ASSIGNMENT

HUMAN RESOURCE MANAGEMENT

(TOPIC : JOB ANALYSIS)

At

“SAAHAJ MILK PRODUCER COMPANY LIMITED, AGRA, UTTAR PRADESH”

SUBMITTED TO:
PROF. MADHVI MEHTA
PROF. SATYENDRA PANDEY

SUBMITTED BY:
GAJENDRA SINGH RAGHAV (X01011)
KAPIL PATEL (X01014)
YOGESH KUMAR JOSHI (X01031)

INSTITUTE OF RURAL MANAGEMENT, ANAND, GUJARAT

 TABLE OF CONTENTS
JOB ANALYSIS ............................................................................................................... 3
INTRODUCTION ......................................................................................................... 3
JOB .............................................................................................................................. 3
ROLE ........................................................................................................................... 3
JOB AND ROLE ANALYSIS ........................................................................................ 3
IMPORTANCE OF JOB ANALYSIS ............................................................................. 5
JOB DESCRIPTION .................................................................................................... 5
ADVANTAGES OF JOB DESCRIPTION .................................................................. 6
JOB SPECIFICATIONS ............................................................................................... 6
ADVANTAGES OF JOB SPECIFICATION ............................................................... 7
STAGES IN THE JOB ANALYSIS PROCESS ............................................................. 9
SAAHAJ MILK PRODUCER COMPANY LIMITED: ...................................................... 10
BACKGROUND ......................................................................................................... 10
VISION: ...................................................................................................................... 10
MISSION: ................................................................................................................... 10
VALUES: .................................................................................................................... 10
HR SYSTEM AT SAAHAJ MPCL .................................................................................. 10
ORGANIZATIONAL STRUCTURE OF SAAHAJ ........................................................... 11
JOB ANALYSIS

INTRODUCTION

The analysis and design of jobs and roles is one of the most important techniques in
HRM. Talent management in any organization starts with understanding what jobs need
to be filled, and the human traits and competencies employees need to do those jobs
effectively.

Job Analysis is a process of describing and recording of job aspect and specifying the
skills and other requirements which are necessary to perform the job. The main purpose
of conducting the Job analysis are to prepare specification which in turn helps to hire the
right quality of the workforce into the organization at right place and with the right skills.
Job description and Job specification leads to Job evaluation.

JOB

A job is an organizational unit which consists of a group of defined tasks or activities to

be carried out or duties to be performed. A job is a grouping of tasks, duties, and
responsibilities that constitutes the total work assignment for an employee. These tasks,
duties, and responsibilities may change over time, and therefore the job may change.

ROLE

A role is the part played by individuals and the patterns of behaviour expected of them in
fulfilling their work requirements. A role has been defined as an organized set of
behaviours.

Roles are about people as distinct from jobs, which are about tasks and duties. It is
recognized more generally that organizations consist of people using their knowledge
and skills to achieve results and working cooperatively together, rather than impersonal
jobs contained in the boxes of an organization chart.

JOB AND ROLE ANALYSIS

Job analysis is the procedure through which one can determine the duties of the
company’s positions and the characteristics of the people to hire for them. Job analysis
produces information for writing job descriptions (a list of what the job entails) and job (or
“person”) specifications (what kind of people to hire for the job).

Thus, Job analysis is a systematic procedure for studying jobs to determine their various
elements and requirements. The job analysis for a particular position typically consists of
two parts.
  Job Description: is a list of the elements that make up a particular job.
 Job Specification: is a list of the qualifications required to perform particular job.

Virtually every personnel-related action—interviewing applicants, and training and

appraising employees, for instance— requires knowing what the job entails and what
human traits one needs to do the job well. Without sufficient knowledge of what
employees do, organizations cannot develop other human resource practices and
procedures.

Job analysis produces the following information about a job:

 Overall Purpose: why the job exists and, in essence, what the job holder is
expected to contribute.
 Organization: to whom the job holder reports and who reports to the job holder.
 Content: the nature and scope of the job in terms of the tasks and operations to
be performed and duties to be carried out.

If the outcome of the job analysis is to be used for job evaluation purposes, the job will
also be analysed in terms of the factors or criteria used in the job evaluation scheme.

Role analysis uses the same techniques as job analysis but the focus is on identifying
inputs (knowledge and skill and competency requirements) and required outcomes (key
result areas or accountabilities) rather than simply listing the tasks to be carried out.

Figure-1: Uses of Job Analysis

IMPORTANCE OF JOB ANALYSIS

Job analysis is so important to HR managers that it has been called the building block of
everything that personnel does. The fact is that almost every human resource
management program requires some type of information that is gleaned from job
analysis:

 Work redesign—Often an organization seeks to redesign work to make it more

efficient or to improve quality. The redesign requires detailed information about the
existing job(s). In addition, preparing the redesign is similar to analysing a job that
does not yet exist.
 Human resource planning—As planners analyse human resource needs and how
to meet those needs, they must have accurate information about the levels of skill
required in various jobs, so that they can tell what kinds of human resources will
be needed.
 Selection—To identify the most qualified applicants for various positions, decision
makers need to know what tasks the individuals must perform, as well as the
necessary knowledge, skills, and abilities.
 Training—Almost every employee hired by an organization will require training.
Any training program requires knowledge of the tasks performed in a job so that
the training is related to the necessary knowledge and skills.
 Performance appraisal—An accurate performance appraisal requires information
about how well each employee is performing in order to reward employees who
perform well and to improve their performance if it is below standard. Job analysis
helps in identifying the behaviours and the results associated with effective
performance.
 Career planning—Matching an individual’s skills and aspirations with career
opportunities requires that those in charge of career planning know the skill
requirements of the various jobs. This allows them to guide individuals into jobs in
which they will succeed and be satisfied.
 Job evaluation—The process of job evaluation involves assessing the relative
dollar value of each job to the organization in order to set up fair pay structures. If
employees do not believe pay structures are fair, they will become dissatisfied and
may quit, or they will not see much benefit in striving for promotions. To put
monetary values on jobs, it is necessary to get information about different jobs and
compare them.

JOB DESCRIPTION

An essential part of job analysis is the creation of job descriptions. A job description is a
list of the tasks, duties, and responsibilities (TDRs) that a job entail. TDRs are observable
actions. This defines what job holders are required to do in terms of activities, duties or
tasks.

When a manager attempts to evaluate job performance, it is most important to have

detailed information about the work performed in the job (that is, the TDRs). This
information makes it possible to determine how well an individual is meeting each job
requirement. It includes the job title, a brief description of the TDRs, and a list of the
essential duties with detailed specifications of the tasks involved in carrying out each
duty.

Whenever the organization creates a new job, it needs a new job description. Preparation
of a job description begins with gathering information about the job from people already
performing the task, the position’s supervisor, or the managers creating the position.
Based on that information, the writer of the job description identifies the essential duties
of the job, including mental and physical tasks and any methods and resources required.

There is no standard format for writing a job description. However, most descriptions
contain sections that cover:

 Job identification
 Job summary
 Responsibilities and duties
 Authority of incumbent
 Standards of performance
 Working conditions
 Job specification

Organizations should give each newly hired employee a copy of his or her job description.
This helps the employee to understand what is expected, but it shouldn’t be presented
as limiting the employee’s commitment towards the work assigned to him beyond the
same. Job descriptions should then be reviewed periodically (say, once a year) and
updated if necessary.
ADVANTAGES OF JOB DESCRIPTION

1. It helps the supervisors in assigning work to the subordinates so that he can guide
and monitor their performances.
2. It helps in manpower planning as well as in recruitment and selection procedures.
3. It is helpful in job evaluation in order to decide about rate of remuneration for a
specific job. It is also helpful in performance appraisal.
4. It also helps in chalking out training and development programs.

JOB SPECIFICATIONS
Whereas the job description focuses on the activities involved in carrying out a job, a job
specification looks at the qualities or requirements the person performing the job must
possess. It is a list of the knowledge, skills, abilities, and other characteristics (KSAOs)
that an individual must have to perform the job.

Knowledge refers to factual or procedural information that is necessary for successfully

performing a task. A skill is an individual’s level of proficiency at performing a particular
task—that is, the capability to perform it well. Ability, in contrast to skill, refers to a more
general enduring capability that an individual possesses. Other characteristics might be
personality traits such as someone’s persistence or motivation to achieve. Some jobs
also have legal requirements, such as licensing or certification.

In developing job specifications, it is important to consider all of the elements of KSAOs.

As with writing a job description, the information can come from a combination of people
performing the job, people supervising or planning for the job, and trained job analysts.
The contents of a job specification are :

 Job title and designation

 Educational qualifications for that title
 Physical and other related attributes
 Physique and mental health
 Special attributes and abilities
 Maturity and dependability
 Relationship of that job with other jobs in a concern.

In contrast to tasks, duties, and responsibilities, KSAOs are characteristics of people and
are not directly observable. They are observable only when individuals are carrying out
the TDRs of the job—and afterward, if they can show the product of their labour. Many
employers specify educational requirements. Meeting these requirements is treated as
an indication that a person has some desired level of knowledge and skills.

Accurate information about KSAOs is especially important for making decisions about
who will fill a job. A manager attempting to fill a position needs information about the
characteristics required and about the characteristics of each applicant. Interviews and
selection decisions should therefore focus on KSAOs.

ADVANTAGES OF JOB SPECIFICATION

1. It is helpful in preliminary screening in the selection procedure.

2. It helps in giving due justification to each job.
3. It also helps in designing training and development programmes.
4. It helps the supervisors for counseling and monitoring performance of employees.
 5. It helps in job evaluation. It helps the management to take decisions regarding
promotion, transfers and giving extra benefits to the employees.

Figure: Job Analysis in Perspective

Job Analysis is a tool which is used for selection, training, classification and
compensation and salary. There are different ways to conduct job analysis which
includes interviews, group interviews, questionnaires, observation, diary method and
gathering background information’s such as duty statement, classification specifications.
STAGES IN THE JOB ANALYSIS PROCESS

The process of job analysis must be conducted in a logical manner, following appropriate
management and professional practices. Therefore, analysts usually follow a multi-stage
process, regardless of the specific job analysis methods used.

Figure: Stages in the Job Analysis Process

SAAHAJ MILK PRODUCER COMPANY LIMITED:

BACKGROUND

Saahaj Milk Producer Company Limited (Saahaj MPCL) was incorporated on 17th
October 2014 under the provisions of sub-section 2 of section 7 of the Companies Act,
2013 with its head quarter located at Agra in Uttar Pradesh. It had been functioning as
new generation cooperative since 2007. It is a business enterprise 100% owned and
controlled by user members based on mutual assistance principles. It started its business
operations from 12th December 2014.

The key objectives of Saahaj MPC are to carry on the business of pooling; purchasing,
processing of milk and marketing the same to create maximum value for its members, at
the same time provide good quality milk and milk products to the customers.

VISION:

“Saahaj Milk Producer Company Limited will be India’s leading company in the dairy
business and will be the first choice of producers, consumers and employees.”

MISSION:

“Saahaj Milk Producer Company Limited is committed to providing maximum return to its
members through dairy business by providing them with competitive prices for milk and
input services to increase milk productivity to reduce production cost.”

VALUES:
 Honesty  Prudence
 Quality  Transparency
 Team Spirit  Courage and Passion
 Awareness and Responsibility at  Time Readiness
all Levels
HR PRACTICES AT SAAHAJ MPCL

The HR activities of the company are being looked after by Head-HR. Saahaj has a
total manpower strength of 275 employees. The company operates on a model of own
employees in the key activity areas as well as through an outsourcing model. 134
employees are engaged on the company’s roll and 141 are through the outsourcing
arrangement.
 ORGANIZATIONAL STRUCTURE OF SAAHAJ

Board of Directors

Chairman

Chief Executive officer

Executive Assistant Dy. Chief Executive

Functional Head-Finance Functional Head- Functional Head-Human Functional Head-RBP Functional Head- Functional Head-
& Accounts Manufacturing & QA Resource Services Information Technology Business Excellence

Functional Head- Functional Head-Milk Functional Head- Functional Head-Legal & Functional Head-AI
Marketing & Sales Functional Head-PIB
Procurement & Logistics Purchase CS Services

Manager-Quality
Finance Executives Manager-Manufacturing In-charge-Logistics District In-charge
Assurance

Territory Sales
Cluster In-charge-QA Executive-Manufacturing Executive-Logistics Area Officers
Executives

Pilot Sales Executives MCC Incharges Executive-Procurement In-charge-Stores Field Supervisors

Chemists Executive-Store
Executive-Payroll

Executive-Recruitment &
Training In-charge-Maintenance

Executive- Executive-Maintenance
Administration
Any organization define its organizational structure to determine the reporting
relationships that will exist in the company. It simply states who works for who.
Organizations choose their organizational structure based on many factors like: size, its
geographic location, the manner of delivering different products and services that they
will offer. The Organizational Structure of Saahaj MPC can be viewed as a Functional
Structure.

A functional organization is the most common type of organizational structure. This is

where the organization is divided into smaller groups based on its special functions such
as IT, finance or marketing. This departmentalization allows greater operational efficiency
because the employees have their skills and knowledge to be shared within the group.

In a functional organization structure, the reporting relationships are grouped based on

the specialty or functional area. Saahaj MPCL’s organizational design enables the
company to flexibly address human resource needs. The organizational structure allow
human resource managers to easily identify cross-linkages among different parts of the
organization and use this information for the processes of job analysis and design. Thus,
Saahaj MPCL’s organizational design facilitates and optimizes human resource
management activities, particularly in job analysis and design.

JOB ANALYSIS AT SAAHAJ MPCL

Saahaj is following a Functional Job Analysis approach in its HR operations. Functional

job analysis is a qualitative method of gathering specific data regarding job information.
This produces unique information based on the employee’s behavior and actions and that
information is further used to write job descriptions.

Generally there are 3 types of people who are involved in the job analysis,

 Human Resources
 Direct Supervisor
 Current or past employees who did the job

HR's role is to create the document. The direct supervisor is the person who defines the
position requirements and suggests employee requirements. The past or current
employees who are doing the job or have done the job are also involved to gather their
input on the requirements for the position.

It is Combination of worker-orientated approach (The Worker functions), the work-

oriented approach (Task Inventory) and the qualitative approach (Description of tasks). It
is highly systematic procedure using qualitative and quantitative data gathering
processes.
A Functional Job Analysis is a conceptual system which defines dimensions of work
activity and domains of human performance, and interrelates the two. It is an
observational method and thus a way of looking at and recording people at work; and a
method of analysis which relates all work output to the goals and objectives of the work
organization and to the skills, knowledge and attitudes of the workers.

Methods of Job Analysis

Saahaj MPCL uses a combination of workforce-oriented job analysis methods and work-
oriented job analysis methods. However, the company emphasizes the use of work-
oriented job analysis methods in jobs like those in research and development, as well as
jobs in product design and manufacturing. Saahaj MPCL emphasizes the workforce-
oriented job analysis methods in jobs that require significant interpersonal skills, such as
human resource management positions.

In this approach, job duties and job specifications are initially identified and key
Knowledge, Skills and Abilities (KSA) are extracted from critical statements using task
statements for a requisite position. The KSA are further differentiated on the basis of
tasks, context and counter-productive behavioral components. A Performance Appraisal
tool is also developed based on an absolute rating system using Rating Scales aligned
to the Knowledge, Skills, Abilities derived from job analysis.

Job Description & Specification

Because of the medium size of the organization, Saahaj MPCL has moderate varied job
descriptions and specifications. The job descriptions and specifications for positions in
product development, product manufacturing, for instance, significantly less differ from
the job descriptions and specifications of other departments like Procurement, PIB, RBP,
Logistics etc.. Saahaj MPCL emphasizes certain characteristics in all employees, such
as smartness and drive for excellence in all job positions throughout the organization.

The sample job description and specification for the Quality Assurance Department,
which is involved in the quality control, quality assurance as well as processing and
manufacturing of the milk and milk products through various third-party plants / chilling
centers at different locations from BMCU level to the final finished products is annexed
herewith for the ready reference.