job analysis

JOB ANALYSIS

Job analysis is the process of determining and recording all

the pertinent information about a specific job, including the

tasks involved, the knowledge and skill set required to

perform the job responsibilities attached to the job and the

abilities required to perform the job successfully.

CONCEPT OF JOB ANALYSIS

Job analysis provides the necessary

inputs for a number of HR activities like

recruitment, selection, job design,

estimating job worth, training, and

appraisal.

These activities depend on job analysis

and its end products for their own

functioning.


For example:

Job description and job specification- the end products of a job

analysis – form the basis for recruitment.

They help in evaluating a candidate against the requirements

of the job and selecting the most suitable one.

Similarly, job analysis provides inputs for training. While

training employees for a particular position, the parameters on

which the employees need to be trained can be obtained from

job analysis.

Job analysis also help management in evaluating the relative

worth of each job, which would be one of the basic inputs in

designing the compensation system .


Job analysis plays a key role in designing and

managing the performance appraisal system in an

organization. it helps in identifying the key

responsibility areas (KRAs) for a position and then

setting the goals or objectives for the appraisal

period. This forms the basis for the evaluation of an

employee’s performance.

A comparison of the job specifications arrived at, at

the end of a job analysis, with the existing

competencies of an employee, helps in identifying his

training needs. Thus, job analysis contributes either

directly or indirectly to almost all the fields of human

resource management.


Information Gathering

The first step in job analysis is to gather all the necessary

information. This includes information on the organization

structure; the role of the job in relation to other jobs in the

organization; the class (of jobs) to which the job belongs; and

a detailed description of the activities and responsibilities

involved in the job. This information is collected through

observation and study.

PROCESS OF JOB ANALYSIS

Job-Specific Competency Determination

Based on study and observation, the competencies required

for the job are identified. This can also be done with inputs

from the employees in the jobs being analyzed.

Developing Job Description

A description of the tasks, responsibilities, duties and

functions of the job is prepared. This forms the job

description.

Developing Job Specification

The job specification provides a complete list of competencies

and qualifications required to match the job description. This

is also prepared based on study. Comparison or direct inputs

form the job-holders.

PROCESS OF JOB ANALYSIS

Observation Method

This method is simple and can be used in conjunction with

other methods of job analysis. In this method, the individuals

performing the job are observed and relevant points are

noted. The notes might include what was done and how was

in done. Motion and Time Studies are examples of observation

methods. This method has some serious drawbacks.

For jobs witch are not repetitive and are quite complicated, it

becomes very cumbersome and difficult to make a note of the

observations. It is important that the observer knows what

has to be noted and what has to be ignored. Otherwise, the

whole analysis might result in a lengthy but redundant

document.

JOB ANALYSIS METHODS

Individual Interview Method

This method is employed when the job in question is complex

and has varied tasks. It is very effective when the interview is

structured and the analyst is clear about what information has

to be obtained from the interview.

Group Interview Method

This method is similar to the individual interview method,

except that the employees performing the same job are

interviewed in groups. Information that might have been

missed out in individual interview, would come up in a group

interview; the method is also less time consuming. One

drawback of this method is the effect that group dynamics

might have on the direction of the interview.


Questionnaire Method

In this method, the analyst usually gives a long sandstructured questionnaire to be filled up by the job incumbents.This questionnaire has both objective and open-endedquestions. It is a good method to get the information from theemployee without disturbing him on the job. However, theanalysis part of it becomes quite cumbersome, especiallywhen there is lack of clarity. The analyst might fail to conveywhat he intends to and in the process fail to obtain therequired information.

Technical Conference Method

This is method of gathering all the job related informationfrom ‘expert’ – usually supervisors – and not the jobincumbents. Though more, and perhaps unbiased, informationcan be gathered, the view point of the job holder cannot beobtained with this method.


Diary Method

In this method, job incumbents make immediate note of the

activities they perform. A lot of information can be gathered

about the job and its activities, but the time and effort

required to be put in by the job holder to keep notes of this

kind is enormous.

This exercise takes longer to complete as there may be

activities that occur only at fairly long time intervals. For

example, an Office Assistant might have the responsibility of

sending a monthly attendance report to the headquarters.

This activity, which would be performed at the end of every

month would be missing from his lost of responsibilities, if

the study were conducted for a shorter period.


Functional Job Analysis

Functional job analysis was developed by the U.S. Department

of Labor. In this method, the job analyst conduct background

research, interviews job incumbents and supervisors, makes

site observations, and then prepares a detailed document.

Position Analysis Questionnaire (PAQ)

Ernest J. Mc Cormick’s Position Analysis Questionnaire (PAQ)

is another standard method of job analysis that describes jobs

in terms of worker activities. It generates job requirement

information that is applicable to all types of jobs. The PAQ

procedure contained 194 job elements that fall into six major

job categories


By analyzing the 194 elements in the PAQ for more than five

hundred dif ferent jobs, researchers identified the following

important dimensions on which jobs dif fered from one

another.

Having Decision-Making/Communications/Social

Responsibilities: Activities that involve considerable amount

of communication and interaction with people, as well as the

responsibilities associated with decision-making and planning

functions are reflected by this dimension.

Performing Skilled Activities: Skilled activities that are

performed by using technical devices or tools and in which the

emphasis is on precision, recognizing subtle dif ferences, and

on manual control, are part of this dimension.


Being Physically Active/ Related Environmental Conditions:

This dimension is characterized by activities that involve

considerable movement of the entire body or major parts of it,

and by environments like those found in factories and shops.

Operating Vehicles/Equipment: Activities that use vehicles or

equipment, and typically involve sensory and perceptual

processes and physical functions are a part of this dimension.

Processing Information: This dimension is characterized by

activities that involve a wide range of information-processing

exercises, in some instances, accompanied by the use of

machines such as office equipment.


Critical Incident Technique (CIT)

According to John Flanagan who proposed the Critical IncidentTechnique in 1954, behaviors in specific situations contribute tothe success or failure of individuals or organizations. Acompilation of all the critical acts or behaviors provides aportrayal of the job, with focus of both the action of the workerand the context in which the behavior was noticed.

Interviews and questionnaires can be used to collect and compileinformation on these critical incidents. Though job supervisorscan be consulted, most of the information is provided by the jobincumbents. CIT is more suitable for middle and topmanagement level jobs as critical incidents can take place atthese levels. Hence, this technique is limited to jobs performedby a few people, and its application to routine jobs at the lowerlevels of an organization structure is restricted.


A well -planned and well -executed job analysis exercise results in manyef fective tools for the HR function.

Job identification

Significant characteristics of a job.

What the typical worker does.

What materials and equipment the worker uses.

How a job is per formed

Required personal attr ibutes.

Job relationship – Information regarding opportunities foradvancement, patterns of promotions, degree of cooperation andcoordination required with co-workers, etc.

The information gathered through job analysis is used to prepare twoseparate documents. One document, the job description, describes thetasks and activit ies, the relationship, the responsibil it ies, the settingetc. of the job. The ‘ job specification’ documents the information aboutthe incumbent. It l ists the qualification, knowledge, skil ls, experience,personal characteristics etc. required, for the incumbent to performthe job successfully.

JOB ANALYSIS INFORMATION

The most common end product of a job analysis is a

documented job description. It is a natural outcome of job

analysis and can be described as documentation of the

results of job analysis. If the job description is based on the

finding of an analyst, the feedback on the initial draft has to

taken from the incumbents and the supervisor and

incorporated in the final draft.

The job description describes in detail the various aspects of

a job like the tasks involved, the responsibilities of the job

and the deliverables. It also describes the setting the work

environment of the job. As explained earlier, job descriptions

are used in recruitment, training, performance appraisal and

wage and salary administration.

JOB DESCRIPTION

Physical Specifications : height, weight, vision, hearing, ability

to lift and carry weights, health condition, age and the

capacity to use or operate machines, tools, equipment etc.

Mental Specifications : analytical ability, data interpretation

ability, decision-making ability etc.

Emotional and Social Specification : Emotional specifications

include stability adaptability and flexibility. Social

specifications include ability to work in a team lead a team,

maintain interpersonal relationships etc.

Behavioral Specifications : The ability to make judgments,

ability to undertake research, creativity, teaching ability,

maturity, self-reliance, and the ability to be authoritative etc.

JOB SPECIFICATION

Employment

Manpower planning, recruitment, selection, placement,orientation and induction, all of which are dif ferent areas ofemployment, make use of job analysis at some point or theother.

Organization Audit

Job analysis helps in identifying the loopholes, if any, in theorganization I terms of jobs, processes, organizational structure,workflows etc.

Training and Development

Job analysis comes in very handy during training needidentification and design of training programs for employees.Management development can also be undertaken if theemployee is expected to handle a dif ferent role in the future, asthe tasks and responsibilities attached with all the positions inthe organization are already available.

USES OF JOB ANALYSIS

Performance appraisal

Performance appraisal is normally based on goal-setting or

the competencies associated with a job.

Promotion and Transfer

Once the job responsibilities, tasks and requirements are

known, it is easier to make decisions on transfers and

promotions based on suitability. The best fit for a position can

be identified by evaluating the candidates for

transfer/promotion against the results of job analysis.

Preventing Dissatisfaction

Job analysis helps identify and rectify problems or

shortcomings in job design.


Compensation Management

Job evaluation, used with other techniques like market surveys,provide the inputs for wage and salary administration in anorganization. Job evaluation takes into consideration the contentof the job in terms of tasks, duties, responsibilities, risks,hazards etc., which has a bearing on the compensation forperforming the job.

Health and Safety

Knowledge of hazards or harmful working conditions and the riskof accidents associated with the job, if any, is provided by jobanalysis.

Induction

Job description provides information regarding the job and helpsa new incumbent understand his tasks and responsibil ities.


Industrial Relations

Job descriptions are often used to solve industrial disputes andto maintain sound industrial relations. As the standard jobdescription would be violated with the addition or deletion ofsome duties, it is a matter of interest to the labor unions as wellas management.

Career Planning

Job analysis is essential to plan the careers of individualemployees and prepare them to progress along their careerpaths. Job specifications indicate the competencies thatemployees must develop to move up into higher level positions inthe organization.

Succession Planning

Succession planning involves identifying and grooming asuccessor for a vacancy that would arise in the future. The tasksand responsibilities of the job and the specifications of the jobhelp in evaluating available candidates and selecting the mostsuitable one.


Employee productivity and satisfaction are the two important

concern of a human resource manager. The structure of

work, the activities to be performed and the responsibilities

attached to a position are the determinants of employee

productivity and satisfaction. Job design is the process of

structuring work and designating the specific activities at

individual or group levels.

These work activities and the eventual work done have to

contribute to the organizational objectives in the most

effective and efficient manner. Job design determines the

responsibility of an employee, the authority he enjoys over

his work, his scope of decision-making, and eventually, his

level of satisfaction and his productivity.

CONCEPT OF JOB DESIGN

The major components of a job design are the job content or

scope and the job depth. The job content includes the various

tasks or activities that have to be performed by the jobholder,

the responsibilities attached to the job and the relationships

with other jobs in the organizational set-up. Job depth is the

autonomy or the authority that the jobholder enjoys in

planning and organizing the work attached to the job.

CONCEPT OF JOB DESIGN

Job Rotation

An employee who has been doing the same job repeatedlyover the years, would get bored, and this would affect hisperformance. Job rotation enhances employee motivation byperiodically assigning the employee to alternative jobs. Thiswould have benefits for both the organization and theemployee.

The employee would be relieved from a monotonous cycle andthe organization would benefit from his motivatedperformance. During job rotation, the employee will also gaina wider knowledge of the organization and its work processes.Job rotation also helps managers to deal with frequentabsenteeism and high turnover of workforce. Knowledgeableemployees can fill in for absent workers, and work routineswill not be affected.

MODERN MANAGEMENT TECHNIQUES

Job Enlargement

Job enlargement involves increasing the length and hence andoperating time of each cycle of work for the job holder. Basically,different and continuous small cycles would be integrated intoone single cycle of operation. This would reduce the number ofrepetitions of the operating cycle and increase the scope of workfor the employee.

Job Enrichment

Job enrichment is the most popular technique for enhancingemployee motivation. Organizations which employ workers withhigh levels of skills and knowledge should considerimplementing job enrichment programs. Job enrichment is doneby redesigning jobs so as to increase both their scope and theirdepth. The incumbent has enough autonomy to plan, organizeand control his job. There is less supervision and more self-evaluation involved in carrying out the job.


Job enrichment techniques

Incorporating more responsibil ity in the job.

Providing wider scope, greater sequencing and increased pace ofwork.

Assigning a natural unit of work, either to an employee or to agroup of employees.

Minimizing controls and providing freedom of work .

Allowing the employees to set their own standards or targets.

Allowing the employees to monitor their own performance.

Encouraging employees to participate in planning andinnovating.

Introducing new, difficult and creative tasks.

Assigning specific projects to individuals or groups to enhancestheir expertise.


Steps in job enrichment

selecting jobs that can motivate the employee and eventually result inimproved performance.

Providing scope for change and enrichment in job design.

Making a list of changes that might enrich the jobs by brainstorming.

Concentrating on motivational factors such as achievement,responsibil ity, self -control etc.

Changing the content of the job rather than changing the employees.

Providing adequate training, guidance, encouragement and helps.

Introducing the enriched jobs carefully, so that there is no resistancetowards the implementation of job enrichment programs.

Preparing specific programs for each project and ensuring access toinformation that helps management to monitor the performance ofworkers.


job analysis

Education

job responsibilities

specific job

job worth

job design

job specifications

methods of job analysis

job descriptiona description

training employees