PAD215 - Mell

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CHAPTER 2 - JOB ANALYSIS AND HUMAN RESOURCE PLANINNG
PAD215 PUBLIC PERSONNEL ADMINISTRATION
HUMAN RESOURCE PLANNING
DEFINITION

Gary Dessler (2005)
The process of deciding what positions the firm will have to fill them.
KEYWORDS IN HRP

1. HR requirements (demands of employees)
2. HR Availability ( supply of employees)
HRP PROCESS
HRP
Human Resource Planning (HRP)
Forecasting HR Requirements 
Comparing  Requirements & Availabillity
Forecasting HR Availability
Demand = Supply
(dd=ss)
Surplus
(dd<ss)
Shortage
(dd>ss)
Strategic Planning
HRP PROCESS
Strategic Planning
STEP 1

FORECASTING HR DEMANDS
To estimate the numbers and kinds of employees that the organization needed to achieve their goals
STEP 2

FORECASTING HR SUPPLY
To examine the employees quantity that available in the organization to work for next year.
STEP 3

COMPARE  HR DEMAND WITH HR SUPPLY & ANALYZE THE RESULTS
1. Sufficient to meet the demand
2. shortage 
3. Surplus
The process by which top management determines overall purposes and objectives and how there are to be achieved.
HRP PROCESS
STEP 4

IDENTIFY SOLUTIONS
1. Sufficient >> maintain / no action
2. Shortage >> HR shortage strategies
3. Surplus >> HR surplus strategies
STEP 5

IMPLEMENT SELECTED SOLUTION
STEP 6

MONITOR THE RESULTS
THE HRP IMPORTANCE
To stabilize the workforce to facilitate implementation of corporate strategies
To obtain and retain the number of people with skills, expertise and competence that the organization needed
To match the internal and external supply of people for the job openings anticipated in the organization over a period of time 
To anticipate the problems of potential surpluses or deficits the people
To reduce dependencies on external recruitment when key skills in short supply
To make the best use of organization's human resources
To develop well-trained and flexible workforce
FORECASTING PROCESS
estimating in advance the number and types of people needed to meet the organizational objectives
FORECASTING & METHODS IN HR
Surplus or shortage of employees action taken after the employees requirements and availability have been analyzed
INTERNAL LABOR SUPPLY METHODS
Staffing Tables
Skill Inventories
Replacement Charts
Succession Planning
FORECASTING IN HR
# defined as determining whether the firm will be able to secure employees with the necessary skills and from what sources  these individuals may be obtained.

APPROACHES
INTERNAL LABOR SUPPLY

internal evaluation of existing supply of employees that available and currently holding jobs.

EXTERNAL LABOR SUPPLY

employees balance available after current employees are not enough and cannot fulfill the vacancies.

SUPPLY
FORECASTING IN HR
# defined as the estimation of numbers and kinds of employees the organization will need at future dates to realize its goals.
QUANTITATIVE

use statistical and mathematical techniques 
APPROACHES
QUALITATIVE

less statistical and reconcile the current and future organizational needs
ratio analysis
trend analysis
bottom up approach
managerial/executive judgement
DEMANDS
HRP RESULTS
1. balance manpower (dd=ss)
2. surplus of manpower (dd<ss)
3. shortage of manpower (dd>ss)
HRP RESULTS
SURPLUS MANAGEMENT
Restricted Hiring
impose policy that is reduces the workforce by not replacing employees who leaves.

Layoffs
termination of workers based on performance and seniority by using LIFO method
Early Retirement
offer attractive retirement package to encourage them to take up the offer.
Reduced Hours
reduce the number of working hours worked to hourly paid employees
HRP RESULTS
1. balance manpower (dd=ss)
2. surplus of manpower (dd<ss)
3. shortage of manpower (dd>ss)
HRP RESULTS
SHORTAGES MANAGEMENT
TRAINING PROGRAMS
SPECIAL TRAINING PROVIDED TO ATTRACT UNEMPLOYED AND SUIT THEM WITH THE ORGANIZATION Vacancies
different selection standard
altering selection criteria to ensure enough people are available to fill the vacancies
compensation benefit
attractive incentives offer to attract workers such as flexible working hours and child care center 
CREATIVE RECRUITING
EXPLORE NEW METHODS OF RECRUITING
EXTERNAL
ECONOMIC
FACTORS TO INFLUENCE MANPOWER SUPPLY AND DEMAND
SOCIAL & POLITICS
TECHNOLOGY
ORGANIZATIONAL
STRATEGIC PLAN
BUDGETS
SALE & PRODUCTION FORECASTING
ORGANIZATION DESIGN
WORKFORCE
RETIREMENT
RESIGNATION
TERMINATION
DEATHS
Human Resource Information System (HRIS)
intergrated system designed that provide information used in HR decision making ( Mathis & Jackson, 2003)
HRIS
Advantages of HRIS
timely
accurate
concise
relevant
complete
multiple functions
extended linkage with web based programs
HRIS MODEL
employment & labor relations
staffing
compensation & benefits
health, safety & security
organization structure
JOB ANALYSIS
Mondy, 2013

The systematic process of determining the skills, duties and knowledge required for performing jobs in an organization.
DEFINITION
JA
1. Newly founded organization and the job initiated for the first time.
2. New job in a new department developed.
3. Jobs are changed due to several factors such technology, method and procedures.
OCCASIONS OF JOB ANALYSIS
JA
- Confusion of tasks reduction and clarifies job relationships in macro perspective.

- Sound basis for supervisor's expectations for subordinates' performance and subsequent compensation establishment.

- As the foundation on which HRP and career activity are based
IMPORTANCE OF JOB ANALYSIS
JA
- As the foundation on which HRP and career activity are based
IMPORTANCE OF JOB ANALYSIS
JA
- Confusion of tasks reduction and clarifies job relationships in macro perspective.

- Sound basis for supervisor's expectations for subordinates' performance and subsequent compensation establishment.

recruiting and selecting employees by job advertisement along the requirement capabilities, responsibility and background.
IMPORTANCE OF JOB ANALYSIS
JA
Job analysis provide the basis for conducting personnel management activities like ;

job specification information often beneficial in identifying training needs as training and development strengthen the performance if the employees unable to perform the task.
determining pay rates for jobs, ensuring equal pay for equal work as dissatisfaction employees lead to productivity reduced and affect the long term job.
designing job to improve efficiency or motivation. 
STAFFING
TRAINING & DEVELOPMENT
COMPENSATION & REWARDS
JOB & ORGANIZATIONAL DESIGN
JOB ANALYSIS DATA COLLECTED
JA
Work Activities
Work activities and process
machines, tools, equipment & work aids used
Activity records
Procedures used
Personal responsibility
worker oriented activities
Human behavior
Personal job demands
personal requirements for the job
Personal attribute, personality & interest
Education & training required
Work experience
JOB ANALYSIS ELEMENTS
JA
Job description (JD)
Job specification (JS)
Job analysis ensures that the selection of employees are directly related to job duties, responsibilities and qualifications required to perform the job.
JS & JD
JA
Identification of the tasks, duties and responsibilities of a job (Mathis & Jackson, 2003)
CORE INFORMATION
Job title
Job responsibilities
Job requirements
Job environment
JOB DESCRIPTION
The knowledge, skills and abilities (KSA) an individual need to perform a job satisfactory (Mathis & Jackson, 2003)
Requisite KSA and personal attributes
Specific qualification
Previous experience
Age & Health
Special condition - working hours
JOB SPECIFICATION
JOB ANALYSIS STEPS
JA
Select job to analyze based on the occasions
Determine information to collect (KSA required of that particular job)
Identify sources of data (employee, supervisor, manager)
Methods of data collection (interview, questionnaires, observations, employee records)
Evaluate filter and verify data collection
Write JA reports
JOB ANALYSIS METHOD
JA
Interview
- interview the employees to describe the duties performed

- interview the supervisor to get the additional information and verify the information that given by the employees
advantages
disadvantages
suitable when number of employees small
can get complete information
all desired facts can be collected
time consuming
slower data processing
require for good rapport
required good verbal skills
JOB ANALYSIS METHOD
JA
Questionnaires
- The structured questions provided to be answered by the job holder when they are large number of job to be analyzed and to identify the tasks they perform in accomplishing the job.
advantages
disadvantages
suitable for considerable number of jobs 
quick and economical
more accurate information
requires HR  specialist have good skills to develop questions to avoid wrongly data provided
JOB ANALYSIS METHOD
JA
- Job analyst watches the workers perform the job and records the findings.
advantages
suitable when number of jobs is small and  the nature of job prohibits the employees absence from their workstation
better understanding on jobs tasks
show the link between physical and mental tasks
Observations
what if the machine breaks down
example
JOB ANALYSIS METHOD
JA
- Information is gathered by having employees to describe their daily job routine
advantages
Good understanding of highly specialized jobs 
tend to exaggerate (provide wrong info)
Employees Diaries
disadvantages
tend to fraud (provide wrong data)
JOB DESIGN
JA
- Mathis & Jackson (2003), defined job design as organizing task, duties and responsibilities into a productive unit of works.
IMPORTANCE
Influence on job performance (easy, moderate and difficult to perform)
Affect the job satisfaction ( employees involvement and empowerment)
Affect the mental and physical health of the employee
Determine the job enrichment and job enlargement
JOB ENRICHMENT & JOB ENLARGEMENT
JA
JOB ENRICHMENT
Expand the number of different task to be performed to broad the job scope
Attempt to motivate employees by giving them the opportunity to use the range of their abilities
JOB ENlargement
Increasing the depth of a job by adding the responsibility for planning, organizing, controlling and evaluating the job
It provides a horizontal expansion of duties and result in greater workforce flexibility
JOB CHARACTERISTICS
JA
SKILL VARIETY
The extent to which the work requires several different activities for successful completion
The extent  to which the job included a whole identifiable unit of work that is carried out from start to finish and that results in a variety outcomes
task significance
The impact of job has on other people
The extent of individual freedom and discretion in the work and its scheduling
task identity
autonomy
feedback
The amount of information received about how well or how one performed
JOB CHARACTERISTICS MODEL
JA
SKILL VARIETY
Task identity
task significance
autonomy
feedback
experiences 
meaningfulness
experienced 
responsibility
knowledge of result
# motivation
# performance
# lower absenteeism
# lower turnover
Prepared by
Aainaa Ainnie Mellisha Binti Mohamad Jasnie - 2019298092
Siti Noraishah Binti Abdul Rahman- 2019220838
Norizzati Binti Rosli - 2019261168
NurFatin Binti Zahid -  2019260918
THANKYOUUU FOR WATCHING <3

PAD215 - Mell

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