Annexure-I

(JOB ANALYSIS)

A project report

Submitted in partial fulfillment of the requirements for the

Award of the degree of

Masters of Business of Administration

By

Bharat kaushik

(Registration no : 22201540053)

Centre for Distance and online Education

LOVELY PROFESSIONAL UNIVERSITY

PHAGWARA, PUNJAB
2024

Annexure-II

Declaration by the student

To whom-so-ever it may concern

 I, Bharat Kaushik 22201540053 hereby declare that the work

Done by me on “Job Analysis”, is a record of original work for the partial fulfillment

of the requirements for the award of the degree, Masters of business Administration

Bharat Kaushik (22201540053)

Signature of the student.

Dated.

S. no Title Page. No.

1. Chapter-1 Job Analysis 6-26

1.1 Introduction 6-7

1.2 What is Job Analysis? 7-8

1.3 Meaning , Definition and 8-10

significance of Job Analysis
1.3 table 1.1 Methods of Job 8

Analysis
1.4 Components of Job Analysis 10-22

1.5 Process of Job Analysis 22-23

1.6 Meaning of Job Design 24

1.7 Benefits of Job Design 25

1.8 Factors affecting Job Design 25-26

Approaches to Job Design
 2. Chapter-2 : Recruitment & 27-42
Selection
2.1 Introduction 27

2.2 Meaning 27

2.3 Types of Recruitment 27-42

Table 2.1 Methods of Recruitment 28

2.4 Selection Process 42

Table 2.4 Importance of Selection

Process

Acknowledgment

I would like to express my profound gratitude to Lovely Professional University for

providing me with the opportunity to undertake this finance project, which has been a
significant learning experience for me.

First and foremost, I extend my deepest appreciation to my project supervisor, for their
invaluable guidance, support, and constructive feedback throughout the course of this project.

I am also thankful to the faculty of the for their continuous encouragement and for imparting
the knowledge that formed the foundation of this project.

My sincere thanks to LPU for providing access to necessary resources and materials that were
essential for the completion of this project. Their help in sourcing critical financial documents
and reports greatly facilitated my research.

I would also like to acknowledge the support of my peers and friends, who provided a
collaborative environment and shared their valuable insights. Their constant motivation and
suggestions were instrumental in completing this project.

Finally, I am deeply grateful to my family for their unwavering support and understanding
during this period of extensive research and study. Their encouragement has been a pillar of
strength for me throughout this journey.
Thank you all for your support and encouragement."

Signature of the student

Bharat Kaushik

Abstract: Job Analysis

Job analysis (also known as work analysis) is a family of procedures to identify the content
of a job in terms of the activities it involves in addition to the attributes or requirements
necessary to perform those activities. Job analysis provides information to organizations that
helps them determine which employees are best fit for specific jobs.

The process of job analysis involves the analyst gathering information about the duties of the
incumbent, the nature and conditions of the work, and some basic qualifications. After this,
the job analyst has completed a form called a job psychograph, which displays the mental
requirements of the job. The measure of a sound job analysis is a valid task list. This list
contains the functional or duty areas of a position, the related tasks, and the basic training
recommendations. Subject matter experts (incumbents) and supervisors for the position being
analyzed need to validate this final list in order to validate the job analysis.

Job analysis is crucial for first, helping individuals develop their careers, and also for helping
organizations develop their employees in order to maximize talent. The outcomes of job
analysis are key influences in designing learning, developing performance interventions, and
improving processes.
 Chapter-1

Job Analysis

Objectives:

• Understand the concept of Job Analysis.

• Learn the elements of Job Analysis.

• Learn the purpose of Job Analysis

• Explore the methods of Job Analysis.

• Understand the components of Job Analysis.

• Learn about the process of Job Analysis.

• Explain the potential problems with Job Analysis.

• Learn about the advantages and disadvantages of Job Analysis.

• Understand the concept of job design.

• Learn about the factors affecting job design.

• Learn about the approaches to job design.

1.1 Introduction:

Developing an organization structure result in jobs which must be staffed. "Work" is an

organization’s basic function. The 'primary activities' may relate to three categories—Data,
People and Things. Data includes synthesizing, coordinating, analyzing, compiling,
computing and comparing activities. People relate to monitoring, negotiating, instructing,
supervising, diverting, persuading and taking instructions. Things are concerned with setting
up, precision working, operating-controlling, driving-operating, manipulating, and handling.

Job analysis is the process of gathering and analyzing information about the content and the
human requirements of jobs, as well as, the context in which jobs are performed. This process
is used to determine placement of jobs. Under NU Values the decision-making in this area is
shared by units and Human Resources. Specific internal approval processes will be
determined by the unit's organizational leadership.

Job analysis defines the organization of jobs within a job family. It allows units to identify
paths of job progression for employees interested in improving their opportunities for career
advancement and increasing compensation.

Job analysis is the process of gathering and analyzing information about the content and the
human requirements of jobs, as well as, the context in which jobs are performed. This process
is used to determine placement of jobs.

Employers shouldn’t underestimate the importance of job analysis. Conducting a job analysis
provides an overview of the most important requirements of a role to ensure that you’re
making the right hiring decisions. Failing to conduct an in-depth analysis can lead to
employee discontent, high turnover rates and low levels of employee engagement. An
effective job analysis ensures that employees understand the expectations of their position,
are appropriately trained and receive fair compensation. A job analysis is a great tool to help
you make a variety of personnel decisions and understand the context of a role within an
organization.

1.2 What is Job Analysis?

Job analysis refers to the process of identifying and determining the duties, responsibilities,
and specifications of a given job. It defines the jobs within the organization and the behaviors
necessary to perform these jobs. Job Analysis is a systematic exploration, study, and
recording of the responsibilities, duties, skills, accountabilities, work environment, and ability
requirements of a specific job. It also involves determining the relative importance of the
duties, responsibilities, and physical and emotional skills for a given job. In simple terms, job
analysis means the procedure of gathering information about a job.

Jobs are important to individuals as well as organizations. They are subject to change. Job
Analysis is a systematic investigation of the tasks, duties and responsibilities necessary to do
a job. Job analysis information is useful for a variety, of organization purposes ranging from
human resource planning to career counselling. The end products of job analysis are (a) Job
descriptions, a written statement of what the job holder does, and (b) job specifications,
which list the knowledge, skills and abilities (KSAs) required to perform a job satisfactorily.

1.3 Meaning , Definition and significance of Job Analysis

Job analysis is the process of gathering and analyzing information about the content and the
human requirements of jobs, as well as, the context in which jobs are performed. This process
is used to determine placement of jobs. Under NU Values the decision-making in this area is
shared by units and Human Resources.

Definition

Job Analysis According to Gary Dessler, “Job analysis is the procedure for determining the
duties and skills requirements of a job and the kind of person who should be hired for it.”

According to Edwin B. Flippo, “Job Analysis is the process of studying and collecting
information relating to the operation and responsibilities of a specific job.”

significance of Job Analysis

Job analysis aids in talent acquisition and recruitment by identifying the essential
qualifications, skills, and experience required for a particular job. This information allows
recruiters to develop targeted job advertisements and establish appropriate selection criteria.

Job analysis is the process of identifying the tasks, responsibilities, and qualifications needed
to perform a job. To perform a job analysis, you need to identify the job's duties, identify
the skills and abilities required to do the job and determine the tools and equipment needed to
do the job. The purpose of job analysis is to determine the requirements for a specific job.
The process of job analysis begins with the collection and organization of data about the job.

Job analysis gathers information on all aspects of a job and then analyses it to develop a new
set of criteria for that job. A job analysis looks at the role or position as a whole rather than
the employee or their performance. It is a comprehensive examination of the role used to get
a new understanding and perspective on the position to improve processes.
Human resources personnel, in most situations, conduct job analyses and submit the results to
HR and department managers, who subsequently make the necessary changes. HR
representatives can provide a more objective assessment because they are not in the same
department as the position they are reviewing.

Grouping jobs with similar functions, if an employer hasn't previously done so, aids in the job
analysis process by defining the job families, job duties, and tasks of related work.

Elements of Job Analysis

1.Job Description: Job description includes basic job-related data that is useful to advertise a
specific job and attract a pool of talent. It includes information such as job title, job location,
reporting to and of employees, job summary, nature and objectives of a job, tasks and duties
to be performed, working conditions,

2.Job Specification: A job specification is a written statement of educational qualifications,

specific qualities, level of experience, physical, emotional, technical and communication
skills required to perform a job, responsibilities involved in a job and other unusual sensory
demands. It also includes general health, mental health, intelligence, aptitude, memory,
judgment, leadership skills, emotional ability, adaptability, flexibility, values and ethics,
manners and creativity.

1.3 table 1.1 Methods of Job Analysis

1.Personal Observation: The observation method enables job analysts to observe employees
in their daily routines. The information collected through observation is extremely useful and
reliable since it’s via first-hand knowledge. Observation is the only job analysis method that
allows the job analyst or HR professional to directly obtain the data, whereas other job
analysis methods collect data indirectly and in an orchestrated environment.

2. Questionnaires: The questionnaire job analysis method requires employees, supervisors,

and managers to fill out forms, namely questionnaires. It’s one of the most widely used job
analysis methods because it’s inexpensive to create and easy to distribute to numerous
individuals at a faster rate. Questionnaires can have different question forms, such as open-
ended questions, multiple choice, checklists or a mix of all of them. Questionnaires used for
job analysis collect data about all aspects that influence how a job is completed, including
both internal and external factors.

Most common areas that questionnaires focus on:

• Knowledge, skills, experience, and qualifications

• Duties performed daily

• Duties performed less frequently

• Equipment and materials used for duties

• Time spent on different job duties

• Physical and emotional input

• Level of job satisfaction

• Salary and compensation

• Work conditions

• Additional comment

3. Interviews: With this job analysis method, job analysts conduct interviews with
incumbents to collect information about their tasks and how they are coping with them.

Type of Interviews

Interview can be structured and unstructured depending on your corporate culture.

1.Structured Interview-Structured interviews follow a systematic approach where

employees are interviewed accurately and consistently, following a preset format. In a
structured interview, you typically see that:

• All interviewees are asked the same questions in the same order.

• Interviewers record, compare and evaluate answers against standardized criteria.

• The interview process remains the same even if the interviewer changes.

2.Unstructured Interview-Unstructured interviews, on the other hand, unravel without a

preset structure. The interview process is carried out as a conversation with no specific
questions predefined. Nevertheless, the interviewer should make the purpose and focus of the
interview clear to the employees. In an unstructured interview, you typically see that:

• Interviewees may receive different questions or the same questions may be asked in a
different order.

• Interviewers don’t always use standardized criteria for recording, comparing and evaluating
answers.

• The interview process varies depending on the interviewer.

What to collect during Job Analysis?

1.Job Content: It contains information about various job activities included in a specific job.
It is a detailed account of actions which an employee needs to perform during his tenure. The
following information needs to be collected by a job analyst:

• Duties of an employee

• What actually an employee does

• Machines, tools and equipment to be used while performing a specific job

• Additional tasks involved in a job

• Desired output level

• Type of training required

2. Job Context: Job context refers to the situation or condition under which an employee
performs a particular job. The information collection will include:

• Working Conditions
• Risks involved

• Whom to report

• Who all will report to him or her

• Hazards

• Physical and mental demands

• Judgment

3.Job Requirements: These include basic but specific requirements which make a candidate
eligible for a particular job. The collected data includes:

• Knowledge or basic information required to perform a job successfully

• Specific skills such as communication skills, IT skills, operational skills, motor skills,
processing skills and so on

• Personal ability including aptitude, reasoning, manipulative abilities, handling sudden and
unexpected situations, problem-solving ability, mathematical abilities and so on

• Educational Qualifications including degree, diploma, certification or license

• Personal Characteristics

1.4 Components of Job Analysis :

1. Job Description: This is a written statement outlining the general tasks, duties, and
responsibilities of a particular role. It acts as a guide for employees to understand
what is expected of them in their roles, helping to align individual work with
overall business objectives
.
2. Job Specification: Job specification outlines the skills, qualifications, experience, and
personal attributes necessary for performing the job effectively. It helps recruiters to
identify suitable candidates for the job during the recruitment process.
3. Work Environment: This involves detailing the physical, emotional, and social
conditions in which the job is performed. Understanding the work environment can
help in evaluating any potential health or safety risks associated with the job, and
implementing appropriate measures to manage them.

4 Tools and Equipment: This refers to the physical resources required to perform
the job, including any machinery, software, or other tools. Identifying these
requirements can help in ensuring that employees have the necessary .

5 Performance Standards: These are the benchmarks against which an employee’s

performance in a particular role is measured. Clearly defined performance standards
can help in setting expectations for employee performance and guiding performance
evaluations.

1.Job Description:
Job description includes basic job-related data that is useful to advertise a specific job
and attract a pool of talent.
Subcomponents of Job Description
1. Job Identification or Organizational Position: Which includes the job title,
alternative title, department, division, plant and code number of the job. The job title
identifies the job properly. The department, division indicates the name of the
department whether it is maintenance or mechanical. The location gives the name of
the place.
2. Job Summary: It serves two important purposes. First, it provides a short
definition to various job duties and responsibilities where job title is not adequate.
Secondly, it gives a "quick capsule explanation" of the contents of the job.
3Job Duties and Responsibilities: It is regarded as the heart of the job. It tells us
what needs to be done? How should it be done? Why should it be done? It is a
comprehensive list of job duties and responsibilities.
4Relation to Other Jobs: This helps to locate the job in the organization by
indicating
the job immediately below or above it in the job hierarchy. It also gives an idea of the
 vertical relationship in the organization.
5. Supervision: Under this, it gives the span of control, that is, the number of people
to be supervised along with their job title. It also tells us the extents of supervision
involved general, intermediate or close supervision.
6. Machine, Tools and Equipment: These define each major type or trade name of
the machines and tools and the raw materials used.
7. Working Conditions: Tells us about the environment in which the job holder must
work. These include temperature, odour, fumes, light, ventilation moisture and such
other conditions inside the organization.
8. Hazards: It gives us the nature of risks to life and their probability of occurrence.

2.Job Specification:
A job specification is a written statement of educational qualifications, specific
qualities, level of experience, physical, emotional, technical and communication skills
required to perform a job, responsibilities involved in a job and other unusual sensory
demands
Subcomponents of Job Description
1. Physical Characteristics: which include health, strengths, endurance, age-range,
body size, height, weight, vision, voice, poise eye, hand and foot coordination, motor
coordination and color discrimination.
2. Psychological Characteristics: which include such qualities as manual dexterity,
mechanical aptitude, ingenuity, judgments, resourcefulness, analytical ability, mental
concentration and alertness.
3. Personal Characteristics: such as personal appearance, good and pleasing
manners, emotional stability, aggressiveness or submissiveness, extroversion or
introversion, leadership, initiative, drive, skill in dealing with others, unusual sensory
qualities of sight, smell, hearing, adaptability, conversational ability, etc.
4. Responsibilities: which include supervision of others, responsibility for
production, process and equipment, responsibility for safety of others, responsibility
for generating confidence and trust, responsibility for preventing monetary loss.
5. Other Features of Demographic Nature: which are age, sex, education, and
experience and language ability
Purpose of Job Analysis :
Good human resource management demands of both the employee and the employer a
clear understanding of the duties and responsibilities to be performed on a job. Job
analysis helps in this understanding by drawing attention to a unit of work and its
linkage with other units of work. More specifically, the purpose of job analysis may
be summarized:
1.Recruitment and Selection: Job Analysis helps in determining what kind of person
is required to perform a particular job. It points out the educational qualifications,
level of experience and technical, physical, emotional and personal skills required to
carry out a job in desired fashion. The objective is to fit a right person at a right place.
2. Performance Analysis: Job analysis is done to check if goals and objectives of a
particular job are met or not. It helps in deciding the performance standards,
evaluation criteria and individual’s output. On this basis, the overall performance of
an employee is measured, and he or she is appraised accordingly.
3. Training and Development: Job Analysis can be used to assess the training and
development needs of employees. The difference between the expected and actual
output determines the level of training that need to be imparted to employees. It also
helps in deciding the training content, tools and equipment's to be used to conduct
training and methods of training.
4. Compensation Management: Job analysis plays a vital role in deciding the pay
packages and extra perks and benefits and fixed and variable incentives of employees.
After all, the pay package depends on the position, job title and duties and
responsibilities involved in a job. The process guides HR managers in deciding the
worth of an employee for a particular job opening.
5. Job designing and redesigning: The main purpose of job analysis is to streamline
the human efforts and get the best possible output. It helps in designing, redesigning,
enriching, evaluating, and also cutting back and adding the extra responsibilities in a
particular job. This is done to enhance the employee satisfaction while increasing the
human output.
Table 1.4 Components :
1. Element: The smallest practical unit into which any work activity can be
subdivided.
2. Task: An identifiable unit of work activity that is produced through the application
of a Composite of methods, procedures, and techniques.
3. Duty: Several distinct tasks that are performed by an individual to complete a
work activity for which he or she is responsible.
4. Position The combination of all the duties required of one person performed a job.
5. Job: A group of positions that are the same enough or their job elements tasks and
others to be covered by the same job analysis.
6. Occupation: Jobs that are combined across organizations based upon the skills,
exhausted, and responsibilities required by the jobs.
7. Job Family: A category in which similar cocoons are grouped.

1.5 Process of Job Analysis

The different steps in the process of job analysis are as under:
1 Planning the Job Analysis-The foremost step in the process of job analysis is
defining the objective of the job analysis and obtain the top management support.
Once the objective is selected, it should be well communicated to the top management
because with its support only, the changes can be made in the organization.
Objectives can be:
• Redesign the job description
• Revise the compensation program
• Change the organization structure
• Redesign the job in a particular department
2. Preparing & Communicating Job Analysis- After setting an objective, the kind
of jobs that are to be analyzed are selected, whether the clerical jobs, managerial jobs,
division specific job, etc. Also, the members who are included in the analysis and the
methods to be used are identified.
At this stage, the complete review of the existing job description is done to have a fair
insight of the duties, responsibilities, organization chart, working conditions, hazards,
etc. that exist in a particular set of jobs. At the end, communicate the whole
information to managers and employees.
3 Conducting Job Analysis- The next stage in the process of job analysis is to
perform or begin with the job analysis. Here, the sufficient time should be allotted for
collecting the job details from the employees. The information from the employees
 can be collected through questionnaires, interviews, or through an observation
method. Once the information gets collected it needs to be sorted on the basis of its
nature, division, department.
4 Developing Job Description and Job Specification- At this stage, the job analyst
prepares a draft of the job description and the specifications. After sorting of the
information, the changes that need to be made in the jobs is identified and is written
on paper. Once the draft gets prepared, it is circulated to the managers, supervisors,
and the employees.
4. Maintaining and Updating Job description and specifications- This is the last step
in the process of job analysis wherein the job descriptions, and the specifications are
timely checked and modified according to the changing needs of the organization.

Problems with Job Analysis:

1 Lack of Management Support-The biggest problem arises when a job analyst does
not get proper support from the management. The top management needs to
communicate it to the middle level managers and employees to enhance the output or
productivity of the process. In case of improper communication, employees may take
it in a wrong sense and start looking out for other available options. They may have a
notion that this is being carried out to fire them or take any action against them.
2 Lack of Co-operation from Employees-If employees are not ready to co-operate,
it is a sheer wastage of time, money and human effort to conduct job analysis process.
The need is to take the workers in confidence and communicating that it is being done
to solve their problems only.
3 Inability to Identify the Need of Job Analysis -If the objectives and needs of job
analysis process are not properly identified, the whole exercise of investigation and
carrying out research is futile. Managers must decide in advance why this process is
being carried out, what its objectives are and what is to be done with the collected and
recorded data.
4 Biasness of Job Analyst-A balanced and unbiased approach is a necessity while
carrying out the process of job analysis. To get real and genuine data, a job analyst
must be impartial in his or her approach. If it can’t be avoided, it is better to outsource
the process or hire a professional job analyst.
 5. Using Single Data Source-A job analyst needs to consider more than one sources of
data to collect true information. Collecting data from a single source may result in
inaccuracy and it therefore, defeats the whole purpose of conducting the job analysis
process.

1.6 Meaning of Job Design:

Job design is the process of creating a job that enables the organization to achieve its goals
while motivating and rewarding the employee. Job design is defined as the process of
deciding on the content of a job in terms of its duties and responsibilities; on the methods to
be used in carrying out the job, in terms of techniques, systems and procedures and on the
relationships that should exist between the job holder and his superiors, subordinates and
colleagues.
Definition
Job design is the process of determining the specific tasks to be performed, the methods used
in performing these tasks, and how the job relates to other work in the organization.
R. Wayne Mondy
In simple terms, Job design refers to the way that a set of tasks, or an entire job, is organized.
Job design helps to determine:
• what tasks are done,
• how the tasks are done,
• how many tasks are done and
• In what order the tasks are done.

1. Well designed job leads to: The well designed job leads to high motivation, high quality
of work, high job satisfaction and low absenteeism and turnover.
2. Poor designed job leads to: The poor designed job leads to Lower productivity Employee
turnover, Absenteeism, Complaints, Unionization, Resignations and many more problems.

1.7 Benefits of Job Design:

The benefits of job design are as follows:

1.Employee Input-A good job design enables a good job feedback. Employees have the
option to vary tasks as per their personal and social needs, habits and circumstances in the
workplace.
2.Employee Training-Training is an integral part of job design. Contrary to the philosophy
of “leave them alone’ job design lays due emphasis on training people so that are well aware
of what their job demands and how it is to be done.
3.Work/Rest schedules-Job design offers good work and rest schedule by clearly defining
the number of hours an individual has to spend in his/her job.
4.Adjustments-A good job designs allows for adjustments for physically demanding jobs by
minimizing the energy spent doing the job and by aligning the manpower requirements for
the same.

1.8 Factors affecting Job Design:

The factors which are affecting job design can be divided into three main areas:
Organizational Factors, Behavioural Factors and Environmental Factors.

1 Organizational Factors:
Organizational factors that affect job design can be work nature or characteristics, work flow,
organizational practices and ergonomics.
• Work Nature- There are various elements of a job and job design is required to classify
various tasks into a job or a coherent set of jobs. The various tasks may be planning,
executing, monitoring, controlling etc. and all these are to be taken into consideration while
designing a job.
• Ergonomics- Ergonomics aims at designing jobs in such a way that the physical abilities
and individual traits of employees are taken into consideration so as to ensure efficiency and
productivity.
• Workflow- Product and service type often determines the sequence of workflow. A balance
is required between various product or service processes and a job design ensures this.
• Culture- Organizational culture determines the way tasks are carried out at the workplaces.
Practices are methods or standards laid out for carrying out a certain task. These practices
often affect the job design especially when the practices are not aligned to the interests of the
unions.
2 Environmental Factors:
Environmental factors include both the internal as well as external factors. They include
factors like employee skills and abilities, their availability, and their socio economic and
cultural prospects.
 Employee availability and abilities- Designing a job that is more demanding and
above their skill set will lead to decreased productivity and employee satisfaction.
Employee skills, abilities, and time of availability play a crucial role while designing
jobs. The above-mentioned factors of employees who will perform the job are taken
into consideration. Designing a job that is more demanding and above their skill set
will lead to decreased productivity and employee satisfaction.
 Socio economic and cultural expectations- Jobs are nowadays becoming more
employee centered rather than process centered. They are therefore designed keeping
the employees into consideration. In addition, the literacy level among the employees
is also on the rise. They now demand jobs that are to their liking and competency and
which they can perform the best.

3 Behavioral Factors:
Behavioral factors or human factors are those that pertain to the human need and that need to
be satisfied for ensuring productivity at workplace.
• Autonomy- Employees should work in an open environment rather than one that contains
fear. It promotes creativity, independence and leads to increased efficiency.
• Feedback- Feedback should be an integral part of work. Each employee should receive
proper feedback about his work performance.
• Diversity- Repetitive jobs often make work monotonous which leads to boredom. A job
should carry sufficient diversity and variety so that it remains as interesting with every
passing day. Job variety / diversity should be given due importance while designing a job.
• Use of Skills and Abilities- Jobs should be employee rather than process centered. Though
due emphasis needs to be given to the latter but jobs should be designed in a manner such that
an employee is able to make full use of his abilities and perform the job effectively.

Approaches to Job Design

1. Human Approach:
 • The human approach of job design laid emphasis on designing a job around the people
or employees and not around the organizational processes.
• According to this approach jobs should gratify an individual’s need for recognition,
respect, growth and responsibility.
• Job enrichment as popularized by Herzberg’s research is one the ways in human
approach of job design.
• Herzberg classified these factors into two categories - the hygiene factors and the
motivators.
• Motivators include factors like achievement, work nature, responsibility, learning and
growth etc. that can motivate an individual to perform better at the work place.
• Hygiene factor include things like working conditions, organizational policies, salary
etc. that may not motivate directly but the absence of which can lead to dissatisfaction at
the work place.
2 Engineering Approach:
According to this approach the work or task of each employee is planned by the management
a day in advance.
• The instructions for the same are sent to each employee describing the tasks to be
undertaken in detail.
• The details include things like what, how and when of the task along with the time
deadlines.
• The approach is based on the application of scientific principles to job design.
• Work, according to this approach should be scientifically analyzed and fragmented into
logical tasks.
• Due emphasis is then laid on organizing the tasks so that a certain logical sequence is
followed for efficient execution of the same.
• The approach also lays due emphasis on compensating employees appropriately and
training them continuously for work efficiency.

3 The Job Characteristics Approach:

The job characteristics approach was popularized by Hackman and Oldham.
• According to this approach there is a direct relationship between job satisfaction and
rewards
• They said that employees will be their productive best and committed when they are
rewarded appropriately for their work.
• They laid down five core dimensions that can be used to describe any job - skill variety,
task identity, task significance, autonomy and feedback.
a. Skill variety: The employees must be able to utilize all their skills and develop new
skills while dealing with a job.
b. Task Identity: The extent to which an identifiable task or piece or work is required to be
done for completion of the job.
c. Task Significance: How important is the job to the other people, what impact does it
create on their lives?
d. Autonomy: Does the job offer freedom and independence to the individual performing
the same
. e. Feedback: Is feedback necessary for improving performance.

Summary

Jobs are important to individuals as well as organizations. They are subject to change.
Job Analysis is a systematic investigation of the tasks , duties and responsibilities
necessary to do a job. Job analysis information is useful for a variety, of organization
purposes ranging from human resource planning to career counselling.
• The end products of job analysis are
(a) Job descriptions, a written statement of what the job holder does, and
(b) job specifications, which list the knowledge, skills and abilities (KSAs) required to
perform a job satisfactorily
• Job 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.
• The factors which are affecting job design can be divided into three main areas:
Organizational Factors, Behavioural Factors and Environmental Factors.

Keywords:
 Job Analysis, Job Design, Ergonomics, Job Description, Job Specification, Human
approach, Engineering approach.
Good human resource management demands of both the employee and the employer a
clear understanding of the duties and responsibilities to be performed on a job.

Chapter-2

Recruitment and Selection

Objectives:

After studying this chapter, you will be able to:

• Understand the concept of recruitment.

• Learn about the types of recruitment.

• Explore the factors affecting recruitment process.

• Get awareness about different steps in recruitment process.

• Learn about different methods of recruitment.

• Learn about the different sources of recruitment.

• Explore various challenges in recruitment process in India

• Understand the concept of Selection

• Learn about difference between Selection & Recruitment.

• Learn about the steps in Selection Process.

• Understand the different barriers affecting selection process.

• Explore the selection challenges in India.

2.1 Introduction:
The human resources are the most important assets of an organization. The success or failure
of an organization is largely dependent on the caliber of the people working therein. Without
positive and creative contributions from people, organizations cannot progress and prosper.
In order to achieve the goals or perform the activities of an organization, therefore, we need
to recruit people with requisite skills, qualifications and experience. While doing so, we have
to keep the present as well as the future requirements of the organization in mind.

Organizations have to recruit people with requisite skills, qualifications and experience, if
they have to survive and flourish in a highly competitive environment. While doing so, they
have to be sensitive to economic, social, political and legal factors within a country. To be
effective, they need to tap all available sources of supply, both internal and external. Internal
promotions and transfers boost the morale of people who have served the firm loyally for a
number of years. External sources, too, need to be explored regularly to bring qualified
people with lots of ideas into a firm.

2.2 Meaning :
Recruitment refers to the process of identifying, attracting, interviewing, selecting, hiring and
onboarding employees. In other words, it involves everything from the identification of a
staffing need to filling it. Recruitment is defined as, “process to discover the source of
manpower to meet the requirement of staffing scheduled and to employ effective measures
for attracting that manpower in adequate number to facilitate effective selection of an
efficient workforce.”

Definition of Recruitment:
Edwin B Flippo defined recruitment as,” the process of searching for prospective employee
and stimulating them to apply for jobs in the organization.”

2.3 Types of Recruitment:

To better understand the recruitment concept, let us understand the different types of
recruitment first
Different types are: Internal recruitment, Retained recruitment, Contingency recruitment,
Outplacement recruitment and Staff recruitment
1. Internal Recruitment- Internal recruiting involves filling vacancies with existing
employees from within an organization.
2. Retained Recruitment- When an organization retains a recruiting firm to fill a vacancy,
they pay an upfront fee to fill the position. The firm is responsible for finding candidates until
the position is filled. The organization also agrees to work exclusively with the firm.
Companies cannot hire multiple recruiting firms to fill the same position.
3. Contingency recruitment- Like retained recruiting, contingency recruiting requires an
outside firm. Unlike retained recruiting, there is no upfront fee with contingency. Instead, the
recruitment company receives payment only when the clients they represent are hired by an
organization.
4. Staffing recruitment- Staffing recruiters work for staffing agencies. Staffing recruiting
matches qualified applicants with qualified job openings. Moreover, staffing agencies
typically focus on short-term or temporary employment positions.
5. Outplacement recruitment- Outplacement is typically an employer-sponsored benefit
which helps former employees transition into new jobs. Outplacement recruiting is designed
to provide displaced employees with the resources to find new positions or careers.

Why recruitment process is important?

The main reason to understand the recruitment process is basically to find the persons who
are best qualified for the positions within the company, and who will help them towards
attaining organizational goals. Let us discuss further reasons behind the significance of
recruitment process:
1.To ensure proper alignment of skill sets to organizational goals Through recruitment,
organizations make sure that the skill sets of the staff or manpower of the company remains
aligned to its initiatives and goals.
2. To ensure effective and efficient recruiting.

Effective recruiting means that the person employed for the job is the best possible
candidate for it, with all the required skills, talents and qualifications of the job.
Efficient recruiting means that the process has been carried out without incurring a lot of
costs on the part of the organization.
By following the process, there is a greater chance that the human resources department can
get the best possible person for the job.
3 To ensure compliance with policies and laws.
There are various rules, laws and regulations that organizations must adhere to when it
comes to its human resources management. Equal opportunity employment and non-
discrimination in hiring are two of them. By following a recruitment process, the
chances of the organization violating these policies will be low.

Factors Affecting recruitment:

The factors affecting recruitment are divided into two main parts: Internal and External.
1. Internal factors: The internal factors are those factors on which organizations
have control. These are:
I. Size of organization
II. Recruiting policy
III. Image of organization
IV. Image of job

I Size of Organization- The size of the organization is one of the most important factors
affecting the recruitment process. To expand the business, recruitment planning is mandatory
for hiring more resources, which will be handling the future operations.

II. Recruiting Policy- Recruitment policy of an organization, i.e., hiring from internal or
external sources of organization is also a factor, which affects the recruitment process. It
specifies the objectives of the recruitment and provides a framework for the implementation
of recruitment programs.

III. Image of organization- Organizations having a good positive image in the market can
easily attract competent resources. Maintaining good public relations, providing public
services, etc., helps an organization in enhancing its reputation in the market, and thereby
attract the best possible resources.

V. Image of Job- Jobs having a positive image in terms of better remuneration,

promotions, recognition, good work environment with career development
opportunities are the characteristics to attract qualified candidates.
 2. External factors: External factors are those that cannot be controlled by an
organization.
 Demographic factors
 Labor Market
 Unemployment Rate
 Labor Laws
 Legal Considerations
 Competitors

Demographic factors- Demographic factors are associated to the features of possible

employees such as their age, religion, literacy level, gender, occupation, economic status, etc.

Labor Market- Labor market panels the demand and supply of labor. For instance, if the
supply of people having a precise skill is less than the demand, then the employing will need
more hard work. On the other hand, if the demand is less than the supply, the hiring will be
relatively easier.

Unemployment rate- If the unemployment rate is high in an exact area, hiring of capitals
will be simpler and easier, as the number of candidates is very high. In contrast, if the
unemployment rate is low, then recruiting tends to be very difficult due to less number of
resources.

Labor Laws- Labor laws replicate the social and political surroundings of a market, which
are produced by the central and state governments. These laws command the compensation,
working environment, security and health regulations, etc., for dissimilar types of
employments. As the government changes, the laws to change.

Legal Considerations- Job reservations for different castes such as STs, SCs, OBCs are the
best instances of legal concerns. These concerns, passed by government, will have a positive
or negative impact on the

Competitors- When governments in the similar business are contending for the best capable
resources, there is a requisite to examine the competition and offer the resources packages
that are best in terms of industry values.

Recruitment Process:
The major steps of the recruitment process are stated here under:

1. Job Design: The job design is the most important part of the recruitment process. The
job design is a phase about design of the job profile and a clear agreement between
the line manager and the HRM Function. The Job Design is about the agreement
about the profile of the ideal job candidate and the agreement about the skills and
competencies, which are essential. The information gathered can be used during other
steps of the recruitment process to speed it up.
2. Opening Job Position: The Opening of the Job Position is generally the job of the
HR Recruiter. Skilled and experienced HR Recruiter should decide about the right
mix of the recruitment sources to find the best candidates for the job position. This is
another key step in the recruitment process.
3. Collecting and Presenting Job Resumes: The next step is collecting of job resumes
and their preselection. This step in the recruitment process is very important today as
many organization lose a lot of time in this step. Today, the organization cannot wait
with the preselection of the job resumes. Generally, this should be the last step done
purely by the HRM Function.
4. Job Interviews: The job interviews are the main step in the recruitment process,
which should be clearly designed and agreed between HRM and the line management.
The job interview should discover the job candidate, who meets the requirements and
fits best the corporate culture and the department.
5. Job Offer: The job offer is the last step of the recruitment process, which is done by
the HRM Function, it finalizes all the other steps and the winner of the job interviews
gets the offer from the organization to join.

Recruitment Method :

Recruitment methods are particular means to develop the practices of each stage in the
recruitment life-cycle and process, from sourcing candidates to the hiring decision.

Sources of recruitment

The sources of recruitment have been divided into internal and external sources.

1.Internal Sources
Persons who are already working in an organization constitute the ‘internal sources.
Retrenched employees, retired employees, dependents of deceased employees generally
constitute the internal sources. Whenever any vacancy arises, someone from within the
Organization is upgraded, transferred, promoted or even demoted.

Merits of Internal Sources:

 Economical- The cost of recruiting internal candidates is minimal. No expenses are

incurred on advertising.
 Suitable- The Organization can pick the right candidates having the requisite skills.
The candidate can choose a right vacancy where their talents can be fully utilized.
 Reliable- The Organization has the knowledge about suitability of a candidate for a
position. This supports the saying ‘Known devils are better than unknown angels!’
 Satisfying- A policy of preferring people from within offers regular promotional
avenues for employees. It motivates them to work hard and earn promotions. They
will work with loyalty, commitment and enthusiasm.

Demerits of Internal Sources:

 Limited choice: The Organization is forced to select candidates from a limited pool.
It may have to sacrifice quality and settle down for less qualified candidates.
 Inbreeding: It discourages entry of talented people, available outside the
Organization. Existing employees may fail to explore innovative ways and inject
necessary dynamism to enterprise activities.
 Ineffeciency: Promotions based on length of service rather than merit, may prove to
be a blessing for inefficient candidates. They do not work hard and prove their worth.
 Bone of contention: Recruitment from within may lead to infighting among
employees aspiring for limited, higher level positions in an organization. As years roll
by, the race for premium positions may end up in a bitter race.

2. External Sources:

External sources lie outside an organization. The Organization can have the services of:

(b) Job aspirants registered with employment exchanges.

(c) Students from reputed educational institutions.

(d) Candidates referred by unions, friends, relatives and existing employees.

(e) Candidates forwarded by search firms and contractors.

(f) Candidates responding to the advertisements, issued by the Organization; and

(g) Unsolicited applications/ walk-ins. (a)Employees working in other Organizations.

Merits of External Sources:

1 Wide Choice: The Organization has the freedom to select candidates from a large pool.
Persons with requisite qualifications could be picked up.

2 Injection of fresh blood: People with special skills and knowledge could be hired to stir up
the existing employees and pave the way for innovative ways of working.

3 Motivational force: It helps in motivating internal employees to work hard and compete
with external candidates while seeking career growth. Such a competitive atmosphere would
help an employee to work to the best of his abilities.

4 Long-term benefits: Talented people could join the ranks, new ideas could find
meaningful expression, a competitive atmosphere would compel people to give out their best
and earn rewards, etc.

Demerits of External Sources:

1 Hiring costs: Hiring costs could go up substantially. Tapping multifarious sources of recruitment is
not an easy task either.

2 Time-consuming: It takes time to advertise, screen and test, to select suitable employees. Where
suitable ones are not available, the process must be repeated.

3 De-motivating: Existing employees who have put in considerable service may resist the process of
filling up vacancies from outside. The feeling that their services have not been recognized by the
organization, forces them to work with less enthusiasm and motivation.
4 Uncertainty: There is no guarantee that the Organization will ultimately be able to hire the services
of suitable candidates. It may end up hiring someone who does not fit and who may not be able to
adjust in the new setup.

Table 2.1 Method of Recruitment :

Internal and external methods of recruitment are being used.

1.Internal Methods:

I. Promotions and Transfers: Promotion and Transfers are used to fill vacancies from
within the Organization. A transfer is a lateral movement within the same grade, from one job
to another. It may lead to changes in duties and responsibilities, working conditions, etc., but
not necessarily salary. Promotion involves movement of employee from a lower level
position to a higher level position accompanied by (usually) changes in duties,
responsibilities, status and value.

II. Job posting-Job posting is another way of hiring people from within. In this method, the
Organization publicizes job opening on bulletin boards, electronic method and similar outlets.
One of the important advantages of this method is that it offers a chance to highly qualified
persons working within the Company to look for growth opportunities without looking for
greener pastures outside.

III. Employee referrals-Employee referral means using personal contacts of employees to

locate job prospects. It is a recommendation from a current employee regarding a job
applicant. The logic behind employee referral is that “it takes one to know one”. Employees
working in the Organization, in this case, are encouraged to recommend the names of known
persons, working in other Organizations for a possible vacancy in the near future.

2. External Methods:

I. Campus Recruitment-This is a direct method of recruiting people by visiting academic

institutions such as colleges and universities. Here the recruiters visit reputed educational
institutions with a view to pick up job aspirants having requisite technical or professional
skills. Job seekers are provided information about the jobs and the recruiters, in advance. The
Company gets a detailed profile of job seekers through constant exchange of information
with respective institutions.

II. Advertisements- Companies give advertisements to attract prospective job seekers. These
include advertisements in newspapers; trade, professional and technical journals; radio and
television; etc. In recent times, this medium has become just as colourful, lively and
imaginative as consumer advertising.

III. Private Employment Search Firms: Search firm is a private employment agency that
maintains computerized lists of qualified applicants and supplies these to employers willing
to hire people from the list for a fee.

IV. Employment Exchange-As a statutory requirement, Companies are also expected to notify
(wherever the Employment Exchanges Act, 1959, applies) their vacancies through the respective
Employment Exchanges, created all over India for helping unemployed youth, displaced persons, ex-
military personnel, physically handicapped, etc.

V Gate Hiring and Contractors-Gate hiring is the method of recruitment used by small and
medium sized Organizations generally where semi-skilled workers are required. The job
seekers present themselves at the factory gate and offer their services daily. Contractors are
also used for the supply of such personnel.

VI. Unsolicited applicants/Walk-ins-Companies generally receive unsolicited applications

from job seekers at various points of time. The number of such applications depends on
economic conditions, the image of the Company and the job seeker’s perception of the types
of jobs that might be available etc. Such applications are generally kept in a data bank and
whenever a suitable vacancy arises, the company would intimate the candidates to apply
through a formal channel.

2.4 Selection Process:

Steps in the selection process are:

1.Initial Screening: The selection process often begins with an initial screening of applicants
to remove individuals who obviously do not meet the position requirements. At this stage, a
few straightforward questions are asked. An applicant may obviously be unqualified to fill
the advertised position but be well qualified to work in other open positions. The Purpose of
Screening is to decrease the number of applicants being considered for selection.
2.Completion of the application form: Application Blank is a formal record of an
individual’s application for employment. The next step in the selection process may involve
having the prospective employee complete an application for employment. This application
contains the candidate data such as age, qualification, experience, etc. This information helps
the interviewer to get the fair idea about the candidate and formulate questions to get more
information about him.

3.Employment Tests: In order to check the mental ability and skill set of an individual,
several tests are conducted. Such as intelligence tests, aptitude tests, interest tests,
psychological tests, personality tests, etc. These tests are conducted to judge the suitability of
the candidate for the job.

Types of tests:

1 Intelligence tests

It is a mental ability test. They measure learning ability, ability to understand instructions
and make judgment. They measure several abilities such as memory, vocabulary, verbal
fluency, numerical ability, perception.

II. Achievement tests

These tests are designed to measure what the applicant can do on the job currently. For
example, typing test shows typing proficiency, a shorthand test measures the person’s ability
to take dictation.

III. Aptitude tests

These measure an individual’s potential to learn certain skills-clerical, mechanical,

mathematical. These tests indicate whether an individual has ability to learn a given job
quickly and efficiently.

IV. Personality tests

These measure an individual’s personality factors and relationship between personality
factors and actual job criteria. The personality aspects which are evaluated are as follows:
motivation, emotional balance, self-confidence, interpersonal behavior.

V. Assessment Center

It is an extended work sample. It uses groups and individual exercise. A batch of applicants is
assessed by team of 6 to 8 trained assessors. Techniques: In baskets, Group Discussions,
Business Games etc.

VI. Graphology tests-

Analysis of lines, loops, hooks, strokes, curves in a person’s handwriting to assess the
person’s personality and emotional make up.

VII. Polygraph tests-

Also known as lie diction test, records physical changes in body such respiration, blood
pressure and perspiration on a moving roll of paper while answering series of questions.
Suitable for government agencies for filling security, police, fire and health positions.

VIII. Integrity tests-

To measure employee’s honesty to predict those who are more likely to steal from an
employer.

4. Job Interview:

An interview is a goal-oriented conversation in which the interviewer and applicant exchange

information. The employment interview is especially significant because the applicants who
reach this stage are the most promising candidates.
5.Background Investigation:

Once the candidates interview is over, the reference he had mentioned are checked by the
personnel department. His old employers may be asked some quick questions on phone about
the candidate’s behavior with co-workers, management etc. Further his/her regularity at work
and his character can also be inquired about from other references.

6. Medical Examination:

Physical strength and fitness of a candidate is must before they takes up the job. In-spite of
good performance in tests and interviews, candidates can be rejected on the basis of their ill
health.

7. Permanent Job Offer:

At this step, the candidate is given the appointment letter to join the organization on a
particular date. The appointment letter specifies the post, title, salary and terms of
employment. Generally, initial appointment is on probation and after specific time period it
becomes permanent.

Table 2.4 Importance of Selection Process

1.Proper selection and placement of employees lead to growth and development of the
company.

2.The hiring of talented and skilled employees results in the swift achievement of company
goals.

3. Industrial accidents will drastically reduce in numbers when the right technical staff is
employed for the right jobs.

4. When people get jobs they are good at, it creates a sense of satisfaction with them and thus
their work efficiency and quality improves.

5.People who are satisfied with their jobs often tend to have high morale and motivation to
perform better.

Challenges in India
Different challenges of recruitment in India has been discussed below:

1.Integrating multiple recruitment solutions:

With the proliferation of different recruitment solutions, it has become necessary to integrate
multiple recruitment software into a major talent acquisition system. The problem is that this
integration is rarely seamless.

2.Candidate screening challenges: Sorting through the stockpiling resumes and applications
and selecting the best talent is a huge task for the recruiters.

3.Poor candidate experiences: Many job seekers have had a poor experience during the
recruitment process and most of them talk to their peers about it. Candidate experience is
important not only from the branding point of view, but it also factors in when the top
candidates you shortlist are evaluating your job offer.

4.Attracting the right job candidates: It has been accepted that attracting the right job
candidates is their greatest challenge. Hiring managers are wasting their precious time by
going through tons of applications from candidates that are not a good fit for their open
positions

5.Difficulty in finding qualified candidates: HR managers admit that attracting the top
talent is the biggest recruitment challenge. Technology has brought down the geographical
barriers but still expanding the reach into an extensive talent pool is the need of an hour.

Steps in Selection Process

Popularly there are seven stages in the process of selection :

1. Application – After the job opening has been announced, the candidates apply for the
respective jobs which suit them.

2. Screening and Pre-selection – The goal of this second phase is to reduce the number
of candidates from a large group to a manageable group of between 3-10 people that
can be interviewed in person. The selection is based on their selection technique and
according to the company’s needs.
 3. Interview – The interview gives insight into a person’s verbal accuracy and how
sociable they are. This also provides the opportunity to ask the candidate job-related
queries.

4 Assessment-The full assessment usually is more accurate as this helps the organization to
check the candidate well. Assessments include work sample tests, integrity tests, and
related job knowledge tests.
5 Reference And Background Check- An essential step is the reference check, which is to
confirm about the candidate. The candidates are asked to give references and he follows
up on these.

6 Decision- The next step is to decide to choose the correct candidate who promises the
greatest future potentiality for the organization.

7 Job Offer and Contract – After the decision-making process, the candidate needs to
accept the offer which is known as the contract.

Types of Selection Process

Selection types differ according to different types of organizations. The types of the selection
process are -

1. Application forms and CVs

2. Online screening and shortlisting

3. Interviews

4. Psychometric testing

5. Ability and aptitude tests

6. Personality profiling

7. Presentations
 8. Group exercises

9. Assessment centers

10 References

Importance of Selection
Selection is an important facet for the organization, it’s importance can further be summed up
as below-

1. It identifies the right candidates for the company.

2. Recruiting talented employees can help increase the overall performance of the
organization.

3. Helps in avoiding false negatives and false positives of the candidates.

Above all, the process selection has all the way become more complicated. As the organizations
want to hire talented and effective employees, this can create a difference in the interest of the
organization, hence the organizations carefully have adopted.

Key Differences

The process of recruitment involves the development of suitable techniques for attracting
more candidates to a position vacancy, while the process of selection involves identifying the
most suitable candidate for the vacancy. Recruitment precedes the selection process, and the
selection process is only completed when a job offer is created and given to the selected
candidate by appointment letter.

1. Recruitment is the process of finding candidates for the vacant position and encouraging
them to apply for it. Selection means choosing the best candidate from the pool of
applicants and offering them the job.
2. Recruitment is a positive process aimed at attracting more and more job seekers to apply.
Selection is a negative process, rejecting unfit candidates from the list.
3. Of the two, recruitment is relatively simpler. Recruitment has the recruiter paying less
attention to scrutinizing individual candidates, whereas selection involves a more
thorough examination of candidates where recruiters aim to learn every minute detail
about each candidate, so they can choose the perfect match for the job.
4. Recruitment is less time-consuming and less economically demanding, as it only involves
identifying the needs of the job and encouraging candidates to apply for them. Selection
involves a wide range of activities, which can be both time-consuming and expensive.
5. In recruitment, communication of vacancy is done so through various sources such as the
internet, newspaper, magazines, etc., and distributes forms easily so candidates can
apply. During the selection process, assessment is done so through various evaluation
stages, such as form submission, written exams, interviews, etc.