MANPOWER PLANNING. DEFINATION The process of : o Forecasting o Developing o Controlling Ensures that...

MANPOWER PLANNING

DEFINATION

The process of :o Forecastingo Developingo Controlling

Ensures that right no. & right kind of people are at right place & time & are doing the right thing

TWO ASPECTS

Quantitative aspectDetermination of number of personnel required based on

Work-load analysis Work-force analysis

Qualitative aspectType of manpower required based on job requirement

FOUR STAGES OF MANPOWER PLANNING

Forecasting future demand for manpower

Forecasting future internal supply

Forecasting future external supply

Formulating responses to the forecast

NEED FOR MANPOWER PLANNING

Identifying shortages and surpluses

For recruitment and selection programs

Reduction of labour cost & avoidance of over staffing

Identify available talents & plan training programmes accordingly

Growth & diversification of business

Job analysis

Introduction

It is a detailed and systematic study of information relating to the operations and responsibilities of a specific job

- Edwin Flippo

It refers to the anatomy of the job Its main purpose is to prepare job description

and job specification

Process of Job analysis

• Step 1: Identify purpose of job analysis

• Step 2: Selecting the analysts

• Step 3: Selecting the appropriate method

• Step 4: Train the analysts

• Step 5: Preparation of job analysis

• Step 6: Collecting data

• Step 7: Review and verify data

• Step 8: Develop a job description and job specification

What Aspects of a Job Are Analyzed?

Duties and Tasks

Environment

Tools and Equipment

Relationships

Requirements

Purposes and Uses of Job analysis

Organization and manpower planning Recruitment Wage and Salary administration Employee training Performance appraisal Health and safety Job design

Methods of analyzing Jobs

Personal observation Sending out questionnaires Conducting personal interviews Maintenance of log records Combination of methods

Overview

What is job design?

Purpose of job design.

Different approaches for job design.

Impact of job design.

JOB DESIGN

Understanding Job Design

Job design and work organization is the specification of the contents, method and relationships of jobs to satisfy technological and organizational requirements as well as the personal needs of job holders.

Work arrangement (or rearrangement) aimed at

reducing or overcoming job dissatisfaction and employee alienation arising from repetitive and mechanistic tasks.

The organization of activities to create optimum level of performance.

Purpose Of Job Designing

Diagnose possibility in existing job to improve employee motivation and productivity.

Evaluate effects of job changes on employees.

Core job dimensions

•Skill variety•Task identity•Task significance•Autonomy•Feedback

Critical psychological

states•Experienced meaningfulness of the work.•Experienced responsibility for outcomes of the work.•Knowledge of the actual results of the work activities.

Personal & work outcomes

•High internal work motivation•High quality work performance, High satisfaction with the work•Low absenteeism & high turnover

Approaches To Job Design

Scientific management

Behavioral approach• Job enlargement• Job enrichment• Job rotation

Social technical system

Scientific Management

Engineering approach to job design* Work should be scientifically studied. Taylor

advocated fragmentation and regularization of work to reap the advantages of specialization.

* Work should be arranged so that workers can be efficient.

* Employees selected for work should be matched to the demands of the job.

* Employees should be trained to perform the job.* Monetary compensation should be used to reward

successful performance of the job.

Job loading

Horizontal• Add additional similartasks• Challenge byproductivity goals• Rotate the jobassignment• Remove difficult tasksto promote greaterproductivity in lesschallenging tasks

Vertical• Remove some controlswhile retainingaccountability• Increaseaccountability/authority• Assign a complete taskunit• Introduce new, morechallenging tasks• Allow individuals tobecome experts(specialization)

Theory XWorkers

Dislike Work

Avoid Responsibility

Little Ambition

Theory YWorkers

Enjoy Work

Accept Responsibility

Self-Directed

Herzberg’s Two-Factor TheoryHerzberg’s Two-Factor Theory

Hygiene Factors(lower order needs)

Hygiene Factors(lower order needs)

Motivator Factors(higher order needs)

Motivator Factors(higher order needs)

• Salary• Company policies• Working conditions• Benefits• Job security

• Salary• Company policies• Working conditions• Benefits• Job security

• Career Advancement

• Personal growth

• Recognition

• Responsibility

• Achievement

• Career Advancement

• Personal growth

• Recognition

• Responsibility

• Achievement

High HighJob Dissatisfaction Job Satisfaction0

Impact Of Job Design

Job Simplification Job rotation & enlargement

Job enrichment

Job scopeNumber and variety of tasks

Narrow Wide Wide

Job depthExtent of planning, controlling, responsibility

Low Low High

Task specializationHow narrow job is defined

High Moderate Low

Job Description

A job description contains the objectives facts that explain what the job is, what the specific duties and responsibilities are, where the job is performed and what general conditions and situational factors are involved.

It is descriptive in nature and contains a statement of job analysis

Components

Job Identification Job summary Job duties and responsibilities Relation to other jobs Supervision Machine, tools and equipment Working condition Hazards

Uses of Job description

Significance of job description

Job Specification

Physical characteristics

Psychological characteristics

Personal characteristics

Responsibilities

Other features of a Demographic nature

Job Evaluation

Objective

To find out the value of work which varies from time to time and place to place

To provide a standard procedure for determining the relative worth of each job in a plant

To show where the money goes when paying for work

To determine the rate of pay for each job.

Basic Methods

The ranking system

Job classification or grading method

The point system

The factor comparison method or Hay method

Job Classification or Grading Method

Five steps:- The preparation of job descriptions The preparation of Grade descriptions Selection of grades and key jobs Grading the key jobs Classification of all jobs

Merits/ Demerits

The Factor Comparison Method Or Hay Method

Five steps:- Clear-cut job description Selecting of key- jobs Ranking of key jobs Valuing the factors Comparing all jobs with key jobs Establishing the Monetary unit Value for all jobs

Merits / Demerits

Limitations

Substantial difference between job factors and factors emphasized in the market

Rapid change in technology and in the supply and demand

Long time to install

Psychological and social pressure

Manpower Forecasting

Expert Forecasts

Trend Analysis

Work Load Analysis

Work Force Analysis

Other methods