Chapter 1
Learning Outcome By the end of this chapter you should be able to:
* Describe the process of collection of job analysis information
* Define the concept of job design
■ List the techniques of job redesign ■ Define the concept of job description
* Differentiate between job design and job description
* Define and describe the recruitment process and its importance * List the channels of recruitment
■ Identify the challenges and constraints of the recruitment process ■ Discuss the responsibilities of a recruitment manager
* Define the selection process
* List and describe the inputs and challenges of the selection process ■ List the eight steps involved in the selection process
■ Recall the best practice in each of the steps involved in the selection process
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Before an HR department was created, line managers handled all HR matters. Since line managers are familiar with the job, they genera!;;, do not require job information. They can identify the characteristics- standards, and human abilities required to do a job. With the growth in the scope and complexity of HR activities, many of these duties, such as recruiting and compensating, are delegated to the Human Resourc; Department. However, HR employees do not usually have sufficien: detailed knowledge of the jobs in the other departments. Therefore the;, need to conduct job analysis in order to collect the relevant information
Job analysis is a technique for systematically collecting, evaluating and organizing information about jobs. These actions are mostly done b;. specialists called job analysts, who gather data about each job but nc: about every person. The major HR management actions that rely on jot analysis information are:
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1. Evaluate how environmental challenges affect individual jobs
2. Eliminate unneeded job requirements that can cause discrimination in employment
3. Discover job elements that help or hinder the quality of work life
4. Plan for future human resource requirements v Match job applicants and job openings
6. Determine training needs for new and experienced employees Create plans to develop employee potential
5. Set realistic performance standards
9. Place employees in jobs that use their skills effectively 10. Compensate jobholders fairly
order to understand the nature of the job, the analysts first study :he organization - its purpose, design, structure, inputs (workforce, ~iterials and procedures) and outputs (products or services). They also re\ ew the company, industry and government reports related to the job has to be analyzed. On the basis of the general understanding of the r^nization and its functions, the analysts:
Identify the jobs to be analyzed 2. - Develop a job analysis questionnaire
Collect job analysis information
ob Identification
: err organization has several departments and every department --'forming a different job. The analysts first identify the different
• -- before they collect job information. The process of collecting job i"’.'"mation is simple in small organizations, but the process becomes ~ re jomplex and time consuming for larger companies due to the vast i i~e:y of jobs. The analysts may have to construct lists of jobs from
- records, organization charts, or in discussion with workers and -7-=t :?ors. If job analysis has been done before, analysts may be able to rrevious records to identify the jobs of a similar nature.
I .estionnaire Development
rier to study jobs, analysts generally develop checklists or . r . n a i r e s that arc sometimes referred to as “job analysis K*-ei_.es~. These forms seek to collect job information uniformly. The .— - -n a ires disclose the duties, responsibilities, human abilities, and performance standards of the jobs investigated. It is important to use the same questionnaire for similar jobs. The
purpose is to seek for variations in job information to differentiate one job from another, not differences in the questions asked.
The major components in developing a questionnaire are as follows:
1. Status and identification
ll is important to know how current the information is in describing the job. Without these entries, users of job analysis data may reh on out-of-date information or apply it to the wrong job. Since most jobs change over time, outdated information may mislead other HR activities.
2. Duties and responsibilities
A job summary is the most important component of the questionnaire as it provides a quick overview of the job. The specif.: duties and responsibilities listed in detail help in understanding the position of the job. The questions on job responsibility can be significantly expanded when developing a checklist for manager; jobs. More questions can be added on decision making, controlling, organizing, planning and other management functions. 3. Human characteristics and working conditions
Apart from information about the job, the analysts need data aboj~ the skills and expertise required to perform this particular job. Th - section of the checklist covers the knowledge required, skills ar.c abilities, level of training, education, experience and other salicr: characteristics that the job holder should possess. Information ahr~_: the environment and working conditions also hold importance a.' they may explain the need for particular skills, training, knowledge etc. Knowing about potential environmental hazards, for example, allows the HR department to redesign the job or protect wor through training and the provision of safety equipment. Unic_c working conditions influence hiring, placement and compensative decisions.
4. Performance standards
The job analysis questionnaire also seeks information about :-r standards that are used to evaluate performance. This information 5 collected on jobs with obvious objective standards of performance. Where such standards are not immediately apparent, job anal;.-ni may ask supervisors or industrial engineers to develop reasonre standards of performance.
Data Collection
There is no one way to collect information found on the job analysis questionnaire. Therefore, analysts must evaluate trade-offs between : me. cost and accuracy associated with the various methods explained 7:’ow that are used to collect data. Analysts can also use more than one :e;hnique for data collection, if required.
Interviews
Face-to-face interviews are an effective way to collect job information. The analysts have a job checklist guide but more questions can be added.
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Although conducting interviews is expensive and time consuming, the interviewer can ask for explanation or clarification if required. The analyst often talks with a limited number of workers first and then verifies the answers with the supervisor. This technique usually produces accurate results.
2. Jury of experts
A jury of experts consists of senior job incumbents and immediate supervisors. This group represents considerable knowledge and experience of the job. The analyst conducts interviews with this croup and obtains answers to the questions that he/she may not .zet from interviewing an individual. This technique, again, is time consuming and expensive but it helps the analyst to clarify what is expected in the duties of the job among the workers and supervisors . . ho are on the jury.
> Mail questionnaires
’.'ailing questionnaires to the employees involved is a faster and c-.eaper way of collecting information about the job. This approach 2hows many jobs to be studied at once and at little cost. The analysts may forward the completed questionnaires to the supervisors for .er.fication. However, this technique lacks accuracy as the questions not be clear or may be misunderstood, responses may be : -complete, and some questionnaires may not be returned.
— Employee log
^-ether approach is to use an employee log. Workers periodically :_~Tiarize
their tasks and activities in the log. If entries are made er ;he entire job cycle, the diary can prove to be quite accurate. It even be the only feasible way to collect job information, when :.~er techniques fail to capture the information about a complex ioh.
Application of Job Analysis Information
5. Observation
Observation is the most time consuming, costly and less accura:e method to collect job information, although it is the most preferred method in certain situations. Observation can be used to confirm or remove any doubt after collecting data using any other technique.
The information collected by analyzing the job can be used to formulate job descriptions and job specifications and in setting job standards. The usefulness of these applications is explained below.
job Descriptions
This is an outline, in general terms, of the activities, tasks are responsibilities involved in a job. It is a written statement of job con ter: The job specification normally adds to this information on the methoof of performing the job and the skills and knowledge required. It ai>: specifies the purpose of the job, its nature and responsibilities, where the position is located and to whom the individual is responsible.
Job Specifications
The difference between a job description and a job specification is ore perspective. A job description defines what the job is about, therefore r can be said to be a profile of the job, whereas a job specification describe^ what the job demands of employees who do it and the human required to perform the job.
Job specification requires experience, training, education, and ph>> and mental capabilities. Since the job description and the job specifics, both have the same focus, i.e. job requirements, they are often comb into one document under the heading of Job Description. The r used to compile specifications also come from job analysis informa collected using a questionnaire or a checklist.
Job Performance Standards
Job performance standards serve two functions. First, they bee targets for employee efforts. The challenge or honor of mee objectives may serve to motivate employees. Once standards are employees may feel accomplishment and achievement. This outc contributes to employee satisfaction. Without defining standarc>- employee’s performance may suffer.
The second function is that standards are criteria against which success is measured. These standards are indispensible to HR mans who attempt to control work performance. Without standards, performance may not be evaluated.
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Application of Job Analysis Information
5. Observation
Observation is the most time consuming, costly and less accura:; method to collect job information, although it is the most preferred method in certain situations. Observation can be used to confirm or remove any doubt after collecting data using any other technique.
The information collected by analyzing the job can be used to formulate job descriptions and job specifications and in setting job standards. The usefulness of these applications is explained below.
Job Descriptions
This is an outline, in general terms, of the activities, tasks ar: responsibilities involved in a job. It is a written statement of job contem. The job specification normally adds to this information on the methc-a- of performing the job and the skills and knowledge required. It al>c specifies the purpose of the job, its nature and responsibilities, where the position is located and to whom the individual is responsible.
Job Specifications
The difference between a job description and a job specification is one perspective. A job description defines what the job is about, therefore can be said to be a profile of the job, whereas a job specification descr:, what the job demands of employees who do it and the human s' required to perform the job.
Job specification requires experience, training, education, and phy ; and mental capabilities. Since the job description and the job specific;, both have the same focus, i.e. job requirements, they are often comb into one document under the heading of Job Description. The d used to compile specifications also come from job analysis informa collected using a questionnaire or a checklist.
Job Performance Standards
Job performance standards serve two functions. First, they be; targets for employee efforts. The challenge or honor of mee objectives may serve to motivate employees. Once standards are — employees may feel accomplishment and achievement. This outc contributes to employee satisfaction. Without defining standard employee’s performance may suffer. The second function is that standards are criteria against whicr success is measured. These standards are indispensible to HR ma who attempt to control work performance. Without standards, performance may not be evaluated.
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The appropriate structuring of job is very critical as it can affect the productivity and quality of work life. The only link between the organization and an employee is the job itself hence a thorough review of the characteristics of the job is essential. While designing a :ob, three major elements are needed to be taken into consideration: Organizational elements, environmental elements and behavioral elements. The management involved in designing the job needs to -- “.sure that the elements are included to make job more productive and satisfying.
J O
Organizational Elements
The organizational elements of job designed are linked with efficiency. ’ ose jobs that are designed to increase efficiency for highly motivated capable employees generally result in output maximization. This > achieved when employees are made to do repetitive tasks. Hence oecialization” is a key element in the design of such jobs.
Environmental Elements
E-.-.ironmental elements are also very essential in job design. The environmental externalities cannot be overlooked as HR specialists and ~laagers need to consider the ability and availability of prospective c~rioyees. Considerations about efficiency must be balanced against :be abilities and the availability of the workers. If an employee is not iSc to do an assigned task, the task will definitely not be completed .ciently.
Behavioral Elements
r designers heavily rely on behavioral research to provide the working r~ ronment that can help individuals in fulfilling their needs. Higher- : ■ r needs are of utmost importance to every employee. Research --’-csts that people with strong desire to satisfy high-order needs rm their best when placed on jobs that were high on certain : — ensions such as
* Skill Variety
• s the degree to which a job requires a variety of different activities > :he workers can use a number of different skills and talent.
» Task identity
h s the degree to which a job requires completion of a whole and :. mifiable piece of work.
■ Task significance
-:~e degree to which a job has a substantial impact on the lives or ■** :rk of other people.
Techniques of job Redesign
It is the degree of independence and discretion the employee has - scheduling the work and in determining the procedures to be used in carrying it out.
■ Feedback
It is the degree to which carrying out the work activities required r a job results in the individual obtaining direct and clear informat cc about the effectiveness of his or her performance.
Jobs are often redesigned to decrease boredom that may arise due t; repetitive tasks or to make the job more challenging, stimulating a_c interesting, jobs are often redesigned to assess whether a particular ;cos should have higher or lesser specialization. Job redesigning technic-r- give more autonomy to the employee and help in increasing employee* motivation and productivity. Some of the ways to implement or redesigning techniques are:
Job Rotation
If employees suffer from an overly routine type of work, one altemat e is to use job rotation (or what many now call cross-training). Job rota: :r is the periodic shifting of the employee from one task to anotre: When an activity is no longer challenging, the employee is rotate: to another job, usually at the same level. The organization beneoes because workers become more competent by learning and perform various tasks. Knowing a variety of jobs helps the employee’s self intiTz. provides personal growth, and makes an employee more valuable to tbe organization.
Job Enlargement
Job enlargement, also known as horizontal loading, increases : number and variety of tasks that an individual performs, resulting jobs with more diversity. Instead of only sorting the incoming rr by department, for instance, a mail sorter’s job could be enlarge: include physically delivering the mail to the various departments running outgoing letters through the postage meter. The differ between job rotation and job enlargement may seem subtle. Hov._ in job rotation, jobs are not redesigned. Employees are simply from one job to another, but the nature of the work remains the SJ Job enlargement, however, involves actually changing the job.
Job Enrichment
Job enrichment refers to the vertical expansions of jobs. It incr the degree to which the employee controls the planning, exer_~ and evaluation of the work. An enriched job involves the orgar of tasks so as to allow1 the employee to do a complete activity, inc
■ “e employee’s freedom and independence, increases responsibility, and provides feedback so that individuals will be able to asses and correct their own performance.
The phrase “recruitment and selection” is often used with the inference :~.at both of these words mean the same. However, there is some i -Terence in meaning between the terms “recruitment” and “selection”:
• Recruitment refers to the analysis of a job and the features the organization will look for in a potential employee, attracting candidates - which could be internal, external, or a combination of "oth - to apply, and the offering of various terms and conditions of employment to a chosen potential employee.
• Selection refers to the assessment of candidates in order to choosc the most suitable person and describes a smaller part of the total
process.
■ ecru it men t is therefore the process of finding and attracting potential -- iates for employment and selection is the step ahead of recruitment
-ere an employer chooses from the list of recruits the “best fit” for ■- organization. Hence the recruitment and selection process are "reconnected. If the company fails to recruit the right people for the
■ r : will result in selection of the wrong person.
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e rrocess of recruitment and selection begins with human resource
• .--ms which concentrates on those aspects of corporate strategy . -cerned with manpower. The human resource plan indicates areas
e organization where there are likely to be shortages of people and ■- ; - - mber of people to be recruited to meet anticipated employment teis. This can be due to planned corporate change, redeployment, -=■ -.~ent. career progression, management development or people i:- the organization for alternative employment. The human ■- _rce plan will also consider external factors such as population technological advances, projected governmental policies and variations.
- crge organizations recruit almost continuously, their Human : - - _rce departments use specialists in the recruiting process called .. ■ - :~:ent