BDPB2103 INTRODUCTORY HUMAN RESOURCE MANAGEMENT

FACULTY OF BUSINESS AND MANAGEMENT

MAY/2015

BDPB 2103

INTRODUCTORY HUMAN RESOURCE MANAGEMENT

MATRICULATION NO.

950630016250001

IDENTITY CARD NO.

950630-01-6250

E-MAIL

penguin_yjm@hotmail.com

LEARNING CENTRE

JOHOR

Contents
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BDPB2103 INTRODUCTORY HUMAN RESOURCE MANAGEMENT

1.0

INTRODUCTION.........................................................................................3-4

2.0

FUNCTIONS OF HUMAN RESOURCE MANAGEMENT....................5-8

3.0

EXPLANATION ON JOB ANALYSIS HELPS HUMAN RESOURCE

MANAGEMENT FUNCTIONS IN THE WORKPLACE.................................9-10

4.0

SUGGESTIONS TO IMPROVE THE JOB ANALYSIS PROCESS IN THE

WORKPLACE......................................................................................................11-12
5.0

SUMMARY......................................................................................................13

6.0

REFERENCES...........................................................................................14-15

1.0 Introduction

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Job analysis is a process of collecting information regarding the nature, operation
and responsibilities of a specific job. The personnel department become aware of the
knowledge, skill and experience that an individual prospective employee should possess
in order to perform that particular job Armed with the knowledge gained from an accurate
job analysis, the personnel department become successful in their task of recruiting the
right people for a specific job.
Job Analysis is a process to identify and determine in detail the particular job duties
and requirements and the relative importance of these duties for a given job. It is a
process where judgments are made about data collected on a job. It is also a process of
studying and collecting information relating to the operation and responsibilities of a
specific job. It is a systematic exploration of the activities within a job.
According to Jones and Decothis,
Job analysis is the process of getting information about jobs: specially, what
the worker does; how he gets it done; why he does it; skill, education and
training required; relationship to other jobs, physical demands; environmental
conditions.
Based on Edwin B. Flippo, job analysis is defined as:
The process of studying and collecting information relating to the operations
and responsibilities of a specific job. The immediate products of this analysis
are job descriptions and job specifications.
In the opinion of Herbert G. Hereman III, et. al.,
A job is a collection of tasks that can be performed by a single employee to
contribute to the production of some product or service provided by the
organisation. Each job has certain ability requirements (as well as certain
rewards) associated with it. Job analysis is the process used to identify these
requirements.
Now, job analysis can be defined as an assessment that describes jobs and the behaviours
necessary to perform them.
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According to Flippo, job analysis can be defined as
The process of studying and collecting information relating to the operations
and responsibilities of a specific job.
Job analysis according to Terry is
The process of critically examining the components of a job, both separately
and in relation to the whole, in order to determine all the conditions and
duties.
According to Michael J. Jucius, job analysis refers to:
The process of studying the operations, duties and organizational aspects of
jobs in order to device specifications, or as they are called by some-job
specifications.
According to Blum, job analysis is
An accurate study of the various components of a job. It is concerned not only
with an analysis of the duties and conditions of work, but also with the
individual qualifications of the worker.
To establish and document competencies required for a job, the data of job analysis is
used. Besides, to identify the job-relatedness of the tasks and competencies needed to
successfully perform the job. It provide a source of legal defensibility of assessment and
selection procedures.

2.0 Functions of Human Resource Management

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The functions of human resource management includes acquisition, development,
remuneration, health and safety of human resources and industrial relations.
First and foremost is about acquisition. There are three important components
under acquisition which are planning, recruitment and selection of human resource.
Under planning, it is the most important things before an organization
carries out the recruitment and selection processes. The number and type of
employees needed to accomplish organizational goals are determined in the
human resource planning function. In order to forecast human resources supplies
and to predict future human resources needs, research is an essential part of this
function. This is because planning requires the collection and analysis of
information. Staffing and employee development is the basic of human resource
planning strategy.
For recruitment, to attract individuals who are qualified and encouraging,
recruitment is the process to apply for employment in an organization. In an
organization, employee recruitment must be done systematically. If the
recruitment officer is ignorant to the required job qualifications to perform a job
in a given vacancy, employee recruitment will become chaotic. Job description
and specification may be used to determine the type of individual that will be
recruited for employment, since job analysis contains information. For example,
types of skills, knowledge and the ability to accomplish a job.
Under selection, it is a process of choosing a suitable individual from a pool
of applicants to fill a vacancy. The capability, experience and academic
qualifications is the effective selection objectives with the requirements of the job.
For its organization needs good planning, an organization wanting to select
employees. By means of skills, knowledge and ability of the individual, a
comprehensive job analysis may help a human resource manager match the
individual to the most suitable job.
Second is orientation. Employee training and development, and performance
appraisals are the components of human resource development.
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With the jobs, regulations and the organizations objectives, and introducing
them to their colleagues, orientation is a formal process aimed at familiarizing
new employees. The first step toward helping a new employee adjust himself to
the new job and the employer is orientation. For the new employees, they are
required to attend the orientation programme sponsored by the organization. This
is very important to familiarize the employee with the job in the organization.
To follow up the employment function, training and development of
personnel is needed. To develop technical skills for the job for which he has been
employed and also to develop him for the higher jobs in the organization, it is a
duty of management to train each employee property. To increase their skills in
doing their jobs and in satisfying their growth need, proper development of
personnel is necessary. The objective of training and development is to help an
employee to perform the tasks in a job description or as a preparation to assume a
higher position. The organization can encourage work practices that are healthy,
productive and conducive to the environment of the organization through training.
An organization often provide training programmes for experienced employees
whose jobs are undergoing change. Besides, organization also providing training
for the new or inexperienced employees.
Under performance appraisal, an employee can leads to the better
performance is constant and stable appraisal. While assessing the performance of
an employee, the scientific evaluation techniques are to be used. It monitors
employee performance to ensure that it is at acceptable levels. Although the actual
appraisal of employee performance is the responsibility of supervisors and
managers, human resource professionals are usually responsible for developing
and administering performance appraisal systems. Performance appraisal
information is important for employee development by providing a basis for pay,
promotion and disciplinary action. To motivate and guide performance
improvements, feedback is necessary.
Third, to attract, retain and motivate competent employees, an important
mechanism that can be used by firms and managers is the remuneration, health and safety
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of human resources. With the organizations objectives, their performance is in
accordance.
Under benefits, it is a form of compensation to employees other than direct
pay for work performed. They have become a major consideration in human
resources planning if the cost of benefits has risen to such a point. For example,
annual leave, sick leave and insurance.
Under incentives, it is a reward given to motivate employees. Performance
bonuses, attendance bonuses and rewards for excellent service are the types of
incentives. Sales incentives in a form of commissions or holiday vouchers that are
given for achieving sales targets is one of the example.
Under the health and safety of the employee who performs, the organization
must ensure that the job they offer is safe and will not jeopardise. The general
physical and mental wellbeing of an employee is refer to health. While to protect
an employee from injuries caused by accidents at the workplace is refer to safety.
Next, there are two components in industrial relations which are employeremployee relationship and employee discipline.
An organization must pay attention to the relationship between the
employer and employees to maintain a satisfactory work environment. It may
affect the productivity and performance of the organization if a working
environment full of conflict between employees or between employees and
employers. In industrial relations, it include discipline and disciplinary action
against employees who defy organizational rules and policies.
Last, the relationship between various functions of human resource management is
said that the managers must be aware that a decision made on one function will affect
other functions directly. For example, an organization that focuses on recruiting qualified
candidates but does not offer satisfactory remuneration schemes will result in a waste of
the companys time and money. Skilled and productive employees will lose their
motivation if they are not given adequate training and development opportunities to

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acquire new skills. In addition, benefits and rewards alone are not enough; an employee
should also be offered a safe and healthy work environment.

3.0 Explanation on Job Analysis helps Human Resource Management

functions in the workplace
The explanation on job analysis helps human resource management functions in the
workplace are as below:
(i) Performance Appraisal
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By providing clear cut standards of performance for each job, job analysis helps
to appraise the performance of employees. To evaluate performance of a worker,
evaluation standards that are used for promotions, benefits, discipline or dismissal
should be job related. Information obtained in the job analysis will bring about a
more objective human resource decision. In performance appraisal, job analysis
can be used to evaluate criteria, goals and objectives, duties to be evaluated,
length of probationary periods and performance standards. Human resource
management can encourage and give them suggestions to help them to bring out
the improvement.
(ii) Employer- Employee Relationship
In employer-employee relationship, information obtained in a job analysis is very
important. When considering an employee for a promotion, transfer or demotion,
the job analysis acts as a Skills Comparison Standard. It will result in a more
objective human resource decision when the information obtained from a job
analysis. Rarely, to support decisions in promotion, transfer and demotion, job
analysis information is needed.
(iii) Selection Procedures
In selection procedures, job analysis can be used to identify or develop the job
duties that should be included in advertisements of vacant positions. The
appropriate salary level for the position to help to determine what the salary
should be offered to a candidate. The minimum requirements of education and
experience for screening applicants. The job analysis can also help human
resource management to orientation materials for applicants or new hires,
applicant appraisal or evaluation forms, interview questions and selection tests
and instruments. For example, written tests, oral tests and job simulations. To
perform well in the organization, selection selects the best suited candidate out of
the available candidates who are supposed.
(iv) Remuneration

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To compare relative contribution values of a job against the overall performance
of the organization, job analysis information may be used. The relative value of a
job must be informed before the job is evaluated in financial terms in terms of
remuneration payouts. The more essential the tasks and responsibilities of a job,
the more valuable the job is. To an organization, a job that requires additional
knowledge, skill and abilities should be more valuable.
(v) Employees Training and Development
In identifying staff training and development, job analysis plays an important role.
T design and build training and development programmes, Information contained
in the job analysis is used. Job analysis and the description that is created to give
details of the skills and training which is relevant. A person who needs to undergo
a training or development programme, when a job analysis proposes that the job
requires certain knowledge, skill or ability, and the individual does not have the
qualifications required. The need of training and development requirement can be
assessed by comparing knowledge and skill of current employees with the
expected level of performance.

4.0 Suggestion to improve the job analysis process in the workplace

The suggestions to improve the job analysis process in the workplace are discussed as
below:
(i) Observation

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By using observation method, a job analyst can observe an employee and records
all his performed and non-performed task, fulfilled and un-fulfilled responsibilities and
duties, methods, ways and skills used by him or her. This is because to perform various
duties and his or her mental or emotional ability to handle challenges and risks. It seems
that it is one of the easiest methods to analyze a specific job. But for truth, it is the most
difficult one to apply on it. This is due to the fact that every person has their own way of
observing things. Different people will think different and interpret the findings in
different methods and ways. Therefore, the process may involve personal biasness or
likes and dislikes and may not produce genuine results. By proper training of job analyst
or whoever will be conducting the job analysis process, the error can be avoided.
There are three techniques in the particular method which are:

direct observation,
It used in direct observation and recording of behavior of an employee in

different situations.
Work Methods Analysis
It involves the study of time and motion and is specially used for

assembly-line or factory workers.

Critical Incident Technique
It identifying the work behaviours that result in performance

(ii) Interview
With this method, an employee is interviewed. While performing their job and
insecurities and fears about their careers, he or she comes up with their own working
styles, problems faced by them, use of particular skills and techniques.
With this method, it helps interviewer know what exactly an employee thinks about
his or her own job and responsibilities involved in it. It involves analysis of job by
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employee himself. In order to generate honest and true feedback or collect genuine data,
questions asked during the interview should be carefully decided. To avoid errors, it is
always good to interview more than one individual to get a pool of responses. It can be
generalized and used for the whole group.
(iii) Questionnaire
Questionnaire Method is another commonly used. Job analysis method is getting
the questionnaires filled from employees, their superiors and managers. However, this
method also suffers from personal biasness. While framing questions for different grades
of employees, a great care should be takes. Management should effectively communicate
it to the staff that data collected will be used for their own good in order to get the true
job-related information. It is very important to ensure them that it would not be used
against them in anyway. It will be a sheer wastage of time, money and human resources,
if it is not done properly.

5.0 Summary
Job analysis is a process of collecting information regarding the nature, operation
and responsibilities of a specific job so that the personnel department become aware of
the knowledge, skill and experience that an individual prospective employee should
possess in order to perform that particular job Armed with the knowledge gained from an
accurate job analysis, the personnel department become successful in their task of
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BDPB2103 INTRODUCTORY HUMAN RESOURCE MANAGEMENT

recruiting the right people for a specific job. The data of job analysis is used to establish
and document competencies required for a job. Besides, to identify the job-relatedness of
the tasks and competencies needed to successfully perform the job. It provide a source of
legal defensibility of assessment and selection procedures. The functions of human
resource management includes acquisition, development, remuneration, health and safety
of human resources and industrial relations. First and foremost is about acquisition. There
are three important components under acquisition which are planning, recruitment and
selection of human resource. Second is orientation. Employee training and development,
and performance appraisals are the components of human resource development. Besides,
to attract, retain and motivate competent employees, an important mechanism that can be
used by firms and managers is the remuneration, health and safety of human resources.
With the organizations objectives, their performance is in accordance. Next, there are
two components in industrial relations which are employer-employee relationship and
employee discipline. Lastly, the relationship between various functions of human
resource management is said that the managers must be aware that a decision made on
one function will affect other functions directly. The explanation on job analysis helps
human resource management functions in the workplace are performance appraisal,
Employer- Employee Relationship, selection procedures, remuneration and employees
training and development. The suggestions to improve the job analysis process in the
workplace are by using observation method, interview method and questionnaire method.

6.0 Reference
Assessment and Selection of Job Analysis. (n.d). Available: https://www.opm.gov/policydata-oversight/assessment-and-selection/job-analysis/. [2015, July 26].
Chand, S. (n.d). Human Resource Management Functions: Managerial, Operative and
Advisory Function. Available: http://www.yourarticlelibrary.com/hrm/human-resource13 | P a g e

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management-functions-managerial-operative-and-advisory-function/27995/. [2015, July
26].
Chand, S. (n.d). Job Analysis: Concept, Uses and Process of Job Analysis. Available:
http://www.yourarticlelibrary.com/human-resources/job-analysis-concept-uses-andprocess-of-job-analysis/35254/. [2015, July 26].
Chand, S. (n.d). Job Analysis: Definition, Uses, Process and Significance of Job Analysis.
Available: http://www.yourarticlelibrary.com/recruitment/job-analysis-definition-usesprocess-and-significance-of-job-analysis/29534/. [2015, July 26].
Define Job Analysis, Need/ Importance/ Purpose/ Benefits of Job Analysis. (n.d).
Available:
http://studyvalue.com/_management_sciences/_hrm/definition_of_job_analysis_and_imp
ortance_of_job_analysis_5.html#.VbRZkJ2Ufk0. [2015, July 26].
Definition of Job Analysis. (n.d). Available:
http://www.businessdictionary.com/definition/job-analysis.html. [2015, July 26].
HR Guide to the Internet: Job Analysis: Overview. (n.d). Available: http://www.jobanalysis.net/G000.htm. [2015, July 26].
Human Resource Management Functions. (n.d). Available:
http://www.whatishumanresource.com/Human-Resource-Management-functions. [2015,
July 26].
Ibrahim, H.J. (Eds). (2009). Introductory Human Resource Management. City: Johor.
Publisher: Open University Malaysia.
Importance of Human Resource Management. (n.d). Available:
http://www.humanresourceexcellence.com/importance-of-human-resource-management/.
[2015, July 26].
Job Analysis and Job Description. (2010). Available: http://www.hrwale.com/hrplanning/job-analysis/. [2015, July 26].

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Job Analysis Method. (n.d). Available: http://www.managementstudyguide.com/jobanalysis-methods.htm. [2015, July 26].
Mayhew, R. (n.d). Available: http://smallbusiness.chron.com/functions-human-resourcemanagers-1326.html. [2015, July 26].
Neiljones. (2010). 12 Ways To Improve Productivity At The Workplace. Available:
http://tweakyourbiz.com/growth/2010/10/07/12-ways-to-improve-productivity-at-theworkplace/. [2015, July 26].
Significance and Uses of Job Analysis. (n.d). Available:
http://accountlearning.blogspot.com/2013/01/significance-and-uses-of-job-analysis.html.
[2015, July 26].
Tran, A. (2009). 10 Job Analysis Methods. Available: http://ezinearticles.com/?10-JobAnalysis-Methods&id=3119971. [2015, July 26].

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