CU MBA SEM IV Cross- Cultural HRM

Environmental variations Performance management systems rarely work in the same way domestically and internationally. Environmental variations including; different growth rates, the immediate environment and differences in performance, usually mean international performance appraisals need to be unique to each expatriate manager. Time and distance Improvements in technology make this less of an issue than it once was, but time differences and local infrastructure will impact on performance and appraisals. This is particularly true of expats working in underdeveloped countries. Cultural adjustment The employee’s ability to adjust to the organisational culture within the subsidiary, as well as the wider culture within their new country, is likely to impact performance. An understanding of the local organisational culture by the HR team, the management team and the employee will facilitate the creation of a measurable international performance management system. Inconsistency of implementation Like all performance development, it will only be successful if implemented consistently in company subsidiaries. Oversight of this may be a challenge if most Human Resource functions are centralized to headquarters, meaning some employees thrive while others are left directionless. Tips for international performance management Developing a system that will work successfully across markets is a significant challenge for a global human resources manager. To further compound the situation, there is very little best practice research as existing studies do not focus on the same variables or countries. Define, facilitate and encourage performance Ultimately the goal of an expatriate performance management system is to define, facilitate and encourage performance in the individual and the teams they work with. Your company’s international performance management system should enable managers of expat employees to set specific, realistic, measurable goals that feed into the overall objectives of the business. However, setting goals is not sufficient for success, the programme should also contain a method of assessing performance on several occasions over a year. 151 CU IDOL SELF LEARNING MATERIAL (SLM)

To achieve the goals that have been set, employees need to be able to facilitate performance through removal of barriers like outdated equipment or software, poor procedures and micro- management. However, international employees may encounter further difficulty with government requirements or personal safety depending on where they are based. Flexibility needs to be included in this regard when developing an expat performance management system. Finally, encouraging performance has been shown to be another marker of a successful international assignment. The methods for encouraging performance may vary from country to country. While additional remuneration may work successfully at headquarters, time off or other special privileges may be more valued in other countries. The easiest way to find out what may work best is to survey international employees. Once agreed it is essential that the appraisal process is transparent and fair. Training Essential to successful international performance management is a clear and effective training plan for all stakeholders. Once complete, managers need to be held accountable for implementing the process across their own employees, ideally in the form of their own performance appraisal by senior management and/or human resources. Cross-cultural differences When creating a performance development plan that is going to work cross-culturally the differences in how performance feedback should be provided needs to be accounted for. For example, in some European cultures feedback should be direct and actionable where as in some Asian cultures the same feedback could cause unacceptable loss of face for the employee. Therefore, it is important to understand the culture on the ground when creating guidelines on how feedback should be provided. In addition to skill sets, another element of effective expat performance is personal health and wellbeing. Ensure your employees have the international health insurance protection they need to excel. 152 CU IDOL SELF LEARNING MATERIAL (SLM)

6.5DEVELOPING INTERNATIONAL STAFF AND MULTINATIONAL TEAM More and more businesses are relying on a geographically diverse workforce to flourish in today’s global economy. They assemble and manage a global team that combines the greatest global functional experience with in-depth, local knowledge of the most promising markets. Consequently, they benefit from international diversity by bringing together people from many cultures with a wide range of work experiences and viewpoints on strategic and organizational issues. All of this helps multinational corporations compete in today’s global economic market. When everyone is locally working and everyone shares the same office space, it is hard enough to form a successful work group. However, when team members come from various nations and functional backgrounds and operate in separate places, communication can quickly degrade, misunderstandings can arise, and collaboration may quickly devolve into distrust. Remote employees and coworkers from various backgrounds have grown increasingly common in the recent years and has only surged since the pandemic began. This implies that managers need to manage a global team and be in charge of leading teams of people with a variety of professional as well as cultural backgrounds, locations, and work ethics. Managing a global workforce effectively needs exceptional leadership and communication abilities, as well as a keen understanding of cultural differences. Effectively communicating, motivating, and celebrating your team requires time, understanding, and effort. Great things happen when your welcome diversity and empower people throughout your global workforce. Understanding and adopting the professional work techniques of different cultures is a necessity in order to build and manage a global team. But that is a challenging task to take on. Global teams are nothing new, but the obstacles of working with a widely spread geographical team are constantly changing and increasing. Here are 10 suggestions that can help in bridging the gaps that come with working on a team that is geographically and culturally diverse. 153 CU IDOL SELF LEARNING MATERIAL (SLM)

1. Increase communication Regular and frequent communication is a salient step to manage a global team. Regularly scheduled online team meetings are a way to stay connected and clearly communicate information across to all team members. Meetings also provide valuable opportunity for team members to exchange information in real time, keep employees informed about organizational developments, track progress, clarify doubts, identify areas that are experiencing issues and more. It is also important to recognize the variation in time zones. Set up a process or a system that allows for people in different time zones to get on the same page. This will also help avoid feelings of disconnection among team members. For eg. You can schedule your emails to be received when your team member starts work or you can fix a time in the day or week for a video call that includes the whole team. When it comes to maximizing team’s productivity and cooperation, choosing the right communication channels and establishing a routine and a culture is critical. 2. Make use of common platforms Effective cooperation is critical to the success or failure of global initiatives; therefore, teams must be able to communicate and interact quickly and effectively. Working on the same platforms and making use of the same tools, using the same calendars and timetables, and communicating through the same channels are all part of this. You can also use platforms like Slack to help the team collaborate better and stay connected no matter where they are and what the time is. When it comes to project management and tracking, it is important that everyone is on the same page and can see everything in real time. 3. Establish a schedule to talk with the entire team Meetings should be considered as critical chances for collaboration. Because your common time will be limited, make the most of it by working on a collective project or analyzing concepts or ideas. To make the most of these time frames, create a framework and distribute an agenda so that personnel may arrive prepared. Make use of applications such as Zoom, Google Meet or similar online conference platforms. Encourage everyone to turn 154 CU IDOL SELF LEARNING MATERIAL (SLM)

on their video cameras so that you can see each other. Virtual face-to-face interaction can boost team bonding. 4. Build connections Create a virtual community that encourages cross-cultural collaboration and communication. Team empowerment should be nurtured and expanded, by including yourself in whatever you and your team decide to do. Multiple connections with the company can powerfully influence behaviors. Then, to keep your team members organized, engaged, and productive, leverage technology and collaboration tools. Employees who work in an office often have a different experience than those who work at remote locations. While you want employees to connect with the company’s overall culture, you also want to provide each area the opportunity to establish connections and communicate its own team culture. Internationality is an important component of the employment experience. It is thrilling, and it is representative of your group, celebrate the unique culture of each region. 5. Make resources available to all members Provide support to global colleagues by sharing the resources they require to succeed. If needed, provide language training classes that can bridge the communication gap, or a social intranet where multinational coworkers may access learning modules and exchange expertise. 6. Create a project management system Create a project management system and make full use of it. You might be tempted to wing it and manage everything via email if you are working with a small team, but this is quite risky. Project management systems are useful for managing global teams because they help organize documents and communication information into projects, making it easier to locate them afterwards. They also assist with the organization and storage of shared data. If you only use email to operate your business, communication might get lost in the emails. 7. Build trust When your team members are able to speak honestly and understand the reasoning of another person, global teams perform well. As a team leader, establish a workplace culture where 155 CU IDOL SELF LEARNING MATERIAL (SLM)

employees feel free to be open and honest with their managers and team members. Spontaneous, unstructured communication is a terrific technique to encourage natural dialogue. Ask questions about topics that are important to your team and use this as a chance to understand your team better. Create a trusting environment when individuals feel comfortable speaking honestly. This fosters an environment in which individuals are more comfortable giving feedback, accepting constructive criticism, and sharing information and ideas. 8. Address and work with cultural differences Begin by conversing with your team members to get a better understanding of the many cultural backgrounds that are represented by your team. Determine how these differences might affect everyone engaged and how they might inform alternative ways to work. Creating a positive environment for these discussions can help you gain a deeper understanding of various cultural requirements. 9. Embrace obstacles Distractions, such as a barking dog, or a noisy neighbor or the washing machine, can substantially impair a remote team member’s ability to concentrate and generate high-quality work when working from home. Consider giving an alternate workplace option, such as a co- working space in their area, to stimulate efficiency. This will provide them with a professional work setting even though they are not in the same city as the rest of the team. This may also encourage spontaneous networking, which may boost productivity significantly. 10. Stay on top of things Especially in the case of a global team, try to stay on top of things that require your personal attention, like feedback. This will ensure that other team member’s aren’t wasting time waiting for your response. So be sure to stay on top of your emails rather than let messages pile up in your inbox. This will only improve efficiency and avoid frustrations among team members. If you are managing a global team in today’s economy, occasionally it may seem a little overwhelming, but the rewards far exceed the problems. Focus on encouraging cooperation, innovation, and, ultimately, productivity. That is the way to manage a global 156 CU IDOL SELF LEARNING MATERIAL (SLM)

team successfully. You can effectively lead your global team to success with regular and meaningful communication and the proper resources. 6.6 SUMMARY  Performance management can be regarded as a systematic process by which the overall performance of an organization can be improved by improving the performance of individuals within a team framework.  Importance Of Expatriate Performance for Global Business: o Improve Local Market Knowledge o Instill Company Culture o Transfer Knowledge o Increase Local Control o Develop Management Talent o Changing Role  International performance management is the evaluation of an individual who works in a foreign subsidiary on a temporary basis to transfer knowledge or develop global leadership skills.  Pre-requisite of International Performance Management: o Define, facilitate and encourage performance o Training o Cross-cultural differences  VARIABLES AFFECTING EXPATRIATE PERFORMANCE: o When attempting to determine expatriate performance, it is important to consider the impact of the following variables and their interrelationship: o The compensation package. o The task – the assignment task variables and role of the expatriate. o Headquarters’ support. 157 CU IDOL SELF LEARNING MATERIAL (SLM)

o The environment in which performance occurs – the subsidiary or foreign facility. o Cultural adjustment – of the individual and the accompanying family members.  Challenges of International performance management o Environmental variations o Time and distance o Cultural adjustment o Inconsistency of implementation  Developing International Staff and Multinational Team: o Increase communication o Make use of common platforms o Establish a schedule to talk with the entire team o Build connections o Make resources available to all members o Create a project management system o Build trust o Address and work with cultural differences o Embrace obstacles o Stay on top of things 6.7 KEYWORDS 1. Oversight of a system or process is the responsibility for making sure that it works efficiently and correctly. 2. Inconsistent · lacking in harmony between the different parts or elements. 3. Cultural Adjustment - assimilating to the new culture 4. A parent company is a company that has a controlling interest in another company, giving it control of its operations 158 CU IDOL SELF LEARNING MATERIAL (SLM)

5. The operative is the individual whose assignment is to perform functional job tasks in an existing operational structure, in generally lower level, supervisory positions. 6.8 LEARNING ACTIVITY 1.How Expatriate performance indicates loyalty towards Employer? _____________________________________________________________________ ______________________________________________________________________ 2. Justify Compensation is the main driving force behind Expatriate Performance. _____________________________________________________________________ _____________________________________________________________________ 6.9UNIT END QUESTIONS A. Descriptive Questions: Short Answers 1. Explain the concept of Performance Management System. 2. State and brief the pre-requisites of Pre-requisite of International Performance Management. 3. Highlight the impact of Host Environment on Expatriate Performance. 4. Why local control is increased due to expatriate performance? 5. Discuss the actions of Performance Management System. Long Answers: 1. Describe the Performance Management System in the Global Context. 2. Discuss the Importance Of Expatriate Performance For Global Business. 3. Comprehend the Variables Affecting Expatriate Performance. 4. Explain the challenges of International Performance Management. 5. Write a note on Significance of Developing Multinational Team. B. Multiple Choice Questions: 159 1. KRA acronym stands for a. Key Responsibility Area CU IDOL SELF LEARNING MATERIAL (SLM)

b. Key Result Area c. Key Report Area d. Key Random Area 2.How Performance management process sets the platform for rewarding excellence? a. by aligning individual employee accomplishments with the organization’s mission and objectives b. By Considering Organization ROI c. By Considering Employee Feedback by its team d. By Aligning Employee Performance with Customer Satisfaction 3. Which process sets the platform for rewarding excellence by aligning individual employee accomplishments with the organization’s mission and objectives? a. Performance Management b. Human Resource Planning c. Job Analysis d. Recruitment 4. Whois in charge of building or duplicating a structure in a foreign subsidiary that is comparable to one that he or she is familiar with from another area of the organisation. a. The troubleshooter b. The structure reproducer c. The operative d. The chief executive officer 5. What type of assignments have high-profile activities that focus on developing a balanced global perspective? a. Technical Assignments b. Developmental Assignments c. Strategic Assignments d. Functional Assignments Answers: 1 – b; 2 – a; 3 – a; 4 – b; 5 - c; 160 CU IDOL SELF LEARNING MATERIAL (SLM)

6.10REFERENCE Text Book:  Wilhelm Schmeisser, Dieter Krimphove, Rebecca Popp, International Human Resource Management and International Labour Law, De Gruyter Oldenbourg,  Peter J. Dowling, Marion Festing and Allen D. Engle, Sr., International Human Resource Management, Cengage Learning EMEA  By Veronica Velo, Cross-Cultural Management, Business Expert Press  Srinivas R. Kandula International Human Resource Management , SAGE Publications Pvt. Ltd  Pravin Durai, Human Resource Management, Pearson India Reference Book  K Aswathappa , Sadhna Dash, International Human Resource Management, McGraw Hill  Gary Dessler, Fundamentals of Human Resource Management, Pearson  Ekta Sharma, Strategic Human Resource Management and Development, Pearson India  Parissa Haghirian, Successful Cross-Cultural Management, Business Expert Press Open Sources:  https://www.Shrm.org/  https://www.ncbi.nlm.nih.gov/  https://www.futurelearn.com/  International Journal of Human Resource Studies  changingminds.org  assignmentpoint.com  interculturalmanagement.fandom.com  diva-portal.org  cvs.edu.in  strategy-business.com  www.mbaknol.com (Integrity-Asia & ispatguru) 161 CU IDOL SELF LEARNING MATERIAL (SLM)

 publications.anveshanaindia.com  smallbusiness.chron.com  resources.workable.com  whatishumanresource.com  resources.workable.com  jigsawacademy.com  www.personio.com 162 CU IDOL SELF LEARNING MATERIAL (SLM)

UNIT 7- UNDERSTANDING CULTURES STRUCTURE 7.0 Learning Objective 7.1 Introduction 7.2 Understanding Influence Of The Culture 7.2.1 Culture: 7.2.2 Cultural Levels And Business 7.2.3 Acquiring Mental Programs: 7.3 Organizational Culture 7.3.1: Characteristics of The Organization Culture: 7.3.2 Influence of Culture on Behaviour 7.4 Strategies In Diverse Organization And Workplace 7.5 Summary 7.6 Keywords 7.7 Learning Activity 7.8 Unit End Questions 7.9 References 7.0 LEARNING OBJECTIVE After studying this unit, you will be able to:  Explain the influence of the culture  Describe the significance of Organizational Culture  Highlight the strategies in Diverse Organization and Workplace 163 CU IDOL SELF LEARNING MATERIAL (SLM)

7.1 INTRODUCTION Culture can be characterised as the sharing and transmission of consciousness within and across national boundaries in the study of international relations, and the cultural approach can be defined as a perspective that pays special attention to this phenomenon. Hofstede (Hofstede, 1980). Human ideals are expressed through culture. It might be intense and aware, as in art products and performances, or it can be unconscious, as in religious activity. In culinary rituals, time management, and family events, it may be ubiquitous and relatively unconscious. It encompasses both ends of the spectrum and everything in between. Culture is what we don't need to survive but are obliged to do in order to feel human. 1970 (Schutz). In its broad anthropological sense, culture or civilisation refers to the complex sum of knowledge, belief, art, morals, law, tradition, and any other capacities and habits acquired by man as a member of society. Schien (1985) defends his position. Culture refers to the pattern of human activity as well as the symbols that give these actions meaning. Art, literature, clothes, customs, language, religion, and religious rites are all examples of culture. A region's culture is defined by its inhabitants and their way of life. Various places of the world have different cultures. They differ across national borders, and diversity in cultures leads to diversity in people all around the world. The system of ideas held by the inhabitants of the region, as well as their life principles and moral standards, are all part of culture. The people of a given region's behaviour patterns are also a component of the culture of that place. The word 'culture' comes from the Latin word 'cultura,' which is derived from the verb 'colere,' and means 'to cultivate.' As a result, the way in which the brains of the masses in a specific place are educated influences the culture of that region in some way. Culture is shared, according to Montserrat-Howlett (1992), which means that every culture is shared by a group of people. They establish a set of values and beliefs based on the place they live in, the climatic conditions they flourish in, and their historical past. Their culture is shaped by this set of life principles. No culture belongs to a single person. It is quite common among a large number of people in a certain region of the world. It is the property of a single community, not of a single individual being. Culture is something that can be learned. A culture's members share certain ideas that shape their lives. These beliefs and principles are 164 CU IDOL SELF LEARNING MATERIAL (SLM)

passed down through generations. Culture is passed down via the generations, who accept their ancestors' old practises and traditions as part of their own. Their culture is shaped by the values on which they base their existence. Cultural values are passed down from generation to generation, resulting in a continuous flow of cultural traditions. Language, literature, and art forms are passed down the generations. The younger generations of society study, understand, and absorb culture. 7.2 UNDERSTANDING INFLUENCE OF THE CULTURE 7.2.1 CULTURE: For different kinds of social systems, their ‘cultures’ are usually of a different nature. This is particularly the case for organizational cultures versus national cultures, if only because membership of an organization tends to be partial and more or less voluntary, while the ‘membership’ of a nation is permanent and usually established at birth. ‘Culture’ as thus defined is a construct, that is, a product of our imagination. We have defined it into existence: “A construct is not directly accessible to observation but inferable from verbal statements and other behaviours and useful in predicting still other observable and measurable verbal and nonverbal behaviours” Culture as collective programming of the mind manifests itself in several ways. From the many terms used to describe manifestations of culture, the following four together cover the total concept rather neatly: symbols, heroes, rituals and values. These can be imagined as the skins of an onion, symbols representing the most superficial, and values the deepest, layers of culture, with heroes and rituals in between 165 CU IDOL SELF LEARNING MATERIAL (SLM)

Fig 7.2.1: Components of Culture Symbols are words, gestures, pictures or objects which carry a particular meaning, only recognized as such by those who share the culture. The words in a language or jargon belong to this category, as do dress, hair-do, Coca-Cola, flags and status symbols. New symbols are easily developed and old ones disappear; symbols from one cultural group are regularly copied by others. This is why symbols represent the outer, most superficial layer of culture. Heroes are persons, alive or dead, real or imaginary, who possess characteristics that are highly prized in a culture, and thus serve as models for behavior. Founders of companies often become cultural heroes. In this age of television, outward appearances have become more important in the choice of heroes than they were before. Rituals are collective activities, technically superfluous to reach desired ends, but within a culture considered socially essential: they are therefore carried out for their own sake. Ways of greeting and paying respect to others, social and religious ceremonies are examples. Business and political meetings organized for seemingly rational reasons often serve mainly ritual purposes, like allowing the leaders to assert themselves. 166 CU IDOL SELF LEARNING MATERIAL (SLM)

Symbols, heroes and rituals together can be labeled ‘practices’. As such they are visible to an outside observer; their cultural meaning, however, is not necessarily visible and lies in the way these practices are interpreted by the insiders. The core of culture is formed by values. Values are strong emotions with an arrow to it: a minus and a plus pole, such as evil versus good, abnormal versus normal, ugly versus beautiful, dangerous versus safe, immoral versus moral, indecent versus decent, unnatural versus natural, dirty versus clean, paradoxical versus logical, irrational versus rational. Values are among the first things children learn—not consciously, but implicitly. Because they were acquired so early in our lives, many values remain unconscious to those who hold them. Therefore, they can only rarely be discussed, or directly observed by outsiders. They can only be inferred from the way people act under various circumstances. 7.2.2 CULTURAL LEVELS AND BUSINESS Considering the business point of view, it is valuable to deliberate of culture as presented at four diverse levels namely the national, business, industry and organization. 1. National Culture comprises of the distinguishing common values, thoughts, suppositions, faith and customs of the occupants of a country which direct their behavior. For instance, the Scandinavian countries rest an extremely significant value on individual liberty. They opposed efforts to bring in identity cards that are considered as an intrusion to their liberty. In comparison, identity cards are extensively allowed in many other nations. 2. Business Culture is consisting of the distinguishing common values, thoughts, suppositions, faith and customs of the occupants of a nation which direct business functions in that country. Features of business culture can influence customers, executives, sponsors and governments. It can seriously affect the business ethics. For instance, there are nations which explicitly display preferences for friendship and family connections in business operations. In such countries these attitudes are widely admitted and also required. For in certain other nation such attitude to work can be considered as dis-honorable. 3. Industry Culture is described as the distinguishing common values, thoughts, suppositions, faith and customs that effect the manner in which the organizations in a 167 CU IDOL SELF LEARNING MATERIAL (SLM)

specific industry carries out their business. For instance, academic institutions all over the world share definite cultural aspects like a faith in educational liberty, no matter to which national culture they belong. There will be certainly some dissimilarity among the cultures of academic institutions in diverse countries which happen from diversity in national cultures. 4. Organizational Culture comprises of the distinguishing common values, thoughts, suppositions, faith and customs that impact the manner in which the individuals in an organization conduct the functions. This will rely on aspects such as national culture, business culture and industry culture. Certainly, this is much more complex in the case of a global organization. Such an organization has to perform business across national frontiers and it will entail handling many different national and business cultural differences. Therefore, running a transnational business needs to adopt several types of cultural aspects into consideration. Cultural differences in consumer behavior, approaches to work and power and moral deliberations are typical instances. Each of these cultural levels will interact with and impact the others. For example, the company's culture will be influenced by national culture, the country's business culture, the culture of the industry in which the organisation operates, and specific organisational elements such as the size and nature of the business, as well as managerial methods. To maintain a competitive advantage, several levels of culture must be considered while evaluating the influences of various parts of it on an organization's strategy. 7.2.3 ACQUIRING MENTAL PROGRAMS: 168 CU IDOL SELF LEARNING MATERIAL (SLM)

Figure 7.2.2: Acquiring Mental Programs Figure 7.2.2 illustrates when and which of our mental programs were acquired. We humans are born incompletely programmed; during the first ten years of our lives, we possess an amazing capacity for absorbing complex, diffuse and implicit mental programs. One example is learning a second language: when someone speaks another language accent-free, he or she almost surely learned it as a child. With the onset of puberty, our ways of learning become more explicit and focused; we can still learn foreign languages, but we will almost always retain an accent. As mentioned above, our early programming includes most of our basic values. We acquire these mental programs from our social environment, the family, the neighborhood, and early schooling. The right-hand column of figure 2 shows which levels of culture we acquire, and in which period. We are born boy or girl, and within a nation. Gender and nationality are therefore most decisive for our basic values. The school period mostly bridges puberty; the kind of school students attend relates to their social class, and influences their future occupation. Our school education mixes both values and practices. Cultures of work organizations are acquired through socialization at the work place, which most people enter as adults—that is, with their basic values firmly in place. A business culture (like the culture of banking, or of tourism) can be placed somewhere between the occupation and the organization level. 169 CU IDOL SELF LEARNING MATERIAL (SLM)

So national culture differences are rooted in values learned before age 10; children learn them from parents who also acquired them before age ten, so they are quite stable and take generations to be changed. Organizational cultures are rooted in practices learned on the job, and they can change much faster. [bbvaopenmind] 7.3 ORGANIZATIONAL CULTURE Organisational culture is the way that things are done in an organisation, the unwritten rules that influence individual and group behaviour and attitudes. Factors which can influence organisational culture include: the organization’s structure, the system and processes by which work is carried out, the behaviour and attitudes of employees, the organization’s values and traditions, and the management and leadership styles adopted. 7.3.1: CHARACTERISTICS OF THE ORGANIZATION CULTURE: Organizational culture can also be viewed as a system. The inputs to this system include feedback from the society, professions, laws, stories, heroes, values on competition or service, etc. The process is based on the organizational assumptions, values and norms. For example, the organizational values on money, time, facilities, space and people. The outputs or effects of culture are organizational behaviours, technologies, strategies, image, products, services, appearance, etc. There are seven primary characteristics which capture the essence of the organizational culture (Fig 7.3.1). These are (i) innovation and risk taking which encourages the employees to be creative and to take risks and hence improve the productivity, (ii) attention to detailwhich means that the employees are attentive, and their attention to details determine success or failure, (iii) outcome orientationwhich means that the organizational management focuses on final outcomes or the processes used to achieve the goals, 170 CU IDOL SELF LEARNING MATERIAL (SLM)

(iv) people orientation which means that the consideration in management decisions tends to affects people within the organization, (v) team orientation which reflects that the work events are organized in the organization among teams or individual employees, (vi) aggressiveness which shows that the employee is aggressive and competitive or easy- going during work, and (vii) stability which reflects that the organization is looking forward to maintaining the status quo or keeps growing. Fig 7.3.1: Primary Characteristics of the organizational culture There are four key uniqueness of the organizational culture which have been identifies. These are (i) values which constitutes the beliefs which lie at the heart of the organizational culture, (ii) heroes which means the employees who embody organizational values, (iii) rites and rituals which means those routines of interaction which have strong symbolic qualities, and (iv) the culture network which means the informal communication system or hidden hierarchy of power in the organization. 7.3.2 INFLUENCE OF CULTURE ON BEHAVIOUR 171 CU IDOL SELF LEARNING MATERIAL (SLM)

Different characteristics of the organizational culture have influence on the employees’ behaviour. It is seen that the values in the workplace are influenced by the organizational culture. There can be several cultural groupings in the organization which have an effect on the employee behaviour. There are normally six dimensions of culture (Fig 7.3.2) which affects the employees’ behaviour, These dimensions are (i) power distance, (ii) individualism and collectivism, (iii) uncertainty avoidance, (iv) masculinity or femininity, (v) long term orientation, and (vi) indulgence versus restraint. Power distance – Power distance is the first dimension and it reflects the inequality in the organization. Some employees have more power than others, while some other employees have better status and respect in the organization. It reflects such inequalities among the various departments of the organization. Despite this, different organization managements find different solutions to deal with the inequality in the organization. However, not all the organizational managements regard inequality as a problem. In the workplace, power inequality of the line manager-subordinates’ relationships is objective. In the large-power-distance situation, line managers and subordinates consider each other as existentially unequal. This happens normally in the organization in which the power is centralized in the top management as much as possible. In the small-power-distance situation, line managers and supervisors consider each other as existentially equal and the hierarchical system is established for convenience. Such type of the organizations is fairly decentralized, with flat hierarchical pyramids and limited numbers of supervisory personnel. Individualism and collectivism – Individualism and collectivism is the second dimension of culture. In this dimension differences between organization interest and employees’ self- interest have perfectly been matched. In collective cultures, the interest of a group or organization is valued more than the interest of an individual employee. In contrast, in an 172 CU IDOL SELF LEARNING MATERIAL (SLM)

individualist organization, an individual employee’s interests are valued over the interests of a group. The organizational expectations in terms of individualism or collectivism are reflected by employees in the organizations. In the workplace, employees in an individualist culture are expected to act according to their own interests, and the objectives of the work are to be organized in such a way that these match the individual’s interests. In a collectivist culture, individual employees are part of groups. The employees act according to the interests of their group, which cannot always match with their individual interests. Uncertainty avoidance – In the dimension of uncertainty avoidance, all employees have to face the fact that they do not know what is going to happen tomorrow. Hence, every organization is to develop ways to deal with it. The ways can belong to the domains of technology, financial planning, risk planning, and disaster planning etc. Technology, from the most primitive to the most advanced, helps organizational management to avoid uncertainties caused by nature. Financial planning provides organization stability during lean periods. Risk planning helps management to take needed risks while disaster planning provides the organization to overcome disasters with confidence. In a strong uncertainty avoidance culture, employees prefer rules, regulations, and the conservative legal order, and do not like adventure and innovation. In order to avoid risks, they prefer stable jobs, a secure life, avoidance of conflict, and have a lower tolerance for deviant persons and ideas. In contrast, in a weak uncertainty avoidance culture, conflicts and competitions are acceptable. Masculinity and femininity – Masculinity and femininity reflect whether a certain organization is predominantly male or female in terms of cultural values, gender roles and power relations. Every organization has males and females employees the numbers can vary from organization to organization. They are biologically distinct. Males are relatively taller and stronger. At the same time, females are thinner and more agile. In masculine cultures, some occupations are structured based on genders, which means some jobs are given to males and others to females. There is also a stronger emphasis on achievements, growth and challenge in jobs. In this type of culture, employees emphasize job 173 CU IDOL SELF LEARNING MATERIAL (SLM)

performance more than individual interests. Additionally, employees prefer to receive money, titles or other materialistic or status-oriented rewards. On the contrary, in feminine cultures, good working conditions and job satisfaction are preferred. Meaningful rewards are leisure time, improved benefits, or symbolic rewards. Long term orientation – Long term orientation is another dimension which consists of long term orientation and short term orientation. The long term orientation dimension can be interpreted as dealing with organization search for values, focus on the future, and pay attention to learning and perseverance. Additionally, the organizational culture with short term orientation normally has a strong concern with establishing the absolute truth. Indulgence versus restraint – Indulgence relates to the organization which allows relatively free gratification of basic and natural human drives related to enjoying life and having fun. Restraint relates to the organization which suppresses gratification of needs and regulates it by means of strict norms. 174 CU IDOL SELF LEARNING MATERIAL (SLM)

Fig 7.3.2: Dimension of the Organizational Culture 7.4 STRATEGIES IN DIVERSE ORGANIZATION AND WORKPLACE Recruitment Strategies: 1. The Right Sourcing Strategy & Sourcing Channels Effective employer-branding is always a great way to attract talent. As a global employer, you should aim to maintain global attractiveness and competitiveness for potential candidates. As for finding good talent, different countries have different success rates for the same sourcing channel. For example, you may get a good response through newspaper advertisements in one country, while receiving very weak response for the same in another. A successful sourcing strategy should account for such differences in a country’s culture. Online job portals are effective in most countries. However, different job portals may have different reach from one country to another, depending on level of penetration in technology use among the general population. So again, it is important for a recruitment team to do their research to ensure that the online portal you choose has good visibility and access in the country where you want to recruit. 2. The Right Interview Questions It is critical to have a well-researched understanding of the different educational qualification levels as well as the varying quality of schools in the region from where you are considering recruiting. The name of a qualification/course covering a similar syllabus or curriculum will be different in different countries and in order to ensure you are evaluating candidates appropriately and fairly, it would benefit all multinationals to have done some homework beforehand. There are also interviewing strategies and techniques that differ from region to region, resulting in a fairly comprehensive list of dos and don’ts in interview questions. For example, in some countries you can ask the candidates about their current & past salaries, while there are laws against doing so in many others. CVs in some countries are explicit 175 CU IDOL SELF LEARNING MATERIAL (SLM)

about physical features or marital status and will often include a photograph of the candidate, whereas that would be verboten in others. The lesson here is ‘always do your homework’ before starting and conducting hiring operations in a country other than your own. 3. Understanding the Cultural Differences Understanding cultural differences and how they play out in the interview process is also critical to success when trying to recruit in a new country. For example, if you are exhibiting advertisements as part of a marketing campaign to attract new talent, working with local experts could help position your messaging both competitively as well as appropriately for your target audience. The interview process will also reveal cultural differences. For example, if candidates are expected to trumpet their accomplishments aggressively in your home country, you will find yourself puzzled if the new country’s recruitment targets are quieter, more humble and self-effacing. Doing some research on the norms and customs you are likely to encounter will avoid confusion and missed opportunities later on down the road. Lastly, it goes without saying, language and pronunciation differences will also be a feature of operating in a new country’s hiring culture that should be accounted for in order to avoid misunderstandings. 4. Understanding Compensation Differences Different countries have different currencies and attitudes towards pay. The recruiter should be aware of the currency of the country for which the recruitment is being done and also how that is related to currency in which organization maintains its budget and expenses. This helps in understanding a candidate’s salary expectations with regard to the budget for the position and also helps in effective negotiation. Moreover, the recruiter should know the compensation range of the different job types in the new country. There could a big difference in the compensation ranges of the same job in different countries. A recruiter who knows the differences will definitely be more effective. 176 CU IDOL SELF LEARNING MATERIAL (SLM)

5. Keeping in Compliance When hiring internationally, it is important to be aware of the compliance issues related to recruitment and compensation. Different countries have different statutory requirements related to employment categories such as minimum wage, social security, income tax, medical benefits, leave policy, working hours, offer letter, appointment letter, notice periods, etc. A recruiter should be ready to deal with questions related to these employer and employee obligations. The offer letter or appointment letter, for example, should include the terms and conditions which are required by the labor laws of that country. Even before recruiting your first employee at a new location, you have to ensure basic compliance with employment regulations. If you have access to the minimum statutory requirements of different countries and their applicability, you can then rest assured of smooth sailing later. Development Strategies: Attract and retain talent. Traditionally, learning focused solely on improving productivity. Today, learning also contributes to employability. Over the past several decades, employment has shifted from staying with the same company for a lifetime to a model where workers are being retained only as long as they can add value to an enterprise. Workers are now in charge of their personal and professional growth and development—one reason that people list “opportunities for learning and development” among the top criteria for joining an organization. Conversely, a lack of L&D is one of the key reasons people cite for leaving a company. Develop people capabilities. Human capital requires ongoing investments in L&D to retain its value. When knowledge becomes outdated or forgotten—a more rapid occurrence today— the value of human capital declines and needs to be supplemented by new learning and relevant work experiences.3 Companies that make investments in the next generation of leaders are seeing an impressive return. Research indicates that companies in the top quartile of leadership outperform other organizations by nearly two times on earnings before interest, 177 CU IDOL SELF LEARNING MATERIAL (SLM)

taxes, depreciation, and amortization (EBITDA). Moreover, companies that invest in developing leaders during significant transformations are 2.4 times more likely to hit their performance targets. Create a values-based culture. As the workforce in many companies becomes increasingly virtual and globally dispersed, L&D can help to build a values-based culture and a sense of community. In particular, millennials are particularly interested in working for values-based, sustainable enterprises that contribute to the welfare of society. Build an employer brand. An organization’s brand is one of its most important assets and conveys a great deal about the company’s success in the market, financial strengths, position in the industry, and products and services. Investments in L&D can help to enhance company’s brand and boost its reputation as an “employer of choice.” As large segments of the workforce prepare to retire, employers must work harder to compete for a shrinking talent pool. To do so, they must communicate their brand strength explicitly through an employer value proposition. Motivate and engage employees. The most important way to engage employees is to provide them with opportunities to learn and develop new competencies. Research suggests that lifelong learning contributes to happiness.5 When highly engaged employees are challenged and given the skills to grow and develop within their chosen career path, they are more likely to be energized by new opportunities at work and satisfied with their current organization. Retention Strategies: Here are several global companies that have successfully retained their employees. 1. Netflix – Treating employees as adults For Patty McCord, Netflix’s first Chief Talent Officer, the best thing a company can do after recruiting employees is treating them like adults. How? by giving full trust to employees. Netflix set the policy of unlimited holiday. The employees are allowed to decide for themselves when they want to take vacation and how long as long as it doesn’t affect the 178 CU IDOL SELF LEARNING MATERIAL (SLM)

company’s performance. They are given a full set of trust to do the best for the company. This policy has become one of the contributors to the average of high employee retention rate in Netflix. 2. Big Spaceship – Never look down on fun For the Great Spaceship jargon of “The health and harmony of your team is part of your job” is the references to tailor company’s policy. There are three basic principles practiced by this digital agency giant. First, play and work should be in balance. Big Spaceship strongly encourages employees to interact directly with each other and perform team rituals to strengthen relationships. Secondly, allowing employees to bring pet dogs that are proven to decrease stress and improve happiness. Third, allowing employees to leave the workstation and out of the office because sitting all day is proven unhealthy and reduce productivity. 3. Hyatt – Listen The hotel business giant is pressing the workload of its employees by utilizing the “Change the Conversation” approach based on principles developed by the Standford School of Design. Hyatt trusts its employees to find creative solutions to solve their problems and tasks, and even make employees a reference source for recruiting new employees / leaders through the Employee Referral Program. 4. Ericsson – Flexible working time Ericsson believes the balance of work is so important that employees are comfortable working and can perform their role optimally, but not disrupt the company’s operations. Therefore, since 2015 this telecommunication and multinational network company has released flexible working hours which are 1) Working from home, 2) working with flexible working hours, and 3) Working part-time. 5. DreamWorks Animation – Rewards for employees The rewards for employees are not always about money. DreamWorks Animation does with award-winning opportunities to decorate workspaces and corporate festivals every time after a big project is completed. Through this award, the company expels its employees to 179 CU IDOL SELF LEARNING MATERIAL (SLM)

eliminate fatigue, tighten the atmosphere while showing off their work performance to other employees. 7.6 SUMMARY  Culture can be characterised as the sharing and transmission of consciousness within and across national boundaries in the study of international relations, and the cultural approach can be defined as a perspective that pays special attention to this phenomenon.  ‘Culture’ as thus defined is a construct, that is, a product of our imagination. We have defined it into existence: “A construct is not directly accessible to observation but inferable from verbal statements and other behaviours and useful in predicting still other observable and measurable verbal and nonverbal behaviours”  To describe manifestations of culture, the following four together cover the total concept rather neatly: symbols, heroes, rituals and values.  Cultural Levels and Business- Considering the business point of view, it is valuable to deliberate of culture as presented at four diverse levels namely the national, business, industry and organization. o National Culture o Business Culture o Industry Culture o Organizational Culture  Acquiring Mental Programs:  National culture differences are rooted in values learned before age 10; children learn them from parents who also acquired them before age ten, so they are quite stable and take generations to be changed.  Organizational cultures are rooted in practices learned on the job, and they can change much faster.  Organisational culture is the way that things are done in an organisation, the unwritten rules that influence individual and group behaviour and attitudes. 180 CU IDOL SELF LEARNING MATERIAL (SLM)

 Influence of Culture on Behaviour – There are normally six dimensions of culture which affects the employees’ behaviour, o power distance, o individualism and collectivism, o uncertainty avoidance, o masculinity or femininity, o long term orientation, and o indulgence versus restraint.  Recruitment Strategies: o The Right Sourcing Strategy & Sourcing Channels o The Right Interview Questions o Understanding the Cultural Differences o Understanding Compensation Differences o Keeping in Compliance  Development Strategies: o Attract and retain talent. o Develop people capabilities. o Create a values-based culture. o Build an employer brand. o Motivate and engage employees.  Retention Strategies:  Here are several global companies that have successfully retained their employees. o Netflix – Treating employees as adults o Big Spaceship – Never look down on fun o Hyatt – Listen o Ericsson – Flexible working time o DreamWorks Animation – Rewards for employees 181 CU IDOL SELF LEARNING MATERIAL (SLM)

7.7 KEYWORDS Construct - an image, idea, or theory, especially a complex one formed from a number of simpler elements. Manifestation - An event, action, or object that clearly shows or embodies something abstract or theoretical. A ritual is a sequence of activities involving gestures, words, actions, or objects, performed according to a set sequence. Compliance is either a state of being in accordance with established guidelines or specifications, or the process of becoming so. Self -efficacy: having or showing a tendency to make oneself modestly or shyly inconspicuous. 7.8 LEARNING ACTIVITY 1. Why Mental programming is considered for understanding organizational behaviour? ______________________________________________________________________ ________________________________________________________________________ 2. Explain the significance of Individualism and collectivism. ______________________________________________________________________ ________________________________________________________________________ 7.9 UNIT END QUESTIONS 182 A. Descriptive Questions Short Answers: 1. Brief the concept of culture 2. Compare Business Culture and Industry Culture. 3. State and explain different components of Culture. CU IDOL SELF LEARNING MATERIAL (SLM)

4. What is the concept of Power Distance? 5. Discuss the Recruitment Strategies adopted by the Global Organization. Long Answers: 1. Describe the diverse Cultural Levels 2. How Culture is assimilated through mental programme? 3. Discuss the characteristics of the Culture. 4. Explain the influence of culture on the behaviour. 5. State and explain the Strategies in Diverse Organization. B. Multiple Choice Questions: 1. What is described as the distinguishing common values, thoughts, suppositions, faith and customs that effect the manner in which the organizations in a specific industry carries out their business? a. Industry Culture b. Organizational Culture c. National Culture d. Business Culture 2. Which characteristics of the organization means that the employees are attentive? a. innovation and risk taking b. attention to detail c. outcome orientation d. people orientation 3. What is indicated by hidden hierarchy of power in the organization? a. values b. heroes c. the culture network d. rites and rituals 183 CU IDOL SELF LEARNING MATERIAL (SLM)

4. Which dimension is interpreted as dealing with organization search for values, focus on the future, and pay attention to learning and perseverance? a.Individualism b. Long Term Orientation c. Masculinity d. Indulgence 5. Who are are particularly interested in working for values-based, sustainable enterprises that contribute to the welfare of society? a. Prudent b. Late Walker c. Baby Boomers d. Millennials Answers 1 – a; 2 – b; 3 – c; 4 – b; 5 – d; 7.10 REFERENCE Text Book:  Wilhelm Schmeisser, Dieter Krimphove, Rebecca Popp, International Human Resource Management and International Labour Law, De Gruyter Oldenbourg,  Peter J. Dowling, Marion Festing and Allen D. Engle, Sr., International Human Resource Management, Cengage Learning EMEA  By Veronica Velo, Cross-Cultural Management, Business Expert Press  Srinivas R. Kandula International Human Resource Management , SAGE Publications Pvt. Ltd  Pravin Durai, Human Resource Management, Pearson India Reference Book  K Aswathappa , Sadhna Dash, International Human Resource Management, McGraw Hill 184 CU IDOL SELF LEARNING MATERIAL (SLM)

 Gary Dessler, Fundamentals of Human Resource Management, Pearson  Ekta Sharma, Strategic Human Resource Management and Development, Pearson India  Parissa Haghirian, Successful Cross-Cultural Management, Business Expert Press Open Sources:  https://www.Shrm.org/  https://www.ncbi.nlm.nih.gov/  https://www.futurelearn.com/  International Journal of Human Resource Studies  changingminds.org  assignmentpoint.com  interculturalmanagement.fandom.com  diva-portal.org  cvs.edu.in  strategy-business.com  www.mbaknol.com (Integrity-Asia & ispatguru)  publications.anveshanaindia.com  smallbusiness.chron.com  resources.workable.com  whatishumanresource.com  resources.workable.com  jigsawacademy.com  www.personio.com 185 CU IDOL SELF LEARNING MATERIAL (SLM)

UNIT - 8: JOB ANALYSIS STRUCTURE 8.0 Learning Objective 8.1 Introduction 8.2 Job Analysis 8.2.1 Definition And Concept 8.2.2 Features of Job Analysis 8.2.3 Purpose of Job Analysis 8.2.4 Job Analysis Process 8.3 Techniques of Data Collection For Job Analysis: 8.4 Job Description: 8.5 Job Specification: 8.6 Factors Influencing Job Analysis 8.7 Summary 8.8 Keywords 8.9 Learning Activity 8.10 Unit End Questions 8.11References 8.0 LEARNING OBJECTIVE After studying this unit, you will be able to:  Explain the Concept and significance of Job Analysis Process  Describe the techniques involved in data collection of Job Analysis  Compare the significance of Job Description and Job Specification  Highlight the factors that influences Job Analysis 8.1 INTRODUCTION Job analysis can help firms enhance management efficiency by gathering comprehensive intelligence and providing extensive information about related tasks. It refers to specifying job-specific requirements and performing the work, which necessitated deciding on a path of 186 CU IDOL SELF LEARNING MATERIAL (SLM)

action. The job description and statement of work are the two sections of the job analysis. Job analysis - job specification is formed by analysing the work input, conversion work, work output, work associated features, job resources, work environment background, and the result of these analyses (also known as the statement of work). Job specifications, job summaries, job duties and responsibilities, and information on qualification criteria were all part of the identifying information work, which made it easier to employ functions for other human resource management. Job analysis is the foundation for human resource management, and the quality of its analysis has a considerable impact on other human resource management modules. Job analysis, which is an important and universal human resource management technique, is also characterised as a system process for identifying the abilities needed to execute the work, as well as responsibility and knowledge. It is the foundation of all human resource management activities, as it collects data for other HRM processes like as selection, training, performance review, and compensation design. Enterprises can identify the problem, discover gaps through analysis of existing work, and redesign work to be more efficient or incentive-based, or undo the old hierarchical structure, arrangement, and replace it with a more flexible and liquid organisational structure. 8.2 JOB ANALYSIS 8.2.1 DEFINITION AND CONCEPT: Dale Yoder (1983) defines job analysis as “a process in which jobs are studied to determine what tasks and responsibilities they include their relationships to other jobs, the conditions under which work is performed, and the personnel capabilities required for satisfactory performance.” Mathis and Jackson (1999) view job analysis as a systematic way to gather and analyze information about the content and human requirements of jobs and the context in which jobs are performed. Dessier (2005) defines job analysis as the procedure through which job analyst determines the duties of different positions of an’ organization and the characteristics of the people to hire them. 187 CU IDOL SELF LEARNING MATERIAL (SLM)

Job Analysis is a systematic exploration, study and recording the responsibilities, duties, skills, accountabilities, work environment and ability requirements of a specific job. It includes determining the relative importance of the duties, responsibilities and physical and emotional skills for a given job. Job analysis highlights the factors which are critical for performing the job and what the required skill set of an employee to perform a job productively. 8.2.2 FEATURES OF JOB ANALYSIS: From the definitions in the preceding section, we can list out the features of job analysis as follows: 1. Job analysis is a process of gathering relevant information about various aspects of a job and identifying tasks required to be performed as part of it. 2. It approaches systematically defining the role, context, conditions, human behavior, performance standards, and responsibilities of a job. 3. It helps in establishing the job’s worth to an organization. In other words, it measures the value and contribution of a job to the growth of the organization. 4. It establishes job-relatedness, which is crucial for HR decisions involving recruitment, selection, compensations, training, health, and safety. 8.2.3 PURPOSE OF JOB ANALYSIS The purpose of Job Analysis are as follows: 188 CU IDOL SELF LEARNING MATERIAL (SLM)

Recruitment & Selection Compensation Performance Management Analysis Purpose of Job Analysis Training & Job Design Development Fig 8.2.1: Purpose of Job Analysis  Recruitment and Selection: Job specification results from the process of Job Analysis and it highlights the qualification, skills which are necessary to perform a particular job. It points out the level of experience, technical, physical, emotional and personal skills required to carry out a job in particular way. The objective is to select best fit.  Performance Analysis: Job analysis helps in finalizing the performance standards, evaluation criteria and individual’s output. It acts as a guideline for the employees’ performance and also provides comparison point to HR department. Job targets are decided on the basis of job analysis and then the performance of the employees to check if goals and objectives of a particular job are met or not. This step helps in appraising performance and then rewards and recognitions are decided accordingly.  Training and Development: Training and development programme is based on the gap analysis between expected and actual performance of the employee. Gap analysis 189 CU IDOL SELF LEARNING MATERIAL (SLM)

is dependent on the Job Analysis that helps to decide the training need of the employees and conduct the training programme respectively. Thus, all the decision related to the training content, tools and equipment’s to be used to conduct training and methods of training is decided on the basis of gap analysis.  Compensation Management: Job analysis helps to understand and decide the worth of the job. Various components of the compensation like reimbursement, pay perks, incentives, bonuses are finalized on the basis of the job analysis as it provides the detail of efforts required to perform the job. Even compensation is directly linked with the job title ,duties and responsibilities which is decided in the Job Analysis process.  Job Designing and Redesigning: The finalization of the different aspect of the jobs like job title, key performance area, key results area, duties, reporting structure, etc. is the main purpose of Job Analysis. It’s very important to utilize the human resource in best possible way. So, there is an always need of modifying the existing job or designing the new one as per the technological advancement, changing customer preference and industry dynamics. This not only improves the overall effectiveness of the organization but also helps in enhancing the employee satisfaction. 8.2.4 JOB ANALYSIS PROCESS: Identifica Who Will How to Strategic Training Preparati Data Documen Developi tion of Conduct Conduct Decision of Job on of Job Collectio tation, ng Job Making Analyst Job Job the Analysis n Verificati Descripti Analysis Analysis Process: Process on and on and Purpose: Review Job Specificat ion: Fig 8.2.2: Job Analysis Process 190 CU IDOL SELF LEARNING MATERIAL (SLM)

 Identification of Job Analysis Purpose: Well, any process is futile until its purpose is not identified and defined. Therefore, the first step in the process is to determine its need and desired output. Spending human efforts, energy as well as money is useless until HR managers don’t know why data is to be collected and what is to be done with it.  Who Will Conduct Job Analysis: The second most important step in the process of job analysis is to decide who will conduct it. Some companies prefer getting it done by their own HR department while some hire job analysis consultants. Job analysis consultants may prove to be extremely helpful as they offer unbiased advice, guidelines and methods. They don’t have any personal likes and dislikes when it comes to analyze a job.  How to Conduct the Process: Deciding the way in which job analysis process needs to be conducted is surely the next step. A planned approach about how to carry the whole process is required in order to investigate a specific job.  Strategic Decision Making: Now is the time to make strategic decision. It’s about deciding the extent of employee involvement in the process, the level of details to be collected and recorded, sources from where data is to be collected, data collection methods, the processing of information and segregation of collected data.  Training of Job Analyst: Next is to train the job analyst about how to conduct the process and use the selected methods for collection and recoding of job data.  Preparation of Job Analysis Process: Communicating it within the organization is the next step. HR managers need to communicate the whole thing properly so that employees offer their full support to the job analyst. The stage also involves preparation of documents, questionnaires, interviews and feedback forms.  Data Collection: Next is to collect job-related data including educational qualifications of employees, skills and abilities required to perform the job, working conditions, job activities, reporting hierarchy, required human traits, job activities, duties and responsibilities involved and employee behaviour. 191 CU IDOL SELF LEARNING MATERIAL (SLM)

 Documentation, Verification and Review: Proper documentation is done to verify the authenticity of collected data and then review it. This is the final information that is used to describe a specific job.  Developing Job Description and Job Specification: Now is the time to segregate the collected data in to useful information. Job Description describes the roles, activities, duties and responsibilities of the job while job specification is a statement of educational qualification, experience, personal traits and skills required to perform the job. Thus, the process of job analysis helps in identifying the worth of specific job, utilizing the human talent in the best possible manner, eliminating unneeded jobs and setting realistic performance measurement standards. 8.3 TECHNIQUES OF DATA COLLECTION FOR JOB ANALYSIS: An organization uses different methods to collect information and conduct job analysis. Observation method In this method, the observer observes a worker or a group of workers doing a job. He makes a list of all the duties performed by the worker and the qualities required to perform those duties. It is a direct method. Direct exposure to jobs can provide a richer and deeper understanding of job requirements than works’ descriptions of what they do. If the work in question is primarily mental, observations alone may reveal little useful information. Job performance With this approach, an analyst does the job understudy to get firsthand exposure to what it demands. With this method, there is exposure to actual job tasks and the physical, environmental, and social demands of the jobs. It is suitable for jobs that can be learned in a relatively short period. 192 CU IDOL SELF LEARNING MATERIAL (SLM)

Its main limitation is that when the employee’s work is being observed, the employee becomes conscious. This method is inappropriate for jobs that require extensive training or are hazardous to perform. Work sampling Under this method, a manager can determine the content and pace of a typical workday through a statistical sampling of certain actions rather than through continuous observation and timing of all actions. Individual interview Here a manager or job analyst visit each job site and talks with employees performing each job. A standardized interview form is used most often to record the information. Frequently, both the employee and the employee’s supervisor must be interviewed to obtain a complete understanding of the job. In some cases, a group of experts conducts the interview. They ask questions about the job, skill levels, and difficulty levels. They ask questions and collect information, and based on this information, and job analysis is prepared. This method can provide information about standard and non-standard activities and physical and mental work. In short, the worker can provide the analyst with information that might not be available from any other source. Its main limitation is that workers may be suspicious of interviewers and their motives.; interviewers may ask ambiguous questions. Thus, the distortion of information is a real possibility. Structured questionnaire A survey instrument is developed and given to employees and managers to complete. The main advantage of this method is that information on many jobs can be collected inexpensively in a relatively short time. This method is usually cheaper and quicker to administer than other methods. Questionnaires can be completed off the job, thus avoiding lost productive time. Its main limitation is that it is time-consuming and expensive to develop. The rapport between analyst 193 CU IDOL SELF LEARNING MATERIAL (SLM)

and respondent is impossible unless the analyst is present to explain and clarify misunderstandings. Such an impersonal approach may have adverse effects on respondent cooperation and motivation. Critical incident method In this method, the employee is asked to write one or more critical incident that has taken place on the job. The incident will explain the problem, how it is handled, qualities required and difficulty levels, etc. The critical incident method gives an idea about the job and its importance. A critical means important, and incident means anything which takes place on the job. This method focuses directly on what people do in their jobs, and thus, it provides insight into job dynamics. But this method takes much time to gather, abstract, and categorize the incidents. It may be difficult to develop a profile of average job behavior as this method describes particularly effective or ineffective behavior. Diary method Under this method, companies can ask employees to maintain log records or daily diaries, and job analysis can be done based on information collected from the record. A log record is a book in which employee records /writes all the activities performed by him on the job. The records are extensive and exhausted in nature and provide a fair idea about the duties and responsibilities in any job. In this method, the worker does the work himself, and the idea of the skill required, the difficulty level of the job, and the efforts required can be known easily. 8.4 JOB DESCRIPTION Job description provides the necessary information which is used for job posting and attracting applicants to apply for the same. It has information like 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 equipment’s to be used by a 194 CU IDOL SELF LEARNING MATERIAL (SLM)

prospective worker and hazards involved in it. A comprehensive JD helps in creating positive impression of the organization to the employees. Purpose of Job Description  The primary objective of the job description is to gather job-related data in order to post the details of a particular job. It helps in attracting, targeting, recruiting and selecting the right candidate for the right job.  It helps to outline the responsibilities of the employee who is selected. It also highlights the expectation of the employer for specific job role.  It provides clear information about the quality and skill set of the candidate required to fill the vacancies.  It even states the reporting structure of the department. Job Description Components 195 CU IDOL SELF LEARNING MATERIAL (SLM)

Fig 8.4.1: Components of Job Description A Job description will include the following components: o Roles and responsibilities of the job. o Goals of the organization as well the goals to be achieved as a part of the profile are mentioned in the job description. o Qualifications in terms of education and work experience required have to be clearly mentioned. o Skill sets like leadership, team management, time management, communication management etc required to fulfill the job o Salary range of the job are mentioned in the job description The table above shows a sample job description. Formats for job description may vary from company to company but the overall details would be similar. Job Description Writing Guide: This guide provides the basics of writing a job description and covers the following sections of the job description:  Position Details  Job Duties (“What you do”)  Performance Standards (“How you do it”)  Job Factors For more comprehensive instruction, the Compensation Department offers Job Description workshops to provide administrators, managers, supervisors, and staff employees with the necessary tools to write effective job descriptions. Position Details This Position Details section contains general information about the job – the current or requested classification, working title, pay range, exemption status, department name and number, position number, percentage of effort, the job description summary, comparable positions, etc. 196 CU IDOL SELF LEARNING MATERIAL (SLM)

Working Title The working title for a job should be based upon the main function or role of the job. It is important to stray away from vague and particular job titles instead create a working title that appropriately describes both the level of responsibility and role of the job. Here are some examples of good working titles and those that need some improvement: Job Description Summary The job description summary:  Contains 1-3 paragraphs  Summarizes the main points of the job description, which may include key responsibilities, functions, and duties; education and experience requirements; and any other pertinent information (i.e., scheduling requirements, travel, etc.)  It is used in job postings Comparable Positions Use this section to list any positions in the department that have a similar role or level of responsibility. It is useful to the Compensation Analyst during the classification process and helps to ensure positions are classified consistently. Job Duties The Job Duties section is the foundation of the Job Description. It conveys the complexity, scope, and level of responsibility of a job. Due to the significance of this section, it is important to accurately, concisely, and completely describe the duties and responsibilities of a job. This section of the Job Description is comprised of three main elements: Key Accountabilities The main areas of responsibility within a job or “buckets of work.” Job description usually contains three to five Key Accountabilities. Duty Statements Sentences that provide additional information about the tasks associated with Key Accountability. Percentage of Time 197 CU IDOL SELF LEARNING MATERIAL (SLM)

Estimates the portion of the job that is spent on a particular Key Accountability. 8.5 JOB SPECIFICATION Job specification highlights the quality required to perform the specific job. A job specification is a written statement that provides all the necessary details 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. Purpose of Job Specification  Job specifications provide basis to the potential candidates whether they fit in the criteria of the job or not.  It furnishes all necessary information to recruiting team about the level of qualifications, qualities and set of characteristics are necessary in a candidate, so that they can be shortlisted for next process  Job Specification also provide information about any job including job responsibilities, desired technical and physical skills, conversational ability and much more.  It helps in finalizing the most appropriate candidate for a particular job. Job description and job specification are two integral parts of job analysis that provide basis for carrying out the recruitment and selection procedure. Job description and job specification help to define the criteria for best fit, identifying the training needs and also define performance standards for comparison. Job description and job specification provides primary details for determining the worth of the job. How to write a job specification or Job Spec? Job specification is blue print for the recruitment and selection process. Thus, job specification has to be drafted very carefully. The HR manager working on job specification 198 CU IDOL SELF LEARNING MATERIAL (SLM)

should have vision to collect the information about the ideal candidate for the job. There are four components of job specification: Educational qualification, experience, skills and knowledge, characteristics and personality traits. Four Components of Job Spec Fig 8.5.1: Components of Job Specification  Educational qualification: This part covers the desired education of the candidate. Specific terms, such as graduate, post graduate can be used here. The stream of education should be mentioned, along with the necessary grades which are required. Many companies also provide notes in terms of over qualification like- MBA are not required or graduates should not apply in the job specification.  Experience: Job specification should clearly highlight the required experience in a precise domain to perform the job. It includes details such as experience required in which industry, number of years of experience, 199 CU IDOL SELF LEARNING MATERIAL (SLM)

position and domain. For the higher job profile managerial or team handling experience is often required by the organization.  Skills & Knowledge: This section explains the skills such as communication skills, leadership quality, team management and many more which are necessary for the given job role. The term knowledge includes market knowledge, domain knowledge, computer language knowledge based on the profile.  Personality traits and characteristics: Here a situational based traits and characteristics are covered. The way the person should handle the complex situation in the organization, generic behavior of the candidate is covered in this section. The emotional intelligence has also given importance in this section of job specification. Steps to Write the Job Specification or Job Spec Once you are aware of the four components of the job specification it becomes easy to write the draft for a particular job.  Step I- Check the job role and decide the educational qualification required to perform the duty. One should check the nature of job, its importance and the background which will be helpful to work on the job.  Step II- The job title and position provides brief idea about the duration of experience required to perform the job. Once the experience of domain work is certain, one should look for other experience such as managerial, client handling, as a service provider, grievances handling which are required for long term performance of the job.  Step III- Along with the qualification and experience there are certain skills which are essential to perform the assigned job duties. The skills and knowledge which are mentioned as mandatory in the job specification are often verified during the selection process by the HR department.  Step IV- The situational intelligence, emotional stability, personality traits and attributes should be mentioned in the job specification. It also includes general and mental health, aptitude, judgment, memory, adaptability, values flexibility, and ethics. 200 CU IDOL SELF LEARNING MATERIAL (SLM)