CHAPTER 2 JOB ANALYSIS

Job Analysis

Job Description
& Job
Specification

Job Evaluation - Wage

Recruiting and
Performance Appraisal and Salary Decisions Training Requirements
Selection Decisions (Compensation)

JOB ANALYSIS PROCESS

1. Collection of Background Information Identify the use to which the information will be put, since
this will determine the types of data you collect and how you collect them. Some data collection

techniques like interviewing the employee and asking what the job entails and what his
responsibilities are - are good for writing job descriptions and selecting employees for the job.

2. Selection of representative positions to be analyzed Review relevant background information

such as organization charts, process charts, and job descriptions. Organization charts show how

the job in question relates to other jobs and where it fits in the overall organization. The chart
should identify the title of each position and, by means of its interconnecting lines, show who

reports to whom and with whom the job incumbent is expected to communicate.
3. Collection of Job Analysis Data Select representative positions to be analyzed. This is done when

many similar jobs are to be analyzed and it is too time-consuming to analyze, say, the jobs of all
assembly workers.

4. Developing Job Specification and Job Description Develop a job description and job
specification. A job description and a job specification are usually two concrete products of the
job analysis. The job description is a, written statement that describes the activities and
responsibilities of the job, as well as important features of the job such as working conditions

and safety hazards. The job specification summarizes the personal qualities, skills, and
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background required for getting the job done; it may be either a separate document or on the

same document as the job description.

USES & ADVANTAGES OF JOB ANALYSIS

1. Human Resource Planning Human resource planning, involves determination of number and
type of personnel required in future by the organization. The basis of this determination is the

types of jobs that may be required to be performed in order to achieve organizational objectives.
2. Recruitment and Selection Recruitment and selection, taken together, involve the identification

of sources from where the personnel will be acquired, motivating them for making themselves
available for selection, and selecting those who meet the criteria as provided in job description

and job specification. The total process of recruitment and selection is based on the principle of
matching jobs and individuals.

3. Job Evaluation and Compensation Job evaluation is the process of determining the relative worth
of different jobs in an organization with a view to link compensation, both basic and

supplementary, with the worth of the jobs. The worth of a job is determined on the basis of job
characteristics and job holder characteristics.

4. Training and Development Career planning itself is not sufficient but it requires the efforts in the

form of training and development so that the individuals are equipped to meet the requirements
of their jobs to be performed at various stages of their career.

5. Appraisal Performance appraisal involves assessment of actual job performance by an employee

in the light of what is expected of him. Such an assessment is used for promotion, pay increase,

and identification of training needs. Job analysis helps in determining performance standards
against which the actual job performance is measured.

6. Compensation and Benefits Remuneration involves fringe benefits bonus and other benefits. It
must be based on the relative worth of each job. Ignoring this basic principle results in inequitable

compensation. A perception of inequity is a sure way of demotivating an employee.

7. Career Planning Career planning involves determination of path of upward movement of

individuals in the organization. The individuals join the organization at a particular level and make
upward progression at various levels in their career. Job analysis provides information about the

opportunities in terms of career paths and jobs availability in the organization

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8. Safety and Health Further, job analysis provides an excellent opportunity to uncover and identify

hazardous conditions and unhealthy environmental factors like heat, noise, fumes and dust, so
that corrective measures can be taken to minimize and avoid the possibility of human injury.

DISADVANTAGES OF JOB ANALYSIS

1. Time Consuming The biggest disadvantage of Job Analysis process is that it is very time
consuming. It is a major limitation especially when jobs change frequently.

2. Involves Personal Biasness (Subjective) If the observer or job analyst is an employee of the same
organization, the process may involve his or her personal likes and dislikes. This is a major

hindrance in collecting genuine and accurate data.

3. Source of Data is Extremely Small Because of small sample size, the source of collecting data is

extremely small. Therefore, information collected from few individuals needs to be standardized.
4. Involves Lots of Human Efforts The process involves lots of human efforts. As every job carries

different information and there is no set pattern, customized information is to be collected for
different jobs. The process needs to be conducted separately for collecting and recording job-

related data.
5. Job Analyst May Not Possess Appropriate Skills If job analyst is not aware of the objective of job

analysis process or does not possess appropriate skills to conduct the process, it is a sheer
wastage of company’s resources. He or she needs to be trained in order to get authentic data.

6. Mental Abilities Cannot be Directly Observed Last but not the least, mental abilities such as
intellect, emotional characteristics, knowledge, aptitude, psychic and endurance are intangible

things that cannot be observed or measured directly. People act differently in different situations.
Therefore, general standards cannot be set for mental abilities.

METHODS OF JOB ANALYSIS

1. Observation Method Three methods of Job Analysis are based on observation. These are- Direct
Observation; Work Method Analysis, including time and motion studies and micro-motion analysis;

and critical incident method.

2. Interview Method It involves discussions between job analysis and job occupants or experts. Job

analysis data from individual and group interviews with employees are often supplemented by
information from supervisors of employees whose jobs are to be analyzed.

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3. Structured Questionnaire The job analyst administers a structured questionnaire to employees

who then identify the tasks they perform in accomplishing the job. After completion, the
questionnaire are handed over to supervisors. The supervisor is supposed to discuss any errors in

the employee’s response with him make corrections and then questionnaire is given to the job
analyst. The structured questionnaire must cover all job related aspects such as tasks and behaviours.

This method is less time consuming and economical to use but framing the questionnaires are not
an easy tasks.

4. Technical Conference Method In this method, services of the supervisors who possess extensive
knowledge about a job are used with the help of a conference of the supervisors. The analyst initiates

discussion which provides details about the job.

5. Daily Method It requires the job holders to record in details their activities on a daily basis.

JOB DESIGN
Engineering Approach The work of every workman is fully planned out by the management at least

on day in advance and each man receives in most cases complete written instructions, describing in
detail the task which he/she has to accomplish.

Human Approach The Human relations approach recognized the need to design jobs which are
interesting and rewarding. Factors involved Motivators like achievement, recognition, work itself,

responsibility, advancement and growth and hygienic factors.

Job Characteristics Approach According to this approach Job can be described in terms of five core

job dimensions: Skill Variety, Task Identity, Task significance, Autonomy & Feedback.
1. Skill variety The extent to which a job requires a variety of skills to carry out the tasks involved.

2. Task identity The degree to which a job requires completing a "whole" piece of work from
beginning to end (e.g., building an entire component or resolving a customer's complaint).

3. Task significance The extent to which the job has an important impact on the lives of other
people.

4. Autonomy The degree to which the job allows an individual to make decisions about the way the
work will be carried out.

5. Feedback The extent to which a person receives clear information about performance
effectiveness from the work itself.

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WAYS TO JOB DESIGN

1. Job rotation is a management technique that assigns trainees to various jobs and departments

over a period of a few years.

2. Job Enrichment a job design technique that varies the concept of job enlargement. Job

enrichment adds new sources of job satisfaction by increasing the level of responsibility of the
employee in organization.

3. Job Enlargement a job design technique in which the number of tasks associated with a job is
increased (and appropriate training provided) to add greater variety to activities, thus reducing

monotony.

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