Meeting the Human Requirments

8/11/2019 Meeting the Human Requirments

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Job Analysis

A defined data collection and analysis procedurethrough which information about job tasks and job

requirements are obtained.

Job analysis is the procedure for determining the dutiesand skill requirements of a job and the kind of person who

should be hired for it.

Organizations consist of positions that have to be

staffed. Job analysis is the procedure through which youdetermine the duties of these positions and the characteristics

of the people who should be hired for them .The analysisproduces information on job requirements, which is then usedfor developing job descriptions (what the job entails) and job

specifications (what kind of people to hire for the job).


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Step 3

Select representative positions to beanalyzed. This is done when many similar

jobs are to be analyzed and it is too time-consuming to analyze, say, the jobs of allassembly workers.

Step 4 Next actually analyze the job by collecting

data on job activities, required employeebehaviors, working conditions, and human

traits and abilities needed to perform thejob. For this, you would use one or more ofthe job analysis techniques explained in

this lesson


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Step 5

Review the information with job incumbents. The jobanalysis information should be verified with the workerperforming the job and with his or her immediate

supervisor. This will help to confirm that the informationis factually correct and complete. This "review" step canalso help gain the employee's acceptance of the jobanalysis data and conclusions by giving that person achance to review and modify your description of his or

her job activities. Step 6

Develop a job description and job specification. A jobdescription and a job specification are usually twoconcrete products of the job analysis. The job description

is a, written statement that describes the activities andresponsibilities of the job, as well as important featuresof the job such as working conditions and safetyhazards. The job specification summarizes the personalqualities, skills, and background required for getting the

job done; it may be either a separate document or on the

same document as the job description.


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Specifically, job analysis involves the

following steps: 1. Collecting and recording job information

2. Checking the job information for accuracy.

3. Writing job description based on theinformation

4. Using the information to determine the

skills, abilities and knowledge that are

required on the job.

--5. Updating the information from time to

time.


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Job Analysis, A process of obtaining all

pertaining job facts is classified into two i.e. Job

Description and Job specification

Job Description is an important document, which is

basically descriptive in nature and contains a

statement of job Analysis. It provides both

organizational informations (like location in structure,

authority etc) and functional information (what thework is).

It gives information about the scope of job

activities, major responsibilities and positioning

of the job in the organization. This information

gives the worker, analyst, and supervisor with a

clear idea of what the worker must do to meet

the demand of the job.


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Who can better describe the characteristics of good jobdescription?

Earnest Dale has developed the following hints for

writing a good job description: - 1) The job description should indicate the scope and nature of thework including all-important relationships.

2) The job description should be clear regarding the work of theposition, duties etc.

3) More specific words should be selected to show:-

a) The kind of work

b) The degree of complexity

c) The degree of skill required

d) The extent to which problems are standardized e) The extent of workers responsibility for each phase of

the work

So friends we can conclude by saying that Job

description provide the information about the type of joband not jobholders.


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USES OF JOB DESCRIPTION: -

Now friends we will see why job description isnecessary in an organization,

There are several uses of job description, like

Preliminary drafts can be used as a basis for

productive group discussion, particularly if the

process starts at the executive level.

It helps in the development of job specification.

It acts as a too during the orientation of new

employees, to learn duties & responsibilities. It can

act as a basic document used in developing

performance standards.


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CONTENTS OF JOB DESCRIPTION:

Friends following are the main content of a jobdescription it usually consist of following details

or data.,

Job Description: A statement containing itemssuch as

Job title / Job identification / organizationposition

Location

Job summary

Duties Machines, tools and equipment

Materials and forms used

Supervision given or received

Workin conditions


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Job identification or OrganizationPosition: - This includes the job title,alternative title, department, division andplant and code number of the job. The jobtitle identifies and designates the jobproperly. The department, division etc.,

indicate the name of the departmentwhere it is situated and the location givethe name of the place.

Job Summary: - This serves twoimportant purposes. First is it givesadditional identification information when a

job title is not adequate; and secondly it

gives a summary about that particular job.


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Job duties and responsibilities: - This gives a totallisting of duties together with some indication of thefrequency of occurrence or percentage of time

devoted to each major duty. These two are regardedas the Hear of theJob.

Relation to other jobs: - This gives the particularperson to locate job in the organization by indicating

the job immediately below or above in the jobhierarchy.

Supervision: - This will give an idea the number ofperson to be supervised along with their job titles and

the extent of supervision. Machine: - These will also gives information about the

tool, machines and equipment to be used.

Working Conditions: - It gives us information

about the environment in which a jobholder must work.


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A MODEL FOR JOB DESCRIPTION:

1. Below, a word document of sample job

description of a restaurant manager has

been presented for your reference: -

Restaurant Manager

Job Summary:

Plan, organize, direct, and coordinate theworkers and resources of the restaurant for the

efficient, well-prepared, and profitable service of

food and beverages.


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Tasks and Duties:

1. Work with chefs and other personnel to plan menus that isflavorful and popular with customers. Work with chefs for efficientprovisioning and purchasing of supplies. Estimate food andbeverage costs. Supervise portion control and quantities of

preparation to minimize waste. Perform frequent checks toensure consistent high quality of preparation and service.

2. Supervise operation of bar to maximize profitability, minimizelegal liability, and conform to alcoholic beverage regulations.

3. Work with other management personnel to plan marketing,advertising, and any special restaurant functions.

4. Direct hiring, training, and scheduling of food service personnel.5. Investigate and resolve complaints concerning food quality and

service.

6. Enforce sanitary practices for food handling, general cleanliness,and maintenance of kitchen and dining areas.

7. Comply with all health and safety regulations.

8. Review and monitor, with bookkeeper or other financialpersonnel, expenditures to ensure that they conform to budgetlimitations. Work to improve performance.

Perform other duties as assigned by management


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Qualifications:

1. Bachelor of Science degree inhotel/restaurant management is desirable. A

combination of practical experience and

education will be considered as an alternate.

2. Good organizational skills for dealing with

diverse duties and staff.

3. Pleasant, polite manner for dealing with

public as well as staff.


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JOB SPECIFICATION:

Now dear future executives let us discussabout job specification. Can any bodyexplain the term job specification?

Its explanation is given below: It tells us, what kind of person to recruit

and also under what qualities that person

should be tested. Job Specificationtranslates the job description into terms ofthe human qualifications, which arerequired for performance of a job.


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Job Specification Information: -

The first step in the programme of jobspecification is to prepare a list of all jobsin the company and where they arelocated. The second step is to secure andwrite up information about each of the jobs

in a company. Usually, this informationabout each of the jobs in a company.Usually this information includes:

1. Physical specifications: - Physical

specifications include the physicalqualifications or physical capacities that varyfrom job to job. Physical qualifications orcapacities


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2. Include physical features like height, weight, chest, vision,hearing, ability to lift weight, ability to carry weight, health, age,capacity to use or operate machines, tools, equipment etc.

3. Mental specifications: - Mental specifications include ability toperform, arithmetical calculations, to interpret data, informationblue prints, to read electrical circuits, ability to plan, readingabilities, scientific abilities, judgment, ability to concentrate,ability to handle variable factors, general intelligence, memoryetc.

4. Emotional and social specifications: - Emotional and socialspecifications are more important for the post of managers,supervisors, foremen etc. These include emotional stability,flexibility, social adaptability in human relationships, personalappearance including dress, posture etc.

5. Behavioral Specifications: - Behavioral specifications play animportant role in selecting the candidates for higher-level jobs inthe organizational hierarchy. This specification seeks todescribe the acts of managers rather than the traits that causethe acts. These specifications include judgments, research,

creativity, teaching ability, maturity trial of conciliation, self-reliance, dominance etc.


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Uses of job specification: -

Now we will see what are the uses of this jobspecification;

Physical characteristics, which include health, strength,age range, body size, weight, vision

Responsibilities: - Which include supervision ofothers, responsibility for production, process andequipment, responsibility for the safety of othersand responsibility for preventing monetary loss.

Other features of a demographic nature: Which

are age, sex, education, experience and languageability.

Job specifications are mostly based on thepersonnel managers. They give their opinion as to

who do they think should be considered for a jobin terms of education, intelligence, training etc


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Job Evaluation

Job evaluation is the process of analyzing andassessing the various jobs systematically toascertain their relative worth in an organization.Job is evaluated on the basis of their contentand is placed in the order of their importance.

It should be noted that in a job evaluationprogramme, the jobs are ranked and not the

jobholders. Jobholders are rated throughperformance appraisal.

Job evaluation is a process of finding out therelative worth of a job as compared to other

jobs


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The following objectives are derived from theanalysis of the above-mentioned definitions: -

1) To gather data and information relating to jobdescription, job specification for various jobs in anorganization.

2) To compare the duties, responsibilities and

demands of a job with that of other jobs. 3) To determine the hierarchy and place of various

jobs in an organization.

4) To determine the ranks or grades of various jobs.

5) To ensure fair and equitable wages on the basis ofrelative worth or value of jobs. In other words equalwages are fixed to the jobs of equal worth or value.

6) To minimize wage discrimination based on sex,age, caste, region, religion etc.


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Methods of Job Evaluation:


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Analytical:

1. Point Method

2.Factor Comparison Method Point Method

The system starts with the selection of job

factors, construction of degrees for eachfactor, and assignment of points to each

degree. Different factors are selected for

different jobs, with accompanyingdifferences in degrees and points.


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Let us discuss the different factors with an example: The National Electrical Manufacturing Association (NEMA), USA

has suggested the factors, degrees and point for hourly ratedand salaried jobs. The job factors taken into consideration by

NEMA for hourly rated jobs are: Skill

Education

Experience

Effort Physical demand

Mental and / or visual demand

Responsibility

Responsibility for equipment or process Responsibility for materials or product

Responsibility for safety of others

Job Conditions

Working conditions


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NEMA Manual for salaried jobs

Factors: -

Education Experience

Complexity of duties

Monetary responsibility

Working Condition

Contacts

Types of Supervision

Extent of Supervision


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Factor-Comparison Method:

The factor-comparison method is yet another

approach for job evaluation in the analytical

group. Under this method, one begins with the

selection of factors; usually five of them- is

assumed to be constant for all the jobs. Each

factor is ranked individually with other jobs. Forexample, all the jobs may be compared first by

the factor mental requirements. the skills factor,

physical requirements, responsibility, and

working conditions are ranked. The total pointsare then assigned to each factor. The worth of a

job is then obtained by adding together all the

point values.


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Non-Analytical: 1. Ranking Method

2. Banding Method

3. Job-Grading Method Ranking method: this is the simplest, the most

inexpensive and the most expedient method ofevaluation. The evaluation committee assessesthe worth of each job on the basis of its title or

on its contents, if the latter is available. But thejob is not broken down into elements or factors.Each job is compared with others and its place isdetermined.

The method has several drawbacks. Jobevaluation may be subjective, as the jobs are notbroken into factors. It is hard to measure whole

jobs.


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Banding

A banding procedure takes place when

jobs are grouped together by commoncharacteristics. Characteristics used togroup jobs follow: exempt versusnonexempt, professional versus non

professional, union versus non union, keycontributor versus non-key contributor, lineversus staff, technical versus non-technical, value-added versus non-value-added, and classified versus non-classified. Often these groups are thenrank ordered and each group is then

placed in a pay band.


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Job-grading Method:

As in the ranking method, the job-grading method (orjob-classification method) does not call for a detailed or

quantitative analysis of job factors. It is based on the jobas a whole. The difference between the two is that in theranking method, there is no yardstick for evaluation,while in the classification method, there is such ayardstick in the form of job classes or grades. Under the

classification method, the number of grades is firstdecided upon, and the factors corresponding to thesegrades are then determined.

The advantages of the method are; I) job gradedescriptions are vague and are not quantified; ii) difficulty

in convincing employees about the inclusion of a job in aparticular grade because of vagueness of gradedescriptions; and iii) more job classification schedulesneed to be prepared because the same schedule cannotbe used for all types of jobs.


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Job Design Techniques

Job simplification

Job enlargement

Job enrichment

Job rotation

Team building

Meeting the Human Requirments

Documents

Transcript of Meeting the Human Requirments