Class 7

CHAPTER -7
Human Resource Planning
 Introduction

• Human resource planning (HRP) is the continuous process of systematic

planning ahead to achieve optimum use of an organization's most valuable
asset—quality employees. Human resources planning ensures the best fit
between employees and jobs while avoiding manpower shortages or surpluses
 HR Planning Process

1.Integration of HR planning with corporate planning

2.Assesment of environmental factors
3.Assesment of Human Resources
4.Demand Forecasting
5.Supply Forecasting
6.Matching demand and supply
7.Action Plan
 HR Planning Methods

1.Managerial Judgement:The managerial judgement technique includes

the bottom up approach and top down approach.
In the bottom up approach, line managers communicate human resource
requirements to top management. Applying the information received directly from
their line managers, top management forecasts human resource requirements.
Under the top-down approach, top management forecasts the HR requirements for
the entire organization and various department.This information is supplied to
various departmental heads for their review and approval.
:
 HR Planning Methods

2.Work Study Method:Known as “Work load analysis” is suitable where it is

possible to apply work measurement to calculate how long operations should take
and amount of labour required. Total production and activities for a specific period
are esmitted and this estimation is translated into number of man-hours required to
produce per unit.
3.Ratio Trend Analysis:This is the quickest HR forecasting technique. The
technique involves studying past ratios, say, between the number of workers
and sales in an organization and forecasting future ratios, making some
allowance or changes in the organization or its methods
HR Planning Methods
 HR Planning Methods

2.Work Study Method:Known as “Work load analysis” is suitable where it is

possible to apply work measurement to calculate how long operations should take
and amount of labour required. Total production and activities for a specific period
are esmitted and this estimation is translated into number of man-hours required to
produce per unit.
3.Ratio Trend Analysis:This is the quickest HR forecasting technique in which
manpower resources are estimated on the basis of production level and number of
workers available. The technique involves studying past ratios between the number
of direct and indirect workers in an organization and forecasting future ratios after
making allowances for changes in the organization or its methods.
 HR Planning Methods

4.Markov Analysis: also called transition probability matrix. The Markov

analysis process involves defining the likelihood of a future action, given the
current state of a variable. Once the probabilities of future actions at each state are
determined, a decision tree can be drawn, and the likelihood of a result can be
calculated
5.Delphi Method:The Delphi method is a process used to arrive at a group
opinion or decision by surveying a panel of experts. Experts respond to several
rounds of questionnaires, and the responses are aggregated and shared with the
group after each round.
 HR Planning Methods

6.Mathematical model: It expresses the relationship between independent variable

(eg. Investment, production, sales) and dependent variable (eg no. of employees
required).Regression analysis is used which is similar to ratio-trend analysis, as is
based on the relationship between sales volume and employee size.
7.Feathurebedding: It is used to describe the practice of labour union requiring an
employer to hire more workers than necessary for a particular task.
 HR Outsourcing & Offshoring

1.HR Outsourcing: Transferring a portion of work or even an entire operation to

outside providers or suppliers rather than completing it internally.
2.Insourcing: Performing a business function internally by bringing a third party
outsourcer into the business to do work.
3.Offshoring: It is when a company relocates a business process to another country.
“Outsourcing is the process of hiring an outside organization that is not
affiliated with the company to complete specific tasks. Insourcing, on the other
hand, is a business practice performed within the operational infrastructure of
the organization.”
QUESTIONS & ANSWERS
 QUESTION & ANSWERS

1. _________ is the process of forecasting an organization’s future demand for

and supply of the right type of people in the right number.
a. Human Resource planning
b. Recruitment
c. Human Resource Management
d. Human Capital Management
 QUESTION & ANSWERS

2. Which of the following factors state the importance of Human Resource

planning?

a. Creating highly talented personnel

b. International strategies
c. Resistance to change and move
d. All of the above
 QUESTION & ANSWERS

3. Which of the following option is not the factor that hinders with the human
resource planning process?

a.Type and quality of forecasting information

b. Time horizons
c. Environmental uncertainties
d. Unite the perspectives of line and staff managers
 QUESTION & ANSWERS
4. Rearrange the following steps involved in the Human resource planning
process in proper order.
A. HR Programming
B. HR Demand Forecast
C. Environmental Scanning
D. Control and evaluation of programme
E. Surplus - restricted hiring
F. HRP implementation
G. HR supply forecast
H. Organisational objectives and Policies
I. Shortage - Recruitments and Selection

a. ABCDEFGHI
b. CHBGAFDEI
c. IHDEBCAFG
d. IHGFEDCBA
 QUESTION & ANSWERS

5. ____is the process of estimating the quantity and quality of people required
to meet future needs of the organisation.

a.Demand forecasting
b. Supply forecasting
c. Environmental forecasting
d. None of the above
 QUESTION & ANSWERS

6. Which of the below given options are the forecasting techniques used?

A. Ration Trend Analysis

B. Delphi Technique
C. Staffing projections

a. A & C
b. B & C
c. A, B & C
d. A & B
 QUESTION & ANSWERS

1. a
2.d
3.d
4.B
5.A
6.d
Thank You
Class 8
CHAPTER -8
Job Analysis
 Inroduction

• A job is a logically related group of work functions of the same level of

responsibility and difficulty which are required to be performed by one employee
or by a group of similarly qualified employees.
• Job analysis is the process of gathering and analyzing information about the
content and the human requirements of jobs, as well as, the context in which
jobs are performed. This process is used to determine placement of jobs
Process of Job Analysis
Product of Job analysis
 Job Description

• A job description or JD lists the main

features of a specific job. The description
typically includes the person's main duties,
responsibilities, and working conditions. It
also includes the job title and to whom
the person holding that job has to report.
 Job Specification

• A job specification is the list of

recommended qualities for a person to
qualify for and succeed in a position. While
the job description includes the title position,
responsibilities and summary, the
specification identifies the skills, traits,
education and experience a candidate might
need to qualify for that job
Methods of Job Analysis
 Methods of Job Analysis

1. Functional Job Analysis: Functional job analysis is a qualitative method of

gathering specific data regarding job information. This produces unique
information based on the employee's behavior and actions and that information is
further used to write job descriptions.

2. Critical Incident Method: It is a task analysis technique that through

personal narratives effective and ineffective job performance behaviors are
determined and identified. This technique is also part of the front-end analysis
process.
 Methods of Job Analysis

3. Job Elements Approach: developed by Ernest primoff. Job elements include

knowledge, skills and abilities as well as willingness, interest and personal
characteristic. Job elements relies on knowledge and experiences of supervisors and
job incumbents.

4. Position Analysis Questionaries: The Position Analysis Questionnaire (PAQ) is

a structured job analysis questionnaire that measures job characteristics and relates
them to human characteristics, such as information input, mental processes, work
output, relationships with others, job context.
 Methods of Job Analysis

5.Competency Mapping Approach: Competency approach to job analysis depends

on competency mapping. Competency Mapping is a process to identify key
competencies for an organization and/or a job and incorporating those competencies
throughout the various processes (i.e. job evaluation, training, recruitment) of the
organization.3 types of competencies:

a.Core Competencies
b.Transferable Competencies
c.Technical/Functional competencies
 Methods of Job Analysis

6. Task Inventory Approach:A task inventory is a job analysis approach. Hiring

managers or human resource managers create an initial itemized list of all of the
tasks, or specific activities, that make up the performance of a specific job at a
particular organization. Task rated on scales (1to5). The dimensions are:

a. How important is each task to your job?

b. How much time do you spend on each job?
c. How frequently do you perform each task?
d. How difficult is it to perform each task.
 Methods of Job Analysis

7. Cognitive Task Analysis: The emphasis is high on finding the actual mental
processes or activities used by experts to complete the job.
 Job Design

• Job design is the next step after job analysis. It is a process of deciding on the
content of a job in terms of its duties and responsibilities.

• Job design is the process of establishing employees' roles and responsibilities and
the systems and procedures that they should use or follow. The main purpose of
job design, or redesign, is to coordinate and optimize work processes to create
value and maximize performance.

• Job analysis is the study of jobs as currently performed; job design is concerned
with changing job structures to improve efficiency.
 Approaches to Job Design

1. Engineering approach: Most prominent single element in this approach is task

idea. The work of every workman is fully planned by the management at least
one day in advance and each man receives complete written instructions,
describing in detail the tasks which he has to accomplish. This task specifies not
only what is to be done but how it is to be done and the exact time allowed for
doing it.

2. Human Relation Approach:The human approach of job design laid emphasis

on designing a job around the people or employees and not around the
organizational processes. In other words it recognizes the need of designing
jobs that are rewarding (financially and otherwise) and interesting at the same
time.
 Approaches to Job Design

3. Job Characteristic Approach:The job characteristics model uses job design to

make jobs better. Jobs are broken down into specific tasks, and employees receive
authority to carry those tasks out. This autonomy gives employees more control over
their work environment and increases their job satisfaction.
 Approaches to Job Design

.
 Approaches to Job Design

i. Skill variety: The degree to which a job requires a variety of different activities
so that the workers can use a number of different skills and talents
ii. Task Identity: The degree to which the job requires completion of a whole and
identifiable piece of work.
iii. Task significance: The degree to which the job has a substantial impact on the
lives or work of other people.
iv. Autonomy: The degree to which the job provides substantial freedom,
independence and discretion to the individual in scheduling the work and in
determining the procedures to be used in carrying it out.
v. Feedback: The degree to which an individual requires direct and clear
information about the effectiveness of his or her performances.

These 5 characteristic are given a numerical value and are then combined into a
single index called “Motivating Potential Score” MPS
Approaches to Job Design
 Job Rotation
Job rotation is the systematic movement of employees from one job to
another within the organization to achieve various human resources
objectives such as orienting new employees, training employees, enhancing
career development, and preventing job boredom or burnout.

Job rotation can be of 3 types:

•Task Based. This is the type where an employee is rotated based on tasks
which can become monotonous and repetitive.
•Position Based. This type of rotation is more permanent and stable where
an employee changes positions within the same vertical or a different
vertical.
•Geography Based.
 Job Simplification

Work or job simplification is the process of removing tasks from

existing roles in order to make them more focused. The objective
of work simplification is to develop improved work methods that
maximize output while minimizing expenditure and cost. Let's look
at an example of job simplification at work.
 Job Enrichment

Job enrichment is a process that is characterized by adding

dimensions to existing jobs to make them more motivating.

Examples of job enrichment include adding extra tasks (also called job
enlargement), increasing skill variety, adding meaning to jobs, creating
autonomy, and giving feedback
 Job Enlargement

The definition of job enlargement is adding additional activities within the

same level to an existing role. This means that a person will do more, different
activities in their current job.

For example, an employee who works on an assembly line may be tasked

with assembling more parts of the whole product before passing their work
along to the next phase for development. Over time, the employee becomes
more efficient in their role and develops stronger time management skills.
 Job Evaluation

A job evaluation is a systematic way of determining the value/worth of a job

in relation to other jobs in an organization. It tries to make a systematic
comparison between jobs to assess their relative worth for the purpose of
establishing a rational pay structure.
 Job Evaluation

1. Ranking Method (Job Comparison) is the simplest form of job evaluation

method. The method involves ranking each job relative to all other jobs,
usually based on some overall factor like 'job difficulty'. Each job as a whole
is compared with other and this comparison of jobs goes on until all the jobs
have been evaluated and ranked.
 Job Evaluation

2. Grading Method/job classification method: The evaluator writes descriptions

of each class of jobs and then puts them into the grade that best matches the
class description. Because this process is subjective, with a wide variety of jobs and
general job descriptions, positions could fall within more than one grade level.
 Job Evaluation

3. Point Rating method: Most widely used method. Jobs are broken down based on
various identifiable factors such as skill, effort, training, knowledge, hazards,
responsibility. Thereafter points are allocated to each of these factors.
 Job Evaluation

4. Factor comparison method: Combination of both ranking and point methods. It

rates jobs by comparing them and makes analysis by breaking jobs into compensable
factors.. Given by E J Benge in 19926.
In this method five factors are generally evaluated for each job i.e mental efforts,
skill, physical efforts, responsibilities, working conditions.

Steps:
1. Selecting key jobs across the company, arund 20-25 jobs.
2. Selecting corresponding evaluation parameters for each of the selcted jobs.
3. Giving ranks to each job under each formulated factor in an independent fashion.
4. Assigning an equivalent monetary value to each job parameter.
5. Dividing money value of the job amongst the formulated factors.
Job Evaluation
 Other Terms

1. Dejobbing: It pertains to broadening the responsibilities of individuals

and departments in a company , and encouring employees not to limit
themselves to their job description
2. Ergonomics: Ergonomics can roughly be defined as the study of people
in their working environment. More specifically, an ergonomist
designs or modifies the work to fit the worker, not the other way around.
The goal is to eliminate discomfort and risk of injury due to work
3. Job sharing: Job sharing is a work option in which two part-time
employees carry out tasks associated with a single job.
4. Job Engineering: Job engineering focuses on the task to be performed,
methods to be used, workflows among employees, layout of the
workplace, performance standards and interdependencies between
people and machine.
QUESTIONS & ANSWERS
 QUESTION & ANSWERS

1. Position analysis Questionarrie (PAQ) for job analysis was

developed by whom?
a. Hackman and Oldman
b. Dale S. Beach
c. Ernest J. McCormick
d. Andrei Andreyevich Markov
 QUESTION & ANSWERS
2. Consider the following methods of job evaluation
a. Ranking (Job Comparison)
b. Grading (Job Classification)
c. Point Rating
a. Factor Comparison

Codes
A. a and c are non-quantitative methods and b and d are quantitative methods.
B. a and d are non-quantitative methods and b and c are quantitative methods
C. b and c are non-quantitative methods and a and d are quantitative methods
D. a and b are non-quantitative methods and c and d are quantitative methods
 QUESTION & ANSWERS

3. _______ is a systematic exploration , study and recording the

responsibilities, duties, skills, accountabilities, work environment and ability
requirements of a specific job.
a. Job Enhancement
b. Job specification
c. Job description
d. Job analysis
 QUESTION & ANSWERS

4. Which of the following is not a method of job Analysis?.

a. Job Enhancement Approach
b. Factor comparison method
c. PAQ
d. Task Inventory Approach
 QUESTION & ANSWERS

5. A _____ is a systematic way of determining the value/worth of a job in a relation

to other jobs in an organization. It tries to make a systematic comparison between
jobs to asses their relative worth for the purpose of establishing a rational pay
structure.

a. Job determination
b. Job analysis
c. Job Evaluation
d. Job Grading
 QUESTION & ANSWERS

6. The ______ pertains to broadening the responsibilities of individuals and

departments in a company.

a. Job enrichment
b. Dejobbing
c. Job Enlargment
d. Variable work
 QUESTION & ANSWERS

7. The ______includes both positive and negative aspects of the job and the
company provides higher job satisfaction and lower turnover.
a. Job description
b. Job specification
c. Realistic job preview
d. Job assesment
 QUESTION & ANSWERS

8. Moving employees from one job to another in a predetermined way is called

a. Job Rotation
b. Job Reengineering
c. Work mapping
a. Job enrichment
 QUESTION & ANSWERS

9. Which of the following is not a component of job design?

a. Job Enrichment
b. Job Rotation
c. Job Reengineering
d.Job outsourcing
 QUESTION & ANSWERS

10. Designing a job according to the worker’s physical strength and ability is known
as
a. Ergonomics
b. Task assortment
c. Job autonomy
d. None of the above
 QUESTION & ANSWERS

11. The process of grouping of similar types of works together is known as :

a. Job Classification
b. Job Design
c. Job evaluation
d. Job description
 QUESTION & ANSWERS

12. The process of bringing together different tasks to build a job is called
a. Job evaluation
b. Job Design
c. Job classification
d. Job description
 QUESTION & ANSWERS

13. When each job is individually compared with every other in the organization, it
is called:
a. Ranking Method
b. Paired comparison method
c. Point ranking method
d. Factor comparison method
 QUESTION & ANSWERS

14. Which of the following is not an analytical method of job evaluation?

a. Point Ranking Method

b. factor comparison method
c. Paired comparison method
d. None of the above
 QUESTION & ANSWERS

1. c
2.d
3.d
4.b
5.c
6.b
7.c
8.a
9.d
10.a
11.a
12.b
13. A
14. c
Thank You