BA 25: Human Resource Management - First Semester - PDF

BA 25: HUMAN RESOURCE MANAGEMENT FIRST SEMESTER UNIT III: ANALYZING AND DESIGNING JOBS WORKFLOW ANALYSIS...

BA 25: HUMAN RESOURCE MANAGEMENT FIRST SEMESTER UNIT III: ANALYZING AND DESIGNING JOBS WORKFLOW ANALYSIS INPUTS ⎯ Resources (machines, ⎯ Is the tool that we use to identify materials, manpower, what has to be done within the money) required to organization to produce a complete tasks and product or service. produce outputs. Inputs: Machines (Tools, equipments, and other machinery) WORKFLOW DESIGN Organizational Outputs Inputs: Materials (Physical resources such as raw materials, ⎯ The process of analyzing the Required andfacilities used in tasks necessary to produce a Organizational productions) Tasks product or service, prior to Inputs: Manpower allocating and assigning these (People in various jobs in tasks to a particular job category the company) or person. Inputs: Money (The organization's financial resources) ORGANIZATION STRUCTURE OUTPUTS ⎯ Refers to the relatively stable ⎯ The end products or and formal network of vertical services the and horizontal interconnections organization delivers. among jobs that constitute the organization. TASKS ⎯ Specific activities needed to achieve outputs, outlined in the job description.  BA 25: HUMAN RESOURCE MANAGEMENT FIRST SEMESTER JOB ANALYSIS INFORMATION LESSON 1: JOB ANALYSIS HIERARCHY ⎯ Job analysis is an accurate JOB ANALYSIS recording of the activities involved, for these recording we ⎯ A systematic process of are gathering information to gathering and analyzing specific job attributes. These information about job content, attributes are as follows (Lowest human requirements, and job to Highest): context. ⎯ Involves collecting data on job ELEMENT characteristics that distinguish it ⎯ smallest identifiable from others. unit of work. ⎯ Often considered the ⎯ Example: answering AREA OF FOCUS cornerstone of human resource phone calls management, as it provides essential information for various TASK HRM activities. ⎯ collections of activities with a clear beginning, middle, and end. A job has 30 to 100 tasks. JOB ANALYSIS MATRIX ⎯ Example: welcoming WHAT THE WORKER HOW THE WORKER DOES guests and guiding DOES IT Duties Methods Task Tools DUTY Responsibilities Techniques ⎯ collections of tasks directed at general job WHY THE WORKER DOES WORKER IT QUALIFICATIONS goals. A typical job has Products Skills 5 to 12 duties Services Knowledge Abilities Physical Demands ⎯ Example: hospitality activities for visitors. POSITION ⎯ a set of duties, tasks, activities, and elements to be performed by a single worker.  BA 25: HUMAN RESOURCE MANAGEMENT FIRST SEMESTER as Service and ⎯ Example: Eva Porada, Support, Hospitality, the receptionist who and Retail. mostly works night- shifts. CAREER ⎯ the sequence of jobs AREA OF FOCUS JOB and experiences that ⎯ a collection of positions an individual has that are similar in terms throughout their of duties and working life. responsibilities with common job title. ⎯ Example: Customer Service Career Path, ⎯ Example:‘Receptionist’ starting as a Customer Service Representative and advancing to a JOB FAMILY Customer Service ⎯ a collection of jobs that Manager or Supervisor. have common characteristics and require similar skills, knowledge, and abilities. MOST COMMON CONDITIONS UNDER WHICH ORGANIZATIONS ⎯ Example: “Service and TYPICALLY UNDERTAKE JOB Support,” which ANALYSIS includes jobs such as Customer Service, STARTING OPERATIONS Technical Support, and ⎯ When a business is Help Desk Support. newly established, job analysis helps define OCCUPATION clear job roles and ⎯ It is a group of jobs responsibilities to found across ensure effective organization. A operations. collection of jobs that have a common theme CREATING A NEW JOB or purpose. ⎯ Job analysis helps develop accurate job ⎯ Example: “Service descriptions for new Industry,” which positions, aiding includes families such  BA 25: HUMAN RESOURCE MANAGEMENT FIRST SEMESTER recruitment and clarifying expectations. JOB DESCRIPTION AND SPECIFICATION SIGNIFICANT JOB CHANGES ⎯ Changes in technology, processes, or organizational goals JOB DESCRIPTION may alter job nature, necessitating job ⎯ is a document which states an analysis to update overview of the duties, required skills and responsibilities and functions of responsibilities. a specific job in an organization. RESTRUCTURING it answers the “what” of the ⎯ During organizational work to be performed. restructuring, job analysis aids in it is the principal product of redefining roles that may a job analysis. It represents change, merge, or be a written summary of the job eliminated to align with as an identifiable the new structure. organizational unit. LEGAL COMPLIANCE The job description is the ⎯ Job analysis ensures brief statement that talks adherence to labor about the general standards and information about the job. employment laws, promoting fair hiring and In plain English, it is where employment practices, the nature of the job is including non- described. discrimination and workplace diversity. The job description is briefly taken from the job analysis, and it comprises of information about the workplace, duty-timing, salary, responsibilities and other general information.  BA 25: HUMAN RESOURCE MANAGEMENT FIRST SEMESTER JOB SPECIFICATION ASPECTS (JOB DESCRIPTION VS. JOB SPECIFICATION) ⎯ is a statement of the qualifications, personality traits, PURPOSE AND MEASURES skills, etc. required by an ❖ Job Description: individual to perform the job. Describes tasks, duties, and responsibilities of it answers the “who” should the job, outlining role qualify to perform a job. expectations. a written explanation of the ❖ Job Specification: knowledge, skills, abilities, Details qualifications, traits, and other skills, and attributes characteristics (KSAOs) needed for the job, necessary for effective focusing on the performance on a given job. individual. It tells about the eligibility CONTENT criteria for the certain post. ❖ Job Description: Contains details such The job specification holds as: Job title, information regarding the Department, Reports to, eligibilities for the vacancy. Summary of the role, It lets applicants know what Key responsibilities and skills, level of experience, duties and Working education, and abilities are conditions. required for the role. ❖ Job Specification: Contains details such as: Required education and qualifications, Necessary experience, Essential skills and competencies, Physical requirements and Personal attributes. FOCUS ❖ Job Description: Focuses on the job itself and its organizational role.  BA 25: HUMAN RESOURCE MANAGEMENT FIRST SEMESTER ❖ Job Specification: FLEXIBILITY Focuses on the person ❖ Job Description: and their qualifications Generally stable but can for the role. be updated as needed. USEFULNESS AND BENEFIT ❖ Job Specification: ❖ Job Description: Helps More dynamic, often evaluate performance, revised to meet evolving define training needs, standards and and clarify requirements. organizational structure by detailing "Who should do what." PARTS / COMPONENTS OF A ❖ Job Specification: Aids JOB DESCRIPTION candidates in self- assessment and supports HR in A. JOB IDENTIFICATION recruitment, promotion, ⎯ The first part of the job and development needs. description includes job title, department, reporting DETAILING relationships, location, ❖ Job Description: and date of analysis for Provides a detailed HRIS tracking. account of tasks and how they are carried out B. GENERAL/JOB SUMMARY ❖ Job Specification: Lists ⎯ The second part, the qualifications and general summary, is a characteristics needed concise statement to fulfill the job. outlining the job's general responsibilities and what distinguishes it from LEGAL RELEVANCE others, ideally in thirty ❖ Job Description: words or less. Clarifies roles and supports compliance with employment laws. C. ESSENTIAL FUNCTIONS AND DUTIES ❖ Job Specification: Upholds fair hiring ⎯ Lists major tasks, duties, practices and ensures and responsibilities clearly non-discrimination. and precisely. This section  BA 25: HUMAN RESOURCE MANAGEMENT FIRST SEMESTER is the "meat" of the job it or assign other tasks description—it's the most as needed." important and often the hardest to write. NO CONTENT IMPLIED ❖ "This job description is not a contract, and the D. ESSENTIAL FUNCTIONS AND company may exercise DUTIES its at-will employment ⎯ Details the necessary rights." qualifications, including knowledge, skills, abilities OTHER DUTIES AS (KSAs), education, ASSIGNED experience, and physical ❖ "Reasonable requirements or working accommodations may conditions. be provided for individuals with disabilities." E. DISCLAIMER AND APPROVALS NON-EXHAUSTIVE LIST ⎯ Contains signatures from ❖ "Job duties are not relevant managers and a exhaustive and may legal disclaimer, clarifying change as needed." that the job description is not a binding contract and EQUAL OPPURTUNITY duties may change. EMPLOYER ❖ "Employment decisions are based on business DISCLAIMER SECTION needs and individual EXAMPLES qualifications, regardless of protected FLEXIBILITY CLAUSE status." ❖ "The duties listed are illustrative; omission of COMPLIANCE WITH LAWS duties doesn't exclude AND REGULATIONS similar or related tasks." ❖ "Employees must comply with applicable RIGHT TO REVISE laws, regulations, and ❖ "This job description company policies." may not cover all activities, and management can revise  BA 25: HUMAN RESOURCE MANAGEMENT FIRST SEMESTER USES OF JOB ANALYSIS IMPORTANCE OF JOB ANALYSIS TO HR MANAGERS AND LINE HR Planning MANAGERS IN THE ⎯ Identifies skills needed ORGANIZATION for the workforce. Recruitment and Selection A. HR UNIT ⎯ Defines qualifications for hiring. Coordinates job analysis procedures. Prepares and revises Compensation job descriptions and ⎯ Ensures fair pay through specifications. job evaluation. Ensures accuracy with managerial input. Training and Development Seeks expert help for ⎯ Guides training based complex analyses. on required tasks. Performance Appraisal B. MANAGERS ⎯ Assesses job Assist in completing job performance. analysis information. Ensure job descriptions Health, Safety, and Security and specifications are ⎯ Improves workplace accurate. safety and ensures Request job analysis compliance with updates as needed. regulations. Use job analysis to set performance standards. Union Relations ⎯ Assists in labor relations and negotiations.  BA 25: HUMAN RESOURCE MANAGEMENT FIRST SEMESTER JOB ANALYSIS PROCES DATA COLLECTION METHODS (Job Analysis) STEP 1: GETTING ORGANIZED A. OBSERVATION Decide who will do the analysis ⎯ Direct observation is used Get support from top for manual, standardized, management short-job-cycle tasks (e.g., assembly line workers). STEP 2: CHOOSING JOBS Assure job is critical for success Focus on jobs that many people ⎯ Time-consuming and perform expensive. STEP 3: REVIEWING KNOWLEDGE ⎯ Types include: Find out what has been written about the job Time and Motion Studies STEP 4: SELECTING JOB AGENTS ⎯ Analyze efficient Use incumbents, supervisors, task performance and experts and required time. Assure a representative mix of people Work Sampling ⎯ Statistically STEP 5: COLLECTING JOB sampling worker INFORMATION activities at random Use interviews, questionnaires, intervals. and observation Critical Incidents STEP 6: CREATING AJOB ⎯ Collecting DESCRIPTION statements on Make a list of duties by using helpful or harmful action words behaviors. STEP 7: CREATING A JOB Employee Logs SPECIFICATIONS ⎯ Workers record their Develop a list of characteristics activities in a diary. needed to do the job.  BA 25: HUMAN RESOURCE MANAGEMENT FIRST SEMESTER B. INTERVIEWS What are the job’s ⎯ Commonly paired with physical, emotional, observation; allows face-to- and mental demands? face discussions with job What are the health incumbents. and safety conditions? Are you exposed to any ⎯ A structured interview uses hazards or unusual questionnaires to collect working conditions? information about the job, including duties, responsibilities, and required skills. C. QUESTIONNAIRES AND CHECKLISTS ⎯ Typical Questions: ⎯ Cost-effective for gathering What is the job being large amounts of information performed? quickly. What exactly are the major duties of your ⎯ Useful for remote position? respondents, though What physical responses may be biased. locations do you work in? ⎯ Most frequently used What are the questionnaire: education, experience, skill, [and any Position Analysis certifcation and Questionnaire licensing] Function Job Analysis requirements? (FJA) In what activities do Management position you participate? description What are the job’s questionnaire responsibilities and O*Net Online duties? What are the basic D. MULTIPLE METHODS accountabilities or performance standards ⎯ Combining methods enhances that typify your work? understanding and leads to more accurate job descriptions and What are your specifications. responsibilities? What are the environmental and working conditions involved?  BA 25: HUMAN RESOURCE MANAGEMENT FIRST SEMESTER Checking upon the work LESSON 2: JOB DESIGN if underload. Ensuring tasks are not repetitive in nature. Ensuring that WHAT DOES A GOOD JOB LOOK employees jobs do not LIKE? remain isolated. ⎯ A good job is… Defining working hours clearly. Challenging Defining the work processes clearly. Meaningful Varied Autonomous Collaborative Recognized JOB DESIGN INVOLVES Developmental SEVERAL SEQUENTIAL STEPS 1. What tasks are required to be done or what tasks is part of the job? 2. How are the tasks performed? JOB DESIGN 3. What amount of task are ⎯ Job design organizes tasks, required to be done? duties, and responsibilities into 4. What is the sequence of a single unit of work to achieve performing these tasks? specific objectives. It defines the tasks (what), their amount (how much), number (how many), and their sequence (order), as well as the methods and relationships necessary for job success. ⎯ The whole process of job design is aimed to address various problems within the organizational setup such as: Checking the work if overload.  BA 25: HUMAN RESOURCE MANAGEMENT FIRST SEMESTER ❖ Data entry clerk using PRIMARY APPROACHES IN JOB standardized DESIGN procedures to input data. A. MECHANISTIC APPROACH ⎯ Focuses on task Customer Service Representative specialization, skill (CSR) at a Call Center (Mechanistic simplification, and repetition, Approach) based on the old early 90s concept of the scientific Task Specialization: CSRs focus management developed by on specific call types (e.g., billing, Fredrick Taylor. tech support) to boost efficiency. Scripted Responses: CSRs use ⎯ Advantages: Decreased pre-written scripts ensure training time, fewer job consistent and quick responses. errors, less mental stress. Performance Monitoring: Calls are monitored, with evaluations ⎯ Disadvantages: Lower job based on metrics like call duration satisfaction and motivation, and resolution rate. leading to absenteeism and Workflow Optimization: boredom. Workspaces are organized for easy access to resources for faster issue ⎯ Main Aim: Maximize resolution. efficiency and productivity Process Automation: Software through job simplification and automatically routes calls to the standardization. appropriate CSR based on the inquiry type. Key Principles: Task specialization Simplification of tasks Minimization of skill B. BIOLOGICAL APPROACH requirements ⎯ Focuses on minimizing physical Repetition of tasks strain by creating ergonomically Clear and precise optimized work environments to work instructions reduce injuries and physical stress. Examples: ❖ Assembly line worker ⎯ Advantages: Reduces physical performing a single effort, fatigue, injuries; improves repetitive task. job satisfaction and lowers absenteeism.  BA 25: HUMAN RESOURCE MANAGEMENT FIRST SEMESTER ⎯ Disadvantages: High cost for Adjustable Equipment: Monitor ergonomic equipment and stands and chairs that training. accommodate various body types to prevent musculoskeletal issues. ⎯ Main Aim: Improve worker Noise Reduction: Utilizing safety and health through soundproofing materials and noise- ergonomic design. cancelling headsets to reduce background noise and protect Key Principles: hearing. Ergonomic design of Health and Wellness Programs: tools and Use of soundproof materials and workstations noise-cancelling headsets to Reduction of minimize background noise. repetitive strain and physical fatigue Adjustment of work schedules to match human energy levels C. PERCEPTUAL-MOTOR Consideration of human physical APPROACH capabilities and ⎯ Focuses on designing jobs limitations within workers' mental capabilities and fine motor Examples: skills to enhance ❖ Ergonomic office performance and safety. setups. ❖ A warehouse jobs ⎯ Emphasizes human capacity with lifting equipment. and fine motor skills, ensuring mental demands do not exceed abilities. Customer Service Representative (CSR) at a Call Center (Biological ⎯ Integrates human and Approach) machine systems, emphasizing equipment Ergonomic Workstations: design tailored to operators. Designed chairs, desks, and headsets to minimize strain during ⎯ Advantages: Reduces prolonged sitting and talking. errors and accidents in job Work-Break Schedules: performance. Scheduled breaks to reduce burnout and repetitive stress from ⎯ Main Aim: To create mentally computer and headset use. stimulating jobs that require  BA 25: HUMAN RESOURCE MANAGEMENT FIRST SEMESTER focus, decision-making, and Clear Procedures for attention to detail, aligning Uncommon Situations: them with human perceptual Implement systems for handling abilities and motor skills to items without barcodes to minimize errors and enhance reduce stress. safety. Breaks Between Shifts: Schedule breaks to prevent Key Principles: fatigue from continuous tasks. Designing tasks that Simple Interface on the Cash fit human cognitive Register: Ensure cash registers abilities and have easy-to-read screens and limitations buttons. Minimizing cognitive Training for Multitasking: overload Provide training on handling Providing clear and multiple tasks effectively. unambiguous information Ensuring Customer Service Representative compatibility between (CSR) at a Call Center (Perceptual- user expectations Motor Approach) and system characteristics User-Friendly CRM Systems: Design intuitive software to lower Examples: cognitive load. ❖ Air traffic controllers Visual and Auditory Cues: Use using well-designed alerts to inform CSRs of important radar screens to actions needed. reduce perceptual Error-Proofing Procedures: errors. Create protocols to minimize errors ❖ Quality control in data entry. inspectors utilizing Training Simulators: Utilize visual and auditory simulation software for training on signals to identify various call scenarios. product defects. Feedback Loops: Establish systems for immediate Example: Cashier at a Grocery Store performance feedback to enable quick corrections. Limited Product Codes to Memorize: Use barcode scanners to reduce memory load.  BA 25: HUMAN RESOURCE MANAGEMENT FIRST SEMESTER D. MOTIVATIONAL APPROACH Customer Service Representative ⎯ Focuses on job (CSR) at a Call Center (Motivational characteristics that enhance Approach) psychological meaning and Career Development Paths: motivation. Clear advancement paths to enhance satisfaction. ⎯ Sees attitudinal outcomes as Empowerment and Autonomy: crucial for job design. Allow experienced CSRs to make decisions for personalized service. ⎯ Theory: Higher motivation Skill Enrichment: Ongoing leads to increased training in communication, productivity. negotiation, and conflict resolution. Recognition Programs: ⎯ Main Aim: Improve job Employee-of-the-month and satisfaction, engagement, performance bonuses for and meaning through exceptional work. opportunities for growth, Participative Management: recognition, and autonomy. Involve CSRs in decision-making about work processes. Key Principles: Incorporating elements of skill variety, task identity, THE JOB CHARACTERISTICS task significance, MODEL (JCM) autonomy, and ⎯ The JCM, created by Richard feedback. Hackman and Greg Oldham, Aligning job roles with provides a framework for individual needs and designing or enriching jobs to aspirations enhance employee motivation, job satisfaction, and Examples: performance. It can be applied ❖ Software Developer: by managers or team members. Mix of coding, project management, and client interaction for variety and CORE JOB CHARACTERISTICS ownership. SKILL VARIETY ❖ Sales Associate: ⎯ The extent to which a job Autonomy in requires diverse skills scheduling and direct and talents. feedback through sales metrics.  BA 25: HUMAN RESOURCE MANAGEMENT FIRST SEMESTER TASK IDENTITY ⎯ The degree to which job tasks are clearly identifiable and result in a visible outcome. TASK SIGNIFICANCE ⎯ The impact of the task, whether within the organization, on the bottom line, or on society. AUTONOMY ⎯ The freedom employees have to determine how to perform their tasks and manage their schedules. FEEDBACK ⎯ The extent to which employees receive information on their performance. BA 25: HUMAN RESOURCE MANAGEMENT FIRST SEMESTER BA 25: HUMAN RESOURCE MANAGEMENT FIRST SEMESTER  BA 25: HUMAN RESOURCE MANAGEMENT FIRST SEMESTER OTHER TECHNIQUES IN JOB related tasks to enhance task DESIGN identity. A. JOB ENLARGEMENT ⎯ Adds additional tasks at the COMMON FLEXIBLE WORKING same hierarchical level to an ARRANGEMENTS existing role. Flextime ⎯ Increases skill variety and ⎯ Employees choose their task identity, reducing working hours within set monotony and expanding limits. responsibilities. Part-Time Position ⎯ Employees work fewer B. JOB SIMPLIFICATION hours than full-time, ⎯ Involves removing tasks from often with a reduced roles to create a more schedule. focused job. Remote Work ⎯ Strips skill variety to manage ⎯ Employees perform their job creep, making roles more job duties from a location manageable. outside the office. C. JOB ROTATION Compressed Workweek ⎯ Moves employees between ⎯ Employees complete a different jobs within the full-time workload in organization. fewer days, such as working four 10-hour ⎯ Increases skill variety, days. provides orientation for new roles, and enhances Shift Work motivation and flexibility. ⎯ Employees work in scheduled shifts, often D. JOB ENRICHMENT covering different hours ⎯ Adds motivators to existing throughout the day or roles to boost motivation. night. Job-Sharing ⎯ Examples include feedback ⎯ Two or more employees opportunities, client share the relationships for task responsibilities of a significance, and grouping single full-time position.  BA 25: HUMAN RESOURCE MANAGEMENT FIRST SEMESTER KEY DIFFERENCES OF JOB OUTCOME ANALYSIS AND JOB DESIGN ❖ Job Analysis: Detailed job descriptions and specifications. DEFINITION ❖ Job Analysis: ❖ Job Design: Enhanced Systematic process to job roles leading to gather information about higher engagement and job duties and required productivity. qualifications. ❖ Job Design: Organizing SCOPE tasks and ❖ Job Analysis: responsibilities to Analytical and enhance effectiveness descriptive, focused on and satisfaction. the current job state. ❖ Job Design: Creative PRIMARY FOCUS and prescriptive, ❖ Job Analysis: focused on job Understanding job evolution. content and employee requirements. PROCESS ❖ Job Design: Improving ❖ Job Analysis: Data job structure for collection via interviews, satisfaction, motivation, surveys, and and performance. observations. ❖ Job Design: OBJECTIVE Techniques like job ❖ Job Analysis: enlargement, Documenting job duties, enrichment, and requirements, and work rotation. environment. ❖ Job Design: Structuring ROLE IN HR jobs for better ❖ Job Analysis: Informs performance and recruitment, selection, employee well-being. and compensation.  BA 25: HUMAN RESOURCE MANAGEMENT FIRST SEMESTER ❖ Job Design: Influences Job Analysis is the motivation, job comprehensive examination of a job's satisfaction, and requirements and responsibilities, retention. identifying the attributes needed for an employee to succeed in that role. DEIVEN BY ❖ Job Analysis: Need for Job Design, on the other hand, clarity in roles and is the strategic process of structuring standards. the job to enhance employee satisfaction, motivation, and performance. ❖ Job Design: Desire to optimize efficiency and adapt to changes. INFLUENCE ❖ Job Analysis: Affected by external factors like industry standards. ❖ Job Design: Influenced by internal strategy, culture, and feedback. CHANGE FACTOR ❖ Job Analysis: Typically reactive to job role changes. ❖ Job Design: Proactive in improving job roles for future efficiency.