1. Chapter 3 JOB ANALYSIS

2. Learning Outcomes Understand job analysis
Understand job analysis process
Explain job analysis approaches
Understand the use of job analysis information to human resource management
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3. Definitions
Job analysis - Systematic process of determining skills, duties, and knowledge required for performing jobs in organization
Job - Consists of group of tasks that must be performed for organization to achieve its goals
Position - Collection of tasks and responsibilities performed by one person; there is a position for every individual in organization
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4. Definitions (Cont.)
A work group consisting of a supervisor, two senior clerks, and four word processing operators has
3 jobs and 7 positions.
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5. Questions Job Analysis Should Answer
What physical and mental tasks does worker accomplish?
When is job to be completed?
Where is job to be accomplished?
How does worker do job?
Why is job done?
What qualifications are needed to perform job?
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6. Job specification & Job descriptionJS
is a written statement 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. JD
basic job-related data that is useful to advertise a specific job and attract a pool of talent.
It includes information such as 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 equipments to be used by a prospective worker and hazards involved in it.
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7. Items Frequently Included In a Job Description
Major duties performed
Percentage of time devoted to each duty
Performance standards to be achieved
Working conditions and possible hazards
Number of employees performing the job, and to whom they report
The machines and equipment used on job
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8. Content of a Job Description
Job Identification - Job title, department, reporting relationship, and job number or code
Job Analysis Date - Aids in identifying job changes that would make description obsolete
Job Summary - Concise overview of job
Duties Performed - Major duties
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9. Job Specification
Job Specification - Minimum qualifications person should possess to perform particular job
Should reflect minimum, not ideal qualifications for particular job
Job specifications are often included as major section of job descriptions
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10. Problems If Job Specifications Are Inflated
May systematically eliminate minorities or women from consideration
Compensation costs will increase
Job vacancies will be harder to fill
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11. Timeliness of Job Analysis
Rapid pace of technological change makes need for accurate job analysis even more important now and in the future.
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12. The use of job analysis
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13. Recruitment & selection
Helps in determining what kind of person is required to perform a particular job.
It points out the educational qualifications, level of experience and technical, physical, emotional and personal skills required to carry out a job in desired fashion.
The objective is to fit a right person at a right place.
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14. Performance analysis
To check if goals and objectives of a particular job are met or not.
It helps in deciding the performance standards, evaluation criteria and individual’s output.
On this basis, the overall performance of an employee is measured and he or she is appraised accordingly.
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15. Training & development
Be used to assess the training and development needs of employees.
The difference between the expected and actual output determines the level of training that need to be imparted to employees.
It also helps in deciding the training content, tools and equipments to be used to conduct training and methods of training.
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16. Compensation management
Plays a vital role in deciding the pay packages and extra perks and benefits and fixed and variable incentives of employees.
The pay package depends on the position, job title and duties and responsibilities involved in a job.
The process guides HR managers in deciding the worth of an employee for a particular job opening.
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17. Job designing & redesigning
The main purpose of job analysis is to streamline the human efforts and get the best possible output.
It helps in designing, redesigning, enriching, evaluating and also cutting back and adding the extra responsibilities in a particular job.
This is done to enhance the employee satisfaction while increasing the human output.
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18. Job analysis process Identify Job analysis purpose
Who will conduct job analysis?
How to conduct job analysis process?
Strategic decision making
Training of job analyst
Preparation of job analysis process
Data collection
Documentation, verification & review
Developing JS & JD
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19. Who will conduct job analysis
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.
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20. Strategic decision making
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.
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21. Training of job analyst
To train the job analyst about how to conduct the process and use the selected methods for collection and recoding of job data.
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22. 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.
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23. Data collection
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 behavior.
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24. 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.
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25. Developing JD & JS
To segregate the collected data into useful information.
Job Description describes the roles, activities, duties and responsibilities of the job.
job specification is a statement of educational qualification, experience, personal traits and skills required to perform the job.
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26. Summary of Types of Data Collected Through Job Analysis
Work Activities - Work activities and processes; activity records (in film form, for example); procedures used; personal responsibility
Worker-oriented activities - Human behaviors, such as physical actions and communicating on job; elemental motions for methods analysis; personal job demands, such as energy expenditure
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27. Summary of Types of Data Collected Through Job Analysis (Cont.)
Machines, tools, equipment, and work aids used
Job-related tangibles and intangibles - Knowledge dealt with or applied (as in accounting); materials processed; products made or services performed
Work performance - Error analysis; work standards; work measurements, such as time taken for a task
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28. Summary of Types of Data Collected Through Job Analysis (Cont.)
Job context - Work schedule; financial and nonfinancial incentives; physical working conditions; organizational and social contexts
Personal requirements for job - Personal attributes such as personality and interests; education and training required; work experience
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29. Job Analysis Methods Questionnaires Observation Interviews
Employee recording
Combination of methods
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30. Questionnaires Typically quick and economical to use
Structured questionnaire to employees
Problem: Employees may lack verbal skills
Some employees tend to exaggerate significance of their tasks
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31. Observation
Job analyst watches worker perform job tasks and records observations
Used primarily to gather information on jobs emphasizing manual skills
Used alone is often insufficient
Difficulty: When mental skills are dominant in a job
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32. Interviews Interview both employee and supervisor
Interview employee first, helping him or her describe duties performed
Then, analyst normally contacts supervisor for additional information
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33. Employee Recording Describe daily work activities in diary or log
Problem: Employees exaggerating job importance
Valuable in understanding highly specialized jobs
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34. Combination of Methods
Usually use more than one method
Clerical and administrative jobs: questionnaires supported by interviews and limited observation
Production jobs: interviews supplemented by extensive work observations may provide necessary data
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35. Other Methods Available for Conducting Job Analysis
Functional Job Analysis
Position Analysis Questionnaire
Critical Incident Method
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36. Functional Job Analysis
Concentrates on the interactions among the work, the worker, and the organization
Assesses specific job outputs and identifies job tasks in terms of task statements
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37. Position Analysis Questionnaire
Uses a checklist approach to identify job elements
Focuses on general worker behaviors instead of tasks
Different job descriptors relate to job- oriented elements
Each job being studied is scored relative to the job dimensions
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38. Critical Incident Method
Is a set of procedures used for collecting direct observations of human behavior that have critical significance and meet methodically defined criteria.
These observations are then kept track of as incidents, which are then used to solve practical problems and develop broad psychological principles.
A critical incident can be described as one that makes a significant contribution—either positively or negatively—to an activity or phenomenon.
Critical incidents can be gathered in various ways, but typically respondents are asked to tell a story about an experience they have had.
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39. Conducting Job Analysis
People who participate in job analysis should include, at a minimum:
Employee
Employee’s immediate supervisor
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40. Job Analysis and the Law
Similar pay must be provided if jobs are not substantially different as shown in job descriptions
Basis for adequate defenses against unfair discriminations charges in selection, promotion, and other areas of HR administration
Specify job elements that endanger health or are considered unsatisfactory or distasteful by most people
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