FITTING THE MAN TO THE JOB. FMJ =>Job analysis => Job description => Employee specification => employee selection criteria => employee recruitment =>

FITTING THE MAN TO THE JOB

FMJ

=>Job analysis => Job description

=> Employee specification => employee selection criteria => employee recruitment

=> employee selection => employee induction => employee training

=> maintaining job satisfaction

Job Analysis

=> what are the key factors that require particular skills and abilities

QTime and Motion StudyQFunctional Job Analysis

QPerform the job

QTask InventoryQActual observations

QCritical Incident TechniqueQCognitive Task AnalysisQExit interviews

JOB ANALYSIS

• Actual work activities

• Tools, equipment, and other necessary work aids

• Job context

• Particular difficulties and distastes

• Personal characteristics

• Behavior requirements

• Performance standards

JOB ANALYSIS

• Knowing what is most important asoect of a job is difficult to determine• Scientific management approach

QTime and Motion StudyQFunctional Job Analysis

Q Perform the job

QTask InventoryQ Actual observations

• Hawthorn effect

HAWTHORNE EXPERIMENTS

• conducted by Elton Mayo et al. at the Hawthorne works of the Western Electric Company.

• Measured Light Intensity vs. Worker Output• Result – Each change (including decreases) resulted in

higher output and reported greater employee satisfaction

• Conclusions: • Light intensity has no conclusive effect on output• Productivity has a psychological component – Researchers

interaction with the workers influenced higher performance

• Concept of “Hawthorne Effect” was created

RELAY ASSEMBLY TEST EXPERIMENTS

1927-1929 • Western Electric wanted more information

• Harvard researchers brought in to analyze the results – Elton Mayo & Fritz Roethlisberger

• Group of 6 Women – (5) Assemblers and (1) Layout Operator

• One Observer – Explained every incremental change and recorded results

• Manipulated factors of production to measure effect on output:• Pay Incentives• Length of Work Day & Work Week• Use of Rest Periods• Company Sponsored Meals

• Management Visits / Special Attention

• Result – Most changes resulted in higher output and reported greater employee satisfaction

• Conclusions: • Experiments yielded positive effects even with negative influences –

workers’ output will increase as a response to attention• Strong social bonds were created within the test group. Workers

are influenced by need for recognition, security and sense of belonging


































WHAT MAKES PEOPLE WORK

READ THE FOLLOWING STATEMENTS AND TICK THOSE THAT APPLY TO YOU.

__ A I am successful in life and/or work, and I’m recognized by my peers for being so. I’m satisfied with the responsibility and role that I have in life and/or work, my status and reputation, and my level of self-esteem.

__ B I am part of, and loved by, my family. I have good relationships with my friends and colleagues - they accept me for who I am.

__ C My aim is self-knowledge and enlightenment. The most important thing to me is realizing my ultimate personal potential. I seek and welcome ‘peak’ experiences.

__ D I generally feel safe and secure - job, home, etc - and protected from harm. My life generally has routine and structure - long periods of uncontrollable chaos are rare or non-existent.

__ E Aside from dieting and personal choice, I never starve through lack of food, nor lack of money to buy food. Aside from the usual trauma of moving house, I have no worry at all about having somewhere to live - I have ‘a roof over my head’.

There are no right or wrong answers.

What makes people work

HierarchyOf Needs

MASLOW’S

Safety Needs

Belongingness & Love Needs

Physiological Needs

Esteem Needs

Self-Actualization

HIERARCHY OF NEEDS

The hierarchy has five levels:

• Physiological Needs: oxygen, water, protein, salt, sugar, calcium and other minerals and vitamins, shelter and sleep etc.

• Safety Needs: security, stability, protection from physical and emotional harm

• Belongingness & Love Needs: affection, belonging, acceptance, friendship, community

• Esteem Needs: (Internal ones are need for self-respect, confidence, autonomy, and achievement. External ones are need for respect of others, status, fame, glory, recognition and attention.) Maslow feels these are the roots to many, if not most of our psychological problems.

• Self-actualization: (doing that which maximizes one’s potential and fulfills one’s innate aspirations)

DEFICIT (D-NEEDS)• If you don’t have enough of something you have a

“deficit” (need)• Maslow's hierarchy seems to follow the life cycle. A baby's

needs are almost entirely physiological. As the baby grows, it needs safety, then love. Toddlers are eager for social interaction, attention and affection. Teenagers are anxious about social needs, young adults are concerned with esteem and only more mature people transcend the first four levels to spend much time self-actualizing.

• Under stressful conditions, or when survival is threatened, we can “regress” to a lower level need.

BEING NEEDS (SELF-ACTUALIZATION)• Needs that do not involve balance

• Once engaged, they continue to be felt

• Continuous desire to fulfill potentials (“be all you can be”)

• You need to have lower needs taken care of, at least to a considerable extent

• Only a small percentage of the population is truly, self-actualizing (approximately 2%)

HOW IMPORTANT IS A JOB • Workplace violence: In 1996, Clifford McCree returned to

his former place of work 14 months after being fired from his maintenance job with the City of Fort Lauderdale. He killed five former coworkers, wounded one, and killed himself. His suicide note said, “The economic lynching without regard or recourse was something very evil. Since I couldn’t support my family, life became nothing. I also want to punish some...that helped bring this about.”• Going Postal is now part of our language.

• Cross-culturally: High incidence of suicide among “ashamed” Japanese executives

• Transition to adulthood: work represents a “coming of age”• Loss of a job marks return to dependency (welfare)

17

JOB DESCRIPTION

• Job description job specification• Required skills, abilities and qualities of

enployees

EMPLOYEE SELECTION

• 50% of college grads leave their first job within 3-5 years

• How to improve selection techniques so that both parties find the right match?

RECRUITING PROCESS

• Where to recruit?• Help-wanted ads, job fairs. Sort of a shot-gun approach• Placement services of professional associations• College recruiting• Informal connections. These are very powerful.• On-line recruiting

WHO SHOULD RECRUIT?

• Males are more successful – females are more likely to accept job from male recruiter.• However, rampant sexism reported from male recruiters

IS RECRUITING SUCCESSFUL?

• No. It is not scientifically conducted.• Much of recruiting is based upon first impressions• Both sides paint unrealistic pictures

• Thus, corporations have moved toward realistic job previews. Correlate positively with job satisfaction and reduced turnover

SELECTION TECHNIQUES

• Resumes• Interviews• Letters of Recommendation• Assessment Centers• Psychological Tests• Drug Tests• Lie Detectors (worthless)

PEN AND PAPER TECHNIQUES

• Standard application blanks• Biographical inventories: longer and more

detailed. • High predictive validity• Most useful information: academic achievement,

scientific interests, popularity, and social activities

INTERVIEWS

• Unstructured: conversational, low predictive validity

• Structured: predetermined list of questions. Less open to interviewer bias

• Situational: questions focus on critical incidents. Do you answer like a successful employee?

• Types of test :• Intelligence test : these are mental ability test. They try to

evaluate learning ability, ability to understand instructions and make judgments. Main objective of intelligence test is to hire employees who are flexible and who have better grasping power.

• Aptitude test : are used to measure individuals ability to learn certain skills E.g. clerical, mechanical, mathematical etc. These test evaluate efficiency to perform specific task and ability to accomplish job effectively.

• Personality test : are used to measure the basic aspects of an applicants personality such as motivation, emotional balance, self confidence, interpersonal behavior etc.

http://www.facebook.com/mr.fortyseven

• Types of personality tests : • Projective test : these test try to predict personality or

thinking of an individual person. The candidate is given in particular situation certain set of pictures are presented out of which individuals are required to present story. Story presented by individuals shows in attitude and behavior of individual to certain set of things.

• Interest test : these test show area of work which the person is interested in as individual is believed to perform better in area of his interest.

• Preference test : try to compare employees preference with job and organizational requirement. These test show how people differ in their preference for achievement, meaningfulness, discretion etc.


• Achievement test : these are designed to measure what applicants can do on the job currently. E.g. typing test shows typing proficiency of an individual person.

• Simulation test : it is duplication of activities and problems employees face at their workplace. These exercise are used in organization to hire managers at different level in the company.

• Assessment center : is a extended work sample. It uses the procedure that incorporates individual and group exercise. These exercise are designed to simulate type of work candidates will be expected to do.


• In basket exercise : in this method candidate is required to perform set of activities such as writing letters, preparing reports, memos which he is required to do in particular position. The results of candidate actions are evaluated.

• Leader less group discussion : in this method certain set of candidates are divided into groups and are asked to have discussion on given topic or perform an activity the person one who emerges as guide will be selected among the group.


• Business games : in this method candidates will be given a real situation e.g. launching a product in which they are required to design product, decide upon advertisement strategy etc. plan developed by candidates will indicate efficiency level possessed by them.

• Individual presentation : individuals are given topic for presentation which they are required to present in limited period of time. The candidates ability is judged on the basis of his ability to present topic creatively.

• .


• Selection interview : is a formal in depth conversation which evaluates applicants acceptability. Main objective of selection interview is to ask in question which are not covered in initial test, this type of interview focuses on testing candidates knowledge in area of his specialization.

• Reference check : this is proved to be one of important tool to verify information given by candidates, if the reference names are of previous employers etc. through means of reference it is possible to get information which may have not been mentioned by candidate.


• Job offer : next step in selection process is to give job offer letter to selected candidates. It consist of date of joining, details of job etc. these are particularly important to candidates who are already into job as they are required to give notice in prior to leaving the previous job.

• Contract of employment : it is a employment contract executed by employer and candidate. Companies mostly stress upon job contract as they bind employees to be with company for certain period of time to reduce employee turnover of company.

• Evaluation : this step basically evaluates weather the selected candidates are able to deliver efficient performance as per expectation of company.


MAINTAINING JOB SATISFACTION

• Job simplification

• Job enlargement

• Job enrichment

• Job rotation

• Team building

REFERENCES

• Burton Jesse Hendrick; “Fitting the man to the job”

• Cary L. Cooper Ivan T. Robertson; “Work Psychology• Understanding human behaviour in the workplace”

SECOND EDITION John Arnold

Documents

FITTING THE MAN TO THE JOB. FMJ =>Job analysis => Job description => Employee specification => employee selection criteria => employee recruitment =>