1. MANPOWER PLANNING

2. 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

3. 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

4. FOUR STAGES OF MANPOWER PLANNING
Forecasting future demand for manpower
Forecasting future internal supply
Forecasting future external supply
Formulating responses to the forecast

5. 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

6. Job analysis

7. 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

8. 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

9. What Aspects of a Job Are Analyzed?
Duties and Tasks
Environment
Tools and Equipment
Relationships
Requirements

10. Purposes and Uses of Job analysis
Organization and manpower planning
Recruitment
Wage and Salary administration
Employee training
Performance appraisal
Health and safety
Job design

11. Methods of analyzing Jobs
Personal observation
Sending out questionnaires
Conducting personal interviews
Maintenance of log records
Combination of methods

12. JOB DESIGN Overview What is job design? Purpose of job design.
Different approaches for job design.
Impact of job design.

13. 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.

14. 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

15. Approaches To Job Design
Scientific management
Behavioral approach
Job enlargement
Job enrichment
Job rotation
Social technical system

16. 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.

17. 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)

18. 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.

19. 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

20. 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

21. 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

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

23. Uses of Job description
Significance of job description

24. Job Specification Physical characteristics
Psychological characteristics
Personal characteristics
Responsibilities
Other features of a Demographic nature

25. 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.

26. Basic Methods The ranking system Job classification or grading method
The point system
The factor comparison method or Hay method

27. 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

28. 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

29. 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

30. Manpower Forecasting Expert Forecasts Trend Analysis
Work Load Analysis
Work Force Analysis
Other methods