HRM Unit II Study Material

Job: A job may be defined as a collection or aggregation of tasks, duties and responsibilities which as a whole is regarded as a regular assignment to individual employees. Putting in different words the meaning of a job can be described as a pocket containing differentiated set of total workload in an organi ation. Definitions: !ob Analysis is the process of determining and reporting pertinent information relating to the nature of a specific job. Bayers and Rue A job analysis results in two important documents: ". !ob #escription$ %. !ob &pecification. Job Description: !ob description is written record of the duties, responsibilities and re'uirements of particular jobs. (t is concerned with the job itself and not with the work. (t is a statement describing the job in such terms as its title, location, duties, working conditions and ha ards. (n other words, it tells us )hat to be done, and how it is to be done and why. (t is a standard of function, in that it defines the appropriate and authori ed contents of a job. Job Specification: !ob specification is a standard of personnel and designates the 'ualities re'uired for an acceptable performance. (t is a written record of the re'uirements sought in an individual worker for a given job. (n other words, it refers to a summary of the personnel characteristics re'uired for a job. (t is a statement of the minimum acceptable human 'ualities necessary for the proper performance of a job. Purpose and Uses of Job Analysis: !ob Analysis is not useful but an essential part of organi ational strategies to serve the following purposes: * Organization and Manpower Planning: (t is helpful in organi ation planning, for it defines labour needs in concrete terms and coordinates the activities of the work force, and clearly divides duties and responsibilities$ Recruit!ent and Selection: +y indicating the specific job re'uirements of each job ,i.e. the skills and knowledge-, it provides a realistic basis for the hiring, training, placement, transfer and promotion of personnel. +asically, the goal is to match the job re'uirements with a worker.s aptitude, abilities and interests. (t also helps in charting the channels of promotion and in showing lateral lines of transfer$ * "age and Salary Ad!inistration: +y indicating the 'ualification re'uired for doing a specified job and the risks and ha ards involved in its performance, it helps in salary and wage administration. !ob analysis is used as a foundation for job evaluation$ * Job Re#$ngineering: !ob Analysis provides information, which enables us to change jobs in order to permit their being managed by personnel with specific characteristics and 'ualification.
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HRM Unit II Study Material

* $!ployee %raining and Manage!ent De&elop!ent : !ob Analysis provides the necessary information to the management of training and development programmes. (t helps to determine the content and subject matter of in training courses. (t also helps in checking application information, interviewing, weighing test results, and in checking references. * Perfor!ance Appraisal: (t helps in establishing clear cut standards which may be compared with the actual contribution of each individual$ * 'ealt( and Safety: (t provides an opportunity for identifying ha ardous conditions and unhealthy environmental factors so that corrective measures may b taken to minimi e and avoid the possibility of accidents. * $!ployee Orientation: /ffective job orientation cannot be accomplished without a clear understanding of the job re'uirements. 0he duties and responsibilities of a job must be clearly defined before a new employee can be taught how to perform the job. * Utilizing Personnel: !ob Analysis information can help both employees and managers, pinpoint the root of a problem if employee functions are not ade'uate. (n sum, it may be noted that job analysis is a systematic procedure for securing and reporting the information, which defines a specific job.

Recruit!ent
&uccessful human resource planning should identify our human resource needs. 1nce we know these needs, we still want to do something about meeting them. 0he ne2t step in the ac'uisition function, therefore, is recruitment. 0his activity makes it possible for us to ac'uire the number and types of people necessary to ensure the continued operation of the 1rganisation.

(t is a process of searching for prospective employees and stimulating and encouraging

them to apply for jobs in an 1rganisation. (t is often termed positive in that it stimulates people to apply for jobs to increase the hiring ratio i.e. the no. 1f applicants for a job. )lippo
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HRM Unit II Study Material

Ob*ecti&es of recruit!ent:

0o attract people with multi dimensional skills and e2perience that suit the present and future organi ational strategies$ 0o induct outsiders with a new perspective to lead the company$ 0o infuse fresh blood at all levels of the 1rganisation$ 0o develop an organi ational culture that attracts competent people to the company$ 0o search or head hunt3 head pouch people whose skills fit the company.s values$ 0o devise methodologies for assessing psychological traits$ 0o seek out non4conventional development grounds of talent$ 0o search for talent globally and not just within the company$ 0o design entry pay that competes on 'uality but not on 'uantum$ 0o anticipate and find people for positions that does not e2ist yet.

)actors affecting Recruit!ent 0here are a number of factors that affect recruitment. 0hese are broadly classified in to two categories: (nternal 5actors$ /2ternal 5actors. $+ternal factors: &ocio economic factors$ &upply and demand factors$ /mployment rate$ 6abour market conditions$ Political, legal and governmental factors$

,nternal factors: 7ompany.s pay package$ 8uality of work life$ 1rgani ational culture$ 7areer planning and growth$ Sources of Recruit!ent ,nternal Sources: are the sources within organi ational pursuits. (t includes ,a- Present permanent employees$ ,b- present temporary3 casual employees$ ,c- retrenched or retired employees$ ,d- dependents or deceased, disabled, retired and present employees$ ,e- Promotions$ ,f- 0ransfers. o Present Per!anent $!ployees: 1rgani ations consider the candidates from this source for higher4level jobs due to: ,"- availability of most suitable candidates for jobs relatively
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7ompany.s si e$ 7ompany.s products and services$ 9eographical spread of the company.s operations$ 7ompany.s growth rate$ :ole of trade unions$ 7ost of recruitment$ 7ompany.s name and fame.

HRM Unit II Study Material

or e'ually to the e2ternal source, ,%- to meet the trade unions demands$ ,;- to the policy of the 1rganisation to motivate the present employees. o Present te!porary or -asual e!ployees: O rgani ations find this source to fill the vacancies relatively at lower levels owing to the availability of suitable candidates or trade and pressures or in order to motivate them on the present job. o Retrenc(ed or Retired e!ployees: .enerally a particular 1rganisation retrenches the employees due to lay4off. 0he 1rganisation takes of the candidates for employment from the retrenched employees due to obligation, trade union pressure and the like. &ometimes the organi ations prefer to re employ their retired employees as a token of their loyalty to the 1rganisation or to postpone some inter personal conflicts for promotion etc. o Dependents of Deceased/ Disabled/ Retired and Present $!ployees: S ome organi ations with a view to developing the commitment and loyalty of build up image provide employment to the dependent,s- of deceased, disabled and present employees. &uch organi ations find this source as an effective source of recruitment. o Pro!otions: Most of the internal candidates would be stimulated to take up higher responsibilities and e2press their willingness to be engaged in the higher level jobs if management gives them the assurance that they will be promoted to the ne2t higher level. o %ransfers: /mployees will be stimulated to work in the new sections or places if management wishes to transfer them to the places of their choice. )unctional Areas0 Scope of 'u!an Resource Manage!ent 1rgani ational planning, development and task specification$ &taffing and /mployment$ 0raining and #evelopment$ 7ompensation, )age and &alary administration$ <otivation and (ncentives$ /mployee services and +enefits$ /mployee records$ 6abor and (ndustrial :elations$ Personnel :esearch and Personnel Audit.

0he sources of recruitment are broadly classified in to internal sources and e2ternal sources. ,nternal Sources: are the sources within organi ational pursuits. (t includes ,a- Present permanent employees$ ,b- present temporary3 casual employees$ ,c- retrenched or retired employees$ ,d- dependents or deceased, disabled, retired and present employees$ ,e- Promotions$ ,f- 0ransfers. Present Per!anent $!ployees: 1rgani ations consider the candidates from this source for higher4level jobs due to: ,"- availability of most suitable candidates for jobs relatively or e'ually to the e2ternal source, ,%- to meet the trade unions demands$ ,;- to the policy of the 1rganisation to motivate the present employees.
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HRM Unit II Study Material

Present te!porary or -asual e!ployees: 1rgani ations find this source to fill the vacancies relatively at lower levels owing to the availability of suitable candidates or trade and pressures or in order to motivate them on the present job. Retrenc(ed or Retired e!ployees: 9enerally a particular 1rganisation retrenches the employees due to lay4off. 0he 1rganisation takes of the candidates for employment from the retrenched employees due to obligation, trade union pressure and the like. &ometimes the organi ations prefer to re employ their retired employees as a token of their loyalty to the 1rganisation or to postpone some inter personal conflicts for promotion etc. Dependents of Deceased/ Disabled/ Retired and Present $!ployees: &ome organi ations with a view to developing the commitment and loyalty of build up image provide employment to the dependent,s- of deceased, disabled and present employees. &uch organi ations find this source as an effective source of recruitment. Pro!otions: <ost of the internal candidates would be stimulated to take up higher responsibilities and e2press their willingness to be engaged in the higher level jobs if management gives them the assurance that they will be promoted to the ne2t higher level. %ransfers: /mployees will be stimulated to work in the new sections or places if management wishes to transfer them to the places of their choice. $+ternal Sources: /2ternal &ources are those sources, which are outside the organi ational pursuits. 0hese sources include: ,"- 7ampus :ecruitment$ ,%- Private /mployment Agencies3 7onsultants$ ,;- Public /mployment /2changes$ ,=- Professional Associations$ ,>- #ata +anks$ ,?- 7asual Applications$ ,>- &imilar 1rgani ations$ ,?- 0rade @nions$ ,A- Advertisements$ ,B/mployee :eferrals. -a!pus Recruit!ent: different types of organi ations like industries, business firms, service organi ations, social or religious organi ations can get ine2perienced candidates of different types from various educational institutions like colleges and universities imparting education in science, commerce, arts, engineering and technology, agriculture. <edicines from the training institutes. <ost of the universities and institutes imparting technical education in various disciplines provide facilities for campus recruitment and selection. $!ploy!ent Agencies: 0hese agencies or consultants perform the recruitment function on the behalf of a client company by charging fee. 6ine mangers are relieved from recruitment functions so they can concentrate on their operational activities and recruitment functions are entrusted to a private agency or consultants. 0hese agencies are also called /2ecutive &earch 7ompanies. Public $!ploy!ent Agencies: 0he govt. set up Public /mployment e2changes in the country to provide information about vacancies to the candidates and to help the organi ations in finding

HRM Unit II Study Material

out suitable candidates. Public sector and private sector industries have to depend on public employment e2changes for the specified vacancies. Professional Organizations: Professional organi ations maintain complete data of their members and provide the same to various organi ations on re'uisition. 0hey also act as an e2change between their members and recruiting firms in e2changing information, clarifying doubts etc. Data Ban1s: 0he management can collect the bio data of the candidate from different sources like employment e2changes, educational 0raining (nstitutes, candidates etc. and feed them in the computer. (t will become another source and the company can get the particulars as and when they need. -asual Applicant: #epending upon the image of the 1rganisation, its prompt response, participation of the 1rganisation in the local activities, level of unemployment, candidates apply casually for the jobs through mail or hand over the applications in Personnel #epartment. 0his would be a suitable source for temporary and lower level jobs. %rade Unions: 9enerally, unemployed or underemployed persons or employees seeking change in employment put a word to the trade union leader with a view to getting suitable employment due to latter.s intimacy with management. Si!ilar Organizations: 9enerally, e2perienced candidates are available in organi ations producing similar products or are engaged in similar business. 0he management can get most suitable candidates from this source. 0his would be the most effective source for e2ecutive positions and for newly established organi ations or diversifies or e2panded organi ations. Ad&ertising: Advertising is widely accepted techni'ue of recruitment, though it mostly provides one4way communication. (t provides the candidates in different sources, the information about the job and company and stimulates them to apply for jobs. (t includes advertising through different media like newspapers, maga ines of all kinds, radios, television etc. $!ployee referrals: 5riends and relatives of present employees are also a good source from which employees may be drawn. )hen the labour market is very tight, large employers fre'uently offer their employee.s bonuses or pri es for any referrals that are hired and stay with the company for a specific length of time. Modern sources or tec(ni2ues of Recruit!ent: "A34 ,5: 0he busy organi ations and the rapid changing companies do not find time to perform various functions of recruitment. 0herefore, they advise the potential candidates to attend for an interview directly and without a prior application on a specified place. 0he suitable

HRM Unit II Study Material

candidates among the interviewees will be selected for appointment after screening the candidates through tests and interviews. -onsult ,n: 0he busy organi ations encourage the potential job seekers to approach them personally and consult them regarding the jobs. 0he companies select the suitable candidates from among such candidates through the selection process. 'ead 'unting: 0he companies re'uest the professional organi ations to search for the best candidates particularly for the senior e2ecutive positions. 0he professional organi ations search for the most suitable candidates and advise the company regarding the filling up of the positions. headhunters are also called search consultants. Body s(opping: Professional organi ations and the hi tech training institutes develop the pool of human resources for the possible employment. 0he prospective employers contact these organi ations to recruit the candidates. 1therwise, the organi ations themselves approach the prospective employees to place their human resources. 0hese institutions are called body shoppers and these activities are known as body shopping. Business Alliances: +usiness alliances like ac'uisitions, mergers, and takeovers help in getting human resources. (n addition, the companies do also have alliances in sharing their human resources on ad4hoc basis. %ele Recruit!ent: 0he technological revolution in the 0ele communication helped the organi ations to use (nternet as a source of recruitment. 1rgani ations advertise the vacancies through the )orld )ide )eb ,www- (nternet. 0he job seekers send their applications through e4 mail or (nternet. S$3$-%,O5 &election procedure is concerned with securing relevant information about an applicant. 0he objective of the selection decision is to choose the individual who can most successfully perform the job from the pool of 'ualified candidates. 0he selection procedure is the system of functions and devices adopted in a given company to ascertain whether the candidate.s specifications are matched with the job specifications and re'uirements or not. 0he selection procedure cannot be effective until and unless: ". :ecruitment.s of the job to be filled, have been clearly specified ,!ob analysis, etc. %. /mployee specifications ,physical, mental, social, behavioral, etc.have been clearly specified$ ;. 7andidates for screening have been attracted.. S$3$-%,O5 PRO-$DUR$
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HRM Unit II Study Material

0here is no standard selection process that can be followed by all companies in all the areas. 7ompanies may follow different selection techni'ues or methods depending upon the si e of the company, nature of the business, kind and no. of persons to be employed, govt. regulations to be followed etc.