Human Resource

Planning
 Objective
 Forecast Personnel Requirement
 Cope with changes
 Use existing manpower productively
 Promote employees in a systematice manner
Importance
 Reservoir of talent
 Prepare people for future
 Expand or contract
 Cut costs
 Succession planning
 Significance of HRP
HRP is the process – including forecasting,
developing, and controlling – by which a firm
ensures that it has the right number of people and
the right kind of people, at the right places at the
right time, doing work for which they are
economically more useful.
- Geister (1967)
Series of activities involved in this: Forecasting future
work force requirement – making an inventory of
the existing manpower – Anticipating workforce
problems – planning necessary programmes of
recruitment, selection, training, deployment,
utilization, transfer, promotion, etc.
Forecasting the Demand for HR
 External Challenges: (a) Economic
development; (b) Political, legal, social and
technical changes; competition
 Organizational decisions
 Workforce factors
 Forecasting techniques
 Demand Forecasting
Methods of Forecasting
1. Bottom Up Technique
2. Delphi Technique – its objective is to
predict future developments in a
particular area, by integrating the
judgments and opinions provided
independently by many experts –
consensus – good for short-term (1 yr)
forecast
3. Nominal Group Technique – similar to Delphi
tech, except in this case experts sit together
face to face situation to make forecasts
4. Ratio-Analysis
5. Simple Linear Regression Analysis – a
simplest statistical technique – the
projection of future demand is based on the
past relationship between the workforce
level, and the basic factor on whom the
demand is assumed to depend
6. Multiple Regression Analysis
7. Stochastic Method – deals with both certain
and unpredictable variables.
Major consideration for forecasting:
1. Absenteeism : Rate = Unauthorised absence
divided by Man-shifts actually worked and the
whole multiplied by 100
2. Retirements (superannuation)
3. Succession Planning
4. Technology Upgrading
 Workforce Analysis
Promotions Out

> Job Hopping

Transfers in > > Transfers Out
> Retirement
> VRS Scheme
> Discharge
> Terminations
> Resignations
Recruits In > > Retrenchment
> Attraction
Promotions In elsewhere
 Workload Analysis
Planned output for the year 10,000 pieces
Standard hours per piece 3 hours
Planned hours required 30,000 hours
Productive hours per person
per year (allowing for absent-
-eeism, turnover, idle time, etc ) 1000 hrs pa
No of workers required 30
If span of control in the unit is 10/officer, then 3
officers are also required
 Job Analysis
In simplest terms JA is a process of collecting
information about a job which results in two
sets of data : (1) job description & (2) job
specification
 Job Analysis
A Process of Obtaining all Pertinent Job Facts

Job Description Job Specification

A statement containing A Statement of human qualifications
items such as necessary to do the job. Usually
- Job title contains such items as
- Location - Education
- Job summary - Experience; Communication skills
- Duties & Hazards - Training
- Machines, tools, & - Judgement
equipment - Initiative
- Materials and forms used - Physical Effort; sensory demands
- Supervision given or - Physical Skills; emotional character
received; Working - Responsibilities
Conditions
Process of Job Analysis

Strategic Choices

Uses of Job Description

Gather
and Job Specification
Information -Personnel Planning
-Performance Appraisal
Process -Hiring
Information -T & D
-Job Evaluation &
Job Description Compensation
-Health and Safety
-Employee Discipline
-Work Scheduling
Job Specification -Career Planning
Strategic Choices
With regard to JA, an organization is required to make
at least five choices
1. The extent of employee involvement in JA
2. The level of details of the analysis
3. Timing and frequency of analysis
4. Past-oriented Vs future-oriented JA
5. Sources of job data
Non-Human Sources: Existing job descriptions & job
specs; Equipment maintenance record; Equip
design blue prints; architectural blue prints of work
area; films of employee working; training manuals
& other training materials; popular literatures such
as magazines and newspapers
Human Sources:
Job Analysts
Job Incumbents
Supervisors
Job experts
Information Gathering
1. Types of Info to be gathered: I. Work
Activities - (a) Description of work activities
(tasks); (b) interface with other jobs and
equipment. II. Machines, Tools, Equip and
Work aids used. III. Job Context – (a)
Physical working conditions; (b)
Organizational Context; (c) Social Context;
(d) Work Schedule; (e) Incentives (financial
and non-financial). IV. Personal
Requirements – (a) Specific Skills; (b)
Specific education and training; (c) Work
experience; (d) Physical characteristics; (e)
Aptitudes
2. Methods to be employed for data collection:
(i) observation; (ii) questionnaire; (iii) check-
lists; (iv) interview; (v) technical conference
and (vi) diary methods.
3. Who should collect data: (i) trained job
analysts; (ii) supervisors; (iii) job incumbents
Information Processing
Purpose s of Job Analysis
Job-related data obtained from a job analysis
programme are useful in
1. HRP
2. Recruitment and selection
3. T & D
4. Job Evaluation
5. Remuneration
6. Performance Appraisal
7. Personnel Information
8. Safety and Health
 Job Design
JD involves conscious efforts to organize
tasks, duties, and responsibilities into a
unit of work to achieve certain objectives;
It involves 3 steps:
1. The specification of individual tasks
2. The spec of the method(s) of performing
each task, &
3. The combination of tasks into specific
jobs to be assigned to individuals
Factors Affecting Job Design
Feedback

Organizational
Factors

Environmental Job Design Productive &

Factors Satisfying Job

Behavioural
Factors
Organisational Factors
Characteristics of Task
Work Flow
Ergonomics
Work Practices
Environmental Factors
Employee Abilities and Availability
Social and Cultural Expectations
Behavioural Elements
Feedback
Autonomy
Use of Abilities
Variety
Techniques of Job Design
Work
Simplificati Job
on Rotation

High Perfo Job

Work Job Design Enlargement
Design

Job
Autonomous
Enrichment
Teams
 Work Specification – involves (i)
mechanical pacing of work, (ii) repetitive
work processes, (iii) working on only one
part of a product, (iv) predetermining tools
and techniques, (v) restricted interaction
among employees, and (vi) few skill
requirements
 Job Rotation – movement of employees
from job to job. Jobs remain unchanged but
incumbents shift to jobs of more or less of
similar nature.
 Job Enlargement – involves expanding the
number of tasks or duties assigned to a
given job (this is only a horizontal expansion)
 Job Enrichment – An enriched job will have
responsibility and autonomy (vertical
enrichment), more variety of tasks
(horizontal enrichment), and more growth
opportunities – the concept of empowerment
is a by-product of job enrichment
Job Enrichment and its Outcomes
Job Characteristics Psychological Needs Outcomes

Feedback Knowledge of
Results Motivation,
Performance,
Satisfaction with
Autonomy Sense of job,
Responsibility, Self- Low Absenteeism,
Control, self-esteem Job Involvement

Significance, Meaningfulness,
Identity, Skill, Achievement,
Variety Variety
 Autonomous and Self-directed Teams –
This is a result of empowerment. It is an
intact group of employees who are
responsible for a “whole” work process or
segment that delivers a product or service to
an internal or external customer
 High Performance Work Design - a means
of improving performance in an environment
where +ve and demanding goals are set.
 Positive and Negative outcomes of
Job Design
Job-design Positive Negative
Approach Outcome Outcome
1. Work Job is highly Oversimplification
simplification specialised, so results in
that less trained boredom with
and less paid attendant risks of
employee can errors and
perform resignations
2. Job rotation Job’s intrinsic Jobs do not
reward potential improve. Workers
is likely to may feel rootless
3. Job Claims to have Mere adding one
enlargement motivational zero to another
impact zero – adding
one more boring
task to another.
Likely to be
resisted by
employees
4. Job Increased People may not
enrichment motivation, like to accept
reduced new
absenteeism, responsibilities.
psychological Union resistance
needs of adds to the
employees are problem.
5. Autonomous There is greater There is
work teams involvement of resistance from
employees are employees,
met. Brings about unions, and
empowered managers and
teams. supervisors
6. High Works in an May not work in
performance environment of large
work design high rate of bureaucratic
innovation and organization
operational
freedom.