Science, Technology and Development ISSN : 0950-0707

A Study on impact of analysis on with special reference to KARVY

Gandra Madhava Rao1, N. Lakshmi Deepthi2

1. Master of Business Administration student in Malla Reddy Engineering College and Management Sciences, Kistapur (V) Medchal (M) Ranga Reddy (Dist) Telangana. 2. Assistant Professor in Malla Reddy Engineering College and Management Sciences, Kistapur (V) Medchal (M) Ranga Reddy (Dist) Telangana. 1Email: [email protected], 2Email: [email protected]

Abstract: The requirement for the examination on job analysis is to know the total data about the job in the association, thorough job analysis program is a fundamental element of sound staff the board. it is the significant contribution to anticipating future human asset prerequisites, job alterations, job assessment, assurance of appropriate pay, and the composition of the job portrayals it is of key significance to labor the board programs due to the more extensive materialness of its outcomes. the data given by job analysis is valuable, if not fundamental, in pretty much every period of worker relation. Therefore, a is a result of a job analysis. Where the job analysis describes the general requirements of a certain job, the job description will explain in detail the different tasks to accomplish during the day. “The process to make a job description is to have a strong reflection on the available sources of expertise.” (Richard A. Swanson, 2007, 104) The principle of a job description is to identify the essential function of a work. One of the main objectives of a job description is to be used as a tool during the recruiting process. The job description should be enough descriptive but also very clear to understand. Job description will give the opportunity for the team to work together and faster. It will increase also the good feeling of the employees.

Keywords: Job analysis, Job Description, Job Design

Introduction: Bratton & Gold define job analysis as the process of collecting information about the content of a specific task. The purpose of a job analysis is to identify the differences and similarities between different and achieve knowledge and requirements on jobs in the . Job analysis is needed in order to prepare a job description and . It should include information such as the nature of the job, the purpose of the job, the tasks included, the expectations and the position in the hierarchy of the company. The characteristics of the employee should also be analyzed in the job analysis. The job analysis consists of collecting data and applying it by preparing descriptions, specification and standards for the job. Interviewing current employees and a job analysis questionnaire will be used as tools to gather information on the duties, responsibilities, abilities and performance standards on a specific job. (Bratton & Gold 2007, 381-382 ) According to Edwin Flippo, job analysis is the process of studying and collecting information relating to the operations and responsibilities of a specific job. (Flippo, 1983, 110) Therefore, the job analysis can be described as the process to determine and describe the content of jobs. The description needs to be clear and understandable so that any jobs can be communicated to anyone who might require

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the information for management purposes. Job analysis consists of collecting data and applying it by preparing job descriptions, job specification and job standards. (Bratton and Gold, 2007, 382) The job descriptions can be multipurpose tools that can be used in every aspect of the process. (Arthur & Diane, 2005, 79) The communication between employees and managers plays a very important role in the company and can have a great impact on the job performances as well. (Coro Starndberg, 2009, 20) For some employees, it is difficult to analyze and define their tasks and to discuss about it with other employees and/or managers. Managers are under high pressure with their work and do not have much time to discuss. One of the major objectives of the managers in the company is to manage the company in a profitable manner. A survey conducted by SHRUM, (figure 6) has shown that setting clear goals in the company will have a positive impact on the overall satisfaction of the employees. The financial cri- 22 sis has had a negative impact on many companies and their management, as the focus has switch on the economic situation of the company rather than the wellbeing of the employees.

The study with the prime objectives of ascertaining the employees towards the analyzation of jobs, which are required to perform their jobs effectively. In Karvy Stock Broking Limited. The survey was conducted on employees’ grades of Karvy Stock Broking Limited. the poll for this overview was surrounded considering on work graders of Karvy Stock Broking Limited. the poll for this review was surrounded considering tose factors where remedial move can be made at Karvy Stock Broking Limited. from the aftereffect of the overview the hr division can make restorative move to diminish non-appearance rate in this manner increment their profitability and effectiveness.

Review of Literature:

Amos et al. (2004) studied that effective management of performance was critical if the goals and objectives of the organization were to be achieved. were in existence to succeed and the achievement of the strategy through individual output places the spotlight directly on performance and the management thereof. An integrated human resource (HR) strategy supports the fulfillment of business strategy and the attainment of organizational goals. This integrated HR strategy represents a network of human resource processes, geared towards the achievement of business goals and introduces links of performance to sourcing, , development, rewards, recognition, and employee relations. According to Amah (2008) concept of personnel utilization appeared relatively self-explanatory. It related to overseeing employee job performance. Formally it was defined as "an interlocking set of policies and practices which have their focus on enhancing achievement of organizational objectives through a concentration on individual performance". Personnel utilization encompasses cascading overall business goals and objectives into individual employee objectives. Amos (2004) discussed that it was an approach to the management of the people, which deal with setting individual objectives that are related to organization objectives. Amah (2008), Spangenberg and Theron (2001) highlighted that potentially the most important organization link for performance management is to drive the implementation and realization of strategy. Hartog et al. (2004, p.558) studied that this alignment was required so that employee performance and development could be enhanced, with the aim of maximizing organizational performance. The word ‘strategy’ has been referred to ensure a shared meaning of this term given in the research context. Therefore, strategy defined by Price (1997) was “the means by which an organization seeks to meet its objectives. For the purpose of this research, strategy can therefore be compared to a high-level thought or plan of action of how human resource practices will be linked with the employee’s job performance to achieve its goals and objectives. Pfeffer(1994) discussed that human resource practices like and selection, job evaluation, job

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succession planning, training and development and be just a diminutive practice ascribed with massive worth to the organization. Researchers (Arthur, 1994; Delaney &Huselid, 1996; Huselid, 1995) proved empirically the constructive association of the human resource (HR) practices and organizational outcome like improved efficiency, job retention and job performance. All these studies have established a set of human resource "best practices". Huselid (1995)narrated these practices as "high performance job practices". Succeeding studies by (Delery & Doty, 1996; Huselid et al., 1997) emerged to sustain the concept that there was a bunch of HR practices that can hamper the job performance of an employee. This study contains nine HR "best practices" which are considered as job analysis, job design, job evaluation, job security, job succession planning, employee recruitment, job performance, and job retention. Pfeffer (1994), Wright et al (1998) and Appelbaum (2002) studied that the premeditated use of human resource practices were significant for the organizational performance. Further, by the implementation of best human resource practice for overseeing the employees was whispered result an affirmative impact on the organizational performance. Heneman et al. (2000) discussed that Human Resource was recognized as an area of momentous significance to an organization's achievement. As a result, the significance of a human resource (HR) function in an organization might articulate how vital that task was to a specified organization. A sturdy positive association has been found by (Delery & Doty, 1996; Husilid, 1995) between organization nal performance and individual . According to Huselid (1995) and Ichniowski&Shaw (1999) effective HR practices for recruitment and selection were linked to job performance. Huselid (1995) and Gelade & Ivery (2003) studied that motivation of an employee was opened to the elements to have a momentous impact on job performance. Performance management relates to the co-ordination and measurement of individual performance in line with organization’s goals and objectives. Critical elements include the alignment of business and individual goals, setting of measures and evaluation thereof. Performance management systems assist in structuring and achieving these outputs. Bayers & Rue (2006) defined performance as the degree to which an employee accomplished the tasks that made his or her job. In order to establish whether such tasks have or are being accomplished, indicators or measures are needed to assist in tracking, measuring and managing this job performance. In an effort to track and measure job performance, outputs and behavior, organizations make use of key performance indicators (KPIs). Els &Villiers (2000) discussed KPIs were statistics and other measures that were considered to be critical indicators that reflect key job performance behaviors. Clear and specific performance standards or measures assist in ensuring that employees know what he or she was required to perform, but to what benchmark this required to be completed. Meyer& Donaho (1979) studied that employees further serve future purposes in aiding the ease of performance assessment, guiding counseling interviews and defining the parameters for performance discipline.

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OBJECTIVES OF THE STUDY

1. To follow the job analysis to select correct person in the organization. 2. To determine the number of jobs and kind of jobs available in each deportment 3. To plan strategic move on recruitment polices. 4. To reduce the ambiguity condition of employee about their job. 5. To motivate the employees for their effective performance.

Research methodology:

Research design  Data source : primary & secondary Data  Research Approach : Survey method  Research instrument : Questionnaire  Sampling scheme : Random sampling  Contact method : personal / Direct

Data Analysis: Regression summaries for dependent variable: job performance relating to job analysis. ANALYSIS OF VARIANCE Correlation (R ) 0.198 R- squared 0.039

Adjusted R- squared 0.036 Standard Error of Estimates 0.643 F (11.501 ) p = .000 BETA B STD. ERROR t p-VALUE Intercept 3.302 0.085 39.062 0.000

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Job Analysis 1 ( JA 1 ) 0.191 0.125 0.027 4.614 0.000 Job Analysis 2 ( JA 2 ) 0.042 0.013 0.013 1.017 0.309 Model 1: JP =A +β1 X1+ β2 X2 +U JP= 0.191 JA 1+ 0.042 JA 2

It was hypothesized that job analysis effects positively with Job performance. As presented in Table 4.15, the overall p-value < 0.001 shows that JA 1, importance of job analysis has an impact on job performance. When studied in detail it was observed that the regression coefficient for JA 1 0.191 has a p- value < 0.001 does have a significant impact on job performance whereas JA 2, occurrence of job analysis, with regression coefficient 0.042 and p-value 0.301is not effecting job performance. As far effect is concerned the job analysis 1 cause an average increase of 0.191 in job performance with unit increase in job analysis 1

Findings Of the study: Employees feel that they are hotshot in the deportment, which exhibits their level of obligation. Employees

in KARVY STOCK BROKING LIMITED can see themselves in a predominant position in not all that far

off future which demonstrates the transporter advancement on the association. Company viable in giving

extraordinary working conditions. Megacity of the respondents feels that they are missed the mark on.

Employees in the KARVY STOCK BROKING LIMITED have incredible relationship with their

companions, managers and sub-ordinates. All practically all of the delegates have inspiring mindset of the

organization towards security as laborers feel exceedingly checked in KARVY STOCK BROKING.

Suggestion:

Empirical evidence appears to support the view that HRM practices like job analysis, recruitment and selection can influence the job performance and growth. Organizations interested in the growth and in high performance should involve their employees in decision making process for creating high level of employees’ job satisfaction and enhancing their productivity, reducing turnover and increasing job security. Those organizations, which make effective use of HRM practices on a wider scale, can generate higher returns. Sometimes, it happens when managements don’t know something what employees know. It is always true that employers cannot implement all human resource planning techniques immediately. It never works. Organizations should implement them one by one so employees could trust the management. The research provides proofs for the organizations that

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whenever the employee is not satisfied with his job, productivity is always low. When an employee quit the organization, there are numerous sound effects. The first is the loss of that employee's competence and skills, knowledge and abilities; second low productivity of the organization, third is the financial impact of replacing that individual and fourth is the impact on employee’s morale, depending on the reasons owing to which employee quit the organization.

CONCLUSION:

In the above point of view, the present part makes an endeavor to land at two or three

conclusions. It ought to be surrendered here that the specialist thinks about the confinements of

the assessment and the end drawn reliant on the model from a solitary unit can't be made theories

with respect to the whole gathering region. The appraisal looks status for operator Evaluation in

six of view, explicitly productive Communication, Value of individuals, Clarity, Concept about

power, Information and Learning. An appraisal of information relating to mix causes us to instigate

that the Executives to have consented to the persuading down ward correspondence stream, which

is an essential for Evaluation. Concerning estimation of individuals, the analysis prompts the end

that the Executives give a sensible inspiration to the in the Organization.

Regardless, in regard of idea with respect to control, they are to some degree consented to share

the power. To the degree data offering to chop down rungs is concerned, they are certain.

References: 1) Amah, O. (2008). Feedback Management Strategies in Perceived Good and Poor Performance: The Role of Source Attributes and Recipient’s Personality Disposition. Research and Practice in Human Resource Management, pp. 16(1), pp.39-59. 2) Appelbaum, E. (2002). The Impact of New Forms of Work Organization on Workers'. Applied , vol.56, pp.347-368. 3) Armstrong, M. (1995). Personnel Resource Management. Kogan Page Limited. 4) Armstrong, M. (2009). Armstrong's Handbook of Human Resources Management Practice. New York: Kogan Page Limited. 5) Arthur, B. (1994). Effects of Human Resource Systems on Manufacturing Performance and Turnover. Academy of Management Journal, vol.37, pp.670-87.

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6) B.E. Becker, M.A. Huseld. (1988). Ghigh Performance Work Systems and Firm Performance: A Synthesis of Research and Managerial Implications. Research in Personnel and Human Resources Management, Vol 16. Pp.53-101. 7) Brooks, F. (1987). No Silver Bullet: Essence and Accidents of Software Engineering. IEEE Computer, Vol.20: pp.10-19. 8) C. Ichniowski, & K. Shaw. (1999). The Effects of Human Resource Management Systems on Economic Performance: An International Comparison of U.S and Japanee Plants. Management Science, vo.45(4),pp.704-721. 9) C.D. Fisher, L.F. Schoenfeldt & J.B. Shaw. (1999). Human Resource Management. 10) Casico, W. (1998). Managing Human Resources. Boston: Irwin/McGraw-Hill. 11) Chapman, R. (2006). Simple Tools and Techniques for Enterprise Risk Management. John Wiley & Sons. 12) Dessler, G. (2003). Human Resource Management, 9th ed. Englewood Cliffs, NJ: Prentice Hall. 13) G. Gelade, & M. Ivery. (2003). The Impact of Human Resource Management and Work Climate on Organizational Performance. , vol56(2), pp.383-398. 14) G.P. Latham, and K.N. Wexley. (1981). Increasing Productivity through Performnace Appraisal. MA: Addison-Wesley. 15) Geal, S. (1988). The Job Analysis Handbook for Business, Industry, and Government, Vol1. New York: Wiley. 16) H. Spangenberg & C. Theron. (2001). Adapting the Systems Model of Performance Management and Major Changes in the External and Internal Organizational Environments. South African Journal of Business Management, vol.32(1), pp.35-47.

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