Hr Process Part-i Old
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![Page 1: Hr Process Part-i Old](https://reader036.fdocuments.net/reader036/viewer/2022062520/55cf9909550346d0339b2b83/html5/thumbnails/1.jpg)
HR PROCESS PART-IJOB ANALYSIS-APPLICATION REVIEW-INTERVIEW-RECRUITMENT-SELECTION-JOB TRAINING-WORK
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Issue:
Improper methods of Counseling during B.E
and B.Tech Admission
An advertisement with job skill set been
provided and the team markets its
institution with catchy names, vision
statements and courses offered.
ACTIVITY
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Match the job to the person and not the
vice-versa.
This improves the productivity at work and
brings out better results.
This brings better ROI for the company
Gives better job satisfaction.
LESSONS FROM THE ACTIVITY
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Gathering Info About Job
Activities, duties, behaviour – KSAOC
K-Knowledge-Body of Info, procedural,factual
S-Skill-Competency
A-Abilities-Demonstrated Competency
OC-Other Characteristics
Gives job specifications-educational req.
JOB ANALYSIS
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Job description- identification, C.V, Duties,
Standards, Accountabilities.
Job classification- clustering jobs as groups.
Job evaluation
Job design restructuring
Personnel requirement/ Specifications
Performance appraisal
Worker Training
PURPOSE OF JOB ANALYSIS
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Worker mobility
Efficiency
Safety- ADEA- Age Discrimination in
Employments act, OSHA etc…
HR planning
Legal/quasi-legal requirements
PURPOSE OF JOB ANALYSIS
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Contains
Job identification
Job summary
Job duties and accountabilities
Job Specification
Employment Standards Information
JOB DESCRIPTION
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Arrangement of jobs based on
Classes
Groups
Families
eg- Based on line of Authority, technology based,
job content, human behaviour based.
JOB CLASSIFICATION
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Classify jobs based on relative worth
Within the organization
Within the related external labour market.
Allocation and Reallocation of
Organizational work
Activities by job incumbent into different sets
JOB EVALUATION &JOB DESIGN RESTRUCTURING
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Personal knowledge
Skills’
Aptitude
Aptitudes
Attributes
Traits for the successful performance of job with
minimum qualification, desirable specification
PERSONNEL REQUIREMENTS
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Systematic Evaluation of Employees’
performance by supervisor or other officials
Purpose
Influence performance through administrative decisions Promotion Lay offs Transfers Salary increases
Developmental feedback – about employee, Strengths and weaknesses.
PERFORMANCE APPRAISAL
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Systematic
Intentional
Process for developing
Specific skills
Influencing behaviour of organizational behaviour
and contributes to overall effectiveness
WORKER TRAINING
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Career development and Path setting
Movement of people in and out of positions,
jobs, and occupations
Self concepts and social situation changes
due
Growth, Exploration, Establishment, Maintenance
and Decline.
WORKER MOBILITY
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Organizations find it advantageous to
promote worker mobility-Interaction of
personal factors and opportunities-
establishment of career counseling and
development
Based on delineated job information.
WORKER MOBILITY
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Involves development of optimal work
processes and safe design of
Equipment
Physical facilities with reference to people’s work
activities, including work procedures, work layout,
and work standards
EFFICIENCY
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Involves
Development of optimal work process
Safe design of equipment
Safe design of physical facilities
Identifying and eliminating unsafe behaviour,
physical and environmental conditions- worker
safety.
SAFETY
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Involves anticipatory and reactive activities
Ensures
Right Number
Right people
Right people at right places
Jobs performance that satisfies objectives and
brings profit to organization
HR PLANNING
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Includes activities
Improving self actualization
Growth needs of people
Maximum utilization of
• Skills
• Talents
HR PLANNING
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Includes
Laws – CRA, ADA, EEOC,FCCP, OSHA
Regulations
Guidelines established by government agencies –
office of Federal Contract Compliance (FCC)
ADA – Reasonable accommodations for differently
abled.
EEOC- Equal Employment opportunity.
LEGAL AND QUASI LEGAL REQ
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Dimensions
Types of job analysis info provided-Type-I
Forms in which job information is illustrated-Type-II
Standardization of the job analysis content- Type-III
Sources of job information-Type-IV
JOB ANALYSIS-DATA COLLECTION METHODS
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Task or Job oriented methods-indicate jobs to be
completed
TI-CODAP- Task Inventory Comprehensive Data Analysis
Program.
PAQ-Position Analysis Questionnaire- person or worker
oriented approaches
Collect data on the machines, tools and work aids
used.
KSAOC- behaviour based
TYPE-I
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Info representation- quantitative or qualitative
Qualitative-CIT-Critical Incident Technique-
Human behaviour based technique
Effectiveness and In-effectiveness measuring
parameters
TI-CODAP and PAQ-Quantitative-relative
frequency or importance based ratings
TYPE-II
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Standardized
PAQ
KSAOC
Non-standardized
Unconventional techniques used
TYPE-III
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Devices-cameras
Physiological recording devices
Job analysts
Specialist or expert
Consultants or observers or supervisors
Clients/department heads/colleagues etc..
TYPE-IV
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Observation
Performing job
Interviews
Critical incidents
Background records
Questionnaire’s
JOB ANALYSIS-DATA COLLECTION METHODS
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Work study, time study of the job through
observation.
Activities observed
Deeper insight into job duties.
Leaves out mental aspects of job – Decision
Making, creativity.
Doesn’t consider infrequently done jobs.
OBSERVATION
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Actual performance of duties
Useful for jobs that can be learned
Demonstrator goes through the experience
before training or elucidation
Could be hazardous sometimes-illegal or
certification required
Exposed to frequently performed activities
PERFORMING THE JOB
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Individual and group interviews:
Job incumbents
Supervisors
Sub-ordinates
Clients
Other knowledgeable sources.
INTERVIEWS
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Information on rare activities collected
easily.
Gives more comprehensive and unbiased
view of job – all mental, physical analyzed.
Value dependent on interviewer and
questions asked
Fear due suspicions- distort information
INTERVIEWS
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Behaviour of poor or good performances
with the context and the consequence
Since observed and measurable-used for
performance appraisal and training readily
Insights into job expectations as defined by
incumbents
CRITICAL INCIDENTS
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Average and typical behaviour considered-
effective
Data may be less inclusive
Gathering incidents- time consuming
Eg student not performing well when taking
a wrong group in the BE/Btech counselling
CRITICAL INCIDENTS - ISSUES
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Description of daily work by incumbents
Terms familiar to incumbents
Data usage easier-appraisal measures
Insights into the reasons for job activities
Mental activities-innovativeness or
representative account- may not be
included
DIARIES
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Review of
Organizational charts
DOT-Dictionary of occupational titles-200000 nos
Company training manuals
Policies
Procedure manuals
Existing job descriptions
BACKGROUND RECORDS
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Provide preliminary job info
Aid interview questioning/questionnaires
Provide contextual info about the job
Easy to collect
Eg collecting mark sheets of his secondary
and higher secondary in a BE counseling
BACKGROUND RECORDS
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Info incomplete
Supplemented by other methods
May be outdated
Limited info- specific info for KSAOC and
important ratings of tasks
BACKGROUND RECORDS
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Structured forms and activity check lists
PAQ
FJA
MPDQ
TI-CODAP
Open ended
Unstructured questions
QUESTIONNAIRES
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Less expensive
Quicker
Reach larger incumbents/sources
Greater coverage
Responses quantified
Variety of analyses possible- comparisons across
jobs and departments-compensation and
selection
QUESTIONNAIRES
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Less expensive
Quicker
Reach larger incumbents/sources
Greater coverage
Responses quantified
Variety of analyses possible- comparisons across
jobs and departments-compensation and
selection
QUESTIONNAIRES
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Interpretation may be wrong
Response rate may be low-less generalizable
Expensive
Time consuming
Challenging to quantify
Require content analyses-time consuming
Eg asking their strong areas
QUESTIONNAIRES
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PAQ
TI-CODAP
MPDQ
FJA
DOT
CIT
JCQ
C-JAM
COMMONLY USED APPROACHES
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Standardized questionnaire-completed in 2.5 hours
Assess 187 activities in six categories
Information input
Mental processes
Work output
Relationships with other persons
Job context
Other job characteristics
PAQ
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Rating factors
Importance
Amount of time
Amount of time required
Extent of use
Possibility of occurrences
Applicability
Difficulty
PAQ
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Stage-I •Prepare questionnaire•Give the various levels of rating for the factors
Stage-II •Give them to incumbents•Questionnaire collected
Stage-III •Shipped to PAQ headquarters-computerized scoring based on 32 dimensions•Estimates aptitude test and job evaluation points
PAQ
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Advantages
◦ Excellent for small businesses
◦ People with limited or who are yet acquire
knowledge on HR can do it
◦ Selection and possible selection procedures for
small no of posts
◦ Use of PAQ for lathe test operator or trainee.
PAQ
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Issues
Highly technical- completed by job analyst
Language used complex and challenging to
understand for the incumbents or supervisors
Lacks specificity
PAQ
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Developed- US Air force
Use-describe and cluster jobs
Components of task consist of
Action
Objective
Essential modifiers
TI-CODAP
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TI-CODAP
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Advantages
Yield data for
Important job analysis
Setting job specifications
Identifying the potential job hazards attached( in
case of women and minority)
Establish succession planning
TI-CODAP
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Issues
Task statement formation-time consuming
May be outdated
Task oriented approach- KSAOC’s not used
Larger time for larger incumbents
TI-CODAP
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Management position description
questionnaire
Standardized- managerial jobs
274 item questionnaire with 15 sections
Time taken-2.5hours
Respondents indicate significance of each
item
MPDQ
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Sent to control data business advisors Inc
Computer software generates 8 reports
Management position description
Position tailored performance appraisal form
Group comparison report
MPDQ
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Work oriented approach
Includes
Functional
Specific content
Adaptive skills
required to perform job satisfactorily
FJA- FUNCTIONAL JOB ANLAYSIS
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Job classification- nine digit code
First 3-occupational code
Middle 3-extent to which job incumbent has
responsibility, judgement over
data(coordinating),people(negotiating) and
things(handling).
Last 3-classification alphabetically within
occupational group with same complexity.
FJA- DOT
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Organizational purpose PAQ TI-CODAP
FJA CIT
Job description
Job Classification
Job Evaluation
Job Design restructuring
Personnel requirements/specification
Performance Appraisal
Worker training
Worker Mobility
Efficiency/safety
Human Resource planning
Legal/quasi-legal requirements
CHOICE OF METHOD