HUMAN RESOURCE

MANAGEMENT
Chapter 3

Job
Job Analysis
Analysis

JOB ANALYSIS

Lecture Highlights:

What

is Job Analysis?
Job Attributes/ Job analysis
information hierarchy
Nature /Purpose of JA
Methods of Job analysis
Steps of job analysis
Multifaceted nature of job analysis
Problems of job analysis
Model Questions

JOB ANALYSIS
Job

Analysis is a systematic exploration of the

activities within a job.
It defines and documents the duties,
responsibilities and accountabilities of a job and
the conditions under which a job is performed.

The documentation
includes the major
responsibilities, duties,
and tasks of a job, as well
as the kinds of knowledge,
skills, and abilities needed
to perform the job.

?
3

What is Job
Analysis?

Job Analysis is
the process of
getting detailed
information
about jobs
4

It is a technical procedure used to

define the duties, responsibilities,
and accountabilities of a job.

Job Analysis
This

analysis involves the identification

and description of what is happening on the
job . . . accurately and precisely identifying
the required tasks, the knowledge, and the
skills necessary for performing them, and
the conditions under which they must be
performed.
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JOB ANALYSIS INFORMATION

HIERARCHY
Job analysis is nothing but an
Career
accurate recording of the
activities involved. For these
Occupation
recording we are simply
Job Family
gathering information to
Job
specific job attributes. The
hierarchy of JA Info are shown Position
beside:
Duty
Task
Element

A Job Element is the

smallest unit into
which work can be
divided

Job Analysis begins at the level of the element and

attempts to build understanding of the combination of
components
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Putting
a hamburger
is an
Lets taketomato
a look on
at different
elements
in
exampleaofJob
anAnalysis
elementprocess
in the job of a
cook at restaurant

Lets talk about Task

A task is a distinct work

activities carried out for a
distinct purpose

Example would include typing a letter, preparing a lecture, or

unloading a mail
truck
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A Task comes from Developing a Work Unit

Activity Analysis
Human Resources: What
knowledge, skills, and
abilities are needed by
those performing the task?
Equipments: What special
equipment, facilities, and
systems are needed?

Raw Inputs: What

materials, data, and
information are needed?

Element

What tasks are required in

the production of the
output?

Activity

What product,
information, or service is
provided? How is the
output measured?

Output

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How about Duty?

A duty is a number
of tasks. Counseling
students is a duty of
a college instructor
12

Minor tasks that are done daily, but

Which make a limited contribution to
The objectives of the department

Routine Duties

Work most directly related to

Accomplishing the objectives of
The department

Regular Duties

Meetings, committee work, and

Special projects, which may or may not
Be directly related to the department

Special Duties

Are essentially creative-thinking and

Improvement oriented; such as finding
Better ways to communicate with emp.

Innovative Duties

Duties can be classified by four

different activities

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I have a Position!

A position refers to one or

more duties performed by
one person in an
organization

Example: Supervisor
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Then, what is
mean by job?

A job is a type of
position within the
organization

A Sales Job could

involve many sales
positions
15

Im the Pilot

Im the Co-Pilot

We both
have a Job
to do
416

Lets talk about

Occupation

An occupation is a group
of similar jobs found
across organizations
Electrician
Accountant
Maintenance

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Why is it important to
know the terms?

Because, job analysis begins

at the level of the element
and attempts to build
understanding of total
organizational functions
418

JOB ANALYSIS INFORMATION

HIERARCHY

Career: Sequence of
positions, jobs, or
occupations that a person
has over his or her working
life.
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Purpose of Job Analysis

Job analysis process generates three outcomes:
Job descriptions
Job specifications
Job evaluation
It is important to note that these are the
tangible products of the work not the job
analysis, which is the conceptual, analytical
process or action from which we develop these
outcomes. Lets look at them more closely.
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NATURE & PURPOSE OF JOB

ANALYSIS
Job

Description
A job description is a written statement of what the
jobholder does, how it is done, under what conditions it is
done, and why it is done.

Job Description Contains the following:

Identification
Job

title
Reporting relationships
Department
Location
Date of analysis

General Summary
Describes

the jobs
distinguishing
responsibilities and
components

Essential Functions
and Duties
Lists major tasks,
duties and
responsibilities
Others:
Signature of
approvals
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Working Condition
Hazards

NATURE & PURPOSE OF JOB

ANALYSIS
Job

specifications:
The job specification states the minimum
acceptable qualifications that the
incumbent must possess to perform the
job successfully.
A statement of human qualifications
necessary to do the job. Usually contains
such items as:

Education, Experience, Training, Judgment,

Initiative, Physical Skills, Responsibilities,
Communication Skills, Emotional
characteristics, personality

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NATURE & PURPOSE OF JOB

ANALYSIS
Job

specifications:

Based on the information acquired through job analysis,

the job specification identifies the knowledge, skills,
education, experience, certification, and abilities needed
to do the job effectively. Individuals possessing the
personal characteristics identified in the job
specification should perform the job more effectively
than those lacking these personal characteristics. The
job specification, therefore, is a important tool in the
selection process, for it keeps the selectors attention on
the list of qualifications necessary for an incumbent to
perform the job and assists in determining whether
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candidates are essentially qualified.

NATURE & PURPOSE OF JOB

ANALYSIS
Job Evaluations
In addition to providing data for job descriptions
and specifications, job analysis is also valuable in
providing the information that makes comparison
of jobs possible. If an organization is to have an
equitable compensation program, jobs that have
similar demands in terms of skills, knowledge,
and abilities should be placed in common
compensation groups. Job evaluation contributes
towards that end by specifying the relative value
of each job in the organization. Job evaluation,
therefore, is an important part of compensation
administration.

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NATURE & PURPOSE OF JOB

ANALYSIS
Job

Evaluations

Specify relative value of each job in the

organization.
Used to design equitable compensation
program.

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PURPOSES OF JOB ANALYSIS

COMPENSATION

RECRUITING

TRAINING

SELECTION

JOB
ANALYSIS

PERFORMANCE APPRAISAL

CAREER
PLANNING

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STAGES IN THE JOB ANALYSIS

PROCESS
Understand the purpose
of the job analysis

Review draft
with supervisor
Develop draft

Understand the role of

job in the organization

Benchmark
position

Seek
clarification
Determine how to collect
job analysis information

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STEPS IN CONDUCTING JOB

ANALYSIS

Understand the purpose of conducting the

job Analysis:
Before embarking on a job analysis. One must
understand the nature and purpose of conducting
the investigation. Recognize that job analysis
serve a vital purpose in such HRM activities as
recruiting, training, setting performance
standards, evaluating performance, and
compensation. In fact, nearly every activity in
HRM revolves around the job analysis.
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STEPS IN CONDUCTING JOB

ANALYSIS

Understand the Role of Jobs and Values in

the Organization: Every job in the organization
should have a purpose. Before conducting the job
analysis, one must understand the linkage that
the job has to the strategic direction of the
organization. In essence, one must answer why
the job is needed, If an answer cannot be
determined, then may be the job is not needed.

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STEPS IN CONDUCTING JOB

ANALYSIS

Benchmark Positions : In a large organization,

it would be impossible to evaluate every job at
one time. Accordingly, by involving employees and
seeking their input, selected jobs can be chosen
based on how well they represent other, similar
jobs in the organization. This information, then,
will be used as a starting point in later analysis
of the other positions.

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STEPS IN CONDUCTING JOB

ANALYSIS

Determine How You Want to Collect he Job

Analysis Information: Proper planning at this
stage permits one to collect the data desired in
the most effective and efficient manner. This
means developing a process for collecting the
data. Several combined methods like structured
questionnaires, group interviews, and technical
conferences should be used. Select the ones,
however, the best meet your job analysis goals
and timetables.
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STEPS IN CONDUCTING JOB

ANALYSIS

Seek Clarification, Wherever Necessary :

Some of the information collected may be entirely
understood by the job analyst. Accordingly, when
this occurs, one must seek clarification from
those who possess the critical information. This
may include the employee and the supervisor.
Failure to understand ad comprehend the
information will make the next step in the job
analysis process writing the job description
more difficult.
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STEPS IN CONDUCTING JOB

ANALYSIS

Develop the First Draft of the Job

Description : Although there is no specific
format that all job descriptions follow, most
include certain elements. Specifically, a job
description contains the job title, a summary
sentence of the jobs main activities, the level of
authority and accountability of the position,
performance requirements, and working
conditions. The last paragraph of the job
description typically includes the job
specifications, or those personal characteristics
the job incumbent should possess to be successful
on the job.

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STEPS IN CONDUCTING JOB

ANALYSIS

Review Draft with the Job Supervisor :

Ultimately, the supervisor of the position being
analyzed should approve the job description.
Review comments from the supervisor can assist
in determining a final job description document.
When the description is an accurate reflection,
the supervisor should sign off, or approve the
document.

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Multifaceted Nature of the Job Analysis

36

WHAT TO COLLECT ?

Job Content
Job Context
Job Requirements

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1.

Duties of an employee

What actually an employee does

Job Content: It contains information about various

job activities included in a specific job. It is a detailed
account of actions which an employee needs to perform
during his tenure. The following information needs to be
collected by a job analyst:

Machines, tools and equipments to be used while

performing a specific job

Additional tasks involved in a job

Desired output level (What is expected of an

employee?)

Type of training required

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2.

Working Conditions

Risks involved

Whom to report

Who all will report to him or her

Hazards

Physical and mental demands

Judgment

Job Context: Job context refers to the situation or

condition under which an employee performs a particular
job. The information collection will include:

Well like job content, data collected under this category are
also subject to change according to the type of job in a
specific division or department.

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3.

Job Requirements: These include basic but specific

requirements which make a candidate eligible for a particular job.
The collected data includes:

Knowledge or basic information required to perform a job

successfully

Specific skills such as communication skills, IT skills,

operational skills, motor skills, processing skills and so on

Personal ability including aptitude, reasoning, manipulative

abilities, handling sudden and unexpected situations, problemsolving ability, mathematical abilities and so on

Educational Qualifications including degree, diploma,

certification or license

Personal Characteristics such as ability to adapt to different

environment, endurance, willingness, work ethic, eagerness to learn
and understand things, behaviour towards colleagues, subordinates
and seniors, sense of belongingness to the organization, etc

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JOB ANALYSIS METHODS

Job
Job Analysis
Analysis
Methods
Methods

Observation
Observation

Interview
Interview
Individual
Individual
Group
Group

Questionnaire
Questionnaire

Technical
Technical
Conference
Conference

Diary
Diary

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Observation Method: Using the observation

method, a job analyst watches employees directly
or reviews films of workers on the job. Although
the observation method provides firsthand
information, workers often do not function most
efficiently when they are being watched, and thus
distortions in the job analysis can occur. This
method also requires that the entire range of
activities be observable. This is possible with
some jobs, but impossible for many-for example,
most managerial jobs.

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METHODS OF JOB ANALYSIS

Individual Interview Method: Using the
individual interview method, a team of job
incumbents is selected and extensively
interviewed. The result of these interviews is
combined into a single job analysis. This
method is effective for assessing what a job
entails, and involving employees in the job
analysis in essential.
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METHODS OF JOB ANALYSIS

Group Interview Method: The group

interview method is similar to the
individual interview method except that a
number of job incumbents are interviewed
simultaneously. Accuracy is increased in
assessing jobs, but group dynamics may
hinder its effectiveness.
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METHODS OF JOB ANALYSIS

Structured Questionnaire Method: Under the
structured questionnaire method, workers are
sent a specifically designed questionnaire on
which they check or rate items they perform on
their job form a long list of possible task items.
This technique is excellent for gathering
information about jobs. However, exceptions to
a job may be overlooked, and there is often no
opportunity to ask follow-up questions or to
clarify the information received.

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METHODS OF JOB ANALYSIS

Technical Conference Method: The technical

conference method uses supervisors with
extensive knowledge of the job. Here, specific job
characteristics are obtained from the experts.
Although a good data-gathering method, it often
overlooks the incumbent workers perceptions
about what they do on their job.
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METHODS OF JOB ANALYSIS

Diary Method:
The diary method requires job
incumbents to record their daily
activities. The diary method is the most
time consuming of the job analysis
methods and may have to extend over
long periods of time-all adding to its
cost.
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PROBLEMS OF JOB ANALYSIS:

Support from Top Management: In most cases top
management support are missing.
Single Means Source: There are many proven methods for
collecting data. Sometimes analysts rely on only one
method while a combination might provide a better data for
job analysis.
No Training or Motivation: Job holders are great source of
motivation. But they are not trained or motivated to
provide quality data for job analysis.
Activities may be distorted: Where training and
preparedness do not exist, job holders tend to submit
distorted data, either intentionally or inadvertently
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ADVANTAGES OF JOB ANALYSIS

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DISADVANTAGES OF JOB ANALYSIS

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JOB ANALYSIS TOOLS

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