Unit 1:

Q. Introduction: Human Resource Management - Concept, Scope and

Importance.
Ans.
Definition:
Human Resource Management is the process of recruiting, selecting, inducting
employees, providing orientation, imparting training and development,
appraising the performance of employees, deciding compensation and providing
benefits, motivating employees, maintaining proper relations with employees
and their trade unions, ensuring employees safety, welfare and healthy measures
in compliance with labour laws of the land and finally following the Orders /
Judgements of the concern High Court and Supreme Court, if any.
Human Resource Management involves management functions like planning,
organizing, directing and controlling
 It involves procurement, development, maintenance of human resource
 It helps to achieve individual, organizational and social objectives
 Human Resource Management is a multidisciplinary subject. It includes
the study of management, psychology, communication, economics and
sociology.
 It involves team spirit and team work.
 It is a continuous process.
Human resource management as a department in an organisation handles all
aspects of employees and has various functions like  human resource planning,
Conducting Job analysis, recruitment and conducting job interviews, selection
of human resources, Orienting , training, compensating, Providing benefits and
incentives, appraising, retaining, Career planning, Quality of Work
Life, Employee Discipline,  black out Sexual Harassments, human resource
auditing, maintenance of industrial relationship, looking after welfare of
employees and safety issues , communicating with all employees at all levels
and maintaining awareness of and compliance with local, state and federal
labour laws.

Concept:
The process of defining HRM leads us to two different definitions. The first
definition of HRM is that it is the process of managing people in organizations
in a structured and thorough manner.
The second definition of HRM encompasses the management of people in
organizations from a macro perspective i.e. managing people in the form of a
collective relationship between management and employees.
Personnel management is essentially “workforce” cantered whereas human
resource management is “resource” cantered.

Scopes:

 Human resources planning :- Human resource planning or Human

Resource Planning refers to a process by which the company to identify
the number of jobs vacant, whether the company has excess staff or
shortage of staff and to deal with this excess or shortage. 
 Job analysis design :- Another important area of Human Resource
Management is job analysis. Job analysis gives a detailed explanation
about each and every job in the company. 
 Recruitment and selection :- Based on information collected from job
analysis the company prepares advertisements and publishes them in the
newspapers. This is recruitment. A number of applications are received
after the advertisement is published, interviews are conducted and the
right employee is selected thus recruitment and selection are yet another
important area of Human Resource Management. 
 Orientation and induction :- Once the employees have been selected
an induction or orientation program is conducted. This is another
important area of Human Resource Management. The employees are
informed about the background of the company, explain about the
organizational culture and values and work ethics and introduce to the
other employees. 
 Training and development :- Every employee goes under training
program which helps him to put up a better performance on the job.
Training program is also conducted for existing staff that have a lot of
experience. This is called refresher training. Training and development is
one area where the company spends a huge amount. 
 Performance appraisal :- Once the employee has put in around 1 year of
service, performance appraisal is conducted that is the Human Resource
department checks the performance of the employee. Based on these
appraisal future promotions, incentives, increments in salary are decided. 
 Compensation planning and remuneration :- There are various rules
regarding compensation and other benefits. It is the job of the Human
Resource department to look into remuneration and compensation
planning. 
 Motivation, welfare, health and safety :- Motivation becomes important
to sustain the number of employees in the company. It is the job of the
Human Resource department to look into the different methods of
motivation. Apart from this certain health and safety regulations have to
be followed for the benefits of the employees. This is also handled by the
HR department. 
 Industrial relations :- Another important area of Human Resource
Management is maintaining co-ordinal relations with the union members.
This will help the organization to prevent strikes lockouts and ensure
smooth working in the company.
Importance:
 To maintain quality of work life
 To increase productivity and profit
 To produce employees who are easily adaptable to change
 To match demand and supply of human resource
 To retain employees and motivate them to accomplish company’s goal
 To recognize merit and contribution of employee
 To create a feeling of belongingness and team spirit in the employee
 To sustain business in the market
 To resolve conflicts
 To develop corporate image

Q. Skills and Competencies of HR Manager.

Ans.
1. Effective Communication:
Hr professionals must have impeccable communication skills. When the job is
to deal with people, it becomes paramount for any HR professional to have
strong communication skills. They are constantly dealing with people over the
phone or email, drafting company policies, and conducting interviews.
Therefore, any HR professional must have excellent writing skills to avoid any
miscommunication. They must actively listen to understand others’ perspectives
and bring a more honest discussion between the staff and the managers.
2. Relationship-building:
Building relationships between the HR group and other departments is one of
the critical components to bring business together. This helps in maximizing the
potential of the organization and its success. Relationships in the workplace
often need a great deal of care and communication. There are also some casual
relationships (think of vendors and dealers who deliver goods to your
workplace) that need your attention. Therefore, HR professionals must
emphasize on building relationships among every department so that they can
thrive together.
3. Adaptability Skills:
The world of business is changing every day. And you cannot get too
comfortable but adapt yourself with the changing times. These will allow HR
managers to rethink their current company policies and also curate new ones
that are more relevant and effective. Since HR managers actively participate in
decision-making and business strategies, they need to be able to forecast the
need for changes.
4. Technological Skills:
With the whole world going increasingly digital, HR managers need the ability
to adapt to new technology. HR managers are expected to handle a variety of
duties that includes-
 Recruiting talented employees.
 Managing onboarding and training for new hires.
 Tracking payroll.
 Handling employee grievances.
 Retaining good employees.
Technological skills give Hr professional an edge while managing the above
duties and more.
5. Keep Learning:
As they say, ‘Learning is a never-ending process’. The same holds for any HR
professionals. The work culture of today’s organizations demands better
management, support, growth, and development. Deepening your knowledge in
the Human Resource Management field and applying new Hr trends will always
help you become the front runner. Therefore, successful HR managers lookout
to develop and understand the benefits of new Hr research outcomes and
connected to the current trends in the HR field.
6. Critical Thinking:
Linder Elder, a prominent scholar, describes Critical thinking as “Self-guided,
self-disciplined, thinking which attempts to reason at the highest level of quality
in a fair-minded way.
Critical thinking is one of the most important attributes for anyone in HR.
Whether you are hiring a new candidate, negotiating pay rises, or deciding how
to deal with employee grievances, it is imperative to analyze the situation and
make decisions critically.
Critical thinking helps bring a rational perspective and help HR professionals to
deal with a difficult situation with ease. Either it is conflict resolution or
addressing an issue with the employees, and critical thinking helps reconstruct
or put forward views and ideas that work best for the work environment.

Q. HRM practices in India.

Ans.
1. Employment Contracts
India does not mandate a written employment contract for local employees.
However, it is advisable for companies to use contracts to limit risk and define
the terms and conditions of employment.
2. Wages
Employers should seek to periodically audit their wage structure to ensure it
remains competitive within the local labor market. However, it is perhaps more
important to ensure wages are compliant with prevailing laws. 
Under the Minimum Wages Act, 1948, all employers in the organized sector
must provide ‘the basic cost of living’ to employee categories specified within
the act. The Code on Wages Bill, 2019 further enables the federal government
to fix minimum statutory wage for millions of workers.
 3. Termination of employment
Employees in India may only be terminated as per the terms and conditions
within their employment contract.
However, companies should note that all employers must adhere to the federal
and state labour laws when laying off or terminating workers – the conditions
drafted in company contracts cannot supersede these legal statues.
Finally, termination without notice is prohibited in India. Termination periods
vary by function and length of employment.
4. Maternity and paternity leave
The Maternity Benefits (Amendment) Act, 2017 applies to all shops and any
establishments that employ over 10 workers. Under the Act, 26 weeks of paid
leave is available for women for the first two children, and 12 weeks
subsequently. Companies employing more than 50 people must also provide
crèche services.
The Paternity Benefits Bill, 2017 is set to be up for discussion in the next
parliamentary session. However, a significant number of organizations,
especially foreign companies like Microsoft and IKEA, already include a
mutually decided paternity leave clause within their company policy.
5. Prevention of sexual harassment in the workplace
The Indian government has brought the safety of women in the workplace to the
forefront of its law making.
An Internal Complaints Committee must be set up by all organizations with
more than 10 employees in accordance with the norms laid out in the Sexual
Harassment of Women at Workplace (Prevention, Prohibition, and Redressal)
Act, 2013. All complaints should be actively pursued, evidenced, and redressed
immediately.
6. Public holidays and work weeks
India observes three national holidays – Republic Day (January 26),
Independence Day (August 15), and Gandhi Jayanti (October 2).
On these days, all institutions, whether public or private, must remain closed.
7. Restrictive clauses in employment contracts
Employers should note that including restrictive clauses into a contract might
not be enforceable through the Indian courts. The Contract Act, 1872,
necessitates the fundamental right of all citizens to carry on any profession,
trade, or business.
8. Gratuity and Provident Fund
The Payment of Gratuity Act, 1972 provides the guidelines for gratuity owed to
an employee.
The number of years of service of the employee is the criteria for deciding the
amount of gratuity owed, and this payment by the company is obligatory by
law.
9. Impact of digitalization 
Workplaces are becoming increasingly virtual. Firms and employees both
require real time employee information to improve critical efficiencies and
maintain core compliances within the organization.
10. Adaptive work culture
Job seekers in India are moving away from traditional work modes – such as a
‘9 to 5’ time pattern – to a more holistic view of career development.
Organizations are also gradually incorporating the idea of work-life balance into
their corporate culture.

Q. Difference between Personnel Management and HRM.

Ans.
BASIS FOR PERSONNEL HUMAN RESOURCE
COMPARISON MANAGEMENT  MANAGEMENT 
The aspect of management The branch of management that
that is concerned with the focuses on the most effective
work force and their use of the manpower of an
Meaning
relationship with the entity is entity, to achieve the
known as Personnel organizational goals is known as
Management. Human Resource Management.
Approach  Traditional Modern 
Treatment of
Machines or Tools Asset 
manpower 
Type of function Routine function Strategic function 
Basis of Pay  Job Evaluation Performance Evaluation 
Management
Transactional Transformational 
Role 
Communication  Indirect Direct 
Labor Collective Bargaining
Individual Contracts 
Management  Contracts
Initiatives  Piecemeal Integrated 
Management
Procedure Business needs
Actions 
Decision Slow Fast 
Making 
Job Design  Division of Labor Groups/Teams
Primarily on mundane
Treat manpower of the
activities like employee
Focus  organization as valued assets, to
hiring, remunerating, training,
be valued, used and preserved.
and harmony.

Q. Roles and responsibilities of an HR Manager.

Ans.
Roles:
1. Advisory Role:
One of the major roles of HR manager is, to advise the top management in the
matter relating to management and development of human resource, in order to
achieve organizational objects. Looking to the company’s vision, mission and
long-range planning, HR executive advises the higher management to formulate
appropriate HR policies, procedures which may create a perceptible change in
the minds of the workers’ to help the transformational process of dynamism.
2. Pro-Acting Role:
HR manager ascertains the probable areas of conflict and differences between
workers and management, identifies the factors that may create problems in
future, forecasts the extent, quantum of loss that may occur and the department
may suffer loss and takes remedial measures beforehand by way of developing
organizational culture, climate, introducing system, mechanism, and does not
leave any room to crop up problems, grievances.
3. Welfare Role:
HR executive looks to the welfare aspect of the employee’s viz., canteen,
creche, rest-room, hospital, transportation, housing accommodation, school, etc.
His one of the principal roles is to provide welfare facilities to the employees
for their betterment and well-being.
4. Developmental Role:
Development of workers for attaining company goals is made by the HR
manager through improvement of knowledge, skill, abilities, aptitude, attitude,
value, beliefs etc. A dynamic organization needs dynamic employees and
transformation of employee’s mind-set to the process of dynamism is possible
only when all the potential areas for growth and development are reinforced.
5. Mediator’s Role:
HR manager works as a link personality between trade unions and top
management in order to eliminate the differences of opinions cropped up in
process of settlement of disputes. He takes initiative to sort out problems
through collective bargaining/ bipartite negotiation process.
6. Counsellor’s Role:
Because of illiteracy and ignorance workers cannot take decision in their
personal problems and they need advice to sort out such problems, viz.
education of children, medical treatment, marital matter, family problems, etc.
HR manager, as he comes close to the workers because of his nature of work,
develops understanding between them and advises, guides the workers in right
direction.
7. Spokesperson Role:
HR executive works as a spokesperson of the company especially, in the matter
of depicting organization health, condition, strength etc. to the employees while
negotiating for settlement of industrial disputes. He also acts as a representative
of the workers when they are non-unionized/unorganized and cannot represent
their case properly to the top management. Under such circumstances HR
manager places their grievances, problems, demand to the top management for
settlement/redressal.
8. Motivator’s Role:
One of the functions of HR manager is to motivate the employees to achieve
their own goals, as well as organizational goals HR manager performs such role
by way of introducing reward schemes. HR manager’s role of establishing
mutual understanding, mutual confidence and mutual trust helps to motivate the
employees to excel in the level of their performance.
Responsibilities:
1. Recruiting and hiring – It is a process of discovering sources of manpower
and employing effective measures for attracting that manpower in adequate
numbers to facilitate the selection of an efficient working force in an
organization.
2. Training and development – These processes help in enhancing and enabling
the capacities of people to build their strengths and confidence in order for them
to deliver more effectively.
3. Competency development – Competency is a cluster of related knowledge,
skills, and attitude that affect a major part of one’s job. It can be improved by
means of training and development.
4. Organization development – It is an organization-wide effort to increase its
effectiveness and viability, and move towards growth.
5. Communication – It is an activity that involves conveying meaningful
information. At all times, the HR must convey all relevant information to the
employees.
6. Performance management – It focuses on improving the performance of the
organization, employees, and various other services.
7. Employee relations – This is a concept that works towards bettering the
relations among the employees, as well as between the employee and the
management.
8. Coaching, mentoring, and counselling – It is a practice of supporting an
individual and helping him overcome all his issues in order to perform better.
9. Policy recommendation – Policy recommendations help to streamline
management practices and reduce employee grievances. For example, a
manager who is more than 35 years and, who possesses a minimum experience
of 7 years, is entitled to receive the benefits stated in the company’s
administrative manual.
10. Wages, salary, and compensation benefits – These benefits are provided to
the employees to keep them motivated towards their work and the organization.
11. Talent management and employee engagement – It is a management
concept that works towards retaining the talent by engaging the person in a way
which would further the organization’s interest.
12. Leadership development – This activity refers to enhancing the quality and
efficiency of a leader in an organization.
13. Team building – It focuses on bringing out the best in a team to ensure
development of an organization, and the ability to work together closely to
achieve goals.
14. Networking and partnering – It is also important to build relations with the
external stakeholders, including the customers and suppliers for better business.

Q. Changing role of HRM - Workforce Diversity.

Ans.
Workforce diversity means similarities and differences among employees in
terms of age, cultural background, physical abilities and disabilities, race,
religion, gender, and sexual orientation. No two humans are alike. People are
different in not only gender, culture, race, social and psychological
characteristics but also in their perspectives and prejudices. Society had
discriminated on these aspects for centuries. Diversity makes the work force
heterogeneous. In current scenario, employing diversified workforce is a
necessity for every organization but to manage such diversified workforce is
also a big challenge for management.
[Source: https://www.yourarticlelibrary.com/management/workforce-diversity-
management-concept-features-and-techniques/69954]

Q. Changing role of HRM – Technological Change.

Ans.
Smart Recruitment is one of the changes in HR due to Technology
Recruiting new hires is a time-consuming and costly process, but now owing to
AI and automation it’s getting much simpler and faster to find skilled people
who are a great fit for your company. From automated resume screening
technologies to chatbot interviewers, flurry tech solutions for recruiting have
revolutionized the recruitment process. In certain areas AI is even starting to
outperform humans such as evaluating hard skills. The use of AI then frees up
recruiters to focus more on conducting soft-skill and culture-fit evaluation in a
more comprehensive manner. Machine learning and AI are changing the way
the company recruits, and onboards new employees. Using technology is
helping employers be more proactive in their hiring efforts to get instead of
simply waiting for candidates to apply to a job posted on the career site.
Better performance management is technology influence on human
resource
Performance management has always been a time consuming and tedious HR
function. Using excel sheets and legacy systems HR professionals have driven
the process, monitored performance, and facilitated regular employee reviews.
But this has also changed due to the latest technology. Now the process is more
streamlined and a number of unnecessary steps have been eliminated in favor of
productivity. However, the biggest revolution is the ushering of data-driven
performance management.
In 2019, we will witness a new level of data competency with quick widespread
adoption of people analytics that will help managers and executives make
accurate decisions about their workforce in a more effective manner. Analytics
will help create actionable insights from raw data and ultimately support data-
driven decisions regarding appraisals or promotions.

Better diversity and inclusion is a change due to technology in HR

There are multiple reports to suggest that there is a correlation between a more
ethnically and gender-diverse workforce and increase in profits. Consumers also
more commonly prefer companies that value diversity. Ensuring this diversity
and inclusion in a company’s recruiting strategy has become easier with
technology.  Companies can use people analytics to get a better picture of salary
gaps and any other discrepancies in the workforce demographics to promote a
healthy inclusive work culture.  More HR software are taking note of this
requirement and thereby including solutions for the same.
HR has become more strategic due to HR Technology
Technology has definitely shortened the time that they spent on administrative
tasks, giving them the leverage to focus on strategic issues that require more
hands-on attention. Before cloud became a commonplace term in HR and
mobile apps took over the world, HR was a place replete with piles of papers,
and HR professionals had to undergo a constant struggle to keep up with
compliance, unending reports and data entry. By simplifying database
maintenance, reporting and analytics, technology has improved accuracy,
efficiency of HRs and boosted their strategic capabilities. As technology
continue to evolve HR’s role as a strategic partner of the business will continue
to grow.
Better Communication and Collaboration is an impact of technology in HR
Digital communication tools have greatly enhanced employee experience and
made it easier for HRs to communicate any important message or information to
their workforce. Broadcasting tools, newsfeed, social intranets, and career site
are the new ways of instantly passing on information without disrupting the day
to day work of employees and without cluttering their email inbox. While
emails are reliable but the engagement is very low, and cannot be measured
easily. On the other hand the new age broadcasting measures allow transparent
measurement of employee engagement and provide more opportunity for
interaction without being intrusive.

Q. Changing role of HRM – Restructuring and Rightsizing.

Ans.
Restructuring/rightsizing is a proactive approach to boosting profitability,
streamlining operations and maximizing returns on investment within an
organization. The process involves evaluating all aspects of a business to
determine whether the cost allotted to each area is appropriate and is generating
appropriate returns for the company.
It refers to the process in which a corporation or company restructures
businesses by cutting costs, reduces workforce or reorganizes upper-level
management with a view to optimize profits.
The term is preferred to ‘downsizing’ as it is less suggestive. Some hold that it
is not a euphemism and propose that rightsizing is different from downsizing in
that rightsizing is more proactive than downsizing, pointing that this is key to
minimizing the disruption or traumatic aspect of downsizing. They also
maintain that rightsizing is a continuous process of alignment with strategic
vision and must not be seen as expedient option.
Downsizing is a process which comes as a reaction when a company suffers
from a depressing phase of having losses and not profits, and instability. It is a
mechanism of costs cutting, by reducing the employees and hence cutting on
salaries and expenses. On the other hand, rightsizing is a process or
reorganizing and restructuring, especially of the top management to yield
maximum profits. It is a proactive process, and is a necessary step for any
growing organization.
Q. Changing role of HRM – Employee Empowerment.
Ans.
Empowerment is the process of giving employees in the organisation the power,
authority, responsibility, resources, freedom to take decisions and solve work
related problems. In order to take such initiatives and decisions, they are given
adequate authority and resources.
This allocation of authority is not based on the concept of “delegation” based
relationship. In empowerment it is a “trust based relationship”, which is
established between management and employees. It is a continuous process.
The empowered employee becomes “self-directed” and “self-controlled”.
Empowerment focuses on employees to make use of their full potential. On the
other hand, empowerment means giving up control on employees and letting
every employee make decisions, set goals, accomplish results and receive
rewards. It means making a person able to manage by himself. It is a process for
helping right person at the right levels to makes the right decision for the right
reasons.
Empowerment is the process of shifting authority and responsibility to other in
the organizational setting. Empowerment takes place when higher management
transfers the power, authority, and responsibility to lower level employees.
Shifting of authority and responsibility to the workers is made to take over the
charge of the work they do.
Employees’ empowerment is the process of sharing power with employees,
thereby enhancing their confidence in their ability to perform their jobs, and
their belief that they are influential contributors to the organization.
[Source: https://www.economicsdiscussion.net/human-resource-
management/employee-empowerment/31827]

Q. Total Quality Management.

Ans.
To be more precise, a core definition of Total Quality Management, or TQM, is
a management approach to long-term success through customer satisfaction. 
All employees of a company or organization employing a TQM approach
participate in improving processes, products, services, and the culture.
 Managing the transition to the TQM strategy/effort
  Motivating staff to achieve total quality
 Aligning the TQM strategy with business strategy
 HR professionals act as internal consultants to other departments
 Key role in building the TQM culture

Q. Global HR practices.
Ans.
Ten HR best practices for global organizations from our research and others
include:
1. Standardize complex global processes while providing flexibility for local
requirements.
2. Transform service delivery.
3. Manage the workforce in multiple countries efficiently.
4. Move technology solutions to the Cloud.
5. Engage in meaningful global talent management.
6. Create an appealing globalized workplace while ensuring employee
engagement.
7. Invest in reporting/analytics.
8. Make knowledge and people easily accessible.
9. Leverage diversity as a business tool.
10.Include change management as a critical success factor.

Q. E-HRM.
Ans.
E-HRM is the integration of all HR systems and activities using the web based
technologies. Simply, when HR uses the Internet or related technologies to
support their activities, procedures, processes, then it becomes an e-HRM.
Through e-HRM, the HR manager can get all the data compiled at one place
and can make the analysis and decisions on the personnel effectively.
There are three kinds of e-HRM:
 Operational e-HRM: It is concerned with the operational functions of
HR such as payroll, employee personal data, etc.
 Relational e-HRM: It is concerned with the supporting business
processes Viz. Training, recruitment, selection, etc.
 Transformational e-HRM: It is concerned with the HR strategies and its
activities such as knowledge management, strategic orientation.
Through e-HRM, the main activities that could be performed online are
Recruitment, Selection, Training, Performance Management, Compensation.
The detailed description of these activities is given below.

[Source: https://businessjargons.com/e-hrm.html#:~:text=Definition%3A%20E
%2DHRM%20is%20the,it%20becomes%20an%20e%2DHRM.]

Q. HRIS (Human Resource Information System).

Ans.
A HRIS, which is also known as a human resource information system or
human resource management system (HRMS), is basically an intersection of
human resources and information technology through HR software. This allows
HR activities and processes to occur electronically.
To put it another way, a HRIS may be viewed as a way, through software, for
businesses big and small to take care of a number
of activities, including those related to human resources, accounting,
management, and payroll. A HRIS allows a company to plan its HR costs more
effectively, as well as to manage them and control them without needing to
allocate too many resources toward them.
In most situations, a HRIS will also lead to increases in efficiency when it
comes to making decisions in HR. The decisions made should also increase in
quality—and as a result, the productivity of both employees and managers
should increase and become more effective.
Benefits of a HRIS
 Expedition of recurring tasks through automation
 Improved ability to reach large candidate pools regarding new position
openings
 Ability to quickly apply higher selection standards to a number of
applications
 Speedy onboarding made possible by mobile accessibility
 Reduction of paper and related materials and storage – often yields cost
savings
 Ease in distributing up-to-date materials concerning company policies
and procedures
 Potential for greater employee engagement through self- service options
 Streamlining of open enrollment for benefits
 Empowerment of employees to change benefits information directly as
changes occur
 Improved collaboration throughout organization, even when there are
multiple company locations
 Improvements in training capabilities through integration with LMS and
development tracking features
 Scheduling optimization with an emphasis on compliance and immediate
distribution to employees
 Reduction of errors within payroll systems and employee information
databases
  Improved time and attendance tracking abilities and accuracy
 Decrease in compliance woes aided by alerts and automatic reporting
options
 Ability to make more informed decisions in real time by using analytics
and integration of organizational data

Q. Measuring intellectual capital.

Ans.
[Unknown]

Q. Impact of HRM practices on organizational performance.

Ans.
[Unknown]

Q. Employer Branding and Competency Mapping.

Ans.
Employer Branding:
Employer branding then is defined as a company’s ability to differentiate and
promote this identity to a defined group of candidates that they’re interested in
hiring.
Branding has always been a core tool for marketers looking to win over the
hearts and minds of consumers - the fact that it’s now a crucial part of the talent
attraction formula shows us the influence that marketing is having on
recruiting.
Building your employer brand doesn't happen overnight. Not only are there a
number of different moving pieces involved, but you need to get everyone in
your team on the same page.
Fundamentally, employer branding is split into two core areas: Things your
recruiting team can shape, and things they can't:

Competency Mapping:
Competency mapping is the process of identifying the specific skills,
knowledge, abilities, and behaviours required to operate effectively in a specific
trade, profession, or job position.  Competency maps are often referred to as
competency profiles or skills profiles.
Competency mapping identifies an individual's strengths and weaknesses. The
aim is to enable the person to better understand himself or herself and to point
out where career development efforts need to be directed.
Competencies are derived from specific job families within the organization and
are often grouped around categories such as strategy, relationships, innovation,
leadership, risk-taking, decision-making, emotional intelligence, etc.

Unit 2:
Q. Human Resource Planning.
Ans.
Human resource planning (HRP) is the continuous process of systematic
planning ahead to achieve optimum use of an organization's most valuable asset
—quality employees. Human resources planning ensures the best fit between
employees and jobs while avoiding manpower shortages or surpluses.
There are four key steps of the HRP process. They include analyzing present
labor supply, forecasting labor demand, balancing projected labor demand with
supply, and supporting organizational goals.
“A process by which an organisation should move from its current manpower
position to its desired manpower position. Through planning, management
strives to have the right number and right kind of people at the right places at
the right time, doing things which result in both the organisation and the
individual receiving maximum long-run benefit.”
Human Resource Planning – Need and Importance:
I. Assessing Future Personnel Needs:
Whether it is surplus labour or labour shortage, it gives a picture of defective
planning or absence of planning in an organization. A number of organizations,
especially public sector units (PSUs) in India are facing the problem of surplus
labour.
I. Foundation for Other HRM Functions:
HRP is the first step in all HRM functions. So, HRP provides the essential
information needed for the other HRM functions like recruitment, selection,
training and development, promotion, etc.
III. Coping with Change:
Changes in the business environment like competition, technology, government
guidelines, global market, etc. bring changes in the nature of the job. This
means changes in the demand of personnel, content of job, qualification and
experience needed. HRP helps the organization in adjusting to new changes.
IV. Investment Perspective:
As a result of change in the mindset of management, investment in human
resources is viewed as a better concept in the long run success of the enterprise.
Human assets can increase in value as opposed to physical assets. Thus, HRP is
considered important for the proper planning of future employees.
V. Expansion and Diversification Plans:
During the expansion and diversification drives, more employees at various
levels are needed. Through proper HRP, an organization comes to know about
the exact requirement of personnel in future plans.
VI. Employee Turnover:
Every organization suffers from the small turnover of labour, sometime or the
other. This is high among young graduates in the private sector. This
necessitates again doing manpower planning for further recruiting and hiring.
VII. Conformity with Government Guidelines:
In order to protect the weaker sections of the society, the Indian Government
has prescribed some norms for organizations to follow. For example,
reservations for SC/ST, BC, physically handicapped, ex-servicemen, etc. in the
jobs. While planning for fresh candidates, HR manager takes into consideration
all the Government guidelines.
VIII. International Expansion Strategies:
International expansion strategies of an organization depend upon HRP. Under
International Human Resource Management (IHRM), HRP becomes more
challenging. An organization may want to fill the foreign subsidiary’s key
positions from its home country employees or from host-country or from a third
country. All this demands very effective HRP.
IX. Having Highly Talented Manpower Inventory:
Due to changing business environment, jobs have become more challenging and
there is an increasing need for dynamic and ambitious employees to fill the
positions. Efficient HRP is needed for attracting and retaining well qualified,
highly skilled and talented employees.
Human Resource Planning – Objectives:
The main objectives of HRP are:
(i) Proper assessment of human resources needs in future.
(ii) Anticipation of deficient or surplus manpower and taking the corrective
action.
(iii) To create a highly talented workforce in the organization.
(iv) To protect the weaker sections of the society.
(v) To manage the challenges in the organization due to modernization,
restructuring and re-engineering.
(vi) To facilitate the realization of the organization’s objectives by providing
right number and types of personnel.
(vii) To reduce the costs associated with personnel by proper planning.
(viii) To determine the future skill requirements of the organization.
(ix) To plan careers for individual employee.
(x) Providing a better view of HR dimensions to top management.
(xi) Determining the training and development needs of employees.
[Source: https://www.economicsdiscussion.net/human-resource-
management/human-resource-planning-definition-importance-objectives-
process-prerequisites/31575]

Q. Job Analysis and Job Design.

Ans.
Job Analysis:

Job analysis, contains a simple term called "analysis", which means detailed
study or examination of something (job) in order to understand more about it
(job). therefore job analysis is to understand more about a specific job in order
to optimise it. Job analysis is a systematic process of collecting complete
information pertaining to a job. Job analysis is done by job analyst who is an
officer have been trained for it.

Job analysis is a procedure through which you determine the duties and
responsibilities, nature of the jobs and finally to decide qualifications, skills and
knowledge to be required for an employee to perform particular job. Job
analysis helps to understand what tasks are important and how they are carried
on. Job analysis forms basis for later HR activities such as developing effective
training program, selection of employees, setting up of performance standards
and assessment of employees (performance appraisal) and employee
remuneration system or compensation plan.
Its objectives include 
(a) to determine most effective methods for performing a job.
(b) to increase employee job satisfaction.
(c) to identify core areas for giving training to employees and to find out
best methods of training.
(d) development of performance measurement systems, and
(e) to match job-specifications with  employee specifications while selection of
an employee.
Purpose of Job Analysis:
1. Organisation and Manpower Planning:
It is helpful in organisation planning, for it defines labour needs in concrete
terms and co-ordinates the activities of the workforce, and clearly divides duties
and responsibilities.
2. Recruitment, Selection:
By indicating the specific requirements of each job (i. e., the skills and
knowledge), it provides a realistic basis for the hiring, training, placement,
transfer and promotion of personnel. “Basically, the goal is to match the job
requirements with a worker’s aptitude, abilities and interests. It also helps in
charting the channels of promotion and in showing lateral lines of transfer.
3. Wage and Salary Administration:
By indicating the qualifications required for doing a specified job and the risks
and hazards involved in its performance, it helps in salary and wage
administration. Job analysis is used as a foundation for job evaluation.
4. Job Reengineering:
Job analysis provides information which enables us to change jobs in order to
permit their being manned by personnel with specific characteristics and
qualifications.
5. Employee Training and Management Development:
Job analysis provides the necessary information to the management of training
and development programmes. It helps to determine the content and subject
matter of in-training courses. It also helps in checking application information,
interviewing, weighing test results, and in checking references.
6. Performance Appraisal:
It helps in establishing clear-cut standards which may be compared with the
actual contribution of each individual.
7. Health and Safety:
It provides an opportunity for identifying hazardous conditions and unhealthy
environmental factors so that corrective measures may be taken to minimise and
avoid the possibility of accidents.
Contents of Job Analysis:
 Job identification- Its title, including its code number;
 Significant characteristics of a job- Its location, physical setting, supervision,
union jurisdiction, hazards and discomforts;
 What the typical worker does- Specific operation and tasks that make up an
assignment, their relative timing and importance, their simplicity, routine or
complexity, the responsibility or safety of others for property, funds,
confidence and trust;
 Which materials and equipment a worker uses- Metals, plastics, grains,
yarns, milling machines, punch presses and micrometers;
 How a job is performed- Nature of operation – lifting, handling, cleaning,
washing, feeding, removing, drilling, driving, setting up and many others;
 Required personnel attributes- Experience, training, apprenticeship, physical
strength, co-ordination or dexterity, physical demands, mental capabilities,
aptitudes, social skills;
 Job relationship- Experience required, opportunities for advancement,
patterns of promotions, essential co-operation, direction, or leadership from
and for a job.
Process of Job Analysis:
Step 1- Identify Purpose of Job Analysis:
First of all we should identify the purpose of job analysis. Otherwise we will not
be able to collect all the pertinent information concerning job analysis and job
analysis methods.
Step 2- Selection of Analyst:
We have to choose analyst to whom responsibilities will be assigned for job
analysis. The analysts will be taken from professional human resource, line
managers, incumbents or consultants.
Step 3- Selection of Method:
We will select representative positions to analyze because it may not be
necessary to analyze all jobs and there may be too many similar jobs to analyze.
After selecting representative jobs we must identify the appropriate method
which is the best one in order to analyze a particular job.
Step 4 -Train the Analyst:
If we use internal analyst then we have to give them appropriate training so that
they can use the selected methods of job analysis in an efficient and effective
way.
Step 5- Preparation of Job Analysis:
It includes communicate the project in the organization and preparing the
documentation.
Step 6- Collection of Data:
Job analysts will collect data relating to job activities, employee behaviours,
working conditions, human traits and abilities to perform the job, etc.
Step 7- Review and Verify:
Analysts must verify the collected data to confirm that the information is
factually correct and complete.
Step 8- Develop a Job Description and Job Specification:
Develop a job description and job specification from the job analysis
information. A job description is a written statement that describes the activities
and responsibilities of the job, working conditions, safety and hazards. A job
specification summarizes the personal qualities, traits, skills, and background
required for getting the job done.
Methods of Job Analysis:
1. Direct Observation Method:
Direct Observation is a method of job analysis to observe and record
behaviour / events / activities / tasks / duties when the worker or group engaged
in doing the job. Observation method can be effective only when the job analyst
is skilled enough to know what is to be observed, how to analyze, and what is
being observed.
2. Work Method Analysis:
Work methods analysis is used to describe manual and repetitive production
jobs, such as factory or assembly-line jobs. Work methods analysis includes
time and motion study and micro-motion analysis.
3. Critical Incident Technique:
Critical incident technique is a method of job analysis used to identify work
behaviours that classify in good and poor performance. Under this method,
jobholders are asked to describe critical incidents concerning the job and the
incidents so collected are analyzed and classified according to the job areas they
describe.
4. Interview Method:
Interview method is a useful tool of job analysis to ask questions to both
incumbents and supervisors in either an individual or a group setting. Interview
includes structured interviews, unstructured interview, and open-ended
questions.
5. Questionnaire Method:
It includes 6 techniques, which are as follows:
a. Position Analysis Questionnaire (PAQ Model):
PAQ model is a questionnaire technique of job analysis. It developed by Mc
Cormick, Jeanneret, and Mecham (1972), is a structured instrument of job
analysis to measure job characteristics and relate them to human characteristics.
It consists of 195 job elements that describe generic human work behaviours.
b. Functional Job Analysis (FJA Model):
FJA model is a technique of job analysis that was developed by the
Employment and Training Administration of the United States Department of
Labour. It includes 7 scales (numbers) that measure- 3 worker-function scales-
measure percentage of time spent with: data, people, things; 1 worker-
instruction scale; 3 scales that measure reasoning, mathematics, and language.

Job Design:
Job design is the process of deciding on the contents of a job in terms of its
duties and responsibilities, on the methods to be used in carrying out the job, in
term of techniques, systems and procedures and on the relationships that should
exist between the jobholder and his superiors, subordinates and colleagues.
Job design is the logical sequence of the process of job analysis and involves
conscious efforts to organize tasks, duties and responsibilities into a unit of
work so as to business objectives.
Job design is the logical sequence to job analysis. It involves conscious efforts
to organize tasks, duties and responsibilities into a unit of work so as to achieve
organizational objectives. It deals with the allocation and arrangement or
organizational work activities and tasks into sets where a singular set of
activities constitutes a “job” and which is subsequently performed by a job
incumbent.
The main goal of designing a job are as follows:
a. Facilitating the interest of employees towards the job and
enhancing their satisfaction
b. Increasing employee motivation and productivity
c. Enhancing employees’ skills by identifying their training needs
d. Covering the modern needs of employee participation
e. Ensuring safer working environment
f. Making the communication process clear and effective in the
organization
g. Improving the quality of working life of employees
 h. Eliminating the unnecessary levels of supervision, checking, and
control
i. Establishing high-level standards for customer service
j. Minimizing cost by reducing wastage.
Work Scheduling:
Full-Time Work Schedule: A full-time work schedule often requires a
commitment of 37-40 hours per week. Because of the long hours, most jobs
with full-time schedules are eligible for employee benefits. These benefits can
include vacation and sick days, health insurance, and different retirement plan
options.
Part-Time Work Schedule: A part-time work schedule is any schedule less
than full-time employment. The benefit of this type of schedule is that it allows
for greater flexibility to maintain other responsibilities outside of work.
Fixed Work Schedule: A fixed work schedule is a timetable that generally
consists of the same number of hours and days worked per week. Fixed work
schedules tend to stay consistent once the number of hours and the days have
been agreed upon by both the employer and the worker. An example of a fixed
schedule would be Monday through Friday from 8:30 AM to 5:00 PM or
Thursday through Sunday from 3:00 PM to 11:00 PM.
Flexible Work Schedule: A flexible work schedule is less rigid than a fixed
schedule. Employees and employers work together to determine the number of
hours and days of the week the employee will work. Depending on the
employer’s policy, employees may be expected to work a minimum number of
hours or be at work at a certain daily block of time, but shifts can often be
switched with other coworkers in order to satisfy the needs of the employer and
the busy life of the employee.
Rotating Shift Work Schedule: Rotating work schedules cycle employees
through day, swing, and night shifts. This cycle helps to distribute different
shifts between all employees so that no one is stuck with the less desirable hours
every shift.
Techniques of Job Design:
[Source: https://www.economicsdiscussion.net/human-resource-
management/techniques-of-job-design/31943]
Technique # 1. Job Rotation:
Job rotation implies the shifting of an employee from one job to another within
a working group. It aims at adding variety and reducing boredom by introducing
a variety of tasks in the existing work profile of employees. Job rotation is also
known as the horizontal transfer of an employee to a job of same level and
status.
Job rotation is an approach to development program by management where an
individual is moved through a schedule of assignments. It is also designed to
allow qualified and talented employees to gain more insights into the various
processes of a company. The job variation so produced by the job rotation
results into reduced boredom and increased job satisfaction. According to
Herzberg, job rotation is an approach that merely substitutes “one zero for
another zero”.
Technique # 2. Job Enlargement:
Job enlargement refers to the process of increasing the scope of a particular job
by adding more tasks and duties to it. It means assigning varied tasks or duties
to the employees at the same level. In other words, job enlargement intends to
add similar tasks or activities to the existing work profile of employees to make
their jobs more interesting.
The additional tasks or duties do not require new skills but can be executed by
using similar skills and efforts as before. For instance, the job of a clerk of an
organization can be enlarged by adding the similar duties to its existing work
profile. The original work profile of the clerk includes typing letters.
Technique # 3. Job Enrichment:
Job enrichment consists of designing a job in such a way that the employees get
greater autonomy in planning, decision-making, and controlling. The greatest
motivation for the employees is the opportunity for achievement, recognition,
responsibility, and growth. The concept of job enrichment is coined by
Herzberg. He gave greater emphasis on job enrichment in his two-factor theory
of motivation.
Job enrichment implies increasing the duties in a job to make it more rewarding
to the employees. A job is said to be enriched when it has the elements of
excitement, challenge, and creativity. It strives at redesigning the jobs so that
employees get intrinsic motivation by performing the given jobs. Herzberg has
proposed eight features that an enriched job must possess.
Technique # 4. Job Simplification:
Job simplification involves breaking down of a job into small components,
usually consisting of relatively simple tasks. These divided job components are
subsequently assigned to employees as individual jobs. This approach is
adopted to enable the employees to perform these jobs without much
specialized training. It also aims at increasing the job speed by allowing the
execution of many small jobs simultaneously and quickly. This approach is
usually implemented by using time and motion studies.

Q. Factors affecting HRP.

Ans.
1. External Factors:
As it is evident from their name the external factors which affect the human
resource planning externally.
These include following:
(i) Level of Economic Development:
Level of economic development determines the level of human resource
development in the country and thereby the supply of human resources in the
future in the country.
(ii) International Factors:
International factors like the demand and supply of human resources in various
countries also affect human resource planning.
(iii) Business Environment:
Business environment means the internal and external factors that influence the
business. Business environmental factors influence the volume of mix of
production and thereby the supply of human resources in the future in the
country.
(iv) Government Policies:
Various policies of the government like labour policy, industrial policy, policy
towards reserving certain jobs for different communities and sons-of-the-soil,
etc., affect human resource planning.
(v) Level of Technology:
Technology can be interpreted as the application of knowledge to practical tasks
which lead to new inventions and discoveries. The invention of the latest
technology determines the kind of human resources required.
Information technology has brought amazing shifts in the way the business
operates. These shifts include the following business process re-engineering,
enterprise resource planning and supply chain management. These changes
brought radial reduction in human resource and increase in software specialists.
To illustrate, Computer Aided Design (CAD) and Computer Aided Technology
(CAT) also reduced the existing requirement of human resource.
2. Internal Factors:
These factors include following aspects:
(i) Company Policies and Strategies:
The organisation’s policies and strategies are related to expansion,
diversification, etc., determines the human resource demand in terms of quantity
and quality.
(ii) Human Resource Policies:
Human resource policies of the company are about the quality of human
resources, compensation level, quality of working conditions, etc., influence
human resource planning.
(iii) Company’s Production and Operational Policy:
Company’s policies regarding how much to produce and how much to purchase
from outside for manufacturing the final product influences the number and
kind of people required.
(iv) Trade Unions:
In case it is declared by the unions that they will not work for more than 8 hours
in a day, it affects the human resource planning. Therefore, influence of trade
unions regarding the number of working hours per week, recruitment sources,
etc., affect human resource planning and is to be kept under consideration.
(v) Organisational Growth Cycles:
At the starting stage, the organisation is small as such it is but natural that need
of employees is usually smaller, however by the passage of time as the
organisation enters the growth phase more young people need to be hired.
Likewise, in the declining/recession/downturn phase human resource planning
is done to retrench the employees.
(vi) Job Analysis:
Job analysis means detailed study of the job involving the skills needed for a
particular job. Human resource planning is based on job analysis which
determines the kind of employees to be procured.
(vii) Time Horizon:
Company’s planning differs according to the competitive environment, i.e.,
companies with stable competitive environment can plan for the long-run
whereas firms without a stable environment can only plan for short-term. As
such short-term planning is adopted in the following cases.
There are many competitors entering business/when there is swift change in
social and economic conditions of business/if there is constant change in
demand patterns/when there exists poor management practice, otherwise long
term planning is adopted.
(viii) Type and Quality of Information:
Every planning process is in need of qualitative and accurate information about
the following organisational structure, capital budget, functional area objectives,
level of technology being used, job analysis, recruitment sources, retirement
plans, compensation levels of employees, etc. Hence, human resource planning
is determined on the basis of the type and quality of information.

Q. Process HRP.
Ans.
1. Determining the Objectives of Human Resource Planning: The foremost
step in every process is the determination of the objectives for which the
process is to be carried on. The objective for which the manpower planning is to
be done should be defined precisely, so as to ensure that a right number of
people for the right kind of job are selected.
2. Analyzing Current Manpower Inventory: The next step is to analyze the
current manpower supply in the organization through the stored information
about the employees in terms of their experience, proficiency, skills, etc.
required to perform a particular job.
3. Forecasting Demand and Supply of Human Resources: Once the
inventory of talented manpower is maintained; the next step is to match the
demand for the manpower arising in the future with the supply or available
resources with the organization.
4. Analyzing the Manpower Gaps: After forecasting the demand and supply,
the manpower gaps can be easily evaluated. In case the demand is more than the
supply of human resources, that means there is a deficit, and thus, new
candidates are to be hired.
5. Employment Plan/Action Plan: Once the manpower gaps are evaluated, the
action plan is to be formulated accordingly. In a case of a deficit, the firm may
go either for recruitment, training, interdepartmental transfer plans whereas in
the case of a surplus, the voluntary retirement schemes, redeployment, transfer,
layoff, could be followed.
6. Training and Development: The training is not only for the new joinees but
also for the existing employees who are required to update their skills from time
to time.
After the employment plan, the training programmes are conducted to equip the
new employees as well as the old ones with the requisite skills to be performed
on a particular job.
7. Appraisal of Manpower Planning: Finally, the effectiveness of the
manpower planning process is to be evaluated. Here the human resource plan is
compared with its actual implementation to ensure the availability of a number
of employees for several jobs.

Q. Requisite for successful HRP.

Ans.
1. HRP must be recognized as an integral part of corporate planning
2. Support of top management is essential
3. There should be some centralization with respect to HRP responsibilities in
order to have co-ordination between different levels of management.
4. Organization records must be complete, up to date and readily available.
5. Techniques used for HR planning should be those best suited to the data
available and degree of accuracy required.
6. Data collection, analysis, techniques of planning and the plan themselves
need to be constantly revised and improved in the light of experience.

Q. Barriers to HRP.
Ans.
(i) Employees Resistance:
Many of the employees in India do not have faith in adopting manpower
planning as a strategy to achieve objectives. Many business houses are planning
to adopt more and more scientific techniques and using human resources with as
much care as they give to physical and financial resources.
Employees and trade unions feel that due to widespread unemployment people
will be available for jobs as and when required. Employees may also resist
resources planning feel that it increases cost of manpower.
(ii) Time Consuming and Expensive:
Manpower planning is a time consuming and expensive method. A good deal of
time and cost are involved in data collection and forecasting.
(iii) Uncertainties:
Absenteeism in India is quite high and trend shows that it has increased in the
past few years with the result that it has assumed considerable magnitude in
determining manpower requirements.
(iv) Inefficient Information System:
In Indian industries human resource information system has not fully
developed. There is no reliable data due to which it is not possible to develop
effective human resource plans.
(v) Inaccuracy:
Human resource planning involves forecasting the demand for and supply of
human resources. Therefore, it cannot be a cent percent accurate process.
Longer the time horizon, greater is the possibility of inaccuracy. Inaccuracy
increases when departmental forecasts are merely aggregated without critical
review.
(vi) Under Utilization of Manpower:
The greater obstacle in the case of manpower planning is the fact that industries
in general are not making use of their manpower to the optimum degree and
once planning starts, it encounter heavy odds in stepping up utilization.
(vii) Lack of Education and Skilled Labour:
The extent of illiteracy and the slow pace of development of skilled categories,
account for low productivity in the labour force. Low productivity has
implications for manpower planning.
(viii) Unbalanced Focus:
In some companies human resource planning is used as a number’s game. There
is too much focus on the quantitative aspect to ensure the flow of people in and
out of the organization.

Q. Human Resource Forecasting.

Ans.
Human resources or HR forecasting is an important activity for growing
businesses. To be successful, growth-oriented businesses should periodically
assess short- and long-term staffing needs based on projected sales, new product
launches, market expansion, as well as other factors that might affect labor
needs. An HR forecast should include the number of workers needed, the type
of skills required to fill any gaps, and any costs or administrative tasks that will
be required to increase or downsize your workforce. 
Find out what growth-oriented businesses need to know about HR forecasting
and practical steps you can take to ensure your business is ready to scale the
size of its workforce to meet changing market conditions.
Techniques of HR Forecasting:
1. Managerial Judgement
Under this method, firstly experienced managers estimate the manpower
requirements for their respective departments. This is done on the basis of their
knowledge of expected future workload and employee efficiency. At last,
the top management then aggregates and approves the departmental estimates.
This is a very easy and time-saving method.
2.Work-study Method
This method uses time and motion study to analyze and measure work. Such
studies help the managers to decide the standard time for per unit work.
3. Ratio- Trends Analysis
This method helps to calculate the ratios on the basis of past data. Firstly, it
calculates the future ratios on the basis of the time series analysis/extrapolation,
after making allowances for the changes in the organization, method, and jobs,
if any.
4.Mathematical Models
A mathematical model shows the relationship between independent variables
and the dependent variables. These models express various factors influencing
manpower needs in the form of a formula.

Q. Work load analysis.

Ans.
It is a methodology to determine the time, effort and resources necessary to
carry out the department’s operations, resulting in identifying the organization’s
actual needs of human resources both in terms of quality and quantity.
Benefits of Workload Analysis
 Enables the organization identifying the actual needs of human
resources both in terms of quality and quantity in the short term and
long term.
 Maintaining the appropriate number of employees in the work system,
to ensure not to prevent or delay performing the assigned tasks.
 Ensuring the effective and efficient use of the organization’s
resources.
 Enhancing the organization productivity.
 Improving the performance of the various units of the organization.

Q. Job Description.
Ans.
Meaning:
A broad, general, and written statement of a specific job, based on the findings
of a job analysis. It generally includes duties, purpose, responsibilities, scope,
and working conditions of a job along with the job's title, and the name or
designation of the person to whom the employee reports. Job description usually
forms the basis of job specification.

Importance:
 Give a clear understanding to candidates of what their duties and
responsibilities for a particular position would be.
 Protect an organization legally, as the job description can defend why a
candidate was selected – or not – for a position, and why a position is
classified as exempt or non-exempt under the Fair Labor Standards Act
(FLSA).
 Provide a consistent understanding across departments of job position
roles and how they help the organization to grow.
 Help employees to create goals for job advancement.
 Create boundaries regarding employees’ responsibilities.
 Justify an employee’s pay.

Use of Job Description:

 To provide the employee with the expectations that are required of them
in the role
 To provide enough detail to help the candidate assess if they are suitable
for the position
 To support the recruitment team during the selection process
 To help formulate questions for the interview process
 To allow the prospective employee to determine their role or standing
within the structure of the organisation
 To assist in forming a legally binding contract of employment
 To help set goals and target for the employee upon joining
 To aid in the evaluation of the employee’s job performance
 To help formulate training and development plans

Elements of Job Description:

1. Task functions and responsibilities — Clearly delineate all job
functions and responsibilities as they relate to the performance of the
employees duties. This would include technical aspects of the position,
supervisory or managerial responsibilities (if applicable), communication
skills and experience requirements, and back-up functions such as "other
functions as deemed necessary by circumstances."
2. Performance standards — Indicate productivity and quality standards
required for the individual to be successful in his or her new role.
3. Job-related skills — List the level of skill, knowledge, experience and
capability demanded by the job, including any technical skills; physical
requirements such as repeated lifting, pulling or pushing and physical
exams that must be passed prior to qualifying for the position;
communication skills such as written, verbal and language requirements;
and interpersonal skills such as customer interaction, strong team player
skills and the ability to work harmoniously with a diverse workforce. If
the job requires computer skills, indicate the hardware and software that
the employee will be using and the minimal skill level and/or experience
required with the hardware or software.
4. Scope and limits of authority — Outline the areas of responsibility
assigned to each person, including where duties may overlap and who is
ultimately responsible for the finished product or service. Also,
specifically describe the level of authority the person has over other
people, the function or the product.
5. Management expectations — It is impossible to get results unless you
spell them out. These should include expectations for availability such as
overtime, nights, weekends, holidays, etc.; flexibility in scheduling
regarding off days; restrictions on vacation time; policies and
accountabilities for tardiness and absenteeism; and expected employee
behaviors regarding interaction with peers, customers, vendors, managers
and others.
6. Relationships — Clarify the reporting structure for each department or
division, stating to whom the employee reports or who reports to the
employee, if applicable. Also, if team or group projects are required, give
an example.
Q. Job Specification.
Ans.
Meaning:
A job specification is a written statement of educational qualifications, specific
qualities, level of experience, physical, emotional, technical and communication
skills required to perform a job, responsibilities involved in a job and other
unusual sensory demands. It also includes general health, mental health,
intelligence, aptitude, memory, judgment, leadership skills, emotional ability,
adaptability, flexibility, values and ethics, manners and creativity, etc.
Purpose of Job Specification
 Described on the basis of job description, job specification helps
candidates analyze whether are eligible to apply for a particular job
vacancy or not.
 It helps recruiting team of an organization understand what level of
qualifications, qualities and set of characteristics should be present in a
candidate to make him or her eligible for the job opening.
 Job Specification gives detailed information about any job including job
responsibilities, desired technical and physical skills, conversational
ability and much more.
 It helps in selecting the most appropriate candidate for a particular job.

Components of a Job Specification

Experience: Number of years of experience in the job you are seeking to fill.
Number of years of work experience required for the selected candidate. Note
whether the position requires progressively more complex and responsible
experience, and supervisory or managerial experience.
Education: State what degrees, training, or certifications are required for the
position.
Required Skills, Knowledge and Characteristics: State the skills, knowledge,
and personal characteristics of individuals who have successfully performed this
job. Or, use the job analysis data to determine the attributes you need from your
“ideal” candidate. Yourrecruiting planning meeting or email participants can
also help determine these requirements for the job specification.
High Level Overview of Job Requirements: In under ten bullet points, cite
the key components and requirements of the job you are filling.

Q. Job characteristic approach to job design.

Ans.
Job characteristics Theory of Hackman and Oldham states that employees will
work hard, when they are rewarded for the work they do, and when the work
gives them satisfaction. Hence, they suggest that motivation satisfaction and
performance should be integrated in the job design. According to this approach,
any job can be described in terms of five core dimensions which are defined as
follows:
Core job dimensions:
 Skill variety: Doing the same thing day in, day out gets tedious. The
solution to design jobs with enough variety to stimulate ongoing interest,
growth, and satisfaction.
 Task identity: Being part of a team is motivating, but so, too, is having
some ownership of a set of tasks or part of the process. Having a clear
understanding of what one is responsible for, with some degree of control
over it, is an important motivator.
 Task significance: Feeling relevant to organizational success provides
important motivation for getting a task or job done. Knowing that one’s
contributions are important contribute’s to sense of satisfaction and
accomplishment.
 Autonomy: No one likes to be micromanaged, and having some freedom
to be the expert is critical to job satisfaction. Companies usually hire
people for their specialized knowledge. Giving specialists autonomy to
make the right decisions is a win-win.
 Feedback: Finally, everyone needs objective feedback on how they are
doing and how they can do better. Providing well-constructed feedback
with tangible outcomes is a key component of job design.