1. 11
MBA 507MBA 507
HUMAN RESOURCEHUMAN RESOURCE
MANAGEMENTMANAGEMENT
ASSOC.PROF. DRASSOC.PROF. DR
NOOR SAADAH ZAINAL ABIDINNOOR SAADAH ZAINAL ABIDIN

2. 22
AssessmentAssessment
60% Coursework:60% Coursework:
30% : 2 Group presentations @ 20%30% : 2 Group presentations @ 20%
: 4 Assignments = 10%: 4 Assignments = 10%
30% : 2 Case studies = 20%30% : 2 Case studies = 20%
: 2 Individual Quizzes = 10%: 2 Individual Quizzes = 10%
40% Final Examination40% Final Examination

3. 33
Course ObjectivesCourse Objectives
ToTo understandunderstand concepts in managingconcepts in managing
HR and its importance in firms.HR and its importance in firms.
ToTo exposeexpose participants withparticipants with
knowledge of HR process and HRknowledge of HR process and HR
issues in today's organizationissues in today's organization
ToTo applyapply knowledge in dealing withknowledge in dealing with
HR development and to improveHR development and to improve
organizational performanceorganizational performance

4. 44
Definition of HRMDefinition of HRM
Responsibilities of HR DepartmentResponsibilities of HR Department
Skills of HRMSkills of HRM
Roles of supervisors in HRMRoles of supervisors in HRM
Ethical issues in HRMEthical issues in HRM
Typical careers in HRMTypical careers in HRM

5. 55
Definition of HRMDefinition of HRM
PPolicies,olicies, ppractices andractices and ssystems thatystems that
influence employees’ behavior,influence employees’ behavior,
attitudes and performanceattitudes and performance
PoliciesPolicies::
A plan of action or statements of aimsA plan of action or statements of aims
and ideals made by a business orand ideals made by a business or
company.company.
Eg: HR policies??? on promotions,Eg: HR policies??? on promotions,
terminations etc.terminations etc.

6. 66
Definition of HRMDefinition of HRM
PracticesPractices::
analysis & work design, recruiting,analysis & work design, recruiting,
selection, training and development,selection, training and development,
performance management,performance management,
compensation, employee relationscompensation, employee relations
and supporting the organizationand supporting the organization
strategy toward companystrategy toward company
performance.performance.

7. 77
Definition of HRMDefinition of HRM
SystemsSystems::
systems that support policies andsystems that support policies and
practices in the organizationspractices in the organizations
For the purpose of this course, theFor the purpose of this course, the
importance of HRM for companiesimportance of HRM for companies
performance remains the main focus.performance remains the main focus.

8. 88
Companies performanceCompanies performance
the right people, at the right place, at the right timethe right people, at the right place, at the right time
what to pay, what to train,what to pay, what to train,
how to evaluate employees performancehow to evaluate employees performance
what and how to motivate employee, quality products andwhat and how to motivate employee, quality products and
efficient servicesefficient services excellent customer satisfaction.excellent customer satisfaction.
Effective HRM means:Effective HRM means:
employee & customers are more satisfied;employee & customers are more satisfied;
companies need to be effective, innovativecompanies need to be effective, innovative
greater productivitygreater productivity
favorable reputation in the communityfavorable reputation in the community
Thus, companies must know:Thus, companies must know:
What to invest in order to compete well with others,What to invest in order to compete well with others,
How to promote quality products and servicesHow to promote quality products and services
How to invest in getting excellent staffing, training andHow to invest in getting excellent staffing, training and
compensations and benefits .etc.compensations and benefits .etc.

9. 99
CLASS DISCUSSIONS 1CLASS DISCUSSIONS 1
*HOW DO YOU MEASURE YOUR COMPANY’S*HOW DO YOU MEASURE YOUR COMPANY’S
PERFORMANCE?PERFORMANCE?
FORM A DISCUSSION GROUP,FORM A DISCUSSION GROUP,
CREATE A HYPOTHETICAL COMPANY INCREATE A HYPOTHETICAL COMPANY IN
WHICH YOU ARE THE HR MANAGER,WHICH YOU ARE THE HR MANAGER,
EXPLAIN AND ANSWER THE ABOVEEXPLAIN AND ANSWER THE ABOVE
QUESTION*QUESTION*
SUBMIT AT THE END OF THIS CLASS PERIOD.SUBMIT AT THE END OF THIS CLASS PERIOD.
LIMIT TO 2 A4 HANDWRITTEN PAGES ONLY.LIMIT TO 2 A4 HANDWRITTEN PAGES ONLY.

10. 1010
Responsibilities of HR DepartmentResponsibilities of HR Department
Analysis & work design,Analysis & work design,
Recruitment & selection,Recruitment & selection,
Training and development,Training and development,
Performance management,Performance management,
Compensation & benefits,Compensation & benefits,
Employee relations,Employee relations,
Personnel policies,Personnel policies,
Compliance with Law,Compliance with Law,
Support for strategy,Support for strategy,
------ toward company performance.toward company performance.

11. 1111
Analysis & work designAnalysis & work design
Tasks need to be performed to produceTasks need to be performed to produce
products and servicesproducts and services
Job analysis: getting detailed informationJob analysis: getting detailed information
about the job.about the job.
Job design: defining how work will beJob design: defining how work will be
performed and the tasks required.performed and the tasks required.
Job varies from simple to multi-skillsJob varies from simple to multi-skills
tasks.tasks.
With the advancement of technology theWith the advancement of technology the
focus is on broadly defined jobs.focus is on broadly defined jobs.

12. 1212
CLASS DISCUSSION # 1CLASS DISCUSSION # 1
1.Issues in job analysis in relation to1.Issues in job analysis in relation to
technologytechnology
2.Issues in job designs in relation to from2.Issues in job designs in relation to from
the above.the above.
It’s a first come first serve basis.It’s a first come first serve basis.
Groups may have a different/same topic.Groups may have a different/same topic.
Presentations in the next class.Presentations in the next class.
(20 marks)(20 marks)

13. 1313
Recruitment &Recruitment &
Selection of EmployeesSelection of Employees
Recruitment: the process of seeking applicantsRecruitment: the process of seeking applicants
for potential employment.for potential employment.
-Internal & External Sources-Internal & External Sources
Selection: the process of identifying applicantsSelection: the process of identifying applicants
withwith necessary SKAO*necessary SKAO* to help an organization toto help an organization to
achieve its goal.achieve its goal.
(S=skills; K=knowledge; A=abilities ; O=other(S=skills; K=knowledge; A=abilities ; O=other
abilities)abilities)
*10 top qualities employers seek in job candidates:*10 top qualities employers seek in job candidates:
National Association of Colleges andNational Association of Colleges and
Employers(2005): communication skills, honesty,Employers(2005): communication skills, honesty,
interpersonal skills, strong work ethics, teaminterpersonal skills, strong work ethics, team
work, analytical skills, initiatives. motivation,work, analytical skills, initiatives. motivation,
adaptability, computer skills etc.adaptability, computer skills etc.

14. 1414
Training and developmentTraining and development
Training(T) : a short term planned effortTraining(T) : a short term planned effort
to enable employees to learn job-relatedto enable employees to learn job-related
knowledge, skills and behavior.knowledge, skills and behavior.
Development(D): a long term effort toDevelopment(D): a long term effort to
acquire knowledge, skills and behaviors toacquire knowledge, skills and behaviors to
improve employees abilities to meetimprove employees abilities to meet
changes in job requirements and customerchanges in job requirements and customer
demands.demands.
Eg:learning about effective teamwork;Eg:learning about effective teamwork;
preparing executives to managerial levelspreparing executives to managerial levels
Provide 2 examples of T and DProvide 2 examples of T and D

15. 1515
HOW TRAINING & DEVELOPMEMTHOW TRAINING & DEVELOPMEMT
CAN INCREASE THE VALUE OFCAN INCREASE THE VALUE OF
HUMAN CAPITALHUMAN CAPITAL
SAFETY TRAININGSAFETY TRAINING
1) to how to safely spot hazards1) to how to safely spot hazards newnew
skillsskills spotting hazardsspotting hazards
2) teach the importance of safe2) teach the importance of safe
practicespractices  new behavior: noticingnew behavior: noticing
and correcting hazardsand correcting hazards
RESULTS: safety conscious staffRESULTS: safety conscious staff
: fewer accidents: fewer accidents

16. 1616
CLASS DISCUSSIONS # 2CLASS DISCUSSIONS # 2
You are free to discuss with your friends.You are free to discuss with your friends.
Using 2 original examples ,describe howUsing 2 original examples ,describe how
training and developmenttraining and development cancan increase theincrease the
value of human capitalvalue of human capital in your workplace.in your workplace.
Work out in class either individually or inWork out in class either individually or in
groups)groups)
Submit during the class hour.Submit during the class hour.
Write your names and matrix number.Write your names and matrix number.
You are given only 30 minutes.You are given only 30 minutes.

17. 1717
Performance management (PM)Performance management (PM)
Organizations keep track records ofOrganizations keep track records of
employees performance in relation to jobemployees performance in relation to job
descriptions and goals of certain positions.descriptions and goals of certain positions.
PM ensures employees activities andPM ensures employees activities and
output matches organizational goals.output matches organizational goals.
Various measures are used to measureVarious measures are used to measure
performances of staff.performances of staff.

18. 1818
Compensation & BenefitsCompensation & Benefits
Pay & benefits are motivators toPay & benefits are motivators to
employees.employees.
Rewards link to individual/ groupRewards link to individual/ group
achievements.achievements.
Providing exclusive services requireProviding exclusive services require
exceptionally innovative employees.exceptionally innovative employees.
The pay is higher to attract employeesThe pay is higher to attract employees
among its competitors.among its competitors.
CB must be managed effectively andCB must be managed effectively and
efficiently.efficiently.

19. 1919
CLASS DISCUSSIONS #3CLASS DISCUSSIONS #3
PAY AND BENEFITS ARE MOTIVATORS TO EMPLOYEESPAY AND BENEFITS ARE MOTIVATORS TO EMPLOYEES
Critique(Analysis) on the above statement.Critique(Analysis) on the above statement.
Students may use Guidelines on critiques to assist them.Students may use Guidelines on critiques to assist them.
Provide your own scenario to make this discussion moreProvide your own scenario to make this discussion more
interesting and realistic.interesting and realistic.
There is no right and wrong answers.There is no right and wrong answers.
This is an inter-group critique.This is an inter-group critique.
Be very creative, innovative and descriptiveBe very creative, innovative and descriptive
Total Marks(20 marks)Total Marks(20 marks)
Contents (6 marks)Contents (6 marks)
Flow of ideas (3 marks)Flow of ideas (3 marks)
Originality of the scenario (5 marks)Originality of the scenario (5 marks)
Creativity (3 marks)Creativity (3 marks)
Free of grammatical errors( 3 marks)Free of grammatical errors( 3 marks)

20. 2020
Employee RelationsEmployee Relations
Maintain positive relationship withMaintain positive relationship with
employeesemployees
Handle certain kind ofHandle certain kind of
communication with individualcommunication with individual
employeesemployees
Prepare to address with employees’Prepare to address with employees’
problemproblem
Maintain communication with unionMaintain communication with union
representative to resolve problems.representative to resolve problems.

21. 2121
Personnel PoliciesPersonnel Policies
 HR help to establish policies relatedHR help to establish policies related
to hiring, discipline, promotions, andto hiring, discipline, promotions, and
benefits etc.benefits etc.
 Polices help to promote fair decisionPolices help to promote fair decision
making, safety work place and customermaking, safety work place and customer
serviceservice
 Accurate record keepingAccurate record keeping
 Easy access for those who needsEasy access for those who needs
informationinformation
 Only those authorized are able to see it.Only those authorized are able to see it.

22. 2222
Compliance with LawsCompliance with Laws
EEO (equal employment opportunities)- toEEO (equal employment opportunities)- to
employ disabilities;employ disabilities;
OSHA (Occupational Safety and Health ActOSHA (Occupational Safety and Health Act
(OSHA)-to provide a safe and conducive(OSHA)-to provide a safe and conducive
workplace,workplace,
Pay and benefits-fair salary systems thatPay and benefits-fair salary systems that
commensurate with SKAOscommensurate with SKAOs
Employee Privacy-for a fair employmentEmployee Privacy-for a fair employment
practices, discriminations against gender etc.,practices, discriminations against gender etc.,
Job security- the issue of employment at will,Job security- the issue of employment at will,
increase law suits due to poor economicincrease law suits due to poor economic
condition, etc.,condition, etc.,

23. 2323
Support for StrategySupport for Strategy
Human resource planning : identifies theHuman resource planning : identifies the
number and types of employees the firmnumber and types of employees the firm
requires to meet its objectivesrequires to meet its objectives
Estimate and forecast in hiring, training,Estimate and forecast in hiring, training,
reassigning of employeesreassigning of employees
Help to manage change processHelp to manage change process
Use HR knowledge and tools to manageUse HR knowledge and tools to manage
change effectively and efficiently.change effectively and efficiently.

24. 2424
Skills of HRMSkills of HRM
Human relation skillsHuman relation skills
Decision making skillsDecision making skills
Technical skillsTechnical skills
Leadership skillsLeadership skills
GiveGive specific examplesspecific examples of each skillof each skill
individually and submit in class.individually and submit in class.
(20 marks)(20 marks)

25. 2525
Among ethical issues in HRMAmong ethical issues in HRM
Making decisions consistent withMaking decisions consistent with
sound ethical principlesound ethical principle
Decision should result in theDecision should result in the
greatest good for the largestgreatest good for the largest
number of people;number of people;
-Respect basic rights to privacy;-Respect basic rights to privacy;
-Fair treatment to employees (avoid-Fair treatment to employees (avoid
discrimination);discrimination);
-Protect employees safety-Protect employees safety

26. 2626
Roles of supervisors in HRMRoles of supervisors in HRM
Even non-HR managers need the basicsEven non-HR managers need the basics
of HRof HR
Supervisors:Supervisors:
 Help analyze workHelp analyze work
 Interview job candidatesInterview job candidates
 Involve in selection decisionsInvolve in selection decisions
 Provide trainingsProvide trainings
 Conduct performance appraisalsConduct performance appraisals
 Recommend pay raiseRecommend pay raise
 Represent the company to theirRepresent the company to their
employees on a daily basisemployees on a daily basis

27. 2727
Typical careers in HRMTypical careers in HRM
Recruiting, Training, Labor relations, etcRecruiting, Training, Labor relations, etc
HRM include :HRM include :
 enhancing communication with employeesenhancing communication with employees
 concern for well being of employeesconcern for well being of employees
 great deal of paper work and patiencegreat deal of paper work and patience
 A variety of non-skill peopleA variety of non-skill people
 A good knowledge of business and lawsA good knowledge of business and laws
1a.Serve the internet and get as much as1a.Serve the internet and get as much as
possiblepossible about various careers in HRMabout various careers in HRM
1b.Given the opportunity, choose the best1b.Given the opportunity, choose the best
career and give reasons for your choice.career and give reasons for your choice.
(15 marks)(15 marks)

28. 2828
HR Environment & ChallengesHR Environment & Challenges
Trends in labor force competition andTrends in labor force competition and
how it affects HRMhow it affects HRM
The tremendous growth of womenThe tremendous growth of women
workforce.workforce.
Competition of talents requires:Competition of talents requires:
 Flexible organization thru redesigning jobs,Flexible organization thru redesigning jobs,
 Meeting needs of older workers,Meeting needs of older workers,
 Recruiting from diverse population,Recruiting from diverse population,
 Establishing bias free HR systems,Establishing bias free HR systems,
 Helping employees to understand &Helping employees to understand &
appreciate cultural differencesappreciate cultural differences
Discuss issues that affect HR environmentDiscuss issues that affect HR environment
and challenges.and challenges.
(For the next 2 weeks class discussions )(For the next 2 weeks class discussions )

29. 2929
HUMAN RESOURCEHUMAN RESOURCE
ENVIRONMENTENVIRONMENT
Trends in HRMTrends in HRM
Providing Equal EmploymentProviding Equal Employment
OpportunityOpportunity
Analyzing Work and DesignAnalyzing Work and Design
jobsjobs

30. 3030
Trends in HRMTrends in HRM
Labor Force CompositionLabor Force Composition
- Internal labor market (the firms workers)- Internal labor market (the firms workers)
- External labor market( workers outside the- External labor market( workers outside the
forms, i.e individuals seeking employment)forms, i.e individuals seeking employment)
 Aging workforce*Aging workforce*
 Share of woman workforce*Share of woman workforce*
 Flexible organization to cater for bothFlexible organization to cater for both
needs*needs*
 Recruit from diverse populationRecruit from diverse population
 Set bias free HR systemSet bias free HR system
 Help employees to understand andHelp employees to understand and
appreciate cultural differencesappreciate cultural differences

31. 3131
High performance work systemsHigh performance work systems
HRM to find and keep the best possible fitHRM to find and keep the best possible fit
between social system and the technicalbetween social system and the technical
system.system.
Firms require broad skills and stronglyFirms require broad skills and strongly
motivated employees.motivated employees.
Firms require knowledge workers throughFirms require knowledge workers through
effective recruitment and selection.effective recruitment and selection.
Job design and appropriate assessmentJob design and appropriate assessment
and reward system are required.and reward system are required.
How? Through empowerment andHow? Through empowerment and
teamwork.teamwork.

32. 3232
Employee empowermentEmployee empowerment
Giving employee responsibility and authorityGiving employee responsibility and authority
to make decision related to product /services.to make decision related to product /services.
Employees are accountable for the outcomeEmployees are accountable for the outcome
of product /services (ie they shareof product /services (ie they share
reward/losses) decisions.reward/losses) decisions.
Firms need to make the best selection toFirms need to make the best selection to
recruit people with necessary decision makingrecruit people with necessary decision making
& interpersonal skills.& interpersonal skills.
HRM must design jobs that give employeesHRM must design jobs that give employees
ample opportunities for employees to makeample opportunities for employees to make
decision and handle responsibilities.decision and handle responsibilities.

33. 3333
Employee empowermentEmployee empowerment
HRM must train employees toHRM must train employees to
make decision and take broadermake decision and take broader
responsibilities.responsibilities.
HRM must provide appropriateHRM must provide appropriate
feedback and rewards for the workfeedback and rewards for the work
empowered to those employees.empowered to those employees.
HRM must provide access to theHRM must provide access to the
information required by employees.information required by employees.

34. 3434
HR PRACTICES TO SUPPORTHR PRACTICES TO SUPPORT
ORGANIZATIONAL STRATEGEIS (OS)ORGANIZATIONAL STRATEGEIS (OS)
OSOS Quality, Growth, EfficiencyQuality, Growth, Efficiency
• QUALITY strategyQUALITY strategy job designjob design is importantis important
for empowered workers.for empowered workers.
• GROWTH strategy (includes acquisition,GROWTH strategy (includes acquisition,
merger, downsizing)merger, downsizing) HRM needsHRM needs
employees with leadership and appropriateemployees with leadership and appropriate
employee relation skills as well asemployee relation skills as well as
meaningful rewards.meaningful rewards.
• EFFICIENCY strategyEFFICIENCY strategy HR must trainHR must train
employees with conflict resolution skills andemployees with conflict resolution skills and
knowledge inknowledge in
mergers/acquisitions/downsizing.mergers/acquisitions/downsizing.

35. 3535
HR PRACTICES TO SUPPORTHR PRACTICES TO SUPPORT
ORGANIZATIONAL STRATEGIES (OS)ORGANIZATIONAL STRATEGIES (OS)
• HR professionals must resolveHR professionals must resolve
differences between the companiesdifferences between the companies
HR systemsHR systems compensation,compensation,
benefits packages and thebenefits packages and the
performance appraisal.performance appraisal.
• HR to ensure foreign employeesHR to ensure foreign employees
must have knowledge of differencesmust have knowledge of differences
in culture and HR/ businessin culture and HR/ business
practices.practices.

36. 3636
HR PRACTICES TO SUPPORTHR PRACTICES TO SUPPORT
ORGANIZATIONAL STRATEGIES (OS)ORGANIZATIONAL STRATEGIES (OS)
Qualified immigrants as employees;HRMQualified immigrants as employees;HRM
requires knowledge of different cultures.requires knowledge of different cultures.
Selected staff for overseas assignments.Selected staff for overseas assignments.
Reengineered firms require HR Dpt toReengineered firms require HR Dpt to
train, appraise and reward employeestrain, appraise and reward employees
accordingly.accordingly.
When getting employees from agentsWhen getting employees from agents
(outsourcing) HR will also face problems(outsourcing) HR will also face problems
such as cultural differences.such as cultural differences.

37. 3737
How HRM supports organization toHow HRM supports organization to
expand internationally?expand internationally?
To support efficiency and growth,HR staffTo support efficiency and growth,HR staff
must prepare companies for off shoringmust prepare companies for off shoring
i.e operations are moved to lower-wagei.e operations are moved to lower-wage
countries.countries.
HR expert can help to identify :whether inHR expert can help to identify :whether in
off shore locations can provide same oroff shore locations can provide same or
better skills,better skills,
Whether managers are prepared toWhether managers are prepared to
manage offshore employeesmanage offshore employees

38. 3838
Technological developments affect HR?Technological developments affect HR?
Information systems can be obtained fromInformation systems can be obtained from
internets by most HR professionals eg:e-businessinternets by most HR professionals eg:e-business
and internets as tools for HR professionals.and internets as tools for HR professionals.
GlobalizationGlobalization  HR to use on-line posting, on-lineHR to use on-line posting, on-line
search, on-line screening of candidates etcsearch, on-line screening of candidates etc
Company websites provide information toCompany websites provide information to
potential employees.potential employees.
On-line information sharing; On-line trainingOn-line information sharing; On-line training
On-line communications;On-line communications;
On-line collaborations from different places andOn-line collaborations from different places and
different times all over the worlddifferent times all over the world
eg: video-conferencingeg: video-conferencing
Thus, HR must ensure communication remainsThus, HR must ensure communication remains
effective to detect and correct problems…how?effective to detect and correct problems…how?

39. 3939
Find an article about HRIS and HRM.Find an article about HRIS and HRM.
Answer the following questions:Answer the following questions:
1)Based on your article ,1)Based on your article ,discuss issuesdiscuss issues related torelated to
‘ON-LINE’ in managing HRM in an organization.‘ON-LINE’ in managing HRM in an organization.
(10 marks)(10 marks)
2)How does “2)How does “on-line communicationon-line communication ” replace the” replace the
conventional way? Discuss theconventional way? Discuss the advantagesadvantages andand
disadvantagesdisadvantages ( minimum 3 advantages and( minimum 3 advantages and
disadvantages).(12 marks)disadvantages).(12 marks)
Is it a good practice for a company to adopt on-Is it a good practice for a company to adopt on-
line communications ? Give reasons for yourline communications ? Give reasons for your
answers.( 3 marks)answers.( 3 marks)
(25 marks)(25 marks)

40. 4040
ANALYZING WORK &ANALYZING WORK & DESIGN JOBSDESIGN JOBS
LEARNING OUTCOMES:LEARNING OUTCOMES:
Elements of workflow analysisElements of workflow analysis
Elements of job analysis (JA)Elements of job analysis (JA)
How to obtain info about JAHow to obtain info about JA
Recent trends in JARecent trends in JA
Methods of Designing Jobs (DJ)Methods of Designing Jobs (DJ)
How to make DJ motivating?How to make DJ motivating?
How companies plan for mentalHow companies plan for mental
demands of a job?demands of a job?

41. 4141
Elements of workflow analysis (WA)Elements of workflow analysis (WA)
Work to be done? Providing a service?Work to be done? Providing a service?
The analysis identifies :The analysis identifies :
 Output of the processOutput of the process
 Inputs : raw materialsInputs : raw materials
: equipment: equipment
: human resource: human resource
WA shows the output of a particular workWA shows the output of a particular work
unit.unit.
In terms of HR: quantity, quality,In terms of HR: quantity, quality,
effectiveness of each unit.effectiveness of each unit.

42. 4242
Elements of workflow analysis (WA)Elements of workflow analysis (WA)
InputInput  work processwork process  outputoutput
Work process involves activities.Work process involves activities.
Every process has an operatingEvery process has an operating
proceduresprocedures
Procedures consist of all task thatProcedures consist of all task that
must be done to produce the output.must be done to produce the output.
Simple eg: Making biscuitsSimple eg: Making biscuits
(inputs? Work process? Output)(inputs? Work process? Output)
Refer Fig 4.1Refer Fig 4.1

43. 4343
Elements of workflow analysis (WA)Elements of workflow analysis (WA)
Workflow design & organizationalWorkflow design & organizational
structure i.e how work fit into thestructure i.e how work fit into the
organizational structure?organizational structure?
- Structure bring people together to- Structure bring people together to
cooperate and produce the desiredcooperate and produce the desired
output.output.
--centralizedcentralized (C)vs(C)vs decentralized)decentralized)
structurestructure

44. 4444
Elements of workflow analysis (WA)Elements of workflow analysis (WA)
Organization may group jobs based onOrganization may group jobs based on
functionsfunctions
Strongly narrow function jobsStrongly narrow function jobs  lowlow
authority and highly specialized jobsauthority and highly specialized jobs
Broadly based function jobsBroadly based function jobs 
teamwork ,goals are empowered eg. Jobsteamwork ,goals are empowered eg. Jobs
such as serving customers, products.such as serving customers, products.
Such jobs require cognitive/thinking skills,Such jobs require cognitive/thinking skills,
similarly in managing a division.similarly in managing a division.

45. 4545
Elements of job analysis (JA)Elements of job analysis (JA)
To match job requirement & peopleTo match job requirement & people
JA is to get detailed info about the job:JA is to get detailed info about the job:
 what is required to perform the job?what is required to perform the job?
 what are important knowledge forwhat are important knowledge for
staffing, training, performance appraisalstaffing, training, performance appraisal
and other HR activities?and other HR activities?
Eg; appraisal vs job requirementsEg; appraisal vs job requirements
 Who conducts JA?Who conducts JA?
: in large organizations: in large organizations job analyst orjob analyst or
contracting firmscontracting firms
: in smaller: in smaller  line managerline manager

46. 4646
CLASS DISCUSSION # 4CLASS DISCUSSION # 4
Search for 3 job positions from differentSearch for 3 job positions from different
companies. Differentiate and indicatecompanies. Differentiate and indicate
between JD & JS among the jobs.between JD & JS among the jobs.
JOB DESCRIPTION(JD): List of TDRsJOB DESCRIPTION(JD): List of TDRs
Task, Duties and Responsibilities of a job.Task, Duties and Responsibilities of a job.
Eg Fig 4.2Eg Fig 4.2
JOB SPECIFICATION(JS): List of KSAOsJOB SPECIFICATION(JS): List of KSAOs
Knowledge, Skills, Abilities, OtherKnowledge, Skills, Abilities, Other
characteristics of a jobcharacteristics of a job
Eg. Fig 4.3Eg. Fig 4.3

47. 4747
Elements of job analysis (JA)Elements of job analysis (JA)
JA is a process of getting detailedJA is a process of getting detailed
information about jobs.information about jobs.
What is required to carry out a job?What is required to carry out a job?
Who does the JA?Who does the JA?
- Line managers?Line managers?
- Supervisors?Supervisors?
- HR professionals?HR professionals?
- Job analyst?Job analyst?

48. 4848
Sources of information about JA?Sources of information about JA?
 People who hold the job, such asPeople who hold the job, such as
supervisors etc;supervisors etc;
 Details about the job.Details about the job.
 DOTS: Dictionary of Occupational TitlesDOTS: Dictionary of Occupational Titles
created by the Department of Labor increated by the Department of Labor in
1930.1930.
Listed 12,000 jobs and requirements.Listed 12,000 jobs and requirements.
 O*NET: Occupational Information NetworkO*NET: Occupational Information Network
Listed job vacancies, i.e to match workersListed job vacancies, i.e to match workers
to a particular jobs (desired skills, jobto a particular jobs (desired skills, job
descriptions, trainings to fill the jobdescriptions, trainings to fill the job
described).described).

49. To analyze jobs
PAQ( Position Analysis Questionnaire)
194 items on work behaviors and
conditions
6 aspects of the job:
- Information about the job
- Mental process
- Work output
- Relationship with others
- Job context: physical and social
- Other characteristics:
Each item is analyzed using a 6 scale.
Scores are obtained through a computer
generated output;

50. 5050
Importance of job analysis (JA)Importance of job analysis (JA)
HRM requires some types of informationHRM requires some types of information
from JA in terms of:from JA in terms of:
Work designWork design
Human resource PlanningHuman resource Planning
SelectionSelection
TrainingTraining
Performance appraisalPerformance appraisal
Career planningCareer planning
Job evaluationJob evaluation
Please read on the Fleishman Job AnalysisPlease read on the Fleishman Job Analysis
SystemSystem

51. 5151
Trends in JATrends in JA
The workplace today must be adaptableThe workplace today must be adaptable
and constantly subject to change.and constantly subject to change.
Do we design work by project or by jobs?Do we design work by project or by jobs?
Jobs must be stable and evolve( changesJobs must be stable and evolve( changes
over a period of time)over a period of time)
Minor adjustments are required on the jobMinor adjustments are required on the job
to meet changes/situations/preferences.to meet changes/situations/preferences.
Hence, job analysis (JA) is not only aboutHence, job analysis (JA) is not only about
defining jobsdefining jobs but alsobut also detecting changesdetecting changes inin
jobs with the passing time.jobs with the passing time.

52. Trends in JATrends in JA
Due to rapid changes in products and
markets, the concept of job is
obsolete.
Dejobbing –” to do away with job”,
meaning organization is viewed as a
field of work needing to be done
rather than as a set of series of jobs
held by individuals.
amazon.com practices ‘dejobbing’.

53. Dejobbing
Broad worker specification
Less focused on job descriptions
Eg: Mr X may be on the same job
2 months later he is doing a different
job altogether.

54. JOB DESIGN
A process of defining how work will be
done
what task are required in given job.
when should jobs be redesigned/revised?
- When organizations are expanding?
- adopting latest technology?
- trying to improve quality products/
efficiency?
- Reviewing ( to revise )work process?
- Reviewing ( to revise )work unit?
- Revamping ( to operate by making major
changes) certain units in the organization?

55. JOB REDESIGN
A process that involves changing the
existing job design.
HOW?
- to have a detailed knowledge about the
job,
(Eg the task to be performed in the unit)
- to have more than one way (alternative
ways) to design the job
- See Figure 4.5 page 102

56. Different aspects of jobs
How to do a job efficiently:
-Industrial engineers~ studies jobs to
find the simplest way to structure
work in order to maximize efficiency
Aspects of jobs:
TO DESIGN FOR EFFICIENCY
TO DESIGN FOR MOTIVATION
TO DESIGN FOR SAFETY & HEALTH
(EGRONOMICS)
TO DESIGN FOR MENTAL CAPACITY
~ Job Characteristics Model

57. 5757
Methods of Designing Jobs (DJ)Methods of Designing Jobs (DJ)
TO DESIGN FOR EFFICIENCY
(at lower cost and grater output)
i.e the one best way to perform t he job
TO DESIGN FOR MOTIVATION
merely focus on efficiency will not
achieve HR objectives
- organizations need skilled
knowledge workers (K workers)
- needs workers who cares about
satisfying the customers.
 skill variety ; task identity
 task significance ;
 autonomy; feedback

58. 5858
How to design jobs which areHow to design jobs which are
motivating?motivating?
Job Enlargement (job extension and jobJob Enlargement (job extension and job
rotation)rotation)
Job Enrichment ( empowering workers byJob Enrichment ( empowering workers by
giving more decision making authorities ongiving more decision making authorities on
the jobs)the jobs)
Self managed work teams(Self managed work teams(
Flexible work schedules ( fulfil core hours)Flexible work schedules ( fulfil core hours)
Telework( not for manufacturing firms)Telework( not for manufacturing firms)
Occupational Safety and Health ActOccupational Safety and Health Act
(OSHA) is established to protect workers(OSHA) is established to protect workers
from work hazards.from work hazards.

59. TO DESIGN FOR SAFETY & HEALTH
(ERGONOMICS)
Ergonomics~ the study of interface
between individual psychology and
characteristic of the physical work
environment.
Objective: to minimize physical strain on
worker by structuring physical work
environment
Examples: Redesigning equipments,
reduces fatigues, pains, health complaints
Lighting ,space and hours worked

60. TO DESIGN FOR MENTAL
CAPACITY
The human mind has capabilities and
limitations.
Jobs have to design is such a way that
mental skills can accurately and
safely performed given the way the
brain processes information.
In short, to reduce the information
processing requirements of a job.
Ways to simplify jobs include:
(+)limit information and memorization
reduce cost of errors, wastage;
(-)use of technology could break the
workers train of thought, reduce

61. 6161
How companies plan for mentalHow companies plan for mental
demands of a job?demands of a job?
In the field of medicines,hospitals usedIn the field of medicines,hospitals used
SBAR(SBAR( SSituation,ituation, BBackground,ackground, AAssessmentssessment
andand RRecommendation), a standardisedecommendation), a standardised
information delivered at the click of ainformation delivered at the click of a
finger.finger.
In a split of a second, a patient getsIn a split of a second, a patient gets
control of the SBAR to get the best action.control of the SBAR to get the best action.
Studies had shown from 90 to just 40 ofStudies had shown from 90 to just 40 of
every thousand patients treated.every thousand patients treated.

62. How companies plan for mentalHow companies plan for mental
demands of a job?demands of a job?
To reduce mental and physical strain.
The job design may limit the amount of
information & memorization,
- Adequate lighting, simple-to-operate
equipment,
- use clear instruction, minimize mental
stain,
- use computers soft ware,
- Select the best employees with
necessary abilities to handle mental
demands.

63. 6363
Managing Work Flows andManaging Work Flows and
Job AnalysisJob Analysis
Structuring and DesigningStructuring and Designing
OrganizationOrganization
Designing JobsDesigning Jobs
Conducting Job AnalysisConducting Job Analysis
HRIS Human Resource InformationHRIS Human Resource Information
SystemSystem