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Human Resource Provisioning

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Human Resource Provisioning

Assignment 2 (759277)

Due date: 4 September 2017

Marijke van Staden


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Table of Contents

Introduction        1

1.1 Job analysis        1

1.2 Job analysis process        1

1.2.1 Organisational job analysis        1

1.2.2 Detailed analysis        1

1.2.3 Data collection        1

1.2.4 Job description        1

1.2.5 Job specification        1

2 External recruitment methods        1

2.1 Media advertising        1

2.2 Employment agencies        2

2.3 Campus recruitment        2

2.4 Recommendations        2

3. Planning an orientation programme        2

4. Internal staffing        3

4.1 Internal staffing defined        3

4.2 Approaches to internal staffing        3

4.2.1 Promotion        3

4.2.2 Demotion        3

4.2.3 Transfer        3

4.2.4 Lay-offs        3

4.2.5 Downsizing or retrenchment        4

4.2.6 Retirement        4

5. Workplace flexibility        4

5.1 Flexitime        4

5.2 Compressed workweeks        4

5.3 Telecommuting        4

Conclusion        5

Bibliography        6


It is important for any employee to have a clear outline of the required duties and responsibilities of a position. In order to obtain this information an organisation may make use of the job analysis process. Once a job analysis has been completed a vacancy may be advertised. This may be done internally or externally. After the selection process has been completed it is important for the organisation to have an orientation programme for new employees; this is an important aspect of the recruitment process which needs careful planning and continuous updating. Current employees may be retained and new employees may be attracted to an organisation that implements workplace flexibility. Al the before mentioned aspects of human resource provisioning are discussed in this assignment.

1.1 Job analysis

Job analysis can be defined as the process of collecting information concerning the duties and responsibilities of a job (Anon, 2010). It results in a job description and a job specification and is used to define the accountabilities of a specific job (Anon, 2010).

A job analysis is a vital tool in human resource forecasting; before an organisation can identify the quantity and quality of employees required in the future, the jobs that need to be staffed must be identified (Chand, 2016). This can be done using a job analysis. It also serves as the starting point of the recruitment and selection process, as job information obtained from the job analysis is used to ensure that the right person is appointed to do the job (Chand, 2016). A job analysis can also be used to identify training and development needs within an organisation (Chand, 2016).

A job evaluation uses the information in a job analysis to determine the relative worth of a specific worth; in other words, employee’s salaries and wages are based on their job analyses (Chand, 2016).

1.2 Job analysis process

1.2.1 Organisational job analysis

The first step in this process is to collect information about a job; specifically it’s relation to other jobs within the organisation and its contribution to the success of the organisation (Chand, 2016).

1.2.2 Detailed analysis

It is time consuming and costly to analyse each and every job within an organisation, therefore a representative sample of jobs must be selected for detailed analysis (Chand, 2016).

1.2.3 Data collection

Information regarding the job responsibilities and required skills and qualifications is collected in this step; this can be done with the use of a questionnaire, observation or interviews (Chand, 2016).

1.2.4 Job description

The information collected in the previous steps is used to compile a job description which is a written declaration of the tasks, duties and responsibilities linked to a specific job (Chand, 2016).

1.2.5 Job specification

The job specification is a written statement that uses the information obtained in the previous steps to outline the specific personal qualities, traits, skills, qualifications, and abilities needed in order to effective execute the job (Chand, 2016).

2 External recruitment methods

2.1 Media advertising

Different printed and electronic media is used to announce the vacancy; this is the most common and preferred method (Anon, 2013). The job description and specifications are outlined in the advertisements to allow prospective applicants self-evaluation (Anon, 2013).

2.2 Employment agencies

Employment agencies have a database of qualified candidates which they can screen according to the job specification (Anon, 2013). This is a more expensive recruiting method, but it saves the organisation the time and effort of screening each applicant.



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