Manpower
planning is concerned with determination of quantitative and qualitative
requirements of manpower for the organization
Determination
of manpower requirements is one of the most important problems in manpower
planning
Job
analysis and job design, provide this knowledge.
Uses
of Job Analysis
Achievement
of Goals
Weather
and Davis have stated, “Jobs are at the core of every organization’s
productivity, if they are designed well and done right, the organization makes
progress towards its objectives. Otherwise, productivity suffers, profits fall,
and the organization is less able to meet the demands of society, customer,
employees, and other with a stake in its success.”
Organizational
Design
Job
analysis will be useful in classifying the jobs and the interrelationships
among the jobs. On the basis of information obtained through job analysis,
sound decisions regarding hierarchical positions and functional differentiation
can be taken and this will improve operational efficiency.
Organization
and Manpower Planning
It
is helpful in organization planning, for it defines labour in concrete terms
and co-ordinates the activities of the work force, and clearly divides duties
and responsibilities.
Recruitment
and Selection
Job
analysis provides you with information on what the job entails and what human
requirements are required to carry out these activities. This information is
the basis on which you decide what sort of people to recruit and hire.
Placement
and Orientation
Job
analysis helps in matching the job requirements with the abilities, interests
and aptitudes of people. Jobs will be assigned to persons on the basis of
suitability for the job. The orientation programme will help the employee in
learning the activities and understanding duties that are required to perform a
given job more effectively.
Employee
Training and Management Development
Job
analysis provides the necessary information to the management of training and
development programmes. It helps in to determine the content and subject matter
of in training courses. It also helps in checking application information,
interviewing test results and in checking references
Job
Evaluation and Compensation
Job
evaluation is the process of determining the relative worth of different jobs
in an organization with a view to link compensation, both basic and supplementary,
with the worth of the jobs. The worth of a job is determined on the basis of
job characteristics and job holder characteristics. Job analysis provides both
in the forms of job description and job specification.
Performance
Appraisal
Performance
appraisal involves comparing each employee’s actual performance with his or her
desired performance. Through job analysis industrial engineers and other
experts determine standards to be achieved and specific activities to be
performed.
Health
and Safety
It
provides an opportunity for identifying hazardous conditions and unhealthy
environmental factors so that corrective measures may be taken to minimize and
avoid the possibility of accidents.
Methods
for Collecting Job analysis data
Participant
Diary/Logs
Workers
can be to keep participant diary/long or lists of things they do during the
day. For every activity he or she engages in, the employee records the activity
(along with the time) in a log. This can provide you with a very comprehensive
picture of the job, especially when it’s supplemented with subsequent
interviews with the worker and his or her supervisor.
Interview
There
are three types of interviews you can use to collect job analysis data:
individual interviews with each employee; group interviews with groups of
employees having the same job; and supervisor interviews with one or more
supervisors who are thoroughly knowledgeable about the job being analyzed.
Critical
Incidents
In
this method, job holders are asked to describe incidents concerning the job on
the basis of their past experience. The incidents so collected are analyzed and
classified according to the job areas they describe, A fairly picture of actual
job requirements can be obtained by distinguishing between effective and ineffective
behaviors of workers on the job. However, this method is time consuming. The
analyst requires a high degree of skill to analyze the contents of descriptions
given by workers.
Technical
Conference Method
This
method utilizes supervisors with extensive knowledge of the job. Here, specific
characteristics of a job are obtained from the “experts.” Although it is a good
data gathering method, it often overlooks the incumbent worker’s perception
about what they do on their job.
Job
Performance
Under
this method, the job analyst actually performs the job under study to get
first-hand experience of the actual tasks, and physical and social demands of
the job. This method can be used only for jobs where skill requirements are low
and can be learnt quickly and easily. This is a time-consuming method and is
not appropriate for jobs requiring extensive training.
Functional
Job Analysis
Functional
job analysis (FJA) is employee- oriented analytical approach of job analysis.
This approach attempts to describe the whole person on the job.
1)
The extent to which specific instruction
are necessary to perform the task
2)
The extent to which reasoning and judgment
are required to perform the task
3)
The mathematical ability required to
perform the task and
4)
The verbal and language facilities required
to perform the task.
Observation
Method
Using
this method, a job analyst watches employees directly on the job. Observations
are made on various tasks, activities, the pace at which tasks are carried out,
and the way different activities are performed. This method is suitable for
jobs that involve manual, standardized, and short job cycle activities..
Questionnaires
The
method is usually employed by engineering consultants. Properly drafted
questionnaires are sent out to job-holders for completion and are returned to
supervisors. However, the information received is often unorganized and
incoherent. The idea in issuing questionnaire is to elicit the necessary
information from job –holders so that any error may first be discussed with the
employee and, after corrections, may be submitted to the job analyst.
