Human Resource

Management

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 PART THREE

 Job Analysis
 Recruitment, Selection,
and Orientation

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 Job Analysis

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 What is Job Analysis?
 Job analysis (JA) is a purposeful and systematic
process for investigation of job content, the physical
circumstances in which the job is carried out, and the
qualifications needed to carry out job responsibilities
(Mondy, Noe & Premeaux, 2002).

 It refers to a scientific and systematic analysis of a

job in order to obtain all pertinent facts about a given
job.

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 Definition (cont….)
 The job analysis indicates what activities
and accountabilities the job entails; it is an
accurate recording of the activities involved.
 It involves studying jobs to determine what
tasks and responsibilities they include, their
relationships to other jobs, and the
conditions under which work is performed,
tools and equipment used, and the personal
capabilities required for satisfactory
performance.
 Types of Information Needed
for Job Analysis
1. Work Activities (What the worker does?)
 Specific tasks or activities that are involved in the
job
 Procedures used to perform activities
 Complexity of activities and their relative timing
 Personal responsibility for property, funds, etc.
 Hazards and discomforts of job.
2. Worker-oriented activities (How the job
is performed?)
 Nature of operations, motions such as handling,
lifting, walking, driving, etc.
 Human behaviors such as communicating,
sensing, decision making skills, etc.

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 Types of Information Needed
for Job Analysis (cont’d…)
3. Machines and materials used (What does the worker
use?)
 Types of machines, equipment and tools used
 Type of materials used, such as metal, plastic, yarn, grain etc.
 Knowledge dealt with or applied, such as in accounting, law.
 Products made or services rendered.
4. Job performance standards (What are performance
standards?)
 Quantity standards for the job
 Quality standards for the job
 Time taken for the job (Time study).
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 Types of Information Needed
for Job Analysis (cont’d…)
5. Job context (What is the job context?)
 Physical working conditions
 Work schedule
 Incentives, financial and non-financial
 Job relationships (interactions with people and
organizations)
6. Personal Attributes (What personal attributes are
needed?)
 Education and training (or KSAs) required
 Work experience needed
 Aptitudes and social skills
 Physical characteristics, interests, personality, etc.
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 Sources of Information for JA
 Information about job analysis can be collected from the
following sources:
 Employees
 Supervisors
 Independent experts
 Job review committee (HR manager, industrial engineer, & labor
union)
 Non-human sources:
• Existing job description and specifications.
• Equipment maintenance records
• Blueprints of equipment and architectural designs of work
areas
• Films of workers on the job
• Training manual, etc.

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 Defining Related Terms to JA
 Before JA is discussed in detail, it’s necessary to understand some
related terms: task, duty, position, job, occupation, job family, and job
classification.
 Task: refers to a distinct work activity with an identifiable beginning
and end
 E.g. sorting a bag of mail into appropriate boxes.
 Duty: refers to a related sequence of tasks
 E.g. pickup, sort & deliver incoming mail.
 Position: refers to a collection of tasks & duties regularly assigned to
one person.
 Several persons may be classified under the same job but each may
perform different works.
 E.g. One mail clerk may sort out incoming mail, another may prepare
outgoing mail and so on.
 There is a position for every person in an organization.

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 Defining related terms to JA
 Job: refers to a group of positions involving some duties,
responsibilities, knowledge & skills.
 Each job has definite title & is different from other jobs.
 E.g. typist, mail clerk, salesman.
 In a work group consisting of an auditor, two chief accountants, and
three accounting clerks, there are a total of three jobs and six positions.
 It may be noted that while a position is personal a job is impersonal.
 Job family: implies jobs of a similar nature
 E.g. clerical jobs
 Job classification: refers to grouping of jobs into certain categories
on some specified basis like nature of work performed or the level of
pay.
 It’s often used as a simplified method of job analysis.
 Occupation: implies a group of jobs which are similar as to the type of
work & which contain common characteristics.
 E.g. business is an occupation consisting of several types of jobs like
production, sales, etc.
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 Purpose of Job Analysis
 The purpose of job analysis is to obtain answers to six
important questions:
1. What physical & mental tasks does the worker accomplish?
2. When is the job completed?
3. Where is the job accomplished?
4. How does the worker do the job?
5. Why is the job done?
6. What qualifications are needed to perform the job?
• In general, Job analysis is a procedure used to determine:
 tasks, duties and responsibilities
 the qualifications needed for each job.
 the relationships of one job to other jobs
 the working conditions.
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 When is Job Analysis
Performed?
Job analysis is performed on three occasions.
1. When the organization is founded & a job analysis
program is initiated for the first time.
2. When new jobs are created.
3. When jobs are changed significantly as a result of new
technologies, methods, procedures, or systems.

JA is most often performed because of changes in the

nature of jobs.

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 Results of JA
 Job analysis information is used to prepare:
 job descriptions,
 job specifications,
 job performance standards, and
 job evaluation.

 These are usually called as components of

JA.

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 Interrelationship of the
Components of JA
Job .
Analysis

Job Job Job

Description Specification Performance
standards

Job
Evaluation
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 What is Job Description?
 It is a written statement of what the jobholder does.
 It portrays job content, job environment, the
machines & equipment used, and conditions of
employment.
 It describes job title, duties and responsibilities,
authority, accountabilities and job relationships.
 It is a profile of the job.

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 Job description items
1. Job identification number
2. Date of job analysis
3. Job summary
4. Major duties performed
5. Percentage of time devoted to each duty
6. Working conditions & possible hazards
7. No. of employees performing the job & to whom
they report
8. The machines & equipment used on the job.

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 Benefits of Job Description
 It describes the job to the recruiters and potential
candidates.
 It guides newly hired employees about what they are
expected to do.
 It is used for appraising whether the actual activities of
the employees match with their stated duties.
 It is used for performance appraisal of the employee.

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 Job Description Examples

 DOT: One information source that assists in

standardizing job titles is the Dictionary of
Occupational Titles.

 It includes standardized and comprehensive

descriptions of job duties and related information for
over 200,000 occupations.

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Job Description an example of DOT
1. Occupational Code: 183.137-010
2. Occupational Title: Manager (Branch, Area, Division,
etc.)

3. Lead Statement:
 Directs production, distribution, and marketing operations for
branch plant, or an assigned territory of industrial organization.
 Coordinates production, distribution, warehousing, and selling
activities in accordance with policies, principles, and procedures
established by General Manager.
 Confers with customers and industrial representatives to
evaluate and promote possibilities for improved and expanded
services in area. . .
 Plans and directs sales program by reviewing competitive
position and developing new markets, using sales aids,
advertising, promotional programs, and field services.
 Directs personnel program.
 Directs preparation of accounting records.
 Recommends budgets to management.
 Performs
20 any other duties assigned by the manager.
Precautions

 After jobs have been analyzed and

the descriptions written, the results
should be reviewed with the
supervisor and the worker to ensure
that they are accurate, clear, and
understandable.

 The courtesy of reviewing results

with employees also helps to gain
their acceptance.
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 What is Job Specification?
 It states personal characteristics and qualifications
needed to perform the job.
 It identifies knowledge, skills and abilities needed to
do the job effectively.
 The key difference between a job description and a
job specification is that
 a job description expands on the characteristics of the job,
while
 a job specification expands on the characteristics of the
person doing the job.

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 Benefits of Job Specification

 It sets minimum qualifications needed in

potential candidates for recruitment
purposes.
 It guides selectors to select candidates with
right qualifications.
 It is an important input for preparation of
Human Resources Inventory.

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 Job Description & Job Specification,
Example
Position Title: Code: Salary Grade
Administrative Support JM008.002 Jm12
Work Location Report to: Function:
Jimma General Manager

Accountabilities:
• Responsible for providing and coordinating administrative
support to assigned functional groups.
• Focus is on aligning contributions to department needs and
company goals.
See next slide

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 Job Description & Job Specification, Administrative Support
Primary Functions/Responsibilities: Critical Skills/Leadership Criteria:
Preparation of time sheets CRITICAL SKILLS
Track employee attendance Interpersonal skills/team player
Manage fixture, furniture, and equipment Ability to influence others
necessary to support the function Knowledge of business software
Process invoices, monitor expenditures applications Confidentiality
Coordinate and support meetings Planning, organizing, and time
Participate in planning process on management
projects Written and oral communication
 Type documentation to individuals Customer orientation
external to the organization Knowledge of operations and
Assist with presentation preparation and organization
planning LEADERSHIP CRITERIA
Coordinate large scale documentation Able to lead others
reproduction Engenders trust
External mailing/facsimile transmission Understands and uses functional
Coordinate central office supplies expertise to contribute
Resource computer software Accepts ownership, is accountable, and
applications delivers on commitments
Coordinate work activities with other Oriented towards continuous learning
functions Education and Experience
Generate alternatives
25 and make BA in Administrative Management and
recommendations on improving area work related field of studies
 What are Job Performance
Standards?
 They are the statement of attainable as
well as acceptable levels of job
achievement.
 They indicate quality and quantity of job
performance.

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Benefits of Performance
Standards
 Motivation
 Performance evaluation

 Control

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 What is Job Evaluation?
 It specifies the relative value of each job in
the organization.
 It ranks all jobs in a hierarchy.

Benefits of job evaluation:

 It serves as the basis for fixing a fair and
equitable salary and wage structure.

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Steps in job analysis
1. Examine the total organisation and the fit of
each job
 Provides a broad view of how each job fits
into the total fabric of the organisation
 Organizational chart and process chart are
used to complete this step
2. Determine how the job analysis information will
be used
 Encourages those involved to determine
how the job analysis and design information
will be used – job description, recruitment,
training etc
 Steps (cont…)

3. Select jobs to be analyzed. These would be

representative job positions especially if
there are too many jobs to be analyzed
4. Collect data by using acceptable job analysis
techniques
 The techniques are used to collect data on
the characteristics of the job, the required
behaviors and the characteristic an
employee needs to perform the job
Steps (cont..)

 Step 5: prepare job descriptions

 Step 6: prepare job specification

 Step 7: Use the information in step 1 –

6 purpose it was meant to -
recruitment, selection and training,
performance evaluation,
compensation and benefits etc
 Who should conduct job analysis
 If a organization has only an occasional need for
job analysis information, it may hire a temporary
job analysts from outside
 Other organizations will have job analyst experts
on full time
 Others will use supervisors, job incumbents, or
some combination these to collect job analysis
information
 Each of these choices has strengthen and
weaknesses
 Who should conduct job
analysis (cont…)
 The choice of who should analyze a job
depends therefore on many factors:
 Location
 Complexity of the job
 How receptive incumbent might be to external
analysis
 The intents purpose of the result of the job
analysis
 ( reading assignment on advantages and
disadvantages of each)
Methods of data collection

 There are four basic methods of data

collection which can be used
separately or a combination:
 Observation
 Interview
 Questionnaire
 Job incumbent diaries or logs
1. Observation
 Direct observation is used for jobs that
require manual, standards, and shot-
job cycle activities e.g. job of a
assembly line work, a filing clerks,
 The job analysis observes a
representative sample of individuals
performing the jobs
 2. interviews
 Can be conducted with a single job
incumbent, or with group of individuals
or with a supervisor who is
knowledgeable about the job
 Involves face to face talk with the job
incumbents
 Must be structure in such a way that
answers from different individual can be
compares
3.Questionnaire method
 This is usually the least costly method of
collecting information
 It is an effective way to collect a large
amount of information in a short period of
time
 The questionnaire includes:
 Specific questions about the job
 Job requirements
 Working conditions
 Equipment
4. Job incumbent dairy or log

 The diary or log is a record by job

incumbent of job duties. It includes:
 Frequency of the duties
 When the duties were accomplished
 This technique requires the job
incumbent to keep a diary or log
 Unfortunately, most individuals are not
disciplined enough to keep such a log
a diary.
 Job incumbent dairy or
log (cont’d...)
 If a diary if kept up to date, it can provide good
information about a job
 Comparison on a daily, weekly or monthly basis
can be made
 This permits an examination of the routineness
or nonroutininess of the job duties
 A daily log is useful when attempting to analyze
jobs that are difficult to observe such as those
performed by engineers, senior executives etc
 Which method to use
 Any or a combination - a multi-method
job analysis approach
 It is recommended a combination
because each of the method has its
strengths and can elicit more of some
specific information
 The choice of method may also be
determined by circumstances such as the
purpose of the job analysis, and time and
budgetary constraints
 Job Design
 Process of structuring work and designating specific work
activities of an individual or group of individuals to achieve
certain organizational objectives
 Job design process are divided into
 Specification of individual tasks – What different tasks
must be performed?
 Specification of the method of performing each task –
Specifically, how will each task be performed?
 Combination of individual tasks into specific jobs to be
assigned to individuals – How will the different tasks be
grouped to form jobs?
Job Design
 Goal of job design – Develop work
assignments that meet requirements of the
organization and technology, and that
satisfy personal and individual
requirements of jobholder
 Key to successful job design is to balance
requirements of organization and jobholder
 Job Design

Approaches of Job Design

1. Job rotation-This is the movement of employees from one
task to another to reduce monotony by increasing variety.
2. Job enlargement-This means combining previously
fragmented tasks into one job, again to increase the
variety and meaning of repetitive work.
3. Job enrichment-This goes beyond job enlargement to add
greater autonomy and responsibility to a job and is based
on the job characteristics approach.
4. Self-managing teams (autonomous work groups)-These
are self-regulating teams who work largely without direct
supervision.
 Recruitment, Selection,
and Orientation

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 Recruitment
 Recruitment is the process of searching for prospective
employees and stimulating them to apply for jobs in the
organization.
 Sources of Recruitment : The various sources of
recruitment are generally classified as internal source and
external source.
• (a) Internal Sources : This refers to the recruitment from within
the company. The various internal sources are promotion, transfer,
past employees and internal advertisements.
• (b) External Sources : External sources refers to the practice of
getting suitable persons from outside. The various external sources
are advertisement, employment exchange, past employees, private
placement agencies and consultants, walks-ins, campus
recruitment, trade unions, etc.
 Recruitment (Cont’d…)
• Some of commonly used external sources of
recruitment approaches:
 Direct Recruitment: An important source of
recruitment is direct recruitment by placing a
notice on the notice board of the enterprise
specifying the details of the jobs available.
 Casual Callers or Unsolicited Applications:
The organizations which are regarded as good
employers draw a steady stream of unsolicited
applications in their offices.
Recruitment (Cont’d…)
 Media Advertisement
 Employment Agencies
 Management Consultants
 Educational Institutions or Campus
Recruitment
 Recommendation: Applicants introduced by
friends and relatives may prove to be a good
source of recruitment
 Raiding : Raiding is a technical term used when
employees working elsewhere are attracted to
join organizations.

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 Recruitment (Cont’d…)
 Dealing With Recruitment Problems
 Ensure that all the possible sources of candidates have been used.
 Consider any ways in which the advertisement or website entry
could be made more attractive.
 Check that the person specification is realistic – that the
requirements have not been overstated.
 Consider whether it might be necessary to improve the package
offered to candidates check market rates to ensure that the level of
pay and benefits are competitive.
 In discussion with the line manager, examine the possibility of
reshaping the role to increase its attractiveness.
 If the worst comes to the worst, and again in discussion with the
manager, consider alternative ways of carrying out the work
involved with existing staff.
FIGURE Recruiting Yield Pyramid

50% ● ●

67% ● ● ●

75% ● ● ● ●

16% ● ● ● ● ● ●
 Selection
 Purpose of Selection
 The purpose of selection is to pick up the most
suitable persons who would match the
requirements of the job and the organization. The
emphasis in selection is, therefore, on the optimal
match between the person and the job.
 Selection (Cont’d…)
 Selection Process involves in:
1. Criteria development. individuals involving in selection
process should be properly trained. This step may mean
determining which sources of information will be used and
how those sources will be scored during the interview.
2. Application and résumé review.
3. Interviewing.
4. Test administration.
• Metal ability test
• Personality teat
• Works sample test
• Assessment centers
5. Making the offer.
 Selection (Cont’d…)
• Selection methods need to checked against:
• Reliability: Freedom from random error
• Validity: the degree to which a predictor or criterion
measures what it purports to measure
• Generalizability: the degree to which the validity of a
selection method established in one context extends to
other contexts
• Utility: Ways to measure value added by selection tool
• Legality: All selection methods must conform to existing
laws and legal precedents.
 Selection (Cont’d…)
 Types of Interviews
 Biographical interviews, which either start at the
beginning (education) and go on sequentially to the end
(the current or last job or the most recent educational
experience).
 Structured interviews built around a set of predetermined
questions that may be related to the competencies
required or typical situations faced by holders of the role
for which the candidate is being considered
 Person specification-based interviews, which are planned
to obtain information under each of the headings in the
person specification.
Placement, Induction and
Socialization
 Placement
 Placement is the assignment or reassignment of an employee to a
new job. Most placement decisions are made by line managers.
 There are three types of Placement decisions: promotions, transfers
and demotions.
 A promotion occurs when an employee is moved from a job to another
position that is higher in pay, responsibility or organizational level.
Promotions may be based on merit (they occur based on superior
Performance of the employee in the current position) or based on
seniority (for instance, the employee who has worked longer in the
organization get the promotion.)
 Transfers occur when the employee is moved from one job to another
position that is relatively equal in pay, responsibility, or organizational
level.
 Demotions occur when an employee is moved from one job to another
position that is lower in pay, responsibility or organizational level.
 Induction or Orientation
• Purposes of Orientation
• Develops realistic job expectations:
• Psychological development
• Sociological development

• Improves productivity:
• Quick start, “up to speed”, higher quality levels
• Cost saving, cost effective

• Saves time and effort

• Improves employment stability
• Reduces conflict and ensures smooth integration
 Socialization
• Socialization is the process by which human beings as
material organisms living with other material organisms must
learn to pattern their behavior, and adapt it to the ways of
acting that are considered appropriate to that society in which
they live. Basically, it's how you learn how to act.
• Socialization goes hand in hand with enculturation, which is
the process by which human beings as intelligent, reflexive
creatures living together with other similar organisms must
pattern their way of thinking and feeling and adapt it to the
ways of thinking and feeling considered appropriate in their
society.
• Socialization is the process by which Employees learn to
adopt the norms, values, attitudes and behaviors accepted and
practiced by the ongoing System.
 Socialization
 A typical socialization process includes three phases:
1. Anticipatory socialization: This stage occurs before new
hires join the organization. Through interacting with
representatives of the company (e.g., recruiters, managers),
new hires develop expectations about the company and the
job prior to organizational entry.
2. Encounter: When new employees begin a new job, they
start to learn about job tasks and receive training. Managers
can exert their influence by helping new employees
understand their roles and duties. Also, by understanding the
stresses and issues that newcomers experience, managers
can help cultivate a high-quality work relationship with
newcomers.
3. Settling in: New employees begin to feel comfortable with
their job demands and social relationships. They will be
interested in the company’s evaluation of their performance
and in learning about potential career opportunities within
the company.
Any Questions

?
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