MANPOWER PLANNING

DEFINATION The process of : Forecasting Developing Controlling Ensures that right no. & right kind of people are at right place & time & are doing the right thing

TWO ASPECTS Quantitative aspect Determination of number of personnel required based on Work-load analysis Work-force analysis Qualitative aspect Type 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

JOB DESIGN Overview What is job design? Purpose of job design. Different approaches for job design. Impact of 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 Vertical • Add additional similar tasks • Challenge by productivity goals • Rotate the job assignment • Remove difficult tasks to promote greater productivity in less challenging tasks • Remove some controls while retaining accountability • Increase accountability/authority • Assign a complete task unit • Introduce new, more challenging tasks • Allow individuals to become experts (specialization)

Accept Responsibility Theory X Workers Dislike Work Avoid Responsibility Little Ambition Theory Y Workers Enjoy Work Accept Responsibility Self-Directed Douglas McGregor said that managers hold one of two sets of assumptions about human nature: either Theory X or Theory Y. Seeing people as irresponsible and lazy, managers who follow Theory X assume the following: 1. Employees inherently dislike work and will try to avoid it. 2. Since employees dislike work, they must be coerced, controlled, or threatened to achieve goals. 3. Employees avoid responsibilities and seek formal direction, if possible. 4. Most workers place security above all other work-related factors and will display little ambition. Since they see people as responsible and conscientious, managers who follow Theory Y assume the following: 1. Employees can view work as being as natural as rest or play. 2. When committed to their objectives, people will exercise self-direction and self-control 3. The average person can learn to accept, even seek, responsibility. 4. Many workers besides managers have innovative decision-making skills. No hard evidence confirms that either set of assumptions is universally true. It is more likely that the assumptions of Theory X or Theory Y may or may not be appropriate, depending on the situation at hand.

Herzberg’s Two-Factor Theory Hygiene Factors (lower order needs) Motivator Factors (higher order needs) Salary Company policies Working conditions Benefits Job security Career Advancement Personal growth Recognition Responsibility Achievement Frederick Herzberg asked workers to describe situations in which they felt either good or bad about their jobs. His findings are called motivation-hygiene theory. Herzberg asserted that intrinsic factors are related to job satisfaction whereas extrinsic factors are associated with dissatisfaction. So, he called company policy, supervision, interpersonal relations, working conditions, and salary hygiene factors. When these factors are adequate, people will not be dissatisfied; however, they will not be satisfied either. He believed that achievement, recognition, the work itself, growth, and responsibility are motivational because people find them intrinsically rewarding. High Job Dissatisfaction Job Satisfaction High

Job rotation & enlargement Impact Of Job Design Job Simplification Job rotation & enlargement Job enrichment Job scope Number and variety of tasks Narrow Wide Job depth Extent of planning, controlling, responsibility Low High Task specialization How narrow job is defined Moderate

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