JOB DESIGN &

REDESIGN
 JOB DESIGN

is a conscious effort to organise tasks,

duties and responsibilities into a unit of work to
achieve a certain objective.

Job design is a process that attempts to satisfy

both technological and human considerations
simultaneously.
 APPROACHES TO JOB DESIGN

• Job based approach

• Person based approach

• Team based approach

Specialized to Enlarged Jobs
• Job Enlargement = same-level activities
• Job Enrichment = redesigning to
experience more responsibility,
achievement, growth and recognition
• Job Rotation = moving from one job to
another
 JOB REDESIGN
Rearrange
existing tasks in
Add new
the job
Add new tasks responsibility

Include work THE JOB Include

done before AND ITS work done
the job after the job
TASKS
Increase feedback Increase closure
on performance of tasks
Eliminate
dissatisfying
tasks from job
 WORK SCHEDULING

• Compressed work week

• Flexible working hours
– Flexitour
– Gliding time
– Flexiplace
– Flexyears
• Job Sharing
• Part-time Work
 HRP, HR Planning Macro

JD & JA Job Design Micro

Model Job Analysis

Job Description Job Specification

Other HRM Activities

(Recruitment, Selection, Performance
appraisal, Training, Compensation)

Productivity, QWL, Legal

Compliance
RECRUITMENT
AND
SELECTION
 Recruitment
 Searching for, and obtaining, potential job
candidates in sufficient numbers and quality,
and at the right cost, for the organisation to
select the most appropriate people to fill its jobs.
(Kramar 1996)
 Purposes
• Increase size of applicant pool at minimum cost
• Identify & prepare potential job applicants
• Increase success rate of selection process by
reducing over/under qualified applicants
• Decrease early turnover of new hires
• Increase individual/organisational effectiveness
• Evaluate effectiveness of recruitment activities
 A Simplified Model of the Recruitment
Process
Recruitment philosophy
Recruitment planning • Internal vs External job
• Estimated no. of filling
contacts needed • Job vs Career orientation
• St-term vs long term
• Job specifications orientation

Recruitment strategy development

• choosing reqd. applicant qualifications
• choosing recruitment sources and
communication channels
• choosing inducements
• choosing the message : realism vs flypaper
Recruitment Activities
• Job posting
• Ads
• Other recruitment sources
• Follow up actions
• Record keeping
Screening /
Selecting
employees
Recruitment Evaluation
• No. of jobs filled ?
• Jobs filled in timely fashion ?
• Cost per job filled ?
Recruiting Yield Pyramid

50 New hires

100 Offers made (2 : 1)

Candidates interviewed (3 : 2)
150

200 Candidates invited (4 : 3)

1,200 Leads generated (6 : 1)

 How to Recruit
External
Internal
• Advertising
• Job Postings
• Employment Agencies
• Newsletters
– Govt. employment
• Succession Planning
exchange
eg. promotion
– Private agencies
– Head hunters
• Campus
• Referrals / Word of Mouth /
Unsolicited Applications
• Internet
Advantages of Internal Recruiting

• Better assessment of (KSA)

• Lower cost
• Motivator for good performance
• Hire at entry-level only
• Familiarity with organisation
• Improved morale and security
• Can identify long-term interests
Disadvantages of Internal Recruiting
• Inability to find appropriate people
• Morale problems
• Political in-fighting
• Need for strong T&D programs
Advantages of External Recruiting

• Introduces new ideas and knowledge

• Reduced need for training
Disadvantages of External Recruiting
• Problems of fit
• Morale problems for internals
• Adjustment period
• Relocation costs
• Decreased incentive value of promotions
 Recruitment Evaluation
Measuring past recruitment can help predict:
 Timeliness of recruitment
 Budget needed
 Methods that yield greatest number of
best quality candidates
 Assess performance of recruiters
 SELECTION

Selection is the process of gathering

information for the purposes of evaluating and
deciding who should be hired, under legal
guidelines, for the short and long term
interests of the individual and the
organisation. (Schuler, Dowling, & Smart,
1992)
Steps in Selection Process
• Screening of applications
• Tests
• Interviews
• Reference Checks
• Medical Examination
 TESTS
Aptitude Achievement Personality

Mental Job knowledge Objective

Mechanical Work sample Projective
Situational

Guidelines for the use of TESTS

• should supplement not substitute other methods
• are a screening device
• are not precise measures
• test conditions are important
• must be conducted/assessed by competent persons
 Types of Interviews
• Unstructured / Non-directive
• Structured / Patterned
• Panel
• Group
• Stress
• Behavioral (BDI)
• Situational (SI)
• Interviews using other media
 Behavior Description Interview
(BDI)
• Assumption: "Best predictor of future
performance is past performance in similar
circumstances.”
• Overcomes excellence assumption "Experience
equals excellence" (i.e. tasks have been
performed well.)
• Requires candidate to give specific examples of
how they performed job duties.
 Example BDI: Middle Manager

• “Meetings & presentations are an important part

of a Manager's job. Tell me about your most
successful presentation to a management
meeting.”
– What was the topic of the presentation?
– What were your objectives for the meeting?
– When did you start preparing for the meeting? What
did you do to prepare?
– What was your role at the meeting?
 Situational Interview (SI)
• Hypothetical
– Questions focus on what an applicant
would do in a hypothetical situation. e.g.
scenario
 Why Situational Interviewing

• Based on goal-setting theory which states that

intentions are related to behavior

• Job Experts Develop Questions and sample

GOOD, AVERAGE & POOR answers.
Problems with Selection Interviews
The selection interview is a subjective process and
prone to:
• bias
• stereotypes
• initial impressions
• memory capacity of interviewers
 Decision Strategies

Non-
Compensatory

Compensatory
Combination

Multiple Cut-Off
Multiple Hurdle
Additive
Mix of both
approaches
 Costs of Poor Selection
• Direct Costs
– Re-advertising costs
– Panel time and effort
– HR staff time and effort
• Hidden Costs
– Reduced productivity
– Lost productivity whilst position vacant
– Time taken for new hire to become productive
 Staffing System Components
Applicant Organization
(Person) (Job)

Recruitment
(identification & attraction)

Selection
(assessment & evaluation

Employment
(decision making & final match)
ORIENTATION or INDUCTION
a planned introduction of employees to their
jobs, co-workers and the organisation
 WHY INDUCTION
• Reduce the cost and inconvenience of
early leavers
• Increase commitment
• Socialization
• Accelerate progress up the ‘learning curve’
 3 BASIC COMPONENTS
• Company / Organizational Induction
• Departmental Induction
• Follow Up
CHOICES IN DESIGNING INDUCTION
PROGRAMS

• Formal or Informal

• Individual or Collective
PLACEMENT

The assignment
or allocation of
people to jobs in
the organization
 2 ways Placement can happen
• Match 1 – looking for an individual for a
specific job

• Match 2 – looking for a job to match an

individual