2. Human Resource
• Human resources are some people who are willing to contribute their skills,
talents and attitude in orders to achieve organizational goals.
• Organizational effectiveness largely depends up on the performance of people
working in the organization.
• People are as human resource only when they acquired such as knowledge,
skills, attitudes, experience and potential growth.
• In earlier days, the term "manpower" was used and included those special
groups of trained people who have specific skills in certain areas.
• However, in fact, highly skilled, semiskilled, as well as unskilled people
contribute directly and indirectly in the achievements of the goals of
organizations either they included in labour forces or not.
3. Human resource management
• Human resource management (HRM) is concerned with the people element in
the organization.
• It is concerned with the effective management of available human resources in
the organization.
• It involves the production utilization of people in order to achieve organizational
goals and can be a major contribution on the success of organization.
4. Definition of human resource management
• Human resource management is the systematic planning, development and
control of network of interrelated process affecting and involving all member of
organization.
• Human resource management is a process of four functions: acquisition,
development, motivation and maintenance of human development. Robbins
• Human resource (Manpower) is the cornerstone of any health system and unless
manpower development patterns are appropriate to people's health needs and
social circumstances, countries will never be able to achieve a level of health
that will allow their people to lead socially and economically productive lives."
Dr. H. Mahler, former Director General WHO
5. Objectives of human resource management
• It is the important component of management.
• It is the combination of four functions.
• The main objectives of human resource management are as follows.
• Goal achievement
• Structure maintenance
• Goal harmony
• Productivity improvement
• Efficiency
6. Human resource planning
• The purpose of human resource planning is to assess where the organization is,
where it is going, and what implications these assessment have on future
supplies of and demands for human resources.
• Attempts then is made to match supplies and demands, making them compatible
with the achievement of the organization's future needs both in public and
private sectors.
• However, the shortage of trained manpower all over the world remained as ever
which increases the importance of proper planning for human resource
development.
7. Importance of human resource planning
• Goal (objective) achievement:
• Human resource planning focus on overall organizational goals.
• The human resource planning ensures the optimum achievement of objectives.
• The forecast of human resources are based on the objectives, strategies and plan of the
organization.
• Minimize future risk and uncertainty:
• Human resource planning is made to minimize future risk and uncertainty by forecasting
the need of technical and other manpower.
• This will help to reduce the chances of losses by making optimum utilization of human
resources.
8. Importance of human resource planning
• Effective utilization human resource:
• Human resource planning ensures that the organization acquire and retain the quality
human resource.
• Existing human resource can be deployed to ensure their effective utilization.
• Implement business strategy:
• Without proper human resource planning, business strategy cannot be implemented.
• Human resources are the people who have to work in order to implement the business
strategy. It is only possible through human resource planning.
9. Importance of human resource planning
• Human resource development:
• Human resource planning anticipate skill requirement for various level of human
resources.
• This provides adequate time for planning and development programs.
• In other words, human resource planning uses the employees properly.
• Promote awareness:
• Human resource planning promotes awareness that human resource activities are equally
important at every level.
• Both line and staff managers directly and indirectly must be involved in human resource
activities.
10. Human resource planning in health
• The development of human resources in health can be defined as the process of
determining how best to produce, deploy, and manage the human resources in
health care system to produce the best health care services to people
• With increasing health challenges, need of human resource in health is ever
increasing.
• This situation compelled the health planner to look for more realistic and wiser
alternative term for the Health Manpower Development, and the term HRH
Development was coined.
• HRH also involve health care recipients as the health care providers in a planned
way e.g., individual volunteers, mothers' group and community health group etc.
11. Prerequisite of human resource planning in health
• Statistical data
• Leadership readiness
• Enabling legislation
• Administrative capacity
• Political dimension
• Performance appraisal/in-service education
• Nursing human resource planning
• Nursing personnel management
12. Statistical data
• Statistical data can help in the formulation of a series of equations to project
human resource requirements.
• Use of available data, such as patient visits, number of available physicians,
work hours of physicians, and service uptake rate to predict the size of
healthcare personnel required.
• The available data shouldn't be static and should take account for expected
future changes like emerging diseases or increase in number of cases.
• The major advantage of availability of data is its ease of application for planning
of required human resource in health system.
13. leadership readiness
• Within healthcare, skilled leaders motivate staff to work at their highest
potential to benefit patients, their colleagues, and the organization.
• Nurse managers, doctors, and health administrators supervise teams and daily
operations, but they may or may not be natural leaders.
• Leadership must be ready to determine and develop human resource
requirement for future.
• Foresightedness of upcoming challenges and requirements is must bearing
characteristics of healthcare leadership.
• Leadership must understand and model approaches for making decisions under
risk and uncertainty.
14. Enabling legislation
• Legislation facilitates planning to develop a vision of the future, to define short-,
medium- and long-term references, to determine objectives, to set out priorities,
to delegate roles and to define means of action and institutional arrangements
• It support decision-making in a context of greater public awareness of the
harmful effects of incoherent policies and of greater public scrutiny of decision-
makers regarding the costs and benefits of proposed options.
• It helps to rally professionals and other sectors around health problems and to
legitimize actions.
• It also provides a framework for evaluating performance by setting expectations,
objectives, priorities and strategies and the resources required to achieve them.
15. Administrative capacity
• Human resource administration is the management of the overall employment
experience of people working at an organization
• A good administrative capacity is prerequisite for proper human resource
development planning.
• The administration should be prepared for development of human resources by
developing new manpower or upgrading the existing human resource.
• HR administration must assist managers with employee performance issues,
recruit and interview for open positions, and onboard new hires.
• Motivation of available human resource and planning of new recruitment need
good administrative capacity.
16. Political dimension
• Political forces play a dominant role in the shaping of health services in
community.
• Political scenario must be favorable for human resource development in health.
• Policy making and need assessment of requirements of health personnels must
be in priority of political leaders.
• It is often overlooked that efforts to alleviate the suffering caused by health
problems can, in turn, contribute to the initiation of action on political action
towards human resource development planning in health sector
17. Performance appraisal
• Performance appraisal can be used as positive motivation which motivates the
staff to do their work effectively.
• An employee is motivated to give out his/her best when he/she finds the job
challenging.
• It has now been well established fact that reward has great influence on
employees for their better works.
• Reward is the material and psychological pay off performing task.
• This definition indicate that rewarded don’t mean just pay or financial
intensive but it also include a broad sense and other support and benefit e.g.
recognition prestige, praise etc. .
18. In-service education
• In service education is a planned educational programme provided in the job
setting in order to help the person to perform more effectively.
• To motivate the staff a nurse manager had to organize the in service education
program continuously.
• It is needed to make the staff performance up to date.
• The staffs knowledge level and capabilities are a major factors in determining
the number of staff required to carryout organizational goal.
• The belief is that the better trained and the more component of staff is , the less
number of the will required.
• In order to give best service must constantly be learning.
19. Nursing personnel management
• Ethics and standards should be set for nursing practice
• Resource management like operational planning, staff allocation, personal
systems and records, labor law and regulation, budget must be taken in
consideration
• Workforce planning
• Working environment
• Staff support and performance should be regulated by well designated roles and
responsibilities along with growth
20. Importance of hrh planning
• To formulate human resources plan and establish a mechanism for the
implementation of that action-plan.
• To influence the health manpower production by the health institution in terms
meeting the national need for the types of health personnel, the number of each
category and their capabilities (required skills).
• To ensure the most effective possible distribution and use of existing human
resources in health.
• To ensure continuous staff-development that is needed for the provision of
quality health care.
• To ensure on-going monitoring and evaluation of the progress of the action plan.
21. advavntages of hrh planning
• Needed to develop competencies .
• Needed to mitigate some of the evil consequences of industrialization .
• Needed to bring about system-wide change .
• Needed to develop a proper climate in the organization.
22. Steps of hrh planning
1. Preparing for human resources planning.
2. Preparing report on existing human recourses and service situation in health
3. Estimating future supply of human resources in health
4. Estimating human resources requirements in terms of quantity and quality
5. Finding out mismatches between supply and demand for human resources
6. Solving mismatches between supply and requirements
7. Identifying the organizational and management problems
8. Formulating of management strategies and outlining of the plan
9. Preparing detailed human recourses development plan
10. Implementation and monitoring of plan
23. Step 1: Preparing for Human Resources Planning
• Planning of human resources in health begins with the government or the
related organizations.
• Then human resources planning group, composed of the representatives of
health planners; health services providers; health manpower producing
institutions; professional bodies; and other interest groups, is formed and
the terms of reference (TOR) for the working group is prepared.
• The organizations that need to be consulted by the working group are also
identified who have a full understanding of the nation's health priorities,
health resources and long-term demographic projections.
24. Step 2: Preparing Report on Existing Human Recourses
and Service Situation in Health
• The working group is responsible to gather data in health situations in advance but
within a reasonable time period.
• Therefore, it is not worth to launch a special survey, which unnecessarily increases
the cost and data collection time.
• Data should be always collected from authentic sources with a specific purpose in
mind.
• It is recommended that expertise from the field of health, statistics, demography,
and education should have the representation in the war that is responsible for
collection and representation of data.
25. • Information collected should include the following aspects.
• Country's background information.
• Country's fiscal situation and trends in health budget.
• National health plan: long-term and short-term.
• Present health status and trends.
• information on production of health workers: i) the number and types training institutions
and curriculum used, enrolling capacity, drop out rates, destination of graduates, and the
teacher capabilities, and in) the courses available for continuing education.
• Present staffing situation and trends; recruitment, staffing pattern, full-time or part-time,
turnover rates and reason-career change, or other socio-economical reasons, etc.
• Utilization of the health personnel: workload distributions and productivity; career
structure, supervision; performance appraisal, etc.
• Personnel policies: staff development; hiring & firing retirement , pension, etc,.
Step 2: Preparing Report on Existing Human Recourses
and Service Situation in Health
26. Step 3: Estimating Future Supply of Human Resources in Health
• Basically, the projection of future supply of human resources is done on the basis of
analysis of current staffing situation: loss and gain that would occur in the present
number.
• The expected new trainees and their recruitment, people returning to work after a
long break and transferred from other organizations and/or countries are the basis
for estimating the future addition to the staff.
• The rates of attrition, movement through promotion from one category to another
category, transfers, deaths and retirement are the major reasons for the loss in staff.
• By applying their judgments on the rates developed from the past trends, the
working group estimates the future loss.
27. Step 4: Estimating Human Resources Requirements in
Terms of Quantity and Quality
1.The Health Needs Approach: In this approach the health experts project the amount and
nature of health services will be required to attain and preserve the health of people and
then decide on people--type and number--needed to these projected health service needs.
2.The Service Target Approach: In this approach the target for providing various types of
health services is set on the basis of needs as well as the feasibility of the provision of
services. The manpower needed to meet these health needs is estimated.
3.The Health Demands approach: In this approach, the demand for health services is
considered as the function of income, price and accessibility, and the needs for quality and
the quantity of the human resources is then projected on this basis.
4.Manpower Population Ratio: The need for human resources is calculated on the basis ratio
of the population to be covered in obtaining their health needs in general.
28. Step 5: Finding Out Mismatches Between Supply and Demand
for Human Resources
• The comparison between the future supply and demand for the human resources
by the working group would help in revealing the discrepancy or mismatches
between supply and requirements.
• Such discrepancy may occur in number, which could be to few or too many of
various categories of health personnel.
• There could be lack in needed skills; or the staff productivity may be low; or
there could be geographical maldistribution of staff.
• The mismatch problems could be specific to a country and are addressed
differently from country to country.
• While dealing with the problem, the working group must decide which are the
major problems that the need to work on.
29. Step 6: Solving Mismatches Between Supply and Requirements
• After the problems have been identified and put into priority order, the working
group needs to propose solutions to them.
• The main aim is to bring qualitative change in health care through solving the
mismatch in the quantity and the capability of the human resource.
• Brainstorming sessions are used to prepare the initial list of all possible alternate
solutions for each problem.
• Constraints for all possible solutions and its consequence must be identified
clearly, which will help to put the possible solutions in a priority order.
• The next step is to propose the best solution by scrutinizing the list of all
possible solutions.
• The solutions that appears feasible with the given resources and that has long-
term effect is chosen along with at least one or two other alternate solutions.
30. Step 7: Identifying the Organizational and Management Problems
• The different solutions proposed by the working group for human resources
development need to be scrutinized against the light of organizational and
management implications.
• The suggested solutions might need to be modified if they seem to create new
long-term problem for the production, deployment and the management of
human resources.
• Such problems area could be a lack of coordination between the health services
delivery system and human resources development
• Lack of coordination between health personnel training institutions and health
services units that leads not only to the mismatch in the quantity of the health
professionals but also affects the quality of the health manpower.
31. Step 8: Formulating Of Management Strategies and Outlining of the Plan
• The next step now is to consolidate the human resources development
strategy, considering both long-term and short-term solutions.
• The strategies, the sequencing the actions to be taken and the resources
needed (approximately), are outlined in order to resolve the mismatch
between the supply and requirements of health manpower.
• Then the working group presents it to the steering committee for the policy
guidance before it prepares the detailed plan.
• Based on the resources available, the actions are modified, if needed, and
put into priority order.
32. Step 9: Preparing Detailed Human Recourses Development Plan
• After the strategic plan has been approved by the committe, the working group
prepares a detailed plan for the development of human resources.
• The human, material, and financial resources required for all detailed
programme activities are then estimated and programme budget is developed.
• Many coordinating meetings with the agencies concerned with human resource
development must be convened in order to assert the feasibility of the plan.
• The working group will need a good support at this stage.
• The aim of the human resources development activities is to improve the
potentials of the human resources.
33. • It should include the following:
• The policy on which the plan is based.
• The country's goals and targets of health services.
• Country' specific problem for human resources development.
• The list of all possible solutions along with critical analysis of the constraints that are
attached with each solution.
• The list of sequential activities that are to be taken with each solution.
• The resources and timeframe for each activity.
• Organization(s) or team(s) that is responsible to undertake the activities specified.
• Specification of guidelines for monitoring, formative evaluation of the activities, and the re-
planning, if and when needed.
Step 9: Preparing Detailed Human Recourses Development Plan
34. Step 10: Implementation and Monitoring of Plan
• Regardless how well the future is perceived through in preparing the plan, the
uncertainty nature of future necessitates that the plan to be monitored through out its
implementation by using the methods as per guideline developed earlier.
• For this the working group needs to interact constantly with the implementers to
assess the situations and delineate the unforeseen constraints that are coming on the
way of effective implementation of the plan and the situation that necessitates re-
planning.
• The need and frequency for re-planning very much depends of the following factors.
• The degree of uncertainty of the results of implementation.
• The capability of the staff to undertake re-planning.
• The general reviewing trend of the ministry.
• The timeframe within which the activities have to be completed.
35. PROBLEMS OF HUMAN RESOURCE PLANNING INnEPAL
• Low Priority:
• Resource planning as an area of low priority and because of this, Nepalese organization
lacks right numbers and kinds of people at right place at right time.
• Lack of assessment of current human resource:
• Most Nepalese organizations lack up-to-date human resource inventory which describes
the skills current available.
• They also lack effective human resource data base information.
• Missing demand forecast:
• Nepalese organization lack proper demand forecast in terms of number and skills of
people required.
• Business organizations relate revenue forecast which serve as the basis for the forecast of
human resource demand.
36. PROBLEMS OF HUMAN RESOURCE PLANNING INnEPAL
• Missing supply forecast:
• Nepalese organization lack proper supply forecast of human resource from inside and
outside sources.
• Promotion and transfer are not planned in advance.
• Professionals and skilled technicians are suffering from unemployment.
• Mismatch of demand and supply:
• Nepalese organizations do not proper attention to matching demand and supply forecast to
determine shortage and surplus.
• Succession planning is not done by Nepalese manager.
37. PROBLEMS OF HUMAN RESOURCE PLANNING INnEPAL
• Short-term horizon:
• Human resource planning in Nepal has generally one year horizon strategic planning is
very much lacking.
• Implementation of human resource planning is not effective.
• Private sector performance:
• The family owned and managed private sector organizations do no bother about human
resource planning.
• They prefer to hire relatives, friends and "near and dear” ones.
38. Strategic problems OF HRH PLANNING IN nEPAL
• Increasing supply of most cadres of HRH. However, expansion is uncontrolled
and not clearly linked to Nepal requirements.
• The most recent staffing projections of Nepal are no longer valid for a
Govemment health service that is now providing free health care, an expanding
private sector (currently providing about 40% of Nepal's health care) and the
growing number of doctors and nurses going into the global labour market.
• The inequity in access to health workers is probably worsening, despite the
increase in supply, to the difficulty in attracting and retaining staff in remote
areas, although innovations
39. Strategic problems OF HRH PLANNING IN nEPAL
• The expansion of training, which is now provided by the private sector, is not
accompanied by development and adherence to standards & quality.
• The skills of many health service providers are not up to standard, with obvious
implications for the quality of service delivery.
• Incomplete availability of staffing data.
40. Challenges (listed in HRM strategie plan (2011-2015)
• Health worker shortages e.g., only two-thirds of positions for doctors and nurses
are filled and are skills shortages in specialized areas, such as anesthesia
• Deployment and retention of essential health workers, especially in rural and
remote areas
• Fragmented HR management and incomplete HR information
• Improving the skills of the health workforce
• Poor staffing attendance and motivation affecting productivity and the quality of
services
• Participation of Dalits and other highly excluded groups in the health workforce
41. performance appraisal
• Performance appraisal of staff or employees is an ongoing process of exploring
employee’s strength or weakness on his or her performance for providing
reward or upgrade or training.
• It helps managers or employees to know exactly the performance status so that
they can decide how p enhance the competency and confidence if they are
weaker.
• Performance evaluation is also used for grading the employees which again can
be used for selection of training, delegating authority, upgrading employees, and
in extreme cases for punishment of employees.
42. performance appraisal
• Managers and appraisees commonly dislike appraisals and try to avoid them.
• To these people the appraisal is daunting and time-consuming.
• Appraisals are much easier, and especially more relaxed, if the boss meets each
of the team members individually and regularly for one-to-one
• In public sector of Nepal, employees have to fill up the Ka Sa Mu (Karya
Sampudan Mulyankan Faram) once a year over which marks are allotted by
different super-ordinates and filed.
• Such marks are judged for their promotion.
43. purpose
• Annual performance appraisals enable management and monitoring of
standards, agreeing expectations and objectives, and delegation of
responsibilities and tasks.
• Staff performance appraisals also establish individual training needs and enable
organizational training needs analysis and planning.
• Performance appraisal generally reviews each individual's performance against
objectives and standards for the year, agreed at the previous appraisal meeting.
• Performance appraisal is also essential for career and succession planning - for
individuals, crucial jobs, and for the organization as a whole.
45. Check list
• It is basically method of recording categorically whether a behaviour or
characteristic is present or absent, or whether an action is taken or not.
• A checklist, on its left-hand column, consists of listing of behaviour or
characteristics that are essential to a successful performance.
• The series of actions desired in the performance is listed in the approximate
order in which they are expected to occur.
• The right-hand column calls for simple "yes-no" judgment.
• An additional column for remarks to jot down the observation made might be
useful to give feedback to the students during the post clinical conference.
46. Check list
• This type of tool is used to assess those competencies areas that are critical for
gaining the proficiency in the field.
• With a checklist the observer can only record whether certain characteristic or
behavior is present or absent, but the quality of that behavior can be rated
• Unfortunately, this does not guarantee that observed behavior is a persistent one.
47. Rating Scale
• This scale is defined as a systematic procedure for obtaining and reporting the
judgment of the observer regarding the quality of the behavior of individual
measures the degree to which characteristics are present.
• In other words, it does more than just note the absence or presence of desirable
behavior.
• It locates the behaviour on a continuum and notes the qualitative and
quantitative abilities.
• Unlike checklist and anecdotal record, rating scale helps in obtaining and
reporting the judgment of the observers in a systematic way.
48. Rating Scale
• Typically, rating scare consist of a set of characteristics or behavioral attributes
that is to be judged on the left-hand column and some type of scale on the right-
hand side indicating degree to which each attribute is present.
• Thus, the components of rating scale are:
• Stimulus Variable (Criteria) that states the qualities to be rated
• Response (Options) for giving the ratings.
49. Anecdotal report
• Anecdotal reports are factual descriptions of the meaningful incidents and
events, which the clinical teacher/supervisor observes in a student and records it
on a plain paper or form.
• Such notations should include factual description of
• What happened to whom;
• When and where it happened
• Under what circumstance it happened
• Who had observed it
50. Anecdotal report
• Thus, the notation comprises an objective description of the setting or
background and the incidents, and the interpretation and recommendation may
be included; which should be noted separately from the factual description.
• In describing the incidents value-laden words like good and bad, indicative of
subjective judgments, should be avoided.
• Anecdotal recording can be used to observe those areas of behaviour that cannot
be evaluated by other means.
51. performance appraisal process
• Prepare:
• Prepare all materials, notes, agreed tasks and records of performance, achievements,
incidents, reports etc., anything pertaining to performance and achievement.
• Inform:
• Inform the appraisee, ensure the appraisee is informed of a suitable time and place
• clarify purpose and type of appraisal, give the appraisee the chance to assemble data and
relevant performance and achievement records and materials.
• Venue:
• Ensure a suitable venue is planned and available, private and free from interruptions
• Observe the same rules as with recruitment interviewing, avoid hotel lobbies, public
lounges, canteens and privacy is essential.
52. performance appraisal process
• Layout:
• Room layout and seating are important elements to prepare
• Don't simply accept whatever layout happens to exist in a borrowed or hired room,
• layout has a huge influence on atmosphere and mood
• Irrespective of content, the atmosphere and mood must be relaxed and informal
• Remove barriers, don't sit in the boss's chair with the other person positioned humbly on
the other side of the desk
• Must create a relaxed situation, preferably at a meeting table or in easy chairs
• Sit at an angle to each other, 90 degrees ideally and avoid face to face, it's confrontational.
53. performance appraisal process
• Introduction:
• Relax the appraisee, open with a positive statement, smile, be warm and friendly
• The appraisee may well be terrified, so create a calm and non-threatening atmosphere.
• Set the scene, simply explain what will happen
• Encourage a discussion and as much input as possible from the appraisee, tell them it's
their meeting not yours.
• Confirm the timings, especially finishing time.
• Begin with some general discussion about how things have been going, but avoid getting
into specifics, which are covered next (and you can say so).
• Ask if there are any additional points to cover and note them down so as to include them
when appropriate.
54. performance appraisal process
• Review and measure:
• Review the activities, tasks, objectives and achievements one by one, keeping to distinct
separate items one by one, avoid going off on tangents or vague unspecific views.
• For each item agree a measure of competence or achievement as relevant, and according
to whatever measure or scoring system is built into the appraisal system. This might be
simply a yes or no, or it might be a percentage or a mark out of ten, or A, B, C.
• Agree an action plan:
• An overall plan should be agreed with the appraisee, which should take account of the job
responsibilities, the appraisee's career aspirations, the departmental and whole
organization's priorities, and the reviewed strengths and weaknesses.
• The plan can be staged if necessary, with short, medium and long term aspects, but
importantly it must be agreed and realistic.
55. performance appraisal process
• Arrange necessary support:
• This is the support required for the appraisee to achieve the objectives and can include
training of various sorts (external courses and seminars, internal courses, coaching,
mentoring, secondment, shadowing, distance-learning, reading, attending meetings and
workshops, workbooks, manuals and guides; anything relevant and helpful that will
towards help the person develop towards the standard and agreed task.
• Invite any other points or questions:
• Make sure you capture any other concerns.
• Close positively:
• Thank the appraisee for their contribution to the meeting and their effort through he year
and commit to helping in any way you can.
• Record main points, agreed actions and follow-up:
• Swiftly follow-up the meeting with all necessary copies and confirmations, and ensure
documents are filed and copied to relevant departments..
57. job
• A job is a regular and official activity that you do and receive money (a salary)
for your activity. It is also called a profession or an occupation
• It is a paid position of regular employment.
• It is a piece of work, especially a specific task done as part of the routine of
one's occupation or for an agreed price
• The term ‘job‘ can mean
• A full or part-time position of paid employment.
• A piece of work, usually at a specific price.
• A specific task people do as part of the routine of their occupation.
• A duty or responsibility.
• A project
• The performance or execution of a task
58. Job design
• Job design refers to the way that a set of tasks, or an entire job, is organized.
• Job design helps to determine:
• What tasks are done.
• How the tasks are done.
• How many tasks are done.
• In what order the tasks are done.
• It considers all factors which affect the work and organizes the content and tasks
so that the whole job is less likely to be a risk to the employee.
• Job design can be used to accommodate the abilities and diversity of
individuals, including those returning to work following injury or illness.
59. Job design
• Job design involves administrative areas such as:
• Job rotation
• Job enlargement
• Task/machine pacing
• Work breaks
• Working hours
• A well-designed job will encourage a variety of 'good' body positions, have
reasonable strength requirements, require a reasonable amount of mental
activity, and help foster feelings of achievement and self-esteem.
60. Job analysis
• Job analysis is the process of studying a job to determine which activities and
responsibilities
• It includes,
• its relative importance to other jobs,
• the qualifications necessary for performance of the job
• the conditions under which the work is performed.
• An important concept in job analysis is that the job, not the person doing the
job, is assessed, even though human resources (HR) may collect some job
analysis data from incumbents.
• Job analysis is often confused with job evaluation, but the two activities are
quite different.
61. Job analysis
• Job analysis is the process of studying a job to determine which activities and
responsibilities
• It includes,
• its relative importance to other jobs,
• the qualifications necessary for performance of the job
• the conditions under which the work is performed.
• An important concept in job analysis is that the job, not the person doing the
job, is assessed, even though human resources (HR) may collect some job
analysis data from incumbents.
• Job analysis can be done via questionnaire, interview, observation, work diary or
log and behavioral event interview.
62. Job specification
• A job specification is an official document which describes the duties, required
knowledge, skills and abilities, and minimum qualifications of State jobs.
• 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.
• A job specification is important because it can help provide more insight into
what skills a candidate will use in a role rather than what tasks they will do
• An effective job specification can help a company find and hire the most
qualified person.
63. Job description
• Job description is a written statement of the position that states the tasks, duties,
responsibilities, working conditions, equipment and details of physical
environment of the job.
• Job description is a list that a person might use for general tasks, or functions
and responsibilities of a position
• It may often include to whom the position reports and qualificaitons
(knowledge and skills) needed by the person in the job or a salary range
• It is developed by conducting a job analysis which includes examining the tasks
and sequences of tasks necessary to perform the job
• The analysis considers the areas of knowledge and skills needed for the job
64. Job description
• A job description is a written statement that describes the
• Duties and responsibilities
• Most important contributions and outcomes needed form a position
• Required qualifications of candidates, and outcomes needed form a
position
• Required qualifications of candidates
• Reporting relationship and coworkers of a particular job
65. Importance of job discription
1. Promote better recruitment
• Helps both employee and candidates to clearly understand the expectations of the role its
essential duties
• Clarifies required competence, educational credentials and experience for the role
• It enables to compare potential candidates to it, helping with the selection process
2. It allows possible candidates to compare themselves with the job
3. It is the legal requirement and allows candidates to know the relevant
information needed about what the job involves and the responsibilities they
will have
4. It enables to prepare a constructive job advertisement with relevant
information
66. Purposes of job discriotion
1. To describe the duties of a health worker
2. To recruit potential candidate
3. To guide newly lined employees about what they are expected to do
4. To provide baseline for performance appraisal of employees
5. To provide information for human resource planning and employee
development
67. Uses of job discription
• Performance management.
• JD is used to set measurable performance goals based on duties in the job description, and
then coach your employees to meet these goals as needed.
• Training and employee development.
• Organization can use your employee job descriptions, along with descriptions of possible
job promotions, as incentives for employees to pursue classes, seminars and other career
development activities.
• Compensation.
• Job descriptions can be helpful in developing a standardized compensation program with
minimums and maximums for each position.
68. Uses of job discription
• Recognition and rewards.
• JD is used as a baseline for performance and a tool to encourage employee performance
"above and beyond" the job description in order to receive recognition and rewards.
• Discipline.
• If you need to, you can use the job description to illustrate that an employee isn't
adequately performing job functions.
• Essential job function analysis.
• The job description can contain prerequisites for positions such as educational
requirements, employment experience, physical requirements, supervisory responsibilities
and certificates or licenses needed.
• Well-developed, accurate job descriptions may also prove useful in providing a defense
against charges of employment discrimination beyond the recruiting process.
69. Job description preparation process
• Step 1: decide whom and who is going to develop job description.
• Step 2 : perform job analysis
• Step 3 :establish the essential functions
• Step 4: organize the data concisely
• Step 5: write the summary statement, providing the brief job overview.
determine the degree of supervision and include this in the summary in
applicable.
• Step 6: add the disclaimer
• Step 7: add the signature lines
