session

JOB ANALYSIS

P.C. BAHUGUNA 1
 What is a Job?
Job
Job
• Job
 A group of related activities
and duties Job Job Job
Job Job Job
• Position
 The different duties and
responsibilities performed
by only one employee In a work group
consisting of a
• Job Family supervisor, two clerks
 A group of individual jobs & four data entry
with similar characteristics operators, there are
three jobs & seven
positions
Job Requirements

• Job Specification
 Statement of the needed knowledge, skills, and
abilities (KSAs) of the person who is to perform the
job

• Job Description
 Statement of the tasks, duties, and responsibilities
(TDRs) of a job to be performed
 Relationship of Job Requirements
to Other HRM Functions
Job
Job Requirements
Requirements

Recruitment
Recruitment Determine
Determinerecruitment
recruitmentqualifications
qualifications

Provide
Providejob
jobduties
dutiesand
andjob
job
Selection
Selection specifications for selection process
specifications for selection process

Performance
Performance Provide
Provideperformance
performancecriteria
criteriafor
for
Appraisal evaluating employees
evaluating employees
Appraisal

Training
Trainingand
and Determine
Determinetraining
trainingneeds
needsand
anddevelop
develop
Development instructional programs
instructional programs
Development

Compensation
Compensation Provide
Providebasis
basisfor
fordetermining
determining
Management employee’s
employee’s rateof
rate ofpay
pay
Management
Job Analysis

• Job Analysis
The process of obtaining information
about jobs by determining what the
duties, tasks, or activities of jobs are.
HR managers use the data to
develop job descriptions and job
specifications that are the basis for
employee performance appraisal
and development.
The Process
of Job
Analysis
Performing Job Analysis
1. Select jobs to study
2. Determine information to collect: Tasks,
responsibilities, skill requirements
3. Identify sources of data: Employees,
supervisors/managers
4. Methods of data collection: Interviews, questionnaires,
observation, diaries and records
5. Evaluate and verify data collection: Other employees,
supervisors/managers
6. Write job analysis report
Gathering Job Information

• Interviews
• Questionnaires
• Observation
• Diaries
Controlling the Accuracy of Job Information

• Factors influencing the accuracy of job information

 Self-reporting exaggerations and omissions by
employees and managers
 Collecting information from a representative sample of
employees
 Capturing all important job information
 Length of job cycle exceeding observation period
 Lack of access to job site for personal observation
 Lack of familiarity with the tasks, duties, and
responsibilities of a job
 Ongoing changes in the job
Popular Approaches to Job Analysis

Functional
FunctionalJob
Job
Analysis
Analysis

Position
PositionAnalysis
Analysis
Questionnaire
Questionnaire

Critical
CriticalIncident
Incident
Method
Method

HRIS
HRISand
andJob
Job
Analysis
Analysis
Approaches to Job Analysis

• Functional Job Analysis (FJA)

Quantitative approach to job analysis
that utilizes a compiled inventory of the
various functions or work activities that
can make up any job.
Assumes that each job involves three
broad worker functions: (1) data, (2)
people, and (3) things.
 Approaches to Job Analysis

• Position Analysis Questionnaire (PAQ)

 A copyrighted questionnaire that is used to determine the
degree to which different tasks are involved in performing a
particular job.
• Critical Incident Method
 Job analysis method by which job tasks are identified that
are critical to job success.
• HRIS and Job Analysis
 Human resource information systems (HRIS) help
automate the process of job analysis.
Preparing the Job Description

Interview
Interview Supervisor
Supervisor
Questionnaire
Questionnaire
Job Securing
Securing Final
Final
Job consensus Draft
Analyst
Analyst consensus Draft
Interview
Interview
Questionnaire Employees
Employees
Questionnaire
Observation
Observation

Combine
Combineand
and Tentative
Tentative
reconcile data
reconcile data draft
draft
 Key Elements of a Job Description

• Job Title
 Indicates job duties and organizational level
• Job Identification
 Distinguishes job from all other jobs
• Essential Functions (Job Duties)
 Indicate responsibilities entailed and results to be
accomplished
• Job Specifications
 Skills required to perform the job and physical demands of
the job
Job Descriptions

• Job Title
 Provides status to the employee.
 Indicates what the duties of the job entails.
 Indicates the relative level occupied by its holder in
the organizational hierarchy.

3–15
Job Descriptions (cont’d)

• Job Identification Section

 Departmental location of the job
 Person to whom the jobholder reports
 Date the job description was last revised
 Payroll or code number
 Number of employees performing the job
 Number of employees in the department where the
job is located
 “Statement of the Job”
 Job Descriptions (cont’d)

• Job Duties, or Essential Functions, Section

 Statements of job duties that:
 Are arranged in order of importance that indicate the weight, or
value, of each duty; weight of a duty is gauged by the
percentage of time devoted to it.
 Stress the responsibilities that duties entail and the results to
be accomplished.
 Indicate the tools and equipment used by the employee in
performing the job.
 Should comply with law by listing only the essential functions
of the job to be performed.
Job Descriptions (cont’d)

• Job Specifications Section

 Personal qualifications an individual must possess in
order to perform the duties and responsibilities
 The skills required to perform the job:
– Education or experience, specialized training, personal
traits or abilities, interpersonal skills or specific behavioral
attributes, and manual dexterities.
 The physical demands of the job:

– Walking, standing, reaching, lifting, talking, and the

condition and hazards of the physical work environment
Problems with Job Descriptions

• If poorly written, they provide little guidance to

the jobholder.
• They are not always updated as job duties or
specifications change.
• They may violate the law by containing
specifications not related to job success.
• They can limit the scope of activities of the
jobholder, reducing organizational flexibility.
Writing Clear and Specific Job Descriptions

• Create statements that:

 Are terse, direct, and simply worded; eliminate
unnecessary words or phrases.
 Describe duties with a present-tense verb, the implied
subject being the employee performing the job.
 Use “occasionally” to describe duties performed once
in a while and “may” for duties performed only by
some workers on the job.
 State the specific performance requirements of a job
based on valid job-related criteria.