UNIT:2- ACQUIRING HUMAN RESOURCES

A) HUMAN RESOURCE PLANNING AND ALIGNMENT- Human Resource Planning (HRP) is the process of forecasting the future human resource requirements of the organization and determining as to how the existing human resource capacity of the organization can be utilized to fulfill these requirements. It, thus, focuses on the basic economic concept of demand and supply in context to the human resource capacity of the organization.

It is the HRP process which helps the management of the organization in meeting the future demand of human resource in the organization with the supply of the appropriate people in appropriate numbers at the appropriate time and place. Further, it is only after proper analysis of the HR requirements can the process of recruitment and selection be initiated by the management. Also, HRP is essential in successfully achieving the strategies and objectives of organization. In fact, with the element of strategies and long term objectives of the organization being widely associated with human resource planning these days, HR Planning has now became Strategic HR Planning.

Though, HR Planning may sound quite simple a process of managing the numbers in terms of human resource requirement of the organization, yet, the actual activity may involve the HR manager to face many roadblocks owing to the effect of the current workforce in the organization, pressure to meet the business objectives and prevailing workforce market condition. HR Planning, thus, help the organization in many ways as follows:

*HR managers are in a stage of anticipating the workforce requirements rather than getting surprised by the change of events

*Prevent the business from falling into the trap of shifting workforce market, a common concern among all industries and sectors

*Work proactively as the expansion in the workforce market is not always in conjunction with the workforce requirement of the organization in terms of professional experience, talent needs, skills, etc.

*Organizations in growth phase may face the challenge of meeting the need for critical set of skills, competencies and talent to meet their strategic objectives so they can stand well-prepared to meet the HR needs

*Considering the organizational goals, HR Planning allows the identification, selection and development of required talent or competency within the organization.

It is, therefore, suitable on the part of the organization to opt for HR Planning to prevent any unnecessary hurdles in its workforce needs. An HR Consulting Firm can provide the organization

with a comprehensive HR assessment and planning to meet its future requirements in the most cost-effective and timely manner.

An HR Planning process simply involves the following four broad steps:

1.Current HR Supply: Assessment of the current human resource availability in the organization is the foremost step in HR Planning. It includes a comprehensive study of the human resource strength of the organization in terms of numbers, skills, talents, competencies, qualifications, experience, age, tenures, performance ratings, designations, grades, compensations, benefits, etc. At this stage, the consultants may conduct extensive interviews with the managers to understand the critical HR issues they face and workforce capabilities they consider basic or crucial for various business processes.

2.Future HR Demand: Analysis of the future workforce requirements of the business is the second step in HR Planning. All the known HR variables like attrition, lay-offs, foreseeable vacancies, retirements, promotions, pre-set transfers, etc. are taken into consideration while determining future HR demand. Further, certain unknown workforce variables like competitive factors, resignations, abrupt transfers or dismissals are also included in the scope of analysis.

3.Demand Forecast: Next step is to match the current supply with the future demand of HR, and create a demand forecast. Here, it is also essential to understand the business strategy and objectives in the long run so that the workforce demand forecast is such that it is aligned to the organizational goals.

4.HR Sourcing Strategy and Implementation: After reviewing the gaps in the HR supply and demand, the HR Consulting Firm develops plans to meet these gaps as per the demand forecast created by them. This may include conducting communication programs with employees, relocation, talent acquisition, recruitment and outsourcing, talent management, training and coaching, and revision of policies. The plans are, then, implemented taking into confidence the mangers so as to make the process of execution smooth and efficient. Here, it is important to note that all the regulatory and legal compliances are being followed by the consultants to prevent any untoward situation coming from the employees.

Hence, a properly conducted process of HR Planning by an HR Consulting Firm helps the organization in meeting its goals and objectives in timely manner with the right HR strength in action.

ALIGNMENT- The human resources department can have a huge impact on employee satisfaction. As such, it's important for HR leaders to set goals that support a business' goals. For example, if an investment business wants to increase the number of new customer accounts by 20 percent in the next year, the HR department must look at what changes to

staffing and HR practices will help meet that goal. This requires HR experts to be successful partners of their fellow managers.

1.Design Performance Incentives: By looking at the performance management model, benefits and employee incentives, HR experts can help a small business take a more strategic approach to keeping employees motivated. This is only possible if HR managers understand the effective of certain incentives. Then, they can either tweak existing programs or suggest better incentives. The overall goal is for the right combination of benefits and incentives to produce desirable levels of employee performance.

2.Boost Employee Morale: Another goal, especially important when employees are affected by economic troubles, is boosting employee morale. It's up to the owner and management team to adapt organizational priorities and working conditions so that employees stay positive. For example, using creative approaches to recognizing employee achievements can improve staff morale.

3.Increase Accountability: HR uses measurement techniques to compile an HR scorecard. A small business quantifies the effectiveness of personnel practices and to what degree they are getting employees to exhibit desired behaviors. Some organizations call these "metrics," and they are useful for making HR decisions.

4.Develop Leaders: HR must help set priorities for leadership development, especially for future leaders. This requires providing enough support, including senior mentors, training and professional development so that managers will succeed. Future leaders need formal paths for increasing their responsibilities as they develop leadership skills.

5.Increase Organizational Learning: Organizational learning is more than just HR providing training and development for all employees. The HR department must help managers build a culture of learning, where people use their own creativity to perform their jobs better and freely share their ideas with others across the organization.

6.Effective Recruitment and Staffing: High-performing organizations will effectively manage their recruitment and staffing. They will get more people to seek employment in their company, do a better job at screening applicants and then provide the best training possible to turn these employees into assets.

7.Increase Efficiency: Managers and HR experts work together to increase the efficiency of business groups and individuals that perform work routines. This goal sometimes requires analyzing the smallest components of work routines and how they fit the larger process. Experts look for duplication of work to be eliminated and for collaborative partnerships to create between different business functions.

8.Human resource or manpower planning: The effective planning of manpower helps keep resources and overhead to a minimum, while eliminating waste. Making sure you have the right person for the job the first time reduces costs by avoiding new expenses incurred through the recruitment, rehiring and retraining process.

9.Recruitment, selection and placement of personnel: There should be a comprehensive plan in place for the recruitment, selection and placement of personnel to ensure you hire capable employees that can not only perform the tasks expected of them, but also in making sure they are a good fit for the culture of the organization.

10.Training and development of employees: Training and development is a key component of hiring and retaining good employees that will have longevity within your organization. Making sure they are well-equipped and continue learning will enhance the level of productivity and boost morale.

11.Appraisal of performance of employees: Employees need to know how they are doing in their position. Good human resources managers take the time to provide ongoing feedback to keep the lines of communication open while allowing employees an opportunity for improvement.

12.Remuneration of employees: Making sure employees are paid according to the industry standard or better will ensure you have happy, productive and loyal employees. Pay is one of the most crucial components of an organization. Human resources personnel should closely monitor what employees are paid, making sure they are properly compensated.

13.Setting general and specific management policies for the organization: Every organization has specific policies for their employees. It is very important that all employees know and understand these policies through new hire training, an employee handbook, and updates reflecting any changes in policy or within the organization. Employees who are vested in the success of the organization should be viewed as important stakeholders that make a difference.

14.Developing and maintaining motivation for workers through incentives: Good companies offer incentives for their employees, even if it’s something small. Companies who encourage work and home life balances tend to have more stable organizations as a whole. The human resources management team should make a concerted effort in creating incentives that will not only assist employees at work, but can benefit their families as well.

Establishing and maintaining these objectives of human resource management within your organization is a key part of creating a well-thought strategic plan. All of these components should be part of a comprehensive human resources management plan to ensure your organization is poised to succeed and reach your goals. For more information on how we can

assist in further understanding the 7 Objectives of Human Resources Management, contact us today!

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B)JOB ANALYSIS AND DESIGN-

Job Analysis: Job analysis refers to the process of collecting information about a job. In other words, it refers to the anatomy of the job. Job analysis is performed upon ongoing jobs only. It contains job contents. For example, what are the duties of a supervisor, grade II, what minimal knowledge, skills and abilities are necessary to be able to adequately perform this job? How do the requirements for a supervisor, grade II, compare with those for a supervisor, grade I? These are the questions that job analysis answers.

According to Jones and Decothis “Job analysis is the process of getting information about jobs: specially, what the worker does; how he gets it done; why he does it; skill, education and training required; relationship to other jobs, physical demands; environmental conditions”.

Edwin B. Flippo has defined job analysis as the process of studying and collecting information relating to the operations and responsibilities of a specific job. The immediate products of this analysis are job descriptions and job specifications”.

In the opinion of Herbert G. Hereman III, et. al., “A job is a collection of tasks that can be performed by a single employee to contribute to the production of some product or service provided by the organisation. Each job has certain ability requirements (as well as certain rewards) associated with it. Job analysis is the process used to identify these requirements”. Now, job analysis can be defined as an assessment that describes jobs and the behaviours necessary to perform them.

Job Analysis is a process to identify and determine in detail the particular job duties and requirements and the relative importance of these duties for a given job. Job Analysis is a process where judgements are made about data collected on a job. An important concept of Job Analysis is that the analysis is conducted of the Job, not the person. While Job Analysis data may be collected from incumbents through interviews or questionnaires, the product of the analysis is a description or specifications of the job, not a description of the person.The purpose of Job Analysis is to establish and document the 'job relatedness' of employment procedures such as training, selection, compensation, and performance appraisal.

Determining Training Needs: Job Analysis can be used in training/"needs assessment" to identify or develop: training content, assessment tests to measure effectiveness of training,

equipment to be used in delivering the training, methods of training (i.e., small group, computer-based, video, classroom...)

Compensation: Job Analysis can be used in compensation to identify or determine: skill levels, compensable job factors, work environment (e.g., hazards; attention; physical effort), responsibilities (e.g., fiscal; supervisory), required level of education (indirectly related to salary level).

Selection Procedures: Job Analysis can be used in selection procedures to identify or develop: job duties that should be included in advertisements of vacant positions; appropriate salary level for the position to help determine what salary should be offered to a candidate; minimum requirements (education and/or experience) for screening applicants; interview questions; selection tests/instruments (e.g., written tests; oral tests; job simulations); applicant appraisal/evaluation forms; orientation materials for applicants/new hires.

Performance Review: Job Analysis can be used in performance review to identify or develop: goals and objectives, performance standards, evaluation criteria, length of probationary periods, duties to be evaluated.

Concepts: In simple words, a job may be understood as a division of total work into packages/positions. According to Dale Yoder ‘, “A job is a collection or aggregation of tasks, duties and responsibilities which as a whole, is regarded as a regular assignment to individual employees and which is different from other assignments”. Thus, a job may be defined as a group of positions involving some duties, responsibilities, knowledge and skills.

Each job has a definite title based on standard trade specialisations within a job. Each job is different from other jobs like peon, clerk, supervisor, and accountant, manager, etc. A job may include many positions. A position is a particular set of duties and responsibilities regularly assigned to an individual.

Process of job analysis: Job analysis is as useful is not so easy to make. In fact, it involves a process.Though there is no fool-proof process of making job analysis, following are the main steps involved in job analysis:

1. Organisational Job Analysis: Job analysis begins with obtaining pertinent information about a job’. This, according to Terry is required to know the makeup of a job, its relation to other jobs, and its contribution to performance of the organisation.Such information can be had by dividing background information in various forms such as organisation charts i.e., how the particular job is related to other jobs; class specifications i.e., the general requirement of the job family; job description i.e., starting point to build the revised job description, and flow charts i.e., flow of activities involved in a particular job.

2. Selecting Representative Jobs for Analysis: Analysing all jobs of an organisation is both costly and time consuming. Therefore, only a representative sample of jobs is selected for the purpose of detailed analysis.

3. Collection of Data for Job Analysis: In this step, job data features of the job and required qualifications of the employee are collected. Data can be collected either through questionnaire, observation or interviews. However, due care should be taken to select and use the method of data collection that is the most reliable in the given situation of the job.

4. Preparing Job Description: The job information collected in the above ways is now used to prepare a job description. Job description is a written statement that describes the tasks, duties and responsibilities that need to be discharged for effective job performance.

5. Preparing Job Specification: The last step involved in job analysis is to prepare job specifi-cation on the basis of collected information. This is a written statement that specifies the personal qualities, traits, skills, qualification, aptitude etc. required to effectively perform a job.

Uses: Job analysis is useful for overall management of all personnel activities.The same is specified as follows:

1. Human Resource Planning: The estimates the quantity and quality of people will be required in future. How many and what type of people will be required depends on the jobs to be staffed. Job-related information available through job analysis is, therefore, necessary for human resource planning.

2. Recruitment and Selection: Recruitment succeeds job analysis. Basically, the goal of the human resource planning is to match the right people with the right job. This is possible only after having adequate information about the jobs that need to be staffed. It is job analysis that provides job information. Thus, job analysis serves as basis for recruitment and selection of employees in the organisation.

3. Training and Development: Job analysis by providing information about what a job entails i.e., knowledge and skills required to perform a job, enables the management to design the training and development programmes to acquire these job requirements. Employee development programmes like job enlargement, job enrichment, job rotation, etc.

4. Placement and Orientation: As job analysis provides information about what skills and qualities are required to do a job, the management can gear orientation programmes towards helping the employees learn the required skills and qualities. It, thus, helps management place an employee on the job best suited to him/her.

5. Job Evaluation: The job evaluation refers to determination of relative worth of different jobs. It, thus, helps in developing appropriate wage and salary structures. Relative worth is determined mainly on the basis of information provided by job analysis.

6. Performance Appraisal: Performance appraisal involves comparing the actual performance of an employee with the standard one, i.e., what is expected of him/her. Such appraisal or assessment serves as basis for awarding promotions, effecting transfers, or assessing training needs. Job analysis helps in establishing job standards which may be compared with the actual performance/contribution of each employee.

7. Personnel Information: Increasing number of organisations maintain computerised informa-tion about their employees. This is popularly known as Human Resource Information System (HRIS). HRIS is useful as it helps improve administrative efficiency and provides decision support^ Information relating to human resources working in the organisation is provided by job analysis only.

8. Health and Safety: Job analysis helps in identifying and uncovering hazardous conditions and unhealthy environmental factors such as heat, noise, fumes, dust, etc. and, thus, facilitates management to take corrective measures to minimise and avoid the possibility of accidents causing human injury.

JOB DESIGN- Job design means to decide the contents of a job. It fixes the duties and responsibilities of the job, the methods of doing the job and the relationships between the job holder (manager) and his superiors, subordinates and colleagues.Job design also gives information about the qualifications required for doing the job and the reward (financial and non-financial benefits) for doing the job. Job design is mostly done for managers' jobs. While designing the job, the needs of the organisation and the needs of the individual manager must be balanced. Needs of the organisation include high productivity, quality of work, etc. Needs of individual managers include job satisfaction. That is, they want the job to be interesting and challenging. Jobs must not be made highly specialised because they lead to boredom.Job design follows job analysis i.e. it is the next step after job analysis. It aims at outlining and organising tasks, duties and responsibilities into a single unit of work for the achievement of certain objectives. It also outlines the methods and relationships that are essential for the success of a certain job. In simpler terms it refers to the what, how much, how many and the order of the tasks for a job/s.

Job design essentially involves integrating job responsibilities or content and certain qualifications that are required to perform the same. It outlines the job responsibilities very clearly and also helps in attracting the right candidates to the right job. Further it also makes

the job look interesting and specialised.There are various steps involved in job design that follow a logical sequence, those that were mentioned earlier on. The sequence is as follows:

*What tasks are required to e done or what tasks is part of the job?

*How are the tasks performed?

*What amount are tasks are required to be done?

*What is the sequence of performing these tasks?

All these questions are aimed at arriving upon a clear definition of a specific job and thereby make it less risky for the one performing the same. A well defined job encourages feeling of achievement among the employees and a sense of high self esteem.The whole process of job design is aimed to address various problems within the organisational setup, those that pertain to ones description of a job and the associated relationships. More specifically the following areas are fine tuned:

*Checking the work overload.

*Checking upon the work under load.

*Ensuring tasks are not repetitive in nature.

*Ensuring that employees don not remain isolated.

*Defining working hours clearly.

*Defining the work processes clearly.

Benefits of Job Design: The following are the benefits of a good job design:

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 minimising the energy spent doing the job and by aligning the manpower requirements for the same.

Job design is a continuous and ever evolving process that is aimed at helping employees make adjustments with the changes in the workplace. The end goal is reducing dissatisfaction, enhancing motivation and employee engagement at the workplace.

Importance of Job Design: Job design is a very important function of staffing. If the jobs are designed properly, then highly efficient managers will join the organisation. They will be motivated to improve the productivity and profitability of the organisation. However, if the jobs are designed badly, then it will result in absenteeism, high labour turnover, conflicts, and other labour problems.

Factors Affecting Job Design: The guidelines influencing or factors affecting job design are depicted below.

1. Proper scope of job: The scope of the job should be proper. If the scope is narrow (less), then the job will not be challenging. It will not give an opportunity for development. The manager will not get satisfaction after completing an easy job. If the scope of the job is very wide, then the manager will not be able to handle it properly. This will cause stress, frustration and loss of control. Therefore, scope of the job must be balanced and proper.

2. Full-time challenge of the job: The job should be so challenging that it takes up the full-time and effort of the manager. So, the service of the manager must be fully utilised. If not, the manager will have a lot of free time. He will use this free time to interfere in the work of his subordinates. This will cause problems and conflicts because subordinates do not like unnecessary interference from their superiors.

3. Managerial skills: The skills of the manager should be considered before designing his job. All managers do not have equal skills. So jobs should be designed after considering the skills of the manager. So, a manager having a high level of skill should be given very challenging jobs while a manager having a low level of skill should be given fewer challenging jobs. Jobs must be made flexible so that it can be changed according to the skills of the manager.

4. Organisation's requirements: Jobs must be designed according to the requirements of the organisation. We cannot use the same job design for all organisations.

5. Individual likes and dislikes: People have different likes and dislikes. Some people like to work alone while some people prefer to work in groups. Some people want to do only planning and decision making while other people like to implement these plans and decision. So, individual likes and dislikes must be considered while designing the job.

6. Organisational structure: Organisational structure also affects the job design. Individual jobs must fit into the organisation's structure.

7. Technology: The level of technology used by the organisation also affects the job design. An organisation having a high level of technology will have different job designs compared to an organisation having a low level of technology.

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C) JOB DESCRIPTION, JOB SPECIFICATION AND JOB EVALUATION-

Job Description: Job description is prepared on the basis of data collected through job analysis. Job description is a functional description of the contents what the job entails. It is a narration of the contents of a job. It is a description of the activities and duties to be performed in a job, the relationship of the job with other jobs, the equipment and tools involved, the nature of supervision, working conditions and hazards of the job and so on.All major categories of jobs need to be spelled out in clear and comprehensive manner to determine the qualifications and skills required to perform a job. Thus, job description differentiates one job from the other. In sum, job description is a written statement of what a job holder does, how it is done, and why it is done.

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, machines, tools and equipments to be used by a prospective worker and hazards involved in it.

Purposes of Job Description:

1. Grading and classification of jobs

2. Placement and Orientation of new employees

3. Promotions and transfers

4. Outlining for career path

5. Developing work standards

6. Counselling of employees

7. Delimitation of authority

The main purpose of job description is to collect job-related data in order to advertise for a particular job. It helps in attracting, targeting, recruiting and selecting the right candidate for the right job.

It is done to determine what needs to be delivered in a particular job. It clarifies what employees are supposed to do if selected for that particular job opening.

It gives recruiting staff a clear view what kind of candidate is required by a particular department or division to perform a specific task or job.

It also clarifies who will report to whom.

steps of job description:

1. Job title: The first fundamental element of the job description is the job title. A good job title will have the following qualities:

*It accurately reflects the nature of the job and the duties being performed

*It reflects its ranking order with other jobs in the company

*It does not exaggerate the importance of the role

*It is free of gender or age implications

*It is generic enough that it can be compared to similar jobs in the industry for the purposes of equity in pay and conditions

*It is self-explanatory for recruitment purposes (in most online job searches, the job title is the main keyword searched).

An example of a good job title is ‘Parking Inspector’. An example of a bad job title for the same position would be ‘Council Enforcement Officer’. This title gives you no indication of what is being enforced. In this case, the word ‘parking’ would be a mandatory requirement in the job title.

2. Duties: The job description should contain a list of the duties and responsibilities associated with the role, along with the amount of time expected to be dedicated to each task.This should be represented as a percentage (i.e. filing 20%, data entry 40% etc). Descriptions of duties should be no more than two or three sentences in length and should be outcome-based, containing an action, an object and a purpose (eg ‘compiles monthly reports to allow monitoring of the department’s budget’).

The list of duties and responsibilities will vary in length, but as a rule, should be as short as possible, otherwise the document becomes an operational manual rather than a job description.Roles in smaller companies (eg office manager) may have more tasks associated

with them, due to their ‘all rounder’ nature, but you should still aim to keep your list to around fifteen tasks and preferably less.

3. Skills and competencies: Skills and competencies should be listed separately from each other, as they are two quite separate things. Skills are activities the candidate can perform based on what they have learned in the past, or from qualifications they have obtained.Competencies are the traits or attributes you expect the candidate to display in the role. An example of a skill is the ability to give effective presentations. It is a skill that can be learned through study and practice.

An example of a competency, on the other hand, is strong communication, which is an innate characteristic displayed by a person. The modern trend towards competency-based job descriptions means extra weight is given to behavioural competencies such as leadership, teamwork, flexibility, communication and initiative.

4. Relationships: It is important to include reporting lines and working relationships in your job description.Reporting lines clarify the responsibilities of the position by showing who the candidate reports to and who reports to them. This is important, not only in relation to compliance issues, but also to give the candidate an insight into the hierarchical structure of the organisation and how their position fits into it.

Working relationships are the people and departments the position requires the candidate to work closely with. It is a good idea to give an indication of the size of such departments and the extent of interaction.

An organisational chart is a good way to represent relationships in a job description, with vertical lines between boxes demonstrating reporting lines and horizontal lines showing working relationships.

5. Salary: Rather than assigning a particular salary to the position, work out a salary range to include in the job description that is competitive with similar positions in other organisations and allows for variations in education and experience.

Obviously, this would need to be updated from time to time, in line with changing pay scales.

Job Specification: While job description focuses on the job, job specification focuses on the person i.e, the job holder. Job specification is a statement of the minimum levels of qualifications, skills, physical and other abilities, experience, judgment and attributes required for performing job effectively. In other words, it is a statement of the minimum acceptable qualifications that an incumbent must possess to perform a given job. It sets forth the

knowledge, skills and abilities required to do the job effectively.Job specification specifies the physical, psychological, personal, social and behavioural characteristics of the job holders.

Also known as employee specifications, 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, etc.

Usages of Job Specification: The usages of job specification include:

1. Personnel planning

2. Performance appraisal

3. Hiring

4. Training and development

5. Job evaluation and compensation

6. Health and safety

7. Employee discipline

8. Work scheduling

9. Career planning

Purpose of Job Specification: Described on the basis of job description, job specification helps candidates analyze whether are eligible to apply for a particular job vacancy or not.

It helps recruiting team of an organization understand what level of qualifications, qualities and set of characteristics should be present in a candidate to make him or her eligible for the job opening.

Job Specification gives detailed information about any job including job responsibilities, desired technical and physical skills, conversational ability and much more.

It helps in selecting the most appropriate candidate for a particular job.

Job description and job specification are two integral parts of job analysis. They define a job fully and guide both employer and employee on how to go about the whole process of recruitment and selection. Both data sets are extremely relevant for creating a right fit between

job and talent, evaluate performance and analyze training needs and measuring the worth of a particular job.

steps in job specification-

A.Creating the Job Description:

1.Write up a rough outline: It can be helpful to create a rough outline of your job description before setting down to write the final versions. This will allow you to collect all the details of the position and make sure you aren't forgetting to include any important points. Try creating and using a rough outline of the job description to help polish the final version you publish.

*Make a simple list of the details involved in the job. Include things like pay, position, regular hours or other details you think would be useful.

*Outline some of the key responsibilities of the job.

*Take a quick look at how some of the key processes are done and include those in your list.

*Think about some of the qualifications you'd like your applicant to have and write those down.

2.Decide on the job title: You may have a rough idea of what to call the open position, but carefully refining it can have an impact on the application process. Because of this, you'll want to think about which terms accurately describe the job. Your title should be concise and illustrative, grabbing the attention of potential applicants immediately.

*Avoid titles that are too long.

*Avoid using vague terms.

*Make sure the terms you use accurately reflect the position.

*For example, “Head Director of the New Student Team at Benson College” would be too long.

*”Head Director” or “Program Director” would be acceptable titles.

3.Include the details of the job: You won't need to write much about each job detail, but you will need to include plenty of them. These details will let an applicant quickly come to understand the general nature of the position and decide if it's a good fit for them. Try to include some of the following common job description details to make your description complete:

Classification of the position- Salary,Pay grade,Department,Location,Job type,Job range,Comparable positions.

4.Create a summary of the job: Beyond presenting the details of the job, you'll want to write up a brief summary of the job itself. This summary will allow applicants to gain a contextual understanding of the job's details. Most summaries will only be about a paragraph in length and will cover the basic duties and requirements of the position.

5.Include the duties and responsibilities of the job: To give your applicant a full understating of what exactly the position will require of them, you'll want to include a full list of duties associated with the job. This will allow the applicant to accurately judge if they are capable of meeting the job's demands. Keep some of these tips in mind when writing the duties and responsibilities of the open position:

*You could try breaking each responsibility into three categories: the main responsibility, a sentence describing the responsibility and the amount of focus that responsibility receives.

*Most jobs will have between three and five key responsibilities.

*Try keeping your language concise. Use the “action word+subject+specific activities” format. For example, “Balance monthly budgets by reviewing reports” would be a good fit.

6.Add job factors to the description: Chances are, you'll have certain levels of qualifications that will need to be met by an applicant. These job factors will help applicants learn if they are the right person for the job. Make sure you include some of the following details about job factors in your job description: [6]

*Minimum level of education

*Minimum levels of experience

*Required skills or abilities

*Details regarding the amount of work hours per week

B. Polishing the Job Description:

1.Understand what a good job description should do: Before you start creating your job description, you'll want to learn more about the elements a good description should have. Knowing what a job description should do can help you create one that will successfully bring in applicants and fill the open position. Take a look at some of these common aims a good job description should have:

*A job description will cover necessary details of that position.

*A job description should cover the duties of the position.

*Job descriptions should describe how a job is done.

*A good job description will let an applicant evaluate the position and learn if they are qualified.

*Anyone reading the description should feel they clearly understand the nature of the position.

2.Think about the job specifications from the job seeker's point of view: When you are creating your job description, it's a good idea to think about it form the job seekers point of view. Chances are, you'll already know a lot about the position and may omit details that seem obvious to you. Always imagine you are someone who is reading about the position for the first time when writing your description.

*Avoid using company jargon.

*Include details that a job seeker would want to see.

*Making the nature of the job clear can help increase the amount of qualified candidates that apply.

3.Organize your job description: Having a well organized job description will allow potential applicants to gain an understanding of which roles and responsibilities are critical. Applicants will also be able to learn if their skills and abilities are a good match for the position. Keep some of these tips in mind when organizing your job description.

*Generally, more important or more common duties will be listed first.

*You'll want to write down necessary qualifications before optional ones.

*Place the overview and details before more in depth discussions of the position.

4.Use the right type of language: Job descriptions have a certain tone and style of writing that you will want to use. This style of writing will help applicants quickly understand if the position is right for them. You'll be using clear and precise language throughout the document to help keep it easy to read and understand. Use some of these techniques to help keep your job description clear:

*Write your job description in the present tense.

*Cut out unnecessary articles like “a”, “an” or “the”.

*Only include necessary details in your descriptions.

*Try to avoid using gender pronouns.

*Avoid using subjective terms to describe the position. For example, you would want to exclude words like “complicated”, “often”, “frequently” or “several”.

C. Avoiding Common Mistakes:

1.Don't use professional or internal jargon: Although you and your hiring team may be familiar with your company's unique terms, an applicant won't be. When you are creating your job description, you will always want to avoid using any technical or internal terminology. This will help make the nature of the position clear to anyone who applies.

2.Avoid being unrealistic: When you are hiring for a position, you'll want to hire the best person available. However, you will also want to be realistic in your expectations. Having requirements that are too high or impossible to meet will make filling the open position difficult. Always make sure the requirements you include in your job description are realistic and necessary.

3.Don't neglect updating the job description: Even after you've created the job description, your work isn't over. It's important that you keep job descriptions updated, matching their contents to the current needs of the job. Periodically review your job descriptions to make sure they reflect any changes that your company or the position have undergone.

*For example, minimum education requirements may have gone up.

*Salary ranges may have changed since you created the original job description.

Contents of Job Description and Job Specification:

Job Evaluation: Job evaluation is a comparative process of establishing the value of different jobs in a hierarchical order. It allows one to compare jobs by using common criteria to define the relationship of one job to another. This serves as basis for grading different jobs and developing a suitable pay structure for them.It is important to mention that job evaluation cannot be the sole determining factor for deciding pay structures because job evaluation is about relationships, and not absolutes. The techniques used for job evaluation include ranking, job classification, points rating, etc.

In simple words, job evaluation is the rating of jobs in an organisation. This is the process of establishing the value or worth of jobs in a job hierarchy. It attempts to compare the relative intrinsic value or worth of jobs within an organisation. Thus, job evaluation is a comparative process.

Objectives of job evaluation: The main objective of job evaluation is to determine relative worth of different jobs in an organisation to serve as a basis for developing equitable salary structure. States an ILO Report the aim of the majority of systems of job evaluation is to establish, on agreed logical basis, the relative values of different jobs in a given plant or machinery i.e. it aims at determining the relative worth of a job. The principle upon which all job evaluation schemes are based is that of describing and assessing the value of all jobs in the firms in terms of a number of factors, the relative importance of which varies from job to job.

1. Provide a standard procedure for determining the relative worth of each job in a plant.

2. Determine equitable wage differentials between different jobs in the organisation.

3. Eliminate wage inequalities.

4. Ensure that like wages are paid to all qualified employees for like work.

5. Form a basis for fixing incentives and different bonus plans.

6. Serve as a useful reference for setting individual grievances regarding wage rates.

7. Provide information for work organisation, employees’ selection, placement, training and numerous other similar problems.

8. Provide a benchmark for making career planning for the employees in the organisation.

STEPS IN JOB EVALUATION:

1.Gaining acceptance: Before undertaking job evaluation, top management must explain the aims and uses of the programme to the employees and unions. To elaborate the program further, oral presentations could be made. Letters, booklets could be used to classify all relevant aspects of the job evaluation programme.

2.Creating job evaluation committee: It is not possible for a single person to evaluate all the key jobs in an organization. Usually a job evaluation committee consisting of experienced employees, union representatives and HR experts is created to set the ball rolling.

3.Finding the jobs to be evaluated: Every job need not be evaluated. This may be too taxing and costly. Certain key jobs in each department may be identified. While picking up the jobs, care must be taken to ensure that they represent the type of work performed in that department.

4.Analysing and preparing job description: This requires the preparation of a job description and also an analysis of job needs for successful performance .

5.Selecting the method of evaluation: The most important method of evaluating the jobs must be identified now, keeping the job factors as well as organisational demands in mind.

6.Classifying jobs: The relative worth of various jobs in an organisation may be found out after arranging jobs in order of importance using criteria such as skill requirements, experience needed, under which conditions job is performed, type of responsibilities to be shouldered, degree of supervision needed, the amount of stress caused by the job, etc. Weights can be assigned to each such factor. When we finally add all the weights, the worth of a job is determined. The points may then be converted into monetary values.

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D) JOB RESTRUCTURING- Changing the work content of a job so that the employee derives greater satisfaction from it. It is accomplished either by adding more tasks of similar nature (horizontal restructuring) or by transferring tasks from the next level (vertical restructuring).Job restructuring occurs when your employer changes the nature and functions of your position. This can include horizontal restructuring, meaning that your current job requirements are modified to include some new tasks performed in other jobs on the same level. Vertical restructuring is the term used when your position takes on responsibilities and tasks previously performed at higher levels.

Company Reorganization: A job restructuring may be part of a broader company reorganization. In this case a company may lay off a number of workers, shut down departments, eliminate certain activities and processes or shift the nature of work within the organization. In these circumstances your job restructuring may result from changes in the department in which your position functions, or the addition of more vertical responsibilities associated from reduction in layers of management or workers.

Reasonable Accommodation: A common reason companies restructure jobs is to meet their requirements to make reasonable accommodations for disabled workers. If a certain job requires lots of movement around the office, for instance, the company can restructure a position for someone with a physical disability that inhibits effective mobility. The job might then entail more phone and electronic communication or other duties the worker can perform from his desk area. Typically, reasonable accommodations include marginal or less critical job functions, as opposed to a major overhaul of a position.

Employee Satisfaction: In some cases, employers restructure jobs simply for the benefit of the employee. An employee who is unmotivated because of routine, repetitive work may be allowed to take on other tasks previously performed by other positions. Some companies allow employees to have a position that balances a certain amount of time in a number of departments. For instance, a company may allow a worker to spend 30 hours a week in an operations or human resources position and other 10 hours participating on a diversity council or volunteer committee.

Pros and Cons: The primary benefits of restructuring include meeting employee employment opportunity requirements for reasonable accommodation, strategic alignment with company reorganization and improved employee satisfaction. Companies can essentially redesign jobs to bring them up to par with the current work of the business. Drawbacks include the costs, potential tension with other employees and time spent adjusting job descriptions. Additionally, you may run into trouble with overlap in positions and uncertainty over responsibilities for certain tasks.

TYPES OF JOB RESTRUCTURING-

1.Job Rotation: Job Rotation is a management approach where employees are shifted between two or more assignments or jobs at regular intervals of time in order to expose them to all verticals of an organization. It is a pre-planned approach with an objective to test the employee skills and competencies in order to place him or her at the right place. In addition to it, it reduces the monotony of the job and gives them a wider experience and helps them gain more insights.

Job rotation is a well-planned practice to reduce the boredom of doing same type of job everyday and explore the hidden potential of an employee. The process serves the purpose of both the management and the employees. It helps management in discovering the talent of employees and determining what he or she is best at. On the other hand, it gives an individual a chance to explore his or her own interests and gain experience in different fields or operations.

Job Rotation Objectives:

1.Reducing Monotony of the Job: The first and foremost objective of job rotation is to reduce the monotony and repetitiveness involved in a job. It allows employees to experience different type of jobs and motivates them to perform well at each stage of job replacement.

2.Succession Planning: The concept of succession planning is ‘Who will replace whom’. Its main function of job rotation is to develop a pool of employees who can be placed at a senior level when someone gets retired or leaves the organization. The idea is to create an immediate replacement of a high-worth employee from within the organization.

3.Creating Right-Employee Job Fit: The success of an organization depends on the on-job productivity of its employees. If they’re rightly placed, they will be able to give the maximum output. In case, they are not assigned the job that they are good at, it creates a real big problem for both employee as well as organization. Therefore, fitting a right person in right vacancy is one of the main objectives of job rotation.

4.Exposing Workers to All Verticals of the Company: Another main function of job rotation process is to exposing workers to all verticals or operations of the organization in order to make them aware how company operates and how tasks are performed. It gives them a chance to understand the working of the organization and different issues that crop up while working.

5.Testing Employee Skills and Competencies: Testing and analyzing employee skills and competencies and then assigning them the work that they excel at is one of the major functions of job rotation process. It is done by moving them to different jobs and assignments and determining their proficiency and aptitude. Placing them what they are best at increases their on-job productivity.

6.Developing a Wider Range of Work Experience: Employees, usually don’t want to change their area of operations. Once they start performing a specific task, they don’t want to shift from their comfort zone. Through job rotation, managers prepare them in advance to have a wider range of work experience and develop different skills and competencies. It is necessary for an overall development of an individual. Along with this, they understand the problems of various departments and try to adjust or adapt accordingly.

Job rotation is a well planned management approach that is beneficial both for employees and management.

Benefits or Advantages of Job Rotation: The following mentioned are few benefits of job rotation process in organizations.

1. Allows managers to see your hidden talents: Job rotation has been designed in such a way that it easily exposes all those employees to a much bigger and wider range of operations so that it can assist the managers in understanding their talents, especially those that are hidden. In that process, they are also kept away from a whole range of assignments so that they can gain more awareness about the style of working of the organization and also understand the

problem clearly which crops up at every single stage. By using that process, managers will identify what any employee is good at and what according to he or she is given a task.

2. Helps in exploring interests and ideas: The employees are not much aware of what it may look like to do until they have laid their hands on a specific job. If the job happens to be rotated or maybe if they have been exposed to other different operations, they may also identify what they are really good at and what they could be enjoying. Whenever there is a job rotation, the employers have a new opportunity to see what employees are all about and that is what helps them understand their hidden potential and talent.

3. Identifies skills and attitudes: Job rotation will help all managers and individuals to identify their knowledge, attitude as well as skills. It may be used to see and determine who needs to upgrade their skills in order to give a better performance. It will also help in analyzing the training as well as needs of development by the employees so that they can have even better output.

4. Motivates all employees and helps them to deal with new challenges: When employees have been exposed to different kinds of jobs or have been assigned with new tasks, you must try to give them their best while dealing with them effectively in the challenges that come their way. Also it encourages the employees to do an even better job at every single stage of their life. This has definitely in the past improved and given rise to a healthier competition inside the organization where everyone wants to do a better job than the others. In short, job rotation is motivational and extremely helpful for most employees.

5. Boosts satisfaction and lowers the rate of attrition: When employees expose themselves to different tasks and functions, they tend to boost their level of satisfaction. Job variation is something that reduces the boredom of doing the same kind of task every day. Moreover, it also decreases the rate of attrition of every organization. The employees also develop a sense of belongingness towards all organization and always stick with it till very long.

6. Helps in aligning all requirements and competencies: The alignment of competencies with requirements also means directing such resources when and wherever they are needed. It will also assess the employees as well as place them at the point where the competencies, calibre and skills will be used to the highest extent. That is definitely one of the biggest and most powerful benefits you can get with job rotation.

7. Keeps away all fraudulent practices: In every organization especially banks, job rotation is taken so that employees will not be involved into any kind of fraud activities. For example, if a person has been handling some assignment or a job for a long period of time, he will surely be able to find the loopholes inside the system and use them for indulging as well as benefit in the fraudulent practices. Therefore, job rotation can be used as a fast and effective technique to keep them away.

Disadvantages of Job Rotation:

1. Wastage of time and effort: A whole lot of time and effort is wasted in persuading employees and motivating them for job rotations. You should never expect your team members to work willingly with people belonging to different departments whom they don’t know at the first attempt itself. Superiors will have to sit with every individual in person and talk about the benefits of job rotation and explain to the person why they should work on this. Convincing the employees for job rotation can often be a little time consuming. Being a boss it will be hard to concentrate on any work but you must encourage your juniors to say yes to job rotations.

2. Employees take time:1 A common disadvantage that comes with job rotation is that individuals tend to take up a lot of time to get acquainted to the new process. They expect miracles out of professional and that makes the whole process foolish. How can sales professionals know every single thing related to accounts or even the software which is used by the IT team in just a day. Work does suffer towards the end of the day and it stops the organization from functioning normally.

3. Leads to a whole lot of stress and anxiety: Employees feel very stressed out and anxious during such periods. They are expected to step outside their comfort zone and end up not contributing enough in other department. From them, the job rotation happens to be a process or some sort of formality. They are genuinely not interested in that. Individuals do not tend to open themselves up in front of new people. When it comes to having new colleagues, they find it very hard to just adjust and create all kinds of problems.

4. It doesn’t check the time wasted: Another problem that comes with job rotation is that it doesn’t check the amount of time that has been wasted in training those who are not worth it and those who don’t really deserve to be within the system as well. Once picked the wrong kind of people for job rotation, it creates a danger of misuse of information of other departments as well as their data. If someone has been volunteering for it willingly, the company will have to give them the opportunity. Anyone who has been denied of that would speak bad about the organization and eventually lose all interest. It is hard therefore to find people who are deserving for this.

5. Zero results: The final disadvantage that comes with job rotation is that there are no results towards the end. People end up learning after being shifted to a new department. It doesn’t help them in any way get better and obviously that doesn’t help you either.

Job Enlargement- Job enlargement is a job design technique wherein there is an increase in the number of tasks associated with a certain job. In other words, it means increasing the scope of one’s duties and responsibilities. The increase in scope is quantitative in nature and not qualitative and at the same level.

Job enlargement is a horizontal restructuring method that aims at increase in the workforce flexibility and at the same time reducing monotony that may creep up over a period of time. It is also known as horizontal loading in that the responsibilities increase at the same level and not vertically.

Many believe that since the enlargement is horizontal in nature there is not a great need for training! Contrary to this, job enlargement requires appropriate training especially on time and people management. Task related training is not required much since the person is already aware of the same or doing it for some time. As a small business owner, you can provide your employees with job enrichment opportunities, which increase the depth, not quantity, of their day-to-day responsibilities at your company. Job enrichment offers employees an opportunity to do tasks that are different than what was originally outlined in their job descriptions and job objectives. Job enrichment includes advantages and disadvantages.

Benefits of Job Enlargement: The following are the major benefits of Job enlargement

1. Reduced Monotony: Howsoever interesting the job may appear in the beginning, sooner or later people complain of boredom and monotony. Job enlargement if planned carefully can help reduce boredom and make it more satisfying and fulfilling for the employees.

2. Increased Work Flexibility: There is an addition to the number of tasks an individual performs. There is thus an increased scope of carrying out tasks that are versatile and yet very similar in certain aspects.

3. No Skills Training Required: Since the individual has already been performing the task in the past, there is no great requirement for imparting of new skills. However people and time management interventions may be required. The job thus gets more motivational for the one performing it.

4. Learn New Skills: When an employee's level of responsibility increases, and she gets the opportunity to try new tasks, it's inevitable that she will learn new skills. An employee who is responsible for deciding which internal products to advertise in the company's email newsletter, might also come up with advertising tests for their products, testing pricing and placement, in a job enrichment situation.

5. Reduce Boredom: Employees get bored with the mundane day-to-day tasks they have to complete. Job enrichment adds variety to employees' duties, which can reduce their workplace boredom. Along with reducing boredom, job enrichment challenges employees to stretch their skills beyond what they're used to doing at the company.6. Receive Recognition: Job enrichment gives you a chance to test and see your employees' strengths and weaknesses. An employee who excels with a great depth of task may gain recognition, which can lead to company awards and incentives, or even a promotion within the company.7. Employee Motivation: When employees feel like they're trusted with greater responsibilities at a company, their level of motivation increases. As a result, employees may be more productive, better adhere to the company rules and management better, and miss less work.Disadvantage: 1.Lack of Training: When employees are given a greater depth of tasks through job enrichment, they may not be skilled or experienced in the new tasks they're asked to perform. The lack of

training may be a disadvantage for employees and employers, and lead to problems such as lower productivity.2.Increase Workload: A primary disadvantage of job enrichment is an increase in an employee's workload. While some employees may be able to immediately re-prioritize their time and tasks, some may initially experience difficulties getting adjusted with their new responsibilities. The increase in work can cause employees to get frustrated, burned out and lower their overall productivity.3.Conflict With Non-Participants: Every employee at your business may not be eligible to participate in job enrichment. Those individuals who want more responsibility, but haven't shown that they can handle it, may become disgruntled, bitter toward management and the employees who are a part of the job enrichment process.4.Poor Performance: Some employees excel in job enrichment, while others perform poorly, due to lack of training, lack of interest or lack of clarity about their new tasks. Poor performance can cause employees to feel a sense of incompetence or as if they've you beaten down. Poor performance can also cause employees to get stripped of their new responsibilities, which can cause embarrassment.(i) Job enlargement tends to be a costly affair. Workers may require additional training for their enlarged jobs. Moreover, if job enlargement involves breaking up of existing production line of work system and redesigning a new system and training employees for it. the costs will be very substantial.(ii) Productivity may fall in the short run, due to the introduction of the new system.(iii) Employee-unions often argue for increased pay because of the increased work load.(iv) Some jobs may still be routine and boring even after enlargement.JOB ENRICHMENT- Job enrichment is a management concept that involves redesigning jobs so that they are more challenging to the employee and have less repetitive work.The concept is based on a 1968 Harvard Business Review article by psychologist Frederick Herzberg titled 'One More Time: How Do You Motivate Employees?' In the article, Herzberg stated that the greatest employee motivators, based on several investigations, are (in descending order): achievement, recognition, work itself, responsibility, advancement, and growth. To improve employee motivation and productivity, jobs should be modified to increase the motivators present for the employee.

To make this concept more usable, let's imagine you are a company manager and want to increase the satisfaction of your staff. As you walk through the process of job enrichment, you'll need to keep in mind these goals:

*Reduce repetitive work.

*Increase the employee's feelings of recognition and achievement.

*Provide opportunities for employee advancement (i.e. promotions into jobs requiring more skills).

*Provide opportunities for employee growth (i.e. an increase in skills and knowledge without a job promotion).

The purpose of job enrichment is to make the position more satisfying to the employee. Overall goals for the company often include increasing employee job satisfaction, reducing turnover, and improving productivity of employees.

To rephrase this: we want to enrich our staff's positions so that they will be happier, more productive, and less likely to seek a job elsewhere.

Characteristics of an Enriched Job:

1. Direct Feed Back: There should be a direct feed back of the employees performance. Employees should be able to get immediate knowledge of the results they are achieving. The job evaluation can be inbuilt in the job or provided by a supervisor.

2. Client Relationships: When an employee serves a client or customer directly, he has an enriched job. The client can be outside the organization or inside.

3. New Learning: An enriched job allows the employee to learn more. He should feel that he is growing mentally. An employee, who is doing some intellectual work, is having an enriched job.

4. Scheduling Own Work: Freedom to schedule one’s own work contributes to enrichment. Deciding when to tackle which assignment is an example of self scheduling. Employees who perform Creative work have more opportunity to schedule their assignments as compared to employees performing routine jobs.

5. Unique Experience: An enriched job has some unique qualities or features as compared to the other jobs.

6. Control Over Resources: One approach to job enrichment is that each employee should have control over his own resources and expenses.

7. Direct Communication Authority: An employee holding the enriched job will be allowed to communicate directly with people who use his output.

8. Personal Accountability: An enriched job holds the incumbent responsible for the results. He receives praise for good work and blame for poor work.

Advantages of Job Enrichment:

1. Learning new skills: Providing job enrichment comes with a burden of an additional duties and responsibilities. And to complete those duties and responsibilities of the post of work, the

employees need to be aware of all the additional skills. These additional skills provide details of the work which need to be completed. Most of the time job enrichment can be favorable only for those employees who are willing to learn new skills for the sake of their own bright future.

2. Boosts energy of the employee by reducing boredom: As it has been already explained that job enrichment provides additional responsibilities to the employees of the company. And such kind of responsibilities creates a differentiation of working pattern. Differentiation in working pattern provides different type of energy to perform that particular job. And eventually it reduces boredom in the daily working environment. This is one of the important advantages of such job enrichment.

3. Creates positive and better working environment: Providing job enrichment is one of the decision of the company where in which it needs to be discussed that such type of job enrichment can be beneficial for the growth of the company. Once the company experiences positive vibes from their job enrichment program, then it is quite possible that even employees can be positive about their new duties and responsibilities. And these kind of environment in the work place can be termed as one of the decision for the betterment of the company and their employees.

4. Increases the chances of recognition and reward: Once the company provides job enrichment to their employees then there is a mere possibility that those employees can be recognized for the work allotted or can also be rewarded for their sincere work. And fortunately these recognition and process of rewarding can create some sort of boost among its employees to work even better for their better future and growth. Therefore, it is necessary for the employees of the company that they need to make use of their job enrichment in a better manner.

5. Provides motivation for the advancement: As per all the key elements of the job enrichment provided by the company, the employees will be awarded with an extra load of duty, but that extra load of duty comes with an extra baggage of motivation. Most of the time employees will be motivated to work better in their field of work and this can make things visible for the advancement of the growth of the company. Therefore, it is possible that a small amount of motivation can create wonders in one’s professional life.

6. It provides a sense of accomplishment: It generates a sense of accomplishment to both the employee and the company or the employer. Most of the time the employers of the company provide job enrichment to their employees not for the sake of their employees, but actually it is one of the strategy that the company delivers to make sure that they can earn better profits and provide better overall growth of the company. Therefore, the fact is that job enrichment is beneficial not only for the employee, but it is very important for the employer as well.

7.Create professional approach: The decision of providing job enrichment for the employees is one of the important decision which needs its own time. And once the company takes such decision, then there is quite few changes that’s going to take place in the company. And one of the important and major change that happen would be employees’ professionalism. The employees of the company possibly keep professional approach in the company.

Disadvantages of Job Enrichment: It is necessary to understand that job enrichment not just comes with all the beneficial and motivational elements. Unfortunately, it can be triggered with some of the limitations as well. And these limitations can make certain things clear about job enrichment with its own nature of flaw.

1. Increases work load: As it is explained earlier and some of the employees of the company even agree that those companies which provide job enrichment to their employees expects a lot of their employees working structure. And to understand that working structure, employers of the company increase the work load eventually. It is even possible that job enrichment can mean a little extra for the employees in terms of their work load provided.

2. Additional skills needed: This is quite clear that when the company provides job enrichment to their employees, it makes things tough for the employees in terms of learning new skills. In brief words, it makes it difficult for the employees to learn new skills at that age of work. And eventually that company can lose its standard of work because of that job enrichment decision. Learning additional skills can be exciting, but learning during that type of heavy workload is a wrong decision.

3. Lack of knowledge: Most of the time, job enrichment can be dangerous for the company in terms of their growth. And that is because of the lack of knowledge of the employees. For example, if an employee is being provided with a job enrichment along with an extra load of work, then there is a possibility that the employee would not be capable of handling that load of work because of his/her lack of knowledge about that work.

4. Incapability: After explaining all the above statements it is very much easy to understand that if an employee will be allotted with a job enrichment there is a possibility that particular employee would not be able to handle such kind of work pressure in the name of job enrichment. Therefore, it is quite clear that not everything that comes out of job enrichment can be beneficial for the employees nor for the employers.

5. Mis-communication: Because all sorts of problems and issues with a job enrichment there is a possibility that the company can even face some sort of miscommiunication between their employees and the employers. And such type of mis-communication can lead the company to its end. Therefore, it is necessary for both the party that they need to handle such type of difference of point of view in a matured manner.

6. Lack of performance: As it made clear that once the employee faces a load of work which he/she is not skilled for, can make things worse for the employees. And it is very much important that to overcome that situation the employee need to be aware of all necessary skills needed to complete task given. In this process of learning the employee can lose his/her performance at work which he / she used to excel.

7. Unfavorable for the employees: There is a quite a pile of decision which comes accommodate with job enrichment. And those unfavorable decisions can make things worse for the company employees. Therefore, it is possible that employees might oppose the decision taken by the company in the name of their employees’ growth. And there is even a possibility that employees can take things in a complete different way and the company can end up suffering because of that decision.

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E) RECRUITMENT AND SELECTION-

Recruitment Process: The Recruitment is the process of analyzing the job requirements and then finding the prospective candidates who are then encouraged and stimulated to apply for the job in the organization.The Recruitment programme is designed to attract more and more applicants such that the pool of candidates applies for the job, and the organization has more options to select the best out of them. The recruitment process consists of five interrelated stages which are as follows:

1. Recruitment Planning: The recruitment process begins with the planning where in the vacant job positions are analyzed and then the comprehensive job draft is prepared that includes: job specifications and its nature, skills, qualifications, experience needed for the job, etc.

Here, the recruitment committee decides on the number and the type of applicants to be contacted. The aim of any organization is to attract more candidates as some of them might not be willing to join, or some might not qualify for the job position. So the company has a sufficient number of candidates to choose amongst them. The type of candidates required for the job is well specified in terms of the task and responsibilities involved in a job along with the qualification and experience expected.

2.Strategy Development: Once the comprehensive job draft is prepared, and the type and the number of recruits required are decided upon; the next step is to decide a strategy that is adopted while recruiting the prospective candidates in the organization. The following strategic considerations should be kept in mind:

*Make or Buy Employees: which means the firm either decides to select less skilled employees and invest in training and education programmes or hire skilled professionals.

*Methods of Recruitment: the firm decide on the methods used for recruiting the individuals. Such as the internet provides detailed information about the prospective candidates and helps in shortlisting the best-qualified individuals.

*Geographical Area: the next decision is related to the area from where the candidates shall be searched. The firm looks for those areas where the handful amount of qualified employees is concentrated, with a view to curtailing a search cost.

*Sources of Recruitment: there are two sources of recruitment: Internal source (within the organization), external source (outside the organization). The firm must decide the source from where the candidates are hired.

3.Searching: Once the strategy is prepared the search for the candidates can be initialized. It includes two steps: source activation and selling. The source activation means, the search for the candidate activates on the employee requisition i.e. until and unless the line manager verifies that the vacancy exists, the search process cannot be initiated.The next point to be considered is selling, which means the firm must judiciously select that media of communication that successfully conveys the employment information to the prospective candidates.

4.Screening: The screening means to shortlist the applications of the candidates for further selection process. Although, the screening is considered as the starting point of selection but is integral to the recruitment process. This is because the selection process begins only after the applications are scrutinized and shortlisted on the basis of job requirements. The purpose of recruitment here is to remove those applications at an early stage which clearly seems to be unqualified for the job.

5.Evaluation and Control: Evaluation and control is the last stage in the recruitment process wherein the validity and effectiveness of the process and the methods used therein is assessed. This stage is crucial because the firm has to check the output in terms of the cost incurred.The recruitment is a costly process as it includes the salaries of recruiters, time spent by the management, cost of advertisement, cost of selection, a price paid for the overtime and outsourcing in case the vacancy remains unfilled. Thus, a firm is required to gather all these relevant information to evaluate the performance of a recruitment process effectively.

Selection process: selection process or selection procedure involves a series of steps to be followed for choosing the suitable person for the vacant job. This process starts after recruitment and divides the candidates in two parts those who will be offered job and those will not be. There is a need of well-organized selection process because only then right type of candidate can be selected and unsuitable candidates are rejected. The selection process varies from organization to organization and even from department to department within the same organization. Like in some organizations medical examination is done after final selection while in other it may be done before final selection. However every organization designs the selection process as per its need. The main selection process steps are:

1. Preliminary interview: the selection process generally starts with this step where the totally unsuitable applicant is eliminated. Thus the organization is saved from the expenses of processing the applicant through the remaining steps of selection. The candidates who pass this step are only asked to fill the application form.

2. Receiving applications: after passing the preliminary interview the candidate is asked to fill the standard application form. The application form generally consists the information about the age, qualification, experience etc. of the candidate on the basis of which the interviewer gets the idea about the candidate and this information also helps in formulating questions.

3. Screening of applications: after receiving the applications the screening committee screens the applications. Only the candidates who qualify the criteria of the screening committee are called for the interview. Usually the candidates selected for interview are four to six times than the number of posts. Interview letter is sent to them or they are called telephonically.

4. Employment test: after getting the interview letter and before going to the interview there is one more step and that is the employment tests. These tests are done to check the ability of the candidate. These tests vary from organization to organization and change as per the need of the particular job. these tests are intelligence tests, aptitude tests, trade tests, interest test, personality tests etc. these tests must be designed properly otherwise they will not good indicator of one knowledge.

5. Employment interview: the candidates who qualify the above tests are called for the employment interview. This interview is done to get more information about the candidate, to give him the actual picture of what is required from him, to check the communication skill of the candidate etc. for senior position post; a panel is prepared who take the interview. At the end of interview of each candidate the members of panel discuss about the candidate and give him the grades.

There may be direct interview or indirect interview. The interview should be conducted in a room free from the noise and disturbance only than the candidates will be able to speak freely and frankly.

6. Checking references: before selecting the employ the prospective employee generally look out for the referees given by the candidate. To check about the candidate’s past record, reputation, police record etc.

7. Physical examination: The organizations generally prefer medical examination to be incurred of the person to avoid time and expenditure spend on the medically unfit person. Sometimes the organization may ask the candidate to get them examined from the medical expert.

8. Final selection: after all these steps the candidate is selected finally. He is appointed by issuing appointment letter. Initially he is appointed on probation basis after finding his work satisfactory he is appointed as permanent employee of the organization or otherwise he may be terminated.

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F) PLACEMENT- Placement involves putting the selected man at the right place considering his aptitude and ability. It is the actual posting of an employee to a particular job for which he/she has been chosen.Placement is a process of assigning a specific job to each of the selected candidates. It involves assigning a specific rank and responsibility to an individual. It implies matching the requirements of a job with the qualifications of the candidate.Placement refers to assigning rank and responsibility to an individual, identifying him with a particular job. If the person adjusts to the job and continues to perform per expectations, it means that the candidate is properly placed. However, if the candidate is seen to have problems in adjusting himself to the job, the supervisor must find out whether the person is properly placed as per the latter’s aptitude and potential. Usually, placement problems arise out of wrong selection or improper placement or both. Therefore, organisations need to constantly review cases of employees below expectations / potential and employee related problems such as turnover, absenteeism, accidents etc., and assess how far they are related to inappropriate placement decisions and remedy the situation without delay.

The selection procedure ends with the placement of a worker to the job. Placement is the process of assigning a specific job to each one of the selected candidates.

In very simple words placement means sending the newly employed person to some department for work. It also implies assigning a specific rank and responsibility to an individual. Matching the requirements of the job with the qualifications of a candidate is the essence of placement.

“Placement is the determination of the job to which an accepted candidate is to be assigned and his assignment to that job. It is a matching of what the supervisor has reason to think he can do with the job demands. It is a matching of what he imposes (in strain, working conditions

etc.) and what he offers (in the form of payroll, companionship with others, promotional possibilities etc.).”

Steps in the Job Placement process include:

1. Register: Employers log in to their InterExchange online account to create job listings along with business and housing descriptions, which are used to recruit prospective participants. Employers also must sign the Host Employer Agreement and upload valid copies of their business license and workers’ compensation policy deck sheet.

2. Matching: Employers can search the pool of available participants in the InterExchange online account and place them On Review with their company. Regional managers can also place participants On Review with an employer, as well as answer employer questions and assist with setting up Skype interviews.

3. Offer/Decline a Participant: Once a participant is On Review with an employer, the employer has three days to either offer the participant a position or decline the application. The employer fills out the specific job title, wage, and hour details when offering a participant a position.

4. Confirmation by Participant: Participants then receive a job offer from their employer via email, which they confirm and sign electronically. The job offer states the work dates the participant has agreed to.

Each year, a small percentage of our accepted applicants do not participate due to withdrawal from the program or visa denials. If a student cancels and/or will not be arriving as expected, your InterExchange Regional Manager will notify you immediately so that a replacement can be arranged. Depending on how far into the season we are, it may be difficult to find a replacement that meets your specific needs; however, we will do everything possible to find a qualified candidate. In this situation, we cannot guarantee that a suitable candidate will be available.

Principles of Placement: A few basic principles should be followed at the time of placement of a worker on the job.

1. Man should be placed on the job according to the requirements of the job. The job should not be adjusted according to the qualifications or requirements of the man. Job first; man Next should be the principle of placement.

2. The job should be offered to the man according to his qualifications. The placement should neither be higher nor lower than the qualifications.

3. The employee should be made conversant with the working conditions prevailing in the industry and all things relating to the job. He should also be made aware of the penalties if he commits a wrong.

4. While introducing the job to the new employee, an effort should be made to develop a sense of loyalty and cooperation in him so that he may realise his responsibilities better towards the job and the organisation.

5. The placement should be ready before the joining date of the newly selected person.

6. The placement in the initial period may be temporary as changes are likely after the completion of training. The employee may be later transferred to the job where he can do justice.

Proper placement helps to improve employee morale. The capacity of the employee can be utilised fully if he is placed on the job for which he is most suitable. Right placement also helps to reduce labour turnover, absenteeism and accident rates. If a candidate adjusts himself to the job and continues to perform as per expectations, it might mean that the candidate is properly placed.

Problems in Placement: The main problem with placement arises when the recruiters look at the individual but not at the job. Often, the individual does not work independent of the others.

1. Independent Jobs: In independent jobs, non-overlapping routes or territories are allotted to each employee e.g. in field sales. In such situations, the activities of one employee have little bearing on the activities of other workers. Independent jobs do-not pose great problems in placement. Each employee has to be evaluated between his capabilities and interests and those required on the job.The objectives of placement will be:

(a) To fill the job with people who have at least the minimum required qualifications.

(b) People should be placed on the job that will make the best possible use of their talents, given available job and HR constraints.

2. Dependent Jobs: Dependent jobs may be sequential or pooled. In sequential jobs, the activities of one employee are dependent on the activities of a fellow employee. Assembly lines are the best example of such jobs.

In pooled jobs, there is high interdependence among jobs. The final output is the result of the contribution of all the workers.

In dependent jobs, an employee is placed in a specific sub group. While placing, care must be taken to match characteristics of the employee with that of the sub group. Because in such jobs, team work matters a lot.

HR specialists must use assessment classification model for placing newly hired employees.

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G) INDUCTION AND ORIENTATION- It is vital for volunteer managers to take the induction process seriously. Induction is the first impression your new volunteer will get of your organisation and can make or break their commitment to your volunteer program. As a volunteer coordinator or manager, you need to ensure the process is professional, fun, organised and valuable.Induction is the process of welcoming and familiarising new volunteers and staff with your organisation, their job and their workplace. Another name for the induction process is orientation.

After completing induction, volunteers should be confident in completing their tasks, know who their manager or supervisor is and who they can go to for help. They should be aware of where to find necessary resources and be introduced to your organisation's volunteer policies, including occupational health and safety and dispute and grievance policies.

The induction process can be completed with a group of new volunteers or individually. Ideally, all volunteers should complete the induction process before commencing work.

Concept of Induction: Introduction of a new entrant into any existing group of people has been a common feature we come across in our everyday life. Recall, the bride on joining to (your) family was introduced to (your) family members and manners. Remember your own joining to your present Department of Business Administration.

On joining the Department, you may have been told about the Department’s rules and regulations, the procedure for academic activities such as sessional tests, assignments, seminar presentations, summer training, semester examination, papers to be taught with the names of the teachers, etc.

You were probably introduced to your seniors by organising ‘fresher’s welcome’. Similarly, when a person joins a new job, he/she also needs the same type of introduction to his/her job and the organisation. This introduction is called ‘induction’. Induction is also known as ‘orientation’ and ‘indoctrination’.

A new entrant joins an organisation as a stranger to his co-workers, job and organisation. This causes the initial anxiety for the new entrant. It culminates at times to surprise resignation by the new employee. Hence, arrangements need to be made to make the integration of the new employee into the organisation as smooth and as free of anxiety as possible. Induction helps do so.

Induction is welcoming a new employee to the organisation. In other words, it is a well orches-trated event to socialise the new entrant with the people and the work environment in a particular organization.

According to Michael Armstrong “Induction is the process of receiving and welcoming an employee when he first joins a company and giving him basic information he needs to settle down quickly and happily and start work”.

Objectives of Induction: When a new entrant joins an organisation, he/she is an utter stranger to the co-workers, workplace and work environment. As such, he/she may feel insecure, shy and nervous. The first few days may be all anxious and disturbing ones for the new entrant.Particularly when a new entrant comes from rural area, he/she finds himself/herself completely at sea in an industrial town and city. Then, induction helps reduce such anxities and dispels doubts and nervousness from the mind of the new entrant.Therefore, an induction programme is designed to achieve the following objectives:

1. To reduce the initial anxiety all new entrants feel when they join a new job in a new organisation.

2. To familiarize the new employees with the job, people, work-place, work environment and the organisation.

3. To facilitate outsider – insider transition in an integrated manner.

4. To reduce exploitation by the unscrupulous co-workers.

5. To reduce the cultural shock faced in the new organisation.

Contents of induction programme: The induction programme may be informal or formal. These are discussed one by one.

1.Informal Induction: This is an unplanned induction programme. This may be simply an introduction to the new entrant about the job and organisation. Such type of induction programme is generally carried out by the medium and small-scale units. Usually, informal induction programme needs to be brief- lasting for one hour or so.Informal induction programme itself may be in the following two versions:

(i) Supervisory System: In this system, the immediate job supervisor conducts the induction programme for the new entrant. The supervisor briefs the new comer about the job, the department, introduces to the colleagues, and takes him round the sections/divisions which are related to his job.

(ii) Buddy or sponsor system: In the ‘Buddy System’, the immediate supervisor assigns the responsibility of induction of the new entrant to an old employee. The old employee acts as friend, philosopher and guide to the new comer. In order to introduce the new comer to the job and the organisation, the guide, i.e., the old employee arranges meetings with other persons and departments and also supplies him with relevant documents/literature regarding rules, regulations and other details of the organisation.

2.Formal Induction: Formal induction is a planned programme carried out to integrate the new entrant into the organisation. This is usually carried out by the large size organisation. A comprehensive induction programme is carefully designed to introduce the new entrant to all about his job, colleagues and organisation.

Accordingly, the contents of the formal induction programme cover the aspects ranging from the mission, vision, rules and regulations of the organisation to job related particulars like salary, benefits, service conditions, safety and welfare measures, etc.

A formal induction programme, thus, includes the following contents:

1. Brief history of the organisation.

2. Organisational mission, vision, objectives and philosophies.

3. Policies and procedures of the organisation.

4. Rules and regulation of the organisation.

5. Organisational structure and authority relationship.

6. Terms and conditions of job including remuneration, working hours, holidays, promotional avenues, etc.

7. Welfare measures like subsidised canteen, transport, health and recreation facilities, etc.

8. Safety measures.

All the contents of the induction programme are arranged into the three phases which are dis-cussed subsequently. Formal induction programme is carried out by the HR specialists through leaflets, lectures, seminars and conduct tours for a couple of days/weeks. The induction may spread over periods of time ranging from a few days to a few weeks even months.

PROCESS:

1. Introduction to the Company: As a first step in the programme, new entrants in batches of not more than 15 are told about the Founder and the history of the Company’s development, its organisations and functions, its various products and its personnel policies. The Safety Officer of the Safety & Accident Prevention Services gives a talk on safety and demonstrates the correct use of various safety appliances.

2. Briefing on conditions of service: The salient features of the Works Standing Orders, Gratuity and Provident Fund rules, medical, housing, and educational and welfare facilities, etc., are explained. A brief talk is also given in respect of wages, overtime, bonus and other remunerations. The rules regarding seniority, leave, acting and promoting procedures, etc., too, are covered by the talk.

3. Introduction to the Officers of the Department and Visit to the Works Location and Envi-ronment: After the new entrants are educated on the subjects indicated above at the Employment Bureau, they are sent to the department concerned where they are introduced to the supervisors in charge of the various sections and the Personnel Officer. They are then taken to the place of work and shown various important places such as the Check Houses, Watch Houses, Rest Rooms, Toilet, etc.

4. Introduction on the Job: The new entrants are given a brief description of the jobs they are supposed to perform, of the location of their work and the way to approach the jobs. Breakdown signals, fire alarm and other safety precautions are explained. In addition, the method of recording attendance is also indicated to them.

Phases of induction programme:

1.General Induction: This first phase of induction is conducted by the HR department. The focus of the induction is to expose the new entrant to the organisation by explaining him the mission, objectives, history and philosophy of the organisation. The new employees is also briefed about his service conditions, pay and perks, promotion procedure, personnel policies and grievance handling mechanism practised in the organisation. This phase of induction inculcates pride for the employee to work in the organisation. The period of induction, depending on the organisation, may vary from a few days to few weeks.

2.Specific Induction: This induction is given by the new employee’s supervisor. The focus is on the overall exposition of the new employee to his job. Accordingly, the employee is introduced to the job, shown place of work and around the premises, introduced to his co-workers and briefed about the procedures and methods, custom and routines, rules and regulations regarding his job. This training/ induction help the new employee adjust with his work environment. The induction may last for few weeks or even months.

3.Follow-up induction: The main objective of the follow-up induction is to verify whether the new employee is getting himself adjusted with the work and organisation or not. This induction is given by the employee’s supervisor or a qualified specialist on industrial psychology.

While giving induction training, the employee’s suggestions on adequacy or otherwise of the already conducted induction programmes and on any other related aspects, if any, are duly taken into consideration to make the induction more and more effective. Such feedback can also be used to assess the requirements of guidance and counseling for the new entrants. The duration of follow-up induction may vary from some weeks to few months.

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H) LINE AND STAFF- Organizational structure involves, in addition to task organizational boundary considerations, the designation of jobs within an organization and the relationships among those jobs. There are numerous ways to structure jobs within an organization, but two of the most basic forms include simple line structures and line-and-staff structures.

In a line organization, top management has complete control, and the chain of command is clear and simple. Examples of line organizations are small businesses in which the top manager, often the owner, is positioned at the top of the organizational structure and has clear "lines" of distinction between him and his subordinates.

The line-and-staff organization combines the line organization with staff departments that support and advise line departments. Most medium and large-sized firms exhibit line-and-staff organizational structures. The distinguishing characteristic between simple line organizations and line-and-staff organizations is the multiple layers of management within line-and-staff organizations. The following sections refer primarily to line-and-staff structures, although the advantages and disadvantages discussed apply to both types of organizational structures.

Several advantages and disadvantages are present within a line-and-staff organization. An advantage of a line-and-staff organization is the availability of technical specialists. Staff experts in specific areas are incorporated into the formal chain of command. A disadvantage of a line-and-staff organization is conflict between line and staff personnel.

The Nature of Line and Staff Relationships: A more precise and logically valid concept of line and staff is that they are simply a matter of relationships.Line authority gives a superior a line of authority over a subordinate. It exists in all organizations as an uninterrupted scale or series of steps.Hence,The scalar principle in organization: the clearer the line of authority from the ultimate management position in an enterprise to every subordinate position is, the clearer will be the responsibility for decision-making and the more effective will be organization communication.In many large enterprises, the steps are long and complex; but even in the smallest; the very fact of organization introduces the scalar principle.It, therefore,becomes apparent from the scalar principle that line authority is that relationship in which a superior exercises direct supervision over a subordinate authority relationship being in direct line or steps.The nature of the staff relationship is advisory. The function of people in a pure staff capacity is to investigate, research, and give advice to line managers.

LINE-AND-STAFF POSITIONS: A wide variety of positions exist within a line-and-staff organization. Some positions are primary to the company's mission, whereas others are secondary—in the form of support and indirect contribution. Although positions within a line-

and-staff organization can be differentiated in several ways, the simplest approach classifies them as being either line or staff.

A line position is directly involved in the day-to-day operations of the organization, such as producing or selling a product or service. Line positions are occupied by line personnel and line managers. Line personnel carry out the primary activities of a business and are considered essential to the basic functioning of the organization.

Line managers make the majority of the decisions and direct line personnel to achieve company goals. An example of a line manager is a marketing executive.

Although a marketing executive does not actually produce the product or service, he or she directly contributes to the firm's overall objectives through market forecasting and generating product or service demand. Therefore, line positions, whether they are personnel or managers, engage in activities that are functionally and directly related to the principal workflow of an organization.

Staff positions serve the organization by indirectly supporting line functions. Staff positions consist of staff personnel and staff managers. Staff personnel use their technical expertise to assist line personnel and aid top management in various business activities. Staff managers provide support, advice, and knowledge to other individuals in the chain of command.

Although staff managers are not part of the chain of command related to direct production of products or services, they do have authority over personnel. An example of a staff manager is a legal adviser. He or she does not actively engage in profit-making activities, but does provide legal support to those who do. Therefore, staff positions, whether personnel or managers, engage in activities that are supportive to line personnel.

LINE-AND-STAFF AUTHORITY: Authority within a line-and-staff organization can be differentiated. Three types of authority are present: line, staff, and functional. Line authority is the right to carry out assignments and exact performance from other individuals.

1.LINE AUTHORITY: Line authority flows down the chain of command. For example, line authority gives a production supervisor the right to direct an employee to operate a particular machine, and it gives the vice president of finance the right to request a certain report from a department head. Therefore, line authority gives an individual a certain degree of power relating to the performance of an organizational task.

Two important clarifications should be considered, however, when discussing line authority: (1) line authority does not ensure effective performance, and (2) line authority is not restricted to line personnel. The head of a staff department has line authority over his or her employees by virtue of authority relationships between the department head and his or her directly-reporting employees.

2.STAFF AUTHORITY: Staff authority is the right to advise or counsel those with line authority. For example, human resource department employees help other departments by selecting and developing a qualified workforce. A quality control manager aids a production manager by determining the acceptable quality level of products or services at a manufacturing company, initiating quality programs, and carrying out statistical analysis to ensure compliance with quality standards. Therefore, staff authority gives staff personnel the right to offer advice in an effort to improve line operations.

3.FUNCTIONAL AUTHORITY: Functional authority is referred to as limited line authority. It gives a staff person power over a particular function, such as safety or accounting. Usually, functional authority is given to specific staff personnel with expertise in a certain area. For example, members of an accounting department might have authority to request documents they need to prepare financial reports, or a human resource manager might have authority to ensure that all departments are complying with equal employment opportunity laws. Functional authority is a special type of authority for staff personnel, which must be designated by top management.

LINE-AND-STAFF CONFLICT: Due to different positions and types of authority within a line-and-staff organization, conflict between line and staff personnel is almost inevitable. Although minimal conflict due to differences in viewpoints is natural, conflict on the part of line and staff personnel can disrupt an entire organization. There are many reasons for conflict. Poor human relations, overlapping authority and responsibility, and misuse of staff personnel by top management are all primary reasons for feelings of resentment between line and staff personnel. This resentment can result in various departments viewing the organization from a narrow stance instead of looking at the organization as a whole.

Fortunately, there are several ways to minimize conflict. One way is to integrate line and staff personnel into a work team. The success of the work team depends on how well each group can work together in efforts to increase productivity and performance. Another solution is to ensure that the areas of responsibility and authority of both line and staff personnel are clearly defined. With clearly defined lines of authority and responsibility, each group may better

understand their role in the organization. A third way to minimize conflict is to hold both line and staff personnel accountable for the results of their own activities. In other words, line personnel should not be entirely responsible for poor performance resulting from staff personnel advice.

Line-and-staff organizations combine the direct flow of authority present within a line organization with staff departments that offer support and advice. A clear chain of command is a consistent characteristic among line-and-staff organizational structures. Problems of conflict may arise, but organizations that clearly delineate responsibility can help minimize such conflict.

Merits of Line and Staff Organisation:

1. There is a planned specialization.

2. There is a well defined authority and responsibility. The line of command is maintained.

3. There is bifurcation of conceptual and executive function.

4. The staff with its expert knowledge provides opportunities to the line officers for adopting a rational multidimensional view towards a problem.

5. This type of organisation nourishes organisation growth as each man grows in his own speciality. It also helps co-ordination through co-operation and leadership.

*Handling complex managerial functions: The necessity of having the advice of qualified staff specialists in various areas of an organization can scarcely be overemphasized, especially as operations become more and more complex.

*Assisting in decision-making: Managers are now faced with the necessity of making decisions that require expert knowledge in matters like environmental issues, strengths and weaknesses of organization, so on and so forth.

*Relieving an over-burdened top executive: Staff specialists devote their time to think, to gather data, and to analyze them on behalf of their busy superiors.It is a rare top level executive, who has the time, or will take the time, to do those things that a staff specialist can do so well.

*Relief to line of executives- In a line and staff organization, the advice and counseling which is provided to the line executives divides the work between the two. The line executive can concentrate on the execution of plans and they get relieved of dividing their attention to many areas.

*Expert advice- The line and staff organization facilitates expert advice to the line executive at the time of need. The planning and investigation which is related to different matters can be done by the staff specialist and line officers can concentrate on execution of plans.

*Benefit of Specialization- Line and staff through division of whole concern into two types of authority divides the enterprise into parts and functional areas. This way every officer or official can concentrate in its own area.

*Better co-ordination- Line and staff organization through specialization is able to provide better decision making and concentration remains in few hands. This feature helps in bringing co-ordination in work as every official is concentrating in their own area.

*Benefits of Research and Development- Through the advice of specialized staff, the line executives, the line executives get time to execute plans by taking productive decisions which are helpful for a concern. This gives a wide scope to the line executive to bring innovations and go for research work in those areas. This is possible due to the presence of staff specialists.

*Training- Due to the presence of staff specialists and their expert advice serves as ground for training to line officials. Line executives can give due concentration to their decision making. This in itself is a training ground for them.

*Balanced decisions- The factor of specialization which is achieved by line staff helps in bringing co-ordination. This relationship automatically ends up the line official to take better and balanced decision.

*Unity of action- Unity of action is a result of unified control. Control and its effectivity take place when co-ordination is present in the concern. In the line and staff authority all the officials have got independence to make decisions. This serves as effective control in the whole enterprise.

Demerits of Line and Staff Organisation:

1. There are bound to be occasions when line and staff may differ in opinion. This may result conflict of interest & prevents a harmonies relationship.

2. There is a misinterpretation of expert advice by incompetent line executives.

3. The staff people feel themselves status-less without authority.

4. Staff becomes ineffective in absence of authority.

*Lack of understanding- In a line and staff organization, there are two authority flowing at one time. This results in the confusion between the two. As a result, the workers are not able to understand as to who is their commanding authority. Hence the problem of understanding can be a hurdle in effective running.

*Lack of sound advice- The line official get used to the expertise advice of the staff. At times the staff specialist also provide wrong decisions which the line executive have to consider. This can affect the efficient running of the enterprise.

*Line and staff conflicts- Line and staff are two authorities which are flowing at the same time. The factors of designations, status influence sentiments which are related to their relation, can

pose a distress on the minds of the employees. This leads to minimizing of co-ordination which hampers a concern’s working.

*Costly- In line and staff concern, the concerns have to maintain the high remuneration of staff specialist. This proves to be costly for a concern with limited finance.

*Assumption of authority- The power of concern is with the line official but the staff dislikes it as they are the one more in mental work.

*Staff steals the show- In a line and staff concern, the higher returns are considered to be a product of staff advice and counseling. The line officials feel dissatisfied and a feeling of distress enters a concern. The satisfaction of line officials is very important for effective results.

Limitations of Staff: The use of staff specialists can ensure many benefits to organizations but the nature of staff authority and the difficulty to understanding it lead certain problems in practice.

1.An escape clause for staff specialists: Staff specialists only propose a plan; others must make the decision to adopt the plan and put it into operation. This creates an ideal situation for shifting blame for mistakes.The staff will claim that it was a good plan and that it failed because the operating manager was inefficient and ineffective.

2.Line authority being undermined: Operating (line) managers represent the main line of the organization and they also gain a degree of indispensability.The staff specialists may, however, forget that their value lives in the extent to which they strengthen line managers and also that they are to counsel and not to order.They need to remember that if they undermine line authority, they risk becoming expendable. As a matter of fact, if there is an expendable person in an organization, it is most likely to be the staff specialist.

3.Impracticality of staff recommendations: Since staff people do not implement what they recommend, it is possible that they may think in a vacuum, thereby making their recommendations impractical and which in their turn, often results in friction, loss of morale and sabotage.

4.Disunity in command: Unity of command is unavoidable for the management of any organization to reach its goal. So, multiple authorities, created out of the use of staff specialists, may create disastrous consequences.

5.Complicacy in leadership and control: The chief executive of a large organization may be so busy dealing with the advice and recommendations of a large number of staff specialists that he finds little time to devote for operating departments.

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