job analysis complete with case study

7/30/2019 Job Analysis Complete With Case Study

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Job Analysis

Human Resource Management


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Table of Content

Page No.

Abstract 3

Job Analysis 3

Nature of Job Analysis 3

Components of Job Analysis 5

Uses of Job Analysis 6-7

Steps in Job Analysis 8-9

Methods of collecting information 10-13

o Interview

o Questionnaire

o Observation

o Participant diary/logs

o Quantitative Job Analysis Technique

Conclusion 13

Case Study (Tropical storm Charley) 14-

19o Questionnaire (structured & unstructured questions)

Format Job Description 20-

23

FormatStructure Questionnaire 24-

27

Bibliography 28


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Abstract

A method of performing job analyses and delivering or providing access to the

results of the job analyses by creating a list of job requirements and working

conditions for each discrete task of a job, creating a physical demands analysis

comprising a list of physical requirements of each discrete task of a job, and

combining the lists into a job analysis database for determining whether a worker

can perform a job.

Job AnalysisJob analysis is a systematic approach to defining the job role, description,

requirements, responsibilities, evaluation, etc. It helps in finding out required level

of education, skills, knowledge, training, etc for the job position. It also depicts the

job worth i.e. measurable effectiveness of the job and contribution of job to the

organization. Thus, it effectively contributes to setting up the compensation

package for the job position.

Nature of Job Analysis:Organisations consist of positions that have to be staffed. Job Analysis is theprocedure through which we determine the task, duties and responsibilities of thesepositions and the characteristics of the people to hire for the positions. Job analysisproduces information used for writing, job description (a list of what the jobentails) andjob specification (what kind of people to hire for the job).


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The supervisor or HR specialist normally collects one or more of the following types

of information via the job analysis:

Work Activities: First, he or she collects information about the jobs actual

work activities, such as cleaning, selling, teaching or painting. This list may

also include how, why and when the worker performs each activity.

Human Behaviour: The specialist may also collect information about human

behaviours like sensing, communicating, deciding and writing. Included herewould be information regarding job demands such as lifting weights or

walking long distances.

Machines, tools, equipment & work aids: This category includes information

about tools used, materials processed, knowledge dealt with or applied (such

as finance or law), & services rendered (such as counselling or repairing).

Performance standards: The employer may also want information about the

jobs performance standards (in terms of quantity or quality levels for each

job duty). Management will use these standards to appraise the employees.

Job context: Information included here are about such matters as physical

working conditions, work schedule and the organisational and social context

for instance, the number of people with whom the employee would normally

interact. Information regarding incentives might also be included here.

Human requirements: This includes information regarding the jobs human

requirements, such as job-related knowledge or skills (education, training,


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work experience) and required personal attributes (aptitudes, physical

characteristics, personality, interests).

Components of Job analysis:

Job analysis is a systematic procedure to analyze the requirements for the job role

and job profile. Job analysis can be further categorized into following sub

components.


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Job Position:

Job position refers to the designation of the job and employee in the organization.

Job position forms an important part of the compensation strategy as it determinesthe level of the job in the organization. For example management level employeesreceive greater pay scale than non-managerial employees. The non-monetarybenefits offered to two different levels in the organization also vary.

Job Description:

Job description refers the requirements an organization looks for a particular jobposition. It states the key skill requirements, the level of experience needed, level ofeducation required, etc. It also describes the roles and responsibilities attached withthe job position. The roles and responsibilities are key determinant factor inestimating the level of experience, education, skill, etc required for the job. It alsohelps in benchmarking the performance standards.

Job Worth:

Job Worth refers to estimating the job worthiness i.e. how much the job contributesto the organization. It is also known as job evaluation. Job description is used toanalyze the job worthiness. It is also known as job evaluation. Roles and

responsibilities helps in determining the outcome from the job profile. Once it isdetermined that how much the job is worth, it becomes easy to define thecompensation strategy for the position.

Uses of Job Analysis:

Job

Analysis

Recruitment &

Selection

Job Evaluation

Wage & Salary

Decisions

(Compensation)

Training

Requirements

Job Description

& Job

Specification

Performance

Appraisal


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Recruitment & Selection: Job Analysis provides information about what

the job entails and what human characteristics are required to perform the

job. This information, in the form of job description and specifications, helps

management decide what sort of people to recruit and hire.

Compensation:Job analysis is crucial for estimating the value of each job& its appropriate compensation. Compensation (such as salary and bonus)

usually depends upon the jobs required skill and education level, safety

hazards, degree of responsibility and so on - all the factors we can assess

through job analysis.

Performance Appraisal: A performance appraisal compares each

employees actual performance with his or her performance standards.

Managers use job analysis to determine the jobs specific activities and

performance standards.

Training:The job description should show the activities and skills andtherefore the training - that job requires.

Discovering unassigned duties:Job analysis can also help reveal

unassigned duties. For example, a companys production manager says Mr. X

is responsible for a dozen or so duties, such as production scheduling and raw

material purchasing. However any reference of raw material inventory

management was missing. On further study, the manager finds that none of

the other manufacturing people are responsible of inventory management.

Thus a manger has uncovered an essential unassigned duty with regards to

job analysis.


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Steps in Job Analysis:

There are six steps in doing a job analysis.

(1) Decide how youll use the information, since this will determine the data you

collect and how you collect them. Some data collection techniques - like

interviewing the employee and asking what the job entails are good for

writing job description and selecting employees for the job. Other technique

like the position analysis & questionnaire do not provide qualitative

information for job description. Instead, they provide numerical ratings for

each job; these can be used to compare jobs for compensation purpose.

(2) Review relevant background information such as organisation charts, process

charts and job description.

a. Organisation charts show the organisation wide division of work,

how the job in question relates to other jobs, and where the job fits in

the overall organisation. The chart should show the title of each

position and by means of interconnecting lines, who reports to whom

and with whom the job incumbent communicates.

b. A process chart provide more detailed picture of the work flow. In its

simplest form a process chart shows the flow of inputs to and the

outputs from the job you are analysing. Finally, the existing job

description, if there is one, usually provides a starting point for building

the revised job description. In the figure below the quality control clerk

is expected to review components from suppliers, check components

going to the plan managers and give information regarding

components quality to these managers.

Informationinput form theplant manager

Informationinput form theplant manager

Componentsinput fromSuppliers

Componentsinput fromSuppliers


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(3) Select representative positions. Why? Because there may be too many similar

jobs to analyse. For example, it is usually necessary to analyse the jobs of

200 assembly workers when a sample of 10 jobs will do.

(4) Actually analyse the job by collecting data on job activities, required

employee behaviours, working condition, and human traits & abilities needed

to perform the job. For this step, use one or more of the job analysis

methods.

(5) Verify the job analysis information with the worker performing the job & with

his or her immediate supervisor. This will help confirm that the information is

factually correct and complete. This review can also help gain the employees

acceptance of the job analysis data and conclusions by giving that person a

chance to review and modify your description of the job activities.

(6) Develop a job description and job specification. These are two tangible

products og the job analysis. Thejob description is a written statement that

describes the activities and responsibilities of the job, as well as its important

features, such as working conditions and safety hazards. The job

specification summarises the personal qualities, traits, skill and background

required for getting job done. In maybe in a separate document or in the

same document as the job description.

Informationoutput to Plant

Managerregarding

ComponentQuality

Informationoutput to Plant

Managerregarding

ComponentQuality

Product Qualityoutput to Plant

Manager

Product Qualityoutput to Plant

Manager

(Job Under Study)Quality Control

Clerk

(Job Under Study)Quality Control

Clerk


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Methods of collecting Job Analysis Information:

There are various ways to collect information on the duties, responsibilities and

activities of the job. In practice, we can use anyone of them, or we can combine the

techniques that best fit our purpose. Thus, an interview might be appropriate for

creating a job description, whereas the position analysis questionnaire maybe more

appropriate for quantifying the worth of a job for compensation purposes.

Conducting the job analysis usually involves a joint effort by an HR specialist, the

worker, & the workers supervisor. The HR specialist might observe and analyse thejob and then develop a job description and specification. The supervisor and worker

may fill out questionnaires listing the subordinates activities. The supervisor and

worker may then review and verify the job analysed conclusions regarding the jobs

activities and duties.

In practice, firm usually collects jobs analysis data from multiple subject matter

experts using questionnaires and interviews. They then average data from several

employees from different departments to determine how much time a typical

employee spends on each of several specific tasks. The problem is that employees

who have the same job title but work in different departments may experience very

different pressures. Therefore, simply adding up and averaging the amount of timethat, say, HR assistance need to devote interviewing candidates could end in

misleading results. The point is that we must understand the jobs departmental

context the way someone with a particular job title spends his or her time is not

necessarily the same from department to department.


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The Interview

Managers use three types of interview to collect job analysis data individual

interview with each employee, group interview with groups of employees who have

the same jobs & the supervisor interviews with one or more supervisor who know

the job. They use group interviews when a large number of employees areperforming similar or identical work, since it can be a quick and inexpensive way to

gather information.

Whichever kind of interviews we use, we need to be sure the interviewee fully

understands the reason fro the interview since there is a tendency for such

interviews to be viewed, rightly or wrongly, as efficiency evaluation. If so,

interviewees may hesitate to describe their jobs accurately.

Pros & Cons

The interview is probably the most widely used method for identifying the jobsduties & responsibilities and its wide use reflects its advantages. It is a relatively

simple and quick way to collect information, including information that might never

appear on a written form. The interview also provides an opportunity to explain the

need for and function of the job analysis. And the employee can vent frustration

that might otherwise go unnoticed by the management.

Distortion of the information is the main problem whether due to outright

falsification or honest misunderstanding. Job analysis is often a prelude to changing

a jobs pay rate. Employees therefore may legitimately view the interview as the

efficiency evaluation that may affect their pay. They may then tend to exaggerate

certain responsibilities while minimising others.

Typical Questions

What is the job being performed?

What are the major duties of your position? What exactly do you do?

What physical location do you work in?

What are the education, experience, skill and (where applicable) certification

and licensing requirements?

In what activities do you participate?

What are the job responsibilities and duties?

What are the basic accountabilities or performance that typifies your work?


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What are your responsibilities? What is the environmental and working

condition involved?

What are the jobs physical demands? The emotional and mental demands?

What are the health and safety condition?

Are you exposed to any hazards or any unusual working conditions?

Interview Guidelines

There are several things which should be kept in mind while conducting a job

analysis interview.

1. The job analyst and supervisor should work together to identify the workers

who know the job best.

2. Quickly establish rapport with the interviewee. Know the persons name,

speak in easily understood language, briefly review the interview purpose

and explain how the person was chosen for the interview.

3. Follow a structured guide or checklist. One that lists questions and provides

space for answers. This ensures you to identify crucial question ahead of time

and that all the interviewers (if there are more than one) cover all the

questions.

4. When duties are not performed in a regular manner for instance when the

worker doesnt performs the same job over and over again many times a day-

ask the worker to list his/her duties in order of importance and frequency of

occurrence. This will ensure that you dont overlook crucial but infrequently

performed activities.

5. Finally, after completing the interview, review and verify the data. Specifically

review the information with the workers immediate supervisor and the

interviewee.

Questionnaires

Having employees fill out questionnaires to describe their job-related duties &

responsibilities is another good way to obtain job analysis information.

We have to decide how structured the questionnaire should be and what question to

include. Some questionnaires are very structured checklists. Each employee gets an

inventory of perhaps hundreds of specific duties or tasks (such as change and


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splice via). He or she is asked to indicate whether or not he/she performs each

tasks and, it so, how much time is normally spent on each. At the other extreme,

the questionnaire can be open-ended and simply ask the employee to describe the

major duties of your job. In practice, the best questionnaire often falls between

these two extremes.

Whether structured or unstructured, questionnaires have both pros & cons. A

questionnaire is a quick and efficient way to obtain information from a large number

of employees, its less costly than interviewing hundreds of workers, for instance.

However, developing any questionnaire an testing it can be expensive and time-

consuming.

Observation

Direct observation is specially useful when jobs consist mainly of observablephysical activities assembly line worker and accounting clerk are examples. On

the other hand, observation is usually not appropriate when the job entails a lot of

mental activities (lawyer, designengineer). Nor it is useful if the employee only

occasionally engages in important activities, such as a nurse who handles

emergencies. And reactivity the workers changing what he or she normally does

because you are watching can also be a problem. Manager often use direct

observation and interviewing together. One approach is to observe the worker on

the job during a complete work cycle. Here you take notes of all job activities. Then

after accumulating as much information as possible, you interview the worker. Ask

the person to clarify points not understood and to explain what are the activities he

or she performs that you didnt observe.

Participant Diary/Logs

Another approach is to ask workers to keep a diary/log of what they do during the

day. For every activity he or she engages in, the employee records the activity in a

log. This can produce a very complete picture of the job, specially when

supplemented with subsequent interviews with the worker and the supervisor. The

employee, of course, might try to exaggerate some activities and underplay others.

However, the detailed, chronological nature of the log tends to mediate against this.

Some firms take a hi-tech approach to diary/logs. They give employees pocket

dictating machines and pagers. Then at random times during the day, they page

the workers, who dictate what they are doing at that time. This approach can avoid


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one pitfall of the traditional diary/log method: relying on workers to remember what

they did hours earlier when they complete their logs at the end of the day.

Quantitative Job Analysis TechniquesQualitative approaches like interviews and questionnaires are not always suitable.

For example, if your aim is to compare jobs for pay purposes, you may want to be

able to assign quantitative values to each job. The position analysis questionnaire,

the Department of Labour approach and functional job analysis are three popular

quantitative methods.

Conclusion

From Job Analysis, specific details of what is being done and the skills utilized in the

job are obtained. Job Analysis enables the managers to understand jobs and job

structures to improve work flow or develop techniques to improve productivity.

Application Case

Tropical Storm CharleyIn August 2004, tropical storm Charley hit North Carolina and the Optima Air Filter

Company. Many employees homes were devastated and the firm found that it had

to hire almost 3 completely new crews, one for each of its shifts. The problem was

that the Old-timers had known their jobs so well that no one had ever bothered to

draw up job descriptions for them. When about 30 new employees began taking


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their places, there was general confusion about what they should do and how they

should do it.

The storm quickly became old news to the firms out-of state customers- who

wanted filters, not excuses. Phil Mann, the firms President, was at his wits end. He

had about 30 new employees, 10 old-timers, and his original factory supervisor,Maybelline. He decided to meet with Linda Lowe, a consultant from the local

universities business school. She immediately had the old-timers fill out a job

questionnaire that listed all their tasks, duties & responsibilities. Arguments ensued

almost at once- Both Phil & Maybelline thought the old-timers were exaggerating to

make themselves look more important, and the old-timers instead that the list

faithfully reflected their duties. Meanwhile, the customers clamoured for their filters.

Questions:

Should Phil & Linda ignore that old-timers protests and write up the job

descriptions as they see fit? Why? Why not?

How would you go about resolving the differences?

Solution: No, Phil & Linda should never ignore the old-timers protest. Since its the

oldtimers who have full knowledge about the tasks, duties & responsibilities they

used to perform. Ignoring them may result to turbulence among the workers and

theyll feel cheated hence leading to lower productivity.

Writing job description without the information acquired from old-timers would be

like climbing mountain without a guide. Since they know the nature andrequirement of the job very well, they must be asked about the information of the

job before writing a job description.

To resolve the problem I would have used a questionnaire with both structured as

well as open-ended questions. That would have lead to lesser confusion and

misinterpretation by Phil & Maybelline. (The Job Information Sheet is given below

which consist of both structured and unstructured questions)

Question:

How would you have conducted the job analysis? What should Phil do now?


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Solution: I would have conducted the job analysis in one of the two ways. Either I

would have used questionnaire (with both structured as well as unstructured

questions) or the interview method.

In the interview method, after collecting the information, I would further proceeded

to get the information reviewed and verified by the immediate supervisor of theinterviewee and the interviewee.

Phil should now use the information, which is verified and reviewed by supervisor

and worker both, for the training purpose of the new worker. The information

consists of task, duties & responsibilities of the workers. When the workers will be

trained accordingly theyll know what to do and how to do, resulting in lesser

confusion and time-wastage & increase in productivity so that Optima Air Filter

Company comes back on track.

Questionnaire with Structured & Unstructured Question

Job Analysis Information Sheet

Job Title: ___________________________________________ Date: _______________________

Job Code: ________________________________ Dept.:_________________________________

Superior's Title: _________________________________________________________________

Hours worked _______ AM to ________ PM

Job Analyst's Name: _____________________________________________________________

1. What is the job's overall purpose?

______________________________________________________________________________

______________________________________________________________________________

______________________________________________________________________________


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2. If the incumbent supervises others, list them by job title; if there is morethan one employee with the same title, put the number in parentheses following.

______________________________________________________________________________

______________________________________________________________________________

______________________________________________________________________________

3. Check those activities that are part of the incumbent's supervisory duties.

Training

Performance appraisal

Inspecting work

Budgeting

Coaching and/or counseling

Others (please specify) __________________________________________________

4. Describe the type and extent of supervision received by the incumbent.______________________________________________________________________________

5. JOB DUTIES: Describe briefly WHAT the incumbent does and, if possible, HOWhe or she does it. Include duties in the following categories:

a. Daily duties (those performed on a regular basis every day or almost every day)

_______________________________________________________________________

b. Periodic duties (those performed weekly, monthly, quarterly, or at other regularintervals)

_______________________________________________________________________

c. Duties performed at irregular intervals

_______________________________________________________________________


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6. Is the incumbent performing duties he or she considers unnecessary? If so,describe.

______________________________________________________________________________

7. Is the incumbent performing duties not presently included in the job description?If so, describe.

______________________________________________________________________________

8. EDUCATION: Check the box that indicates the educational requirements for thejob (notthe educational background of the incumbent).

No formal education required

Eighth grade education

High school diploma (or equivalent)

2-year college degree (or equivalent)

4-year college degree (or equivalent)

Graduate work or advanced degree (specify:)

Professional license (specify:)

9. EXPERIENCE: Check the amount of experience needed to perform the job.

None

Less than 1 month

1 to 6 months

6 months to 1 year

1 to 3 years

3 to 5 years

5 to 10 years


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More than 10 years

10. LOCATION: Check location of job and, if necessary or appropriate, describe

briefly.

Outdoor

Indoor

Underground

Pit

Scaffold

Other (specify)

11. ENVIRONMENTAL CONDITIONS: Check any objectionable conditions found onthe job and note afterward how frequently each is encountered (rarely, occasionally,constantly, etc.)

Dirt

Dust

Heat

Cold

Noise

Fumes

Odors

Wetness/humidity

Vibration

Sudden temperature changes


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Darkness or poor lighting

Other (specify)

12. HEALTH AND SAFETY: Check any undesirable health and safety conditionsunder which the incumbent must perform and note how often they are encountered.

Elevated workplace

Mechanical hazards

Explosives

Electrical hazards

Fire hazards

Radiation

Other (specify)

13. MACHINES, TOOLS, EQUIPMENT, AND WORK AIDS:Describe briefly whatmachines, tools, equipment, or work aids the incumbent works with on a regularbasis:

______________________________________________________________________________

______________________________________________________________________________

14. Have concrete work standards been established (errors allowed, time taken fora particular task, etc.)? If so, what are they?

______________________________________________________________________________

15. Are there any personal attributes (special aptitudes, physical characteristics,personality traits, etc.) required by the job?

______________________________________________________________________________

16. Are there any exceptional problems the incumbent might be expected toencounter in performing the job under normal conditions? If so, describe.


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______________________________________________________________________________

17. Describe the successful completion and/or end results of the job.

______________________________________________________________________________

18. What is the seriousness of error on this job? Who or what is affected by errorsthe incumbent makes?

______________________________________________________________________________

19. To what job would a successful incumbent expect to be promoted?

[Note: This form is obviously slanted toward a manufacturing environment, but it can beadapted quite easily to fit a number of different types of jobs.]


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Job Description (Example Overview)

The example below is for a sales person who is selling financial serviceproducts. About 75% of his/her time is spent in the office and the other 25%is out on the road making presentations to customers. The job requires a

Certified Financial Planners designation and requires heavy duty leadgeneration.

Job Requirements

A: Summary of Position

Researches and identifies target client sectors for financial product services.Develops and implements a sales process to include initial contact, follow up,

presentation and closing procedures. Maintains records of contacts and salesstatus including contact reports, sales projections and quota ratios.

B. Job Duties

Research and Create targeted new client lists within Delhi/NCR territory

Makes initial contact with potential clients

Performs routine and regular follow up with potential clients

Performs routine and regular follow up with former clients

Visits potential clients and makes sales presentations

Closes sales

Maintains regular record reporting sales activity


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C. Computer Skills and Software Used

Windows operating system

MS Office including Word, Excel and PowerPoint

Constant Contact or other Customer Relations Management Software

D. Reporting Structure

Reports to regional sales manager

Has nobody directly reporting to this position

Required to participate in Annual Sales Meeting

Employee Requirements

A. Education and Training

Bachelor Degree in business, finance or accounting or commerce or 0-2

Years experience, Bachelors Degree Preferred

Certified Financial Planner

B. Skills and Aptitudes

Fearless cold caller, 250+ Outbound calls per week

Ability to close a sale

Adapt to changing financial conditions and meet customer expectations

C. Environment and Physical

Work in high volume sales office

Be able to sit for prolonged periods of time

Be able to travel to client locations 25% of time


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D. Licenses/Certifications

CFP - Certified Financial Planner

Indian Driving License

Success Factors

A. Grow Sales

Increase market channel penetration by 30% in first Year

Develop 3 secondary channels in first 180 days

Grow referral-based sales from 15% to 20% in first year

B. Develop Sales Department

Recruit and train 2 junior sales associates with gross sales of 100K by 3nd

quarter

Increase number of sales presentations by 20% within 12 months

Implement Web-Meeting presentation System to Reduce travel costs by 20%

per year

Comments____________________________________________

____________________________________________________

____________________________________________________

HR Representative___________________________________

Department Manager__________________________________

Date Completed______________________________________


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Structured Questionnaire (Example)

Sample Job Analysis ChecklistsROUTINE CLERICAL RESPONSIBILITIES

Activity Frequency D W M O

Types labels, letters, envelopes, and invoices.

Determine layout and format, and type in finished format.

Proof read and correct errors.

Set up an type financial and statistical reports.

Take dictation and transcribe.

Transcribe dictation from voice recordings.

Record, type, and distribute meeting minutes.

Compose standard letters in response to routine correspondence.

Schedule appointments without prior clearance, schedulemeetings and conferences, and make travel arrangementsincluding reservations.

Prepare meeting and conference rooms.

Maintain, process, distribute, and update records, files, anddocuments.

Maintain confidential records and files, and handle confidentialcorrespondence and records.

Open, sort and distribute mail.

Answer telephones, screen and place calls, monitor and follow upon voice mail recordings, refer callers to appropriate parties.


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Prepare, process, and verify invoices, bills, checks and receipts.

Maintain and report expense account activity.

Receive and welcome visitors, and refer to appropriate parties.

Maintain and update mailing lists.

Enter data electronically and verify.

Process payroll records.

Perform calculations, post and verify figures, trace and adjusterrors.

Maintain inventory of office supplies, requisition new supplies, anddistribute supplies to authorized parties.

Schedule and monitor equipment repairs and service contracts.

Maintain locks and keys for storage cabinets and other facilities,and distribute to authorized parties.

Orient and train new employees.

Schedule work for co-workers as requested.

Handle cash and negotiable instruments.

Maintain cash box.

Sign legal documents.

Act as resource for others as to staff and locations.

Maintain records of cash receipts and disbursements.

Review job applicants/applications and conducts screeninginterviews.

Collate and bind.

Make copies.

Date and stamp documents.

Recommend improvements in operations and procedures.

Modify operations and/or procedures.


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Maintain procedures and information manuals.

Develop operating budget for approval.

Research, tabulate, and summarize information of routine,periodic or special reports.

Present findings in oral or written form.

Record and verify entries or accounts, journals, logs, and generalledgers.

Balance accounts and reconcile statements.

Indicate the equipment that is operated as a regular part of the responsibilities ofthe job:

Calculator Camera Cash register/petty cash

Computer Dictation equipment Facsimile machine

Microfilm equipment Photocopier Postage machine

Security equipment Sorter Switchboard

Word processor

Other equipment: ________________

Other Activities:

CHECKLIST OF ROUTINE MANAGERIAL/SUPERVISORY DUTIES

Analyze, on a periodic basis, workload and personnel needs of an organizationalunit.

Recommend changes in the staff level of the work unit.

Review documentation for new positions and positions that have been revised.

Obtain approval to modify positions.

Interview candidates for employment and make hiring decision orrecommendations.


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Orient new subordinates concerning policy and procedures, work rules, andperformance expectation levels. Review position responsibilities.

Plan, delegate, communicate and control work assignments and special projectsconcerning subordinates.

Establish and maintain specific work goals and objectives or quantitative andqualitative work standards to be achieved by subordinates.

Train, develop, and motivate subordinates to improve current performance and toprepare for higher- level jobs.

Determine significant changes in responsibilities and major duties of subordinatesby reviewing their job responsibilities on a regular basis.

Evaluate the performance of subordinates. Document and discuss present and pastperformance with each direct report. Keep supervisor informed of results.

Review salaries of subordinates and recommend changes according to policy andprocedures.

Recommend personnel actions such as promotions, performance awards,demotions, etc., according to budget guidance and policy.

Advise superiors and subordinates of developments that impact job duties. Ensureproper communications.

Maintain discipline, recommend and administer corrective action according to policyand procedures.

Communicate and administer personnel programs in accordance with design andobjectives.

Maintain proper documentation on all subordinates.

Other responsibilities:


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Bibliography

Reference Textbooks

a. Rao V.S.P., Human Resource Management, Excel Books (2009)

b. Cascio, Wayne F. Managing Human Resources. New York: McGraw-Hill,

Inc., 1992.

c. DeCenzo, David A. and Stephen P. Robbins. Human Resource

Management. New York: John Wiley & Sons, 1999.

d. Gomez-Mejia, Luis R. and David B. Balkin. Managing Human Resources.

Upper Saddle River: Prentice- Hall, Inc., 2001.

Internet Sources

http://www.hr.blr.com

http://www.jobdescrption.com
http://www.hr.blr.com/http://www.jobdescrption.com/http://www.hr.blr.com/http://www.jobdescrption.com/


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For job analysis/personality research visit

http://www.harvey.psyc.vt.edu
http://www.harvey.psyc.vt.edu/http://www.harvey.psyc.vt.edu/

job analysis complete with case study

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