organization
 Small in size
 Partnership/Proprietorship concerns or association of persons
 Decentralized management approach
 Few levels and multi-directional communication
 Broadly defined jobs, with general job descriptions
 Emphasis on teams work and customer service
12
– Flat Organization
Managing Partner/Owner
Manager/Partner Manager/Partner Manager/Partner
Associate Associate Associate Associate Associate Associate
13
– Bureaucratic Organization
 Top-down management approach
 Well defined hierarchical communication channels and career

paths
 Highly specialized jobs with narrowly defined job descriptions
 Focus on independent performance
 Generally large companies and organized companies
14
– Bureaucratic Organization
Corporate
Foundation
` `
CEO/Corporate Leader
GM/Departmental Head
RGM/Regional Head
Line Manager
Executive/Senior Officer
Assistant/Junior Officer
Clerk/Labour/Helper
ORGANIZATIONAL CHART 15
– Boundary less
Organization
 An alliance of different companies pool their resources to achieve
collective objectives
 Joint ventures with customers, suppliers, and/or competitors
 Emphasis on teams whose members may cross organizational

boundaries`
ORGANIZATIONAL CHART 16
– Boundary less
Organization
Organization – 1
Resources
Organization – 2 Organization – 3
Sharing Resources
Resources
17
JOB DESIGNING
– Introduction
 The process of defining how work will be performed and what

tasks will be required in a given job.
 Aimed at producing the following attributes in a job

 Efficiency
 Motivation
 Mental Capacity
 Safety
18
JOB DESIGNING
– Introduction
Motivation Efficiency
- Cash reward Efficiency - Proper guideline
- Non-cash rewards Motivation - Clear authorities
- Work environment - Clear responsibilities
- Career growth - Proper supervision
- Job Security JOB - Training &
Development
Safety
Mental capacity
Safety
- Appropriate gadgets Mental capacity
- Safety equipments - Flexible timing
- Proper training - Mandatory annual leave
- Rescue arrangements - Work load management
19
JOB DESIGNING
– Approaches
Job Specification: Involves using standardized work procedures
and having employees perform repetitive, precisely defined and
simplified tasks.
Job Enrichment: Involves making basic changes in job content
and level of responsibility.
Job Enlargement: Seeks to horizontally load a job by adding to
the variety of tasks to be performed.
Cross–functional Team: Seeks teams of individuals having skills
of different functional areas, to complete a project better.
Autonomous Team: Represent job enrichment at the group
level. The employer sets up self-managed work teams who are
responsible for accomplishing defined performance objectives.
JOB REDESIGNING
– Introduction
 Changing / restructuring the elements of a job making it more

motivating for the performer.
 Enhancing motivational potential of a job by altering core job

dimensions.
JOB REDESIGNING
WHEN MIGHT REDESIGN WORK?
 When new units are established

 No past history to deal with.
 New facilities to workers.
 When the system become un-stable.

 Technological Change.
 Change in Senior management.
 New product or service introduced.
 Legislative or regulatory changes.
 Fluctuations in the economy or environment.
 When the immediate Manager wants it.

 Local changes (Within the Department)
MICRO REDESIGN
22
WORKFLOW ANALYSIS
– Introduction
 Study of the way work moves through an organization.
 The process of examining how work creates or adds value to the

ongoing processes in a business.
 The analysis also involves evaluating the process and improving it

for efficiency and effectiveness.
23
WORKFLOW ANALYSIS
Activities,
Inputs
Tasks Outputs
available
& required
Jobs

HRM Assignment

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HRM Presentation

JOB ANALYSIS AND WORK

 Information Job Analysis activity categorized as follows:

 Helps in recruitment and selection decisions

 Provides basis to set performance standards

 Helps evaluating each individual’s work performance

 Discovers the undiscovered duties

Step – 1 Define purpose of analysis

Step – 2 Study Organizational Chart and Process Chart

Step – 3 Select sample and representatives

Step – 4 Perform analysis using appropriate tool

Step – 5 Verify analysis from co-workers, peers and juniors

Step – 6 Draft Job Description and Job Specification

Interview Simple, Quick, unveil information but not

Questionnaire Authentic, long lasting, limited, susceptible to

Observation Comprehensive, more reliable, tedious

Quantitative Figures rather than opinions, need a qualified

Participant Log Comprehensive, reduce workload, more tedious

 A written document that identifies, describes, and defines a job in

 It is an out come of Job Analysis activity

 Prepared with collaboration of head of department and line

Job Summery Nature, Major activities, Cop-out clause…

Responsibilities Details of jobs and span of control

Authorities Legitimate powers to get work done

Standards Minimum acceptable performance

Job Qualification, skills, personality traits

 No universal standard format

 The next step from Job Description

 Influential factors are; skill level of employees (skilled, trained or

 Snapshot of Organizational Structure is called “Organizational

 Depending upon nature and formation of an organization, there can

 Partnership/Proprietorship concerns or association of persons

 Decentralized management approach

 Few levels and multi-directional communication

 Broadly defined jobs, with general job descriptions

 Emphasis on teams work and customer service

Manager/Partner Manager/Partner Manager/Partner

Associate Associate Associate Associate Associate Associate

 Well defined hierarchical communication channels and career

 Highly specialized jobs with narrowly defined job descriptions

 Focus on independent performance

 Generally large companies and organized companies

 Joint ventures with customers, suppliers, and/or competitors

 Emphasis on teams whose members may cross organizational

 The process of defining how work will be performed and what

 Aimed at producing the following attributes in a job

 Changing / restructuring the elements of a job making it more

 Enhancing motivational potential of a job by altering core job

 When new units are established

 When the system become un-stable.

 When the immediate Manager wants it.

 Study of the way work moves through an organization.

 The process of examining how work creates or adds value to the

 The analysis also involves evaluating the process and improving it

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