Tanishtha Verma

22252
BMS2D

HRM Assignment
(1/04/2024)

Q1. Human Resource Information System(HRIS)

Human Resource Information System (HRIS) is a system designed to supply information

required for effective management of an organization. Any organization is managed.by taking
various decisions at the various levels of its management hierarchy., Information is needed to
take these decisions. Quality of decisions will largely depend upon nature . and type information
provided for taking the decisions. Therefore, designing an effective information system is vital
for the efficient working of an organization. It can be built around electronic computers in case
of big organizations. Human Resource Management Information System is designed to supply
information required for effective management of human resources in an organization.

Q2. Techniques of obtaining information on Job Analysis

A variety of sources and methods are used to collect data relating to a job. The main methods are
given below:

1. Job Performance: Under this method, the job analyst actually performs the job under
study to obtain first-hand experience of the actual tasks, physical and social demands and
the environment of the job. This method can be used only for jobs where skill
requirements are low and can, therefore, be learnt quickly and easily. This is a
time-consuming method and is not appropriate for jobs requiring extensive training.
2. Personal Observation: In this method, an analyst directly observes the worker, or a
group engaged in doing the job. The tasks performed, the pace at which activities are
carried out, the working conditions, the hazardous involved, etc. are observed during a
complete work cycle. The information thus obtained is recorded in a standard format.
This method is appropriate for jobs which involve manual/physical, standardized and
short job cycle activities. Draftsman, mechanic, weaver are examples of such jobs. There
are, however, many aspects of a job involving mental process and unforeseen
circumstances which cannot be directly observed. Observation methods can be effective
only when the job analyst is skilled enough to know what to observe and how to analyze
what is observed.
3. Interview: The analyst personally interviews the employee, his supervisor and other
concerned persons and records answers to relevant questions. A standard format is used
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to record the data so that the data collected from different employees can be compared to
identify the common and critical aspects of the job.
4. Questionnaire: In this method, properly. drafted questionnaires are sent out to
jobholders. After completion these are returned to supervisors. As the data is often
incoherent and disorganized, it is discussed with the jobholders. After due. corrections,
the same is submitted to the job analyst. Structured questionnaires on different aspects of
a job, e.g., manual and mental processes, coordinating and negotiating behavior, etc. are
developed. Each task is described in terms of characteristics such as frequency,
significance, difficulty and relationship to overall performance. The jobholders give their
ratings of these dimensions. The ratings thus obtained are analyzed and a profile of the
actual job is developed. Comprehensive Occupational Data Analysis Programme
(CODAP), Position Analysis Questionnaire (PACS), Functional Job Analysis (FJA) and
Job Analysis Information Format (JAIF) . are examples of standard questionnaires used
for job analysis. The questionnaire method provides comprehensive information about a
job. It also enables the analysts to cover a large number of jobholders in the shortest
possible time. But it is time consuming and costly to develop standardized questionnaires.
Direct rapport between the analyst and respondents is not possible.
5. Critical Incidents: In this method, jobholders are asked to describe incidents concerning
the job on the basis of their past experience. The incidents so collected are analyzed and
classified according to the job areas they describe. A fairly clear picture of actual job
requirements can be obtained by distinguishing between effective and ineffective·
behavior of workers on the job. However, this method is time consuming. The analyst
requires a high degree of skill to analyze the content of the description given by workers.
6. Log Records: In this method, a diary or logbook is given to each jobholder. The
jobholder daily records the duties performed making the time at which each task is started
and finished. The record so maintained provides information about the job. This method
is time consuming. Moreover, it provides incomplete data because information
concerning working conditions, equipment used, and supervisory relationship is not
available from the logbook. This method is useful for jobs that are difficult to observe,
e.g., engineers, scientists, research men, senior managers, etc.

Q3. Contents of Job Description and Job Specification

A job description contains the following information:

1. Job Identification: Job title, code number of the job, department or division where the job
is located. This part of the job description helps to identify and designate the job. It also
reveals the relationship of the job with other jobs.
2. Job Summary: · It describes the content of a job in terms of the activities or tasks
performed.
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3. Job Duties and Responsibilities: It is the heart of job description. It describes the duties
performed along with frequency of each major duty. Responsibilities concerning custody
of money, supervision and training of staff, etc. are also described in this part.
4. Work Conditions: The physical environment of the job is described_ in terms of heat,
light, noise level, dust and fumes, etc. Nature of risk. and their possibility of occurrence
are also given.
5. Social Environment: Size of work group and interpersonal interactions required to
perform the job are given. Training and development facilities may also be mentioned.
Machines, Tools and Equipment: The names of major machines, equipment and materials
used in the job are described.
6. Supervision: The extent of supervision given or received is stated in terms of number of
persons to be supervised along with their job titles. Designations of immediate superiors
and subordinates may also be given.
7. Relation to Other Jobs: The jobs immediately below and above are mentioned. It provides
an idea of vertical workflow and channels of promotion. It also indicates to whom the
jobholders will report and who will report to him.

Q4. Uses of Job Analysis

Job analysis is pivotal across various facets of human resource management:

1. Human Resource Planning: It discerns job demands and translates them into requisite
skills, aiding in determining job quantity and quality for effective manpower planning.
2. Recruitment, Selection, and Placement: Job descriptions and specifications inform the
employment process, aligning job requirements with workers' abilities for optimal
placement.
3. Training and Development: Clear job insights aid in administering training effectively by
ensuring employees comprehend job expectations.
4. Job Evaluation: It establishes job worth, facilitating equitable compensation and internal
pay parity, based on job descriptions.
5. Performance Appraisal: Job analysis data establishes performance standards, enabling
objective evaluation against set benchmarks.
6. Employee Counseling: Provides career guidance and highlights personnel limitations,
aiding in advising employees on suitable job options.
7. Job Design: Job analysis informs job redesign and improvement through techniques like
time-motion studies and work measurement.
8. Organizational Design: Helps classify jobs, delineate responsibilities, and optimize
organizational efficiency by aligning hierarchies with job roles.
9. Safety and Health: Identifies hazards and unhealthy conditions, facilitating preventive
measures to ensure worker safety and well-being.