This will give you a clear view on Human resource planning concept, their scope and importance. it gives a detailed description of HRP process along with its benefits. Job analysis is also comes under HRP, hence explanation related to job analysis process is also added here. The result of job analysis is job design. Presentation on job design and the clear content on job description and job specification with their merits and demerits is added in this chapter. The various job design such as job enrichment, job enlargement, job rotation and job simplification with their advantages and disadvantages are included in this chapter. The absenteeism and employee turnover are adjoined here which are the reasons behind the human resource planning. In order to reduce absenteeism and turnover, organisation need to devise employee retention policies. So finally the unit concluded with the retention strategies at various levels.

1. Unit 2
Human resource planning

2. Introduction
 Human Resource Planning could be expressed as a process by which
the management ensures the right number of people and right kind of
people, at the right place , at the right time doing the right things for
which they are recruited and placed for the achievement of goals of the
organization.
 HRP is a continuous process.
 In the words of Colman, “Manpower planning is the process of
determining manpower requirements and the means of meeting those
requirements in order to carry out the integrated plan of the organization”.

3. OBJECTIVES OF HUMAN RESOURCE
PLANNING
• To recruit and retain the human resources of required quantity and quality.
• To foresee the employee turnover and make the arrangements for
minimising turnover and filling up of consequent vacancies.
• To meet the needs of the programmes of expansion, diversification.
• To foresee the impact of technology on work, existing employees and
future human resource requirements.
• To improve the standards, skill, knowledge, ability, discipline etc.

4. • To assess the surplus or shortage of human resources and take
measures accordingly.
• To maintain congenial industrial relations by maintaining
optimum level and structure of human resources.
• To minimise imbalances caused due to non-availability of human
resources of the right kind, right number in right time and right
place.
• To make the best use of its human resources .
• To estimate the cost of human resources.

5. Nature & Scope of HRP
 It present an inventory of existing man power of the organisation.
Analysis of this resource helps in ascertaining the status of the
available personnel and to discover untapped talent presently
available with the organisation.
 Helps in determining the short fall or surplus of the resource by
comparing the total resource needs with the present supply. It also
helps in projecting future HR needs.
 Concerned with the initiation of various organisation programmes
depending upon the demand and supply of human resources
 Designing training programme for different categories of human
resource.

6. Need for HRP
 HRP helps in effective recruitment and
selections.
 HRP also facilitates designing of training
programmes for the employees to develop the
required skills in them.
 HRP provides lead time for procuring
personnel as the lead time given is a time-
consuming process.

7. Factors affecting human resource plan
• External Factors include
• Government Policies like labour policy, industrial relations policy, policy
towards reserving certain jobs for different communities and sons-of-the-
soil etc. affect HRP.
• Level Of Economic Development determines the level of HRD in the
country and thereby the supply of human resources in the future in the
country.
• Business Environmental factors influence the volume and mix of
production and thereby the future demand for human resources.
• Information Technology brought amazing shifts include business process
reengineering, enterprise resource planning and supply chain management.

8. • Internal Factors include:
• Company Strategies and policies relating to expansion,
diversification, alliances etc., determine the human resources
demand in terms of quality and quantity.
• Human Resource Policies of the company regarding quality of
human resources, compensation level, quality of worklife etc,
influence human resources plan.
• Job Analysis: Fundamentally, human resource plan is based on
job analysis. It determines the kind of employees required.
• Time Horizons: Companies with a stable competitive
environment can plan for the long run whereas firms with an
unstable competitive environment can plan for only short-term
range.

9. Environment
Organizational objectives and policies
HR supply forecastHR needs forecast
HR Implementation
Control and Evaluation of
Programme
HR Programming
Surplus
Restricted Hiring
Reduced Hours
VRS, Lay off
Shortage
Recruitment and selection
PROCESS OF HRP

10. Organisational Objectives &
Policies
 Downsizing / Expansion
 Acquisition / Merger / Sell-out
 Technology upgradation / Automation
 New Markets &New Products
 External Vs Internal hiring
 Training &Re-training
 Union Constraints

11. HR Demand Forecast
process of estimating future quantity andquality of manpower
requiredfor an organisation.
External factors - competition, laws &
regulation, economic climate, changes in
technology and social factors
Internal factors - budget constraints,
production levels, new products & services,
organisational structure & employee separations

12. Forecasting Techniques
Managerial Judgement - Managers discuss andarrive at
a figure of inflows &outflows which would cater to
future labour demand.
Ratio-Trend Analysis - Studying past ratios, ie No. of
Workers Vs Volume of Sales, forecasting future ratios
and adjusting for future changes in the organisation..
Work-Study Technique - Used when length of
operations and amount of labour required can be
calculated.
Delphi Technique - From a group of experts the
personnel needs are estimated.

13. HR Supply Forecast
process of estimating future quantity andquality of
manpoweravailable internally & externally to an
organisation.
Supply Analysis
Existing Human Resources
Internal Sources of Supply
External Sources of Supply

14. Existing Human Resources
Capability / Skills Inventory using HR Information System
G e n e r a l I n f o r m a t i o n -
N a m e :
S e x :
DOB:
M a r i t a l
S t a t u s :
P r e s e n t A d d r e s s : D e p a r t m e n t :
Designation:
D O J :
Salary:
Permanent Address: Grade:
Q u a l i f i c a t i o n -
D e g r e e / D i p l o m a I n s t i t u t i o n C l a s s Ye a r o f P a s s
E x p e r i e n c e / S k i l l s -
J o b Title/ O r g a n i s a t i o n B r i e f Skill/
A p p o i n t m e n t R e s p o n s i b i l i t i e s S p e c i a l i s a t i o n
O u t s t a n d i n g A c h i e v e m e n t / A d d i t i o n a l I n f o r m a t i o n -
A w a r d s P e r f o r m a n c e D i s c i p l i n a r y A c t i o n
P r o m o t i o n s M e r i t R a t i n g A b s e n t e e i s m
A c h i e v e m e n t s
C a r e e r P l a n s :

15. Internal Supply
Inflows &Outflows - The number of losses &gains of
staff is estimated.
Turnover Rate - refers to rate of employees leaving.
= ( No. of separations in a year / Avg no. of
employees during the year ) x 100
Absenteeism - unauthorised absence from work.
= ( total absentees in a year / Avg no. of
employees x No. of working days) x 100
Productivity Level = Output / Input. Change in
productivity affects no. of persons per unit of output.
Movement among Jobs - internal source of
recruitment, selection and placement

16. External Supply
External recruitment, selection &placement-
Advertisements, Manpower Consultants, Campus
Recruitment, Unsolicited Applications, Employee
Referrals

17. HR Programming
Vacancies filled in by the right employee at the
right time

18. HR Plan Implementation
Recruitment, Selection &Placement
Training &Development
Retraining &Redeployment
Retention Plan
Downsizing Plan

19. Control & Evaluation
Are Budgets, Targets &Standards met?
Responsibilities for Implementation &Control
Reports for Monitoring HR Plan

20. Benefits of HRP
 HRP results in reduced labour costs as it helps the management
to anticipate shortages and or surpluses or HR, and correct these
imbalances before they become unmanageable and expensive.
 HRP is the scientific way for planning employee development that is
designed to make optimum use of workers’ skills within the
organization.
 HRP enables identification of the gaps of the existing HRs so that
corrective training could be imparted.

21. JOBANALYSIS
• It is a systematic analysis of each job for the purpose of
collecting information as to what the job holder does,
under what circumstances it is performed and what
qualifications are required for doing the job.

22. DEFINITION OF JOBANALYSIS
• Edwin Flippo: “Job analysis is the process of studying and
collecting information relating to the operations and
responsibility of a specific job”.

23. • Harry Wylie: “Job analysis deals with the anatomy of
the job … This is the complete study of the job
embodying every known and determinable factor,
including the duties and responsibilities involved in
its performance; the conditions under which
performance is carried on; the nature of the task;
the qualifications required in the worker; and the
conditions of employment, such as pay hours,
opportunities and privileges”.

24. Uses of JobAnalysis
• 1. Human resource planning
• 2. Recruitment
• 3. Training and development
• 4. Placement and Orientation
• 5. Job evaluation
• 6. Job design
• 7. Performance appraisal
• 8. Career planning
• 9. Safety and health
• 10. Personnel Information

25. Uses of JobAnalysis
• 1. Human Resource Planning:
• The estimates the quantity and quality of people will be required in
future. How many and what type of people will be required depends
on the jobs to be staffed. Job-related information available through job
analysis is, therefore, necessary for human resource planning.
• 2. Recruitment and Selection:
• Recruitment succeeds job analysis. Basically, the goal of the human
resource planning is to match the right people with the right job. This
is possible only after having adequate information about the jobs that
need to be staffed. It is job analysis that provides job information.
Thus, job analysis serves as basis for recruitment and selection of
employees in the organisation.

26. • 3. Training and Development:
• Job analysis by providing information about what a job entails
i.e., knowledge and skills required to perform a job, enables
the management to design the training and development
programmes to acquire these job requirements. Employee
development programmes like job enlargement, job
enrichment, job rotation, etc.
• 4. Placement and Orientation:
• As job analysis provides information about what skills and
qualities are required to do a job, the management can gear
orientation programmes towards helping the employees learn
the required skills and qualities. It, thus, helps management
place an employee on the job best suited to him/her.

27. • 5. Job Evaluation:
• The job evaluation refers to determination of relative worth of different
jobs. It, thus, helps in developing appropriate wage and salary
structures. Relative worth is determined mainly on the basis of
information provided by job analysis.
• 6. Performance Appraisal:
• Performance appraisal involves comparing the actual performance of
an employee with the standard one, i.e., what is expected of him/her.
Such appraisal or assessment serves as basis for awarding
promotions, effecting transfers, or assessing training needs. Job
analysis helps in establishing job standards which may be compared
with the actual performance/contribution of each employee.

28. • 7. Personnel Information:
• Increasing number of organizations maintain computerized
information about their employees. This is popularly known as
Human Resource Information System (HRIS). HRIS is useful
as it helps improve administrative efficiency and provides
decision support Information relating to human resources
working in the organization is provided by job analysis only.
• 8. Health and Safety:
• Job analysis helps in identifying and uncovering hazardous
conditions and unhealthy environmental factors such as heat,
noise, fumes, dust, etc. and, thus, facilitates management to
take corrective measures to minimise and avoid the possibility
of accidents causing human injury

29. • 9. Job design: it is the process of deciding on the content
of a job in terms of its duties and responsibilities; on the
methods to be used in carrying out the job, in terms of
techniques, systems and procedures and on the
relationships that should exist between the job holder and
his superiors, subordinates and colleagues

30. Process of jobanalysis:

31. Process of jobanalysis:
• 1. Organizational Job Analysis:
• Job analysis begins with obtaining pertinent information about a
job’. This, according to Terry is required to know the makeup of a
job, its relation to other jobs, and its contribution to performance of
the organization.
• Such information can be had by dividing background information in
various forms such as organization charts i.e., how the particular job
is related to other jobs; class specifications i.e., the general
requirement of the job family; job description i.e., starting point to
build the revised job description, and flow charts i.e., flow of activities
involved in a particular job.

32. • 2. Selecting Representative Jobs for Analysis:
• Analyzing all jobs of an organization is both costly and time
consuming. Therefore, only a representative sample of jobs is
selected for the purpose of detailed analysis.
• 3. Collection of Data for JobAnalysis:
• In this step, job data features of the job and required qualifications of
the employee are collected. Data can be collected either through
questionnaire, observation or interviews. However, due care should
be taken to select and use the method of data collection that is the
most reliable in the given situation of the job.

33. • 4. Preparing Job Description:
• The job information collected in the above ways is now used to
prepare a job description. Job description is a written statement that
describes the tasks, duties and responsibilities that need to be
discharged for effective job performance.
• 5. Preparing Job Specification:
• The last step involved in job analysis is to prepare job specification on
the basis of collected information. This is a written statement that
specifies the personal qualities, traits, skills, qualification, aptitude etc.
required to effectively perform a job.

34. METHODS/TECHNIQUES OF
JOB ANALYSIS
• 1. Observation
• 2. Interview
• 3. Questionnaire
• 4. Checklists
• 5. Critical incidents
• 6. Log Records/ Diaries
• 7. Technical Conference Method

35. • Observation:
• Under this method, data is collected through observing an employee
while at work. The job analyst on the basis of observation carefully
records what the worker does, how he/she does, and how much time
is needed for completion of a given task. This is the most reliable
method of seeking first hand information relating to a job.
• This method is suitable for jobs that consist primarily of observable
physical ability, short job cycle activities. The jobs of draftsman,
mechanic, spinner or weaver are the examples of such jobs.
However, the flip side of this method is that this method is not suitable
for jobs that involve unobservable mental activities reveal overlaps
and grey areas and have not complete job cycle.

36. • Interview:
• In this method, the job analyst directly interviews the job
holder through a structured interview form to elicit
information about the job. This method is found suitable
particularly for jobs wherein direct observation is not
feasible. By way of directly talking to the job holder, the
interviewer job analyst may extract meaningful information
from the job holder about his/her job.

37. • Questionnaire:
• Questionnaire method of job data collection is desirable
especially in the following two situations:
• First, where the number of people doing the same job is large and to
personally interview them is difficult and impracticable.
• Second, where giving enough time to employees is desirable to
enable them to divulge and explore the special aspects of the jobs.
• In this method, the employee is given structured questionnaire to fill
in, which are then returned to the supervisors. The supervisor, after
making the required and necessary corrections in the information
contained in the questionnaire, submits the corrected information to
the job analyst. Questionnaire provides comprehensive information
about the job.

38. • Information so obtained can be quantified and processed
in the computer. The greatest advantage of the
questionnaire method is that it enables the analyst to
cover a large number of job holders in the shortest
possible time. However, the method suffers from certain
shortcomings as well.

39. • Checklists:
• The checklist method of job data collection differs from the
questionnaire method in the sense that it contains a few
subjective questions in the form of yes or no. The job holder is
asked to tick the questions that are related to his/her job.
Checklist can be prepared on the basis of job information
obtained from various sources such as supervisors, industrial
engineers, and other people who are familiar with the particular
job.

40. • Once the checklist is prepared, it is then sent, to the job
holder to check all the tasks listed in the list he/she
performs. He/she is also asked to mention the amount of
time spent on each task by him/her and the type of
training and experience required to do each task.
Information contained in checklist is, then, tabulated to
obtain the job-related data.

41. • Critical Incidents:
• This method is based on the job holder’s past experiences on
the job. They are asked to recapitulate and describe the past
incidents related to their jobs. The incidents so reported by the
job holders are, then, classified into various categories and
analyzed in detail. Yes, the job analyst requires a high degree
of skill to analyze the incidents appropriately described by the
job holders. However, this method is also time-consuming one.

42. • Diaries or Log Records:
• In this method, the job holder is asked to maintain a diary
recording in detail the job-related activities each day. If done
judiciously, this method provides accurate and comprehensive
information about the job. This overcomes memory lapses on
the part of the job holder. As recording of activities may spread
over several days, the method, thus, becomes time-consuming
one.

43. • Technical Conference Method:
• In this method, a conference is organised for the
supervisors who possess extensive knowledge about job.
They deliberate on various aspects of the job. The job
analyst obtains job information from the discussion held
among these experts/supervisors. The method consumes
less amount of time. However, the main drawback of this
method is that it lacks accuracy and authenticity as the
actual job holders are not involved in collecting job
information.

44. Components
of Job
Analysis
Job
Description
Job
Specification

45. JobDescription
• The preparation of job description is necessary before a
vacancy is advertised. It tells in brief the nature of a job. In
other words, it emphasizes the job requirements.
• Edwin Flippo: “Job Description is an organized factual
statement of the duties and responsibilities of a specific
job. It should tell what is to be done, how it is done and
why.”

46. The details given inJob Description
1. Job Title
2. Functions
3. Duties and Responsibilities
4. Nature of Supervision
5. Place of Job
6. Tools, Implements, Machines
7. Environment at Workplace
8. Future Prospects

47. The details given inJob Description
• Definition of unusual terms
• Conditions of work: Location, time, speed of
work, accuracy, health hazards, accident
hazards
• Training and development facilities
• Promotional chances and channels

48. JobSpecification
• Job specification is based on job description. It is a written
statement of qualifications, traits, physical and mental
characteristics that an individual must possess to perform
the job duties and discharge responsibilities effectively.

49. Definition of JobSpecification
• Edwin Flippo: “Job Specification is a statement of
minimum acceptable human qualities necessary to
perform a job properly”.

50. Job Specificationcovers:
• Educational and professional qualifications
• Skills
• Practical experience
• Physical fitness
• Special qualities required for performing the job
• Intelligence, judgement and initiative required for
performing the job

51. Job range
Job depth
 Number of tasks a person is
expected to perform while
doing a job
 The more tasks required, the
greater the job range
 Degree of influence or
discretion that an individual
possesses to choose how a job
will be performed
Job Designs: The Results of Job Analysis

52. JobDesign
• Job design is defined by Michael Armstrong, “it is the
process of deciding on the content of a job in terms of its
duties and responsibilities; on the methods to be used in
carrying out the job, in terms of techniques, systems and
procedures and on the relationships that should exist
between the job holder and his superiors, subordinates
and colleagues”.

53. Mechanism of Job Design
Variety of task of
similar nature
Variety of tasks of
different nature
Few tasks of similar
nature
Few tasks of different
nature
No of
Tasks
Task complexity

54. Characteristics of JobDesign
Task Variety
Task Identity
Task Significance
Autonomy
Feedback

55. • Task Variety:
• Task variety varies the tasks to be performed so that an individual
employee can move from one job to another at various points of time.
This makes it possible for the employees to move to different job
verticals and such variations provide a change in both their mental
activity as well as in their physical well-being. Change in mental
activity takes place through movement from one job vertical to
another (one job to another) and changes in the physical well-being
take place through different body postures for different nature of jobs.

56. • Task Identity:
• Wherever possible, tasks should fit together to make a complete job,
since this gives the employee a sense of doing a whole job from the
beginning till the end, with a visible output. The important benefits
derived from the task identity are that it can facilitate a worker to
trace his/her performance to the overall goals and target the
achievement of the organization. Workers can cultivate their sense of
belongingness and can start realizing that they are the partners in the
organizational progress.

57. • Feedback:
• The last characteristic of job design is the provision for
feedback. Feedback provides an opportunity to workers to
understand their strengths and weaknesses and in the
process helps them to mature and achieve greater
perfection in future job assignments. Many organizations
provide automated feedback systems, so that workers
can self-assess their extent of performance.

58. • Task Significance:
• By establishing task significance, organizations can make
workers feel that they have achieved something meaningful in
course of their working. This establishes their importance and
enhances their self-esteem. Workers can autonomously
contribute to the organizational growth and prosperity, once
they understand their task significance. This requires
organizations to value each task by inculcating a culture of
mutual respect.

59. • Autonomy:
• To ensure autonomy in job design, organizations
should wherever possible, give inputs to their
employees, on how their jobs should be done—the
order of tasks, the speed of work, etc. Thereafter, these
employees should be given a free hand, by reducing
the extent of supervision and control so that they start
realizing that they are doing their own jobs and that
they are the job owners.

60. Job design
JOB SIMPLIFICATION
JOB ENLARGEMENT
JOB ROTATION
JOB ENRICHMENT

61. JOB SIMPLIFICATION
 jobs are broken down into very small parts where a fragment called “task”
is repeatedly done over and over again by the same individual.
•ADVANTAGES
•Employee therefore is paid
higher rewards.
•the productivity is high.
•Achieves specialization.
•Training cost to the
organization is practically
negligible.
•DISADVANTAGES
• a worker is likely to get bored and
remain absent frequently.
•Quality and quantity may suffer in
the long run due to frustration.
•Organization may have to attract
workers by offering higher wages

62. JOB ENLARGEMENT
 Job Enlargement means where two or more simple tasks are
combined and allotted to an employee
 Eg: As in the case of vehicle driver, apart from driving he can undertake
the job of maintenance of the vehicle.
 Increases job range, but not depth
 Advantage :
 more variety in a job
 acquiring additional proficiency.
 Dissatisfaction of employees can not be avoided after a long period due
to boredom.

63. JOB ENRICHMENT
 The concept of job enrichment was developed by Fredrik Herzberg in the
1950s.
 Job enrichment involves providing an employee with more responsibility
for a job and challenges the individual‟s skills at work.
 Enrichment involves increasing the decision-making authority and
encouraging the employee with their tasks.

65. FEATURES OF JOB ENRICHMENT
 The characteristics or features of job enrichment
are:-
 Nature of Job : Job enrichment is a vertical
expansion of the job.
 Objective : The objective of Job enrichment isto
make the job more lively and challenging.
 Positive Results : Job enrichment gives positive
results if the workers are highly skilled.
 Direction and Control : Job enrichment
encourages self-discipline.

66. ADVANTAGES
 The importance or merits or advantages of job enrichmentare:-
 Job enrichment is useful to both the workers and theorganization.
 The worker gets achievement, recognition and self-actualization.
 The worker gets a sense of belonging to the organization.
 The worker finds the job meaningful.
 Job enrichment reduces absenteeism, labour-turnover and grievances.
 It motivates the workers to give best performance.

67. LIMITATIONS
The shortcomings or demerits or limitations of job enrichmentare:-
 In many cases, job enrichment does not give the expected results.
 It makes many changes in the job. So many workers oppose it.
 It has limited use for highly skilled managers and professionals.
 The consent of workers is not taken before implementing job enrichment.
 Managers force the workers to accept job enrichment, which is notgood.

68. JOB ENRICHMENT OPTIONS
• Give people the opportunity to use a variety of
skills, and perform different kinds of work
Rotate Jobs
• Combine work activities to provide a more
challenging and complex work assignment.
Combine Tasks
• Break your typical functional lines and form
project-focused units.
Identify Project-
Focused Work Units
• This is job enrichment at the group level.CreateAutonomous
Work Teams
• Allow team members to participate in decision
making and get involved in strategic planning.
Implement Participative
Management

69. Job Enrichment
Job Enrichment Job Enrichment + Job
Enlargement
Routine Job Job Enlargement
No. of Task
Focus of
Depth

70. JOB ROTATION
 Job rotation refers to a
technique where the
employee is periodically
rotated from one job to
another within the work
design.
 It involves moving
employees among different
jobs over a period of time

71.  1) Meaningfulness of work:
Skill variety:
Using an appropriate variety of your skills and talents:
 Task Identity:
Being able to identify with the work at hand as more whole and
complete,.
 Task Significance:
Being able to identify the task as contributing to something
wider, to society or a group over and beyond the self.
Characteristic of Job Rotation

72. 1.Variety of skills:
o improve and increase the skills of the employee due to
organization as well as the individual benefit.
2.Improves earning capacity:
o Due to job enlargement the person learns many new activities.
o such people apply for jobs to other companies and can bargain
for more salary.
3.Wide range of activities:
o Since a single employee handles multiple activities the
company can try and reduce the number of employee‟s.
Advantages of Job Rotation

73.  1. Frequentinterruption:
o A person who is doing a particular job and get it comfortable
suddenly finds himself shifted to another job or department
this interrupts the work in both the departments
 2. Reduces uniformity inquality:
o when a new worker I shifted or rotated in the department, he
takes time to learn the new job, makes mistakes in the process
and affects the quality of the job.
Disadvantages of Job Rotation

74. Job design model
 Hackman and Oldham (1976)1 developed the Job
Diagnostic Survey (JDS) which provides
 measures for some job related variables. The study
provides certain guidelines and analysis
 of independent variables like core job
Characteristics, intervening factors based on
 psychological states of people and consideration of
dependant variable in terms of outcome
 that provides high intrinsic value to the worker.The

75. Job design model of Hackman & Oldham

76. The Hackman and Oldham
Model of Job Design
 Skill variety
 different job activities involving several skills and talents.
 Task identity
 the completion of a whole, identifiable piece of work
 Task significance
 an important, positive impact on the lives of others
 Autonomy
 independence and discretion in making decisions.
 Feedback
 information about job performance
13-31

77. Experienced Psychological
States: (Intervening
Variables) 1. Experienced Meaningfulness
 It is the extent to which the individual experiences and
perceives his work as meaningful ,valuable and worthwhile
 2. Experience Responsibility
 It is degree to which an individual feels fully responsible for
the job he is doing.
 3. Experience, Knowledge and Results of the Work
 In this psychological experience, individual perceives as to
how well he is working?.

78. MOTIVATION POTENTIAL SCORE
 This formula is used to measure the propensity of
each job to be motivating. It can be assessed by using
the following formula.

79. Managerial Implications for Job
Design
 Based on core dimensions of the job and MPS score, it is
necessary to redesign each job so that workers are
intrinsically motivated to undertake the same
Forming natural work
units
Combine tasks
Establish client
identity
Expand job vertically
Feedback

80.  1.Forming natural work units:
 Though specialization involves division of work, yet formationof
„whole‟job is important because it gives performer an identity and
association with completed work.
 The job must be identifiable and individual made responsible and
accountable with the job with appropriate authority.
 For example :an accountant in an office should be given an
independent job instead of flittering his energy on various trivial
jobs.
 This contributes towards the principle of task identity andtask
significance.

81.  2. Combinetasks:
 Managers must view division of labour and specialization
scientifically.
 Attention must be paid to combine small jobs or part of job in
a whole job so that workers performing it, feel proud of
producing item and thus achieve task identity.
 Workers in automobile industry for example should be
assigned a job as a group so that they develop a sense of group
identity and achieve skill variety.

82.  3.Establish clientidentity:
 While producing product or creating services, worker does not
have direct contact with the user of product or services. If the
managers can achieve this contact, the workers will be able to
get a first hand feedback from the client regarding customer
choice.
 He may also be able to modify product or services as per the
requirement of the ultimate user and achieve autonomy and
develop skill variety while producing.
 This principle is very important and needs vision on the part of
managers.

83. Expand job vertically:
 Taylor in his scientific management has suggested separation
 of planning and doing a job. This has led to workers doing a particular job
which
 has been planned by the managers with very little or no involvement of
workers.
 Planning, execution and control therefore, need to be unified and gapbetween
 doing and controlling needs to be reduced. This phenomenon is called“vertical
 loading”. In typical fractionalized organizations, responsibilities and control
that
 formerly was reserved for higher level of management are now added to the
job
 itself. This increases workers autonomy in performance of job. Expansion of
the job
 can be achieved by workers by scheduling, work methods, qualitycontrols,
 prioritizing the work, exercising financial controls and making
appropriate decisions
 within the parameter of work schedule. This will provide the worker the sense
of
 „self worth‟and intrinsic motivation that will lead to higher productivity.

84.  Feedback: Feedback is an important aspect of
employee performance assessment.
 Feedback about on-going work should be given to
the worker on line as he proceeds
 with the job. Negative feedback should be avoided
and given in the form of suggestion
 and be corrective in nature. Positive feedback is like
re-enforcement which builds
 up morale, positive attitude and propels individual to
higher performance

85. OPTIONS FOR JOB DESIGN
 1. Job Sharing
 two persons sharing one full time job with sharing rewards and
responsibility for its completion.
 This method is suitable for working mothers, doctors, and other
professionals who can gainfully utilize their available time.
 2. Telecommuting
 Use of computer in jobs.
 Eg: Jobs having financial implications like billing, accounting,
telemarketing, e-commerce, graphics, media can be done at home
for global organizations.
 This method is also known as flexi place.
 It isolates employee from team work and personal physical
supervision.
 Managers need attitude change to incorporate such system in
organizational setting.

86.  4. Compressed Work Week
 work hours can be compressed into five or even four days a week with long hours of daily work
with two or three days free at the week end.
 This system gives worker more leisure and higher productivity. Five days a week is a popular
concept in India. This system ensures less absenteeism, more time available for maintenance of
 machines & equipment.
 It suffers from a disadvantage of high fatigue and boredom due to extended work days.
 5. Quality Circles
 Quality circles is one of the recent concepts of group job design.
 It consists of a group of 7 – 10 employees from a unit or across units who have volunteered to
meet together regularly and analyse, make proposals about product quality, investigate causes
and suggest corrective actions. The recommendations of quality circles are later forwarded
tocoordinating or steering committee. Meetings of quality circles are held once in a week or
when need arises and are chaired by supervisors or any of the group members. Leaders are
encouraged for a high degree participation within the group. Group members are trained in
group communication skills, product quality and proble promotes a sense of belonging, boosts
employee morale, accords job security and develops„we‟ feeling among group members and
enrich organizational culture. m solving techniques.

87. Flexitime
 This method allows workers more
freedom to select work schedule
within the general guidelines laid
down by the organization.
 Flextime stipulates that all
workers must be present during
the core time so that interpersonal
and inter departmental activities
can take place smoothly
 From the above figure it will be
seen that employees can choose
timings of work which are
convenient to them.
 Flexitime method is beneficial to
both as individual has freedom to
select own time of work and the
organization can attract talented
workers.

88. Factor affecting JobDesign
• 1. Extent of job specialization
• 2. Degree of changing technology
• 3. Prevailing labour-union policies
• 4. Abilities of present employees
• 5. Adequate availability of potential manpower
• 6. Inter-activity between the jobs and systems
• 7. Psychological and social needs of the job

89. Absenteeism of Employees

90. What do you mean by ‘Absenteeism’?
When an employee is scheduled to work fails
to report on duty it is called absenteeism
It is defined as unauthorised absence from
work
*Means absence at regular work without prior
permission , notice or sanction

91. Definition of ‘Absenteeism’
•“Absenteeism” is a practice or a habit of being
an “absence” and an “absentee” is one who
habitually stays away.
• - WEBSTER’S DICTIONARY

92. Causes of Absenteeism
• Nature of work
• Poor working conditions
• Absence of regular leave arrangements
• Accidents
• Poor control
• Visit to native places
• Alcoholism and gambling habits
• Absence of strict discipline
• Religious and local festivals

93. Types of Absenteeism
• Authorized Absenteeism
• Unauthorized Absenteeism
• Willful Absenteeism
• Absenteeism caused by circumstances beyond
ones control

94. Cost of Absenteeism
Productivity Administrative Financial

95. Decrease in Productivity
• Absent staff place an extra burden on the
whole organization
• Time lost in the sourcing and training of new
or replacement staff
• Morale and motivation issues can greatly
decrease the productivity of staff

96. Administrative Costs
• Increased supervisory and administrative costs
in the monitoring and management of
absenteeism programme
• Increased costs associated with securing
replacement staff

97. Financial Costs
• Salary costs for new or replacement staff
• Overtime payments

98. Measurement of Absenteeism
For Example:
a) Average number of employees in work force:100
b) Number of available workdays during period : 20
c) Total number of available workdays (a x b): 2,000
d) Total number of lost days due to absences during the period:93
e) Absenteeism percent (d [divided by] c) x 100:4.65%

99. Advantages
• Improve the discipline of the company
• Boost employee motivation
• Increase in efficiency of operation by
trainee
• Helps to develop a absenteeism
policy
• May result in better productivity
of the employee

100. Disadvantages
• Other employees will have to do excess work
which will lead to decrease morale of employees.
• Manager will have to spend
excess time on the discipline
or may find the replacement
of the employee.
• The productivity will be affected
if the employee is released from
the company and also will have
to spend money in-order to
train the new employee

101. Measures to control
• Proper selection
• Proper orientation
• Better working conditions
• Provision of transport and housing
facilities
• Incentives to regular employees
• Disciplinary action
• Effective supervision
• Employee counseling

102. Employee turnover
 What is meant by turnover?
• The ratio of the number of organizational
members who have left an organization
divided by the average number of people in
that organization during a certain period of
time.

103. Types of Turnover
Turno
ver
Volunt
ary
Functio
nal
Dysfuncti
onal
Avoidable
Turnover
Unavoidable
TurnoverInvolunt
ary

104. Types of Turnover
• Voluntary:
is broken down into avoidable and unavoidable
turnover.
– Avoidable - Could be prevented
• Try to prevent for high value employees by certain organization
actions like pay raise or new job assignment.
• Do not try to prevent for low value employees.
– Unavoidable - Could not be prevented like
• (retirement, health problems).

105. Types of Employee Turnover -
Voluntary -- Employee Initiated

106. Types of Turnover
• Involuntary
– Discharge
 It is aimed at the individual employee, due to discipline
and/or job performance problems.
– Downsizing
 May occur as permanent or temporary employees layoffs.
 Typically targets groups of employees .
 It occurs as part of an organizational cost- reduction
program.

107. Types of Employee Turnover -
Involuntary -- Organization Initiated

108. Causes of Turnover: Voluntary
Causes of Voluntary Turnover
• Behavior of leaving preceded by intention to quit.
• Factors affecting intention to quit
– Desirability of leaving
• Often results from a poor person/job match or
• Person/organization match
– Ease of leaving
• Represents lack of barriers to leaving and, being able to likely find a new
job
– Available alternatives
• Depends on other job options both internal and
outside organization
14-108

109. Causes of Turnover: Involuntary
• Discharge turnover
– Mismatch between job requirements and KSAOs
• Employee fails to follow rules and procedures
• Unacceptable job performance
• Downsizing turnover
– Mismatch in staffing levels which leads to an overstaffing
situation
– Factors related to overstaffing
• Lack of forecasting and planning
• Inaccuracies in forecasting and planning
• Unanticipated changes in labor demand and/or supply
14-109

110. Measurement of Turnover:
Reasons for Leaving
• Important to determine, record, and track reasons
why employees leave
• Tools
– Exit interviews
• Formal, planned interviews with departing employees
– Postexit surveys
• Surveys sent to employees soon after their last day
– Employee satisfaction surveys
• Surveys of current employees to discover sources of dissatisfaction
which may become reasons for leaving
• Results can provide information to pre-empt turnover

111. Factors that AffectTurnover
Job-related factors
- Lack of recognition by the organization
- Job dissatisfaction
- Role ambiguity
- Unclear expectations of peers and supervisors
- Vagueness of performance evaluation
methods,
- Job pressure

112. Organizational factors
- Organizational instability ( low level of
efficiency and thus unstable profitability)
- Cost-oriented approach to manage
employees
- Weak communication systems (
employees not involved in the decision
making)

113. Effects of Turnover
 Costly on the organization
 Negative effects on profitability of the
organization
 Customer service and satisfaction

114. How to Measure Turnover
 Credibility when reporting turnover ( info abt turnover
to management is misleading thus problem is not
100% solved)
 Cost of turnover must be measured

115. Remedies
 Selection process enhancement
 On-job training opportunities
 Employee engagement in the company
 Knowledge accessibility
 Workforce optimization
 Employee empowerment

116. Main factors for
Turnover
Promotion and Career
Development
Management
Issues

117. Promotion
and
Career
Developme
nt
Limite
d
Advance
ment
Opportuni
ties
A lack
of
recognit
ion
Faith
and
confide
nce
shaken
Growth
opportuni
ties not
available

118. Employee retention
• It is a process in which the employees are
encouraged to remain with the organization
for the maximum period of time or until the
completion of the project.

119.  1. Right people (Hire).
 2. Employee empowerment.
 3. Employee being the most valuable asset.
 4. Believe In Your Employees.
 5. Provide them information and knowledge.
 6. Feedback on their performance.
 7. Recognize and appreciate.
 8. Keep their morale high.
 9. Create a “Healthy environment”.
Employee retention strategies

120. 1) Low Level Employee Retention Strategies
2)Medium Level Strategies for Employee
Retention
3) High Level Strategies
3 levels of employee retention
strategies

121.  Leaving of an
organization for more
pay.
 Incentives can
increase productivity.
 Running away from
responsibilities.
 Measures to increase
employee satisfaction
will be expensive
Present Scenario of employee
retention strategy

122. Cont…This are the results
 Managers’poor
supervision
 Lack of growth potential.
 Lack of recognition
 Do not enjoy their job
 Inadequate pay
 Job is not challenging
 Overwork
 Work and life in-balance
Reasons why employee leave

123. Retention Process

124. FOR THAT THERE ARE SOME
Retention
Success Mantras
 Transparent Work Culture
 Quality of Work
 Supporting Employees
 Give empowerment

125. How to Manage Employee Retention
This is the three stage process And follow this process
 Identify the cost of
employee turnover.
 Understand why employee
leave.(exit interview).
 Implement retention
strategies.

126. How To retain Employee
 Top talent wants to work for the
top companies.
 Build it and they will come.
 Recognize and reward over
and over again.
 Don't take them for
granted.
 Know what their
competitor does.

127. Remedy for employee retention

128. 1. Hire the best and avoid the rest.
2. Orientation program for new employees.
3. Provide flexible work place.
4. Learning new skills and advancing their career is just
as important as the money they make.
5. Early warning detection system
6. Look for triggers.
7. Identify and weed out poor managers.
Ways to improve employee retention