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HUMANRESOURCEMANAGEMENT

Job Analysis

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Chapter 3

Md. Zahid Hossain Bhuiyan

Lecturer in Management, IIUC-DC

Published by Lecturesheet.iiuc28a9.com
http://www.lecturesheet.iiuc28a9.com/http://www.lecturesheet.iiuc28a9.com/


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JOBANALYSIS

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 2


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JOBANALYSIS

Job Analysisis a systematic exploration of theactivities 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, andtasks of a job, as well asthe kinds of knowledge,skills, and abilities needed

to perform the job.

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What is Job

Analysis?

Job Analysis is

the process ofgetting detailed

informationabout jobs

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It is a technical procedure used to

define the duties, responsibilities,

and accountabilities of a job.5


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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.

Job Analysis

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JOBANALYSISINFORMATION

HIERARCHY

Element

Task

Duty

Position

Job

Job Family

Occupation

Career

Job analysis is nothing but an

accurate recording of the

activities involved. For these

recording we are simplygathering information to

specific job attributes. The

hierarchy of JA Info are shown

beside:

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Job Analysis begins at the level of the element and

attempts to build understanding of the combination of

components

A Job Element is the

smallest unit into

which work can bedivided


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Putting tomato on a hamburger is anexample of an element in the job of a

cook at restaurant

Lets take a look at different elements in

a Job Analysis process9


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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

Element Activity Output

Raw Inputs: Whatmaterials, data, and

information are needed?

Equipments: What special

equipment, facilities, and

systems are needed?

Human Resources: What

knowledge, skills, and

abilities are needed by

those performing the task?

What tasks are required in

the production of the

output?

What product,

information, or service is

provided? How is the

output measured?

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How about Duty?

A duty is a number

of tasks. Counselingstudents is a duty of

a college instructor

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Duties can be classified by four

different activities

Routine Duties

Regular Duties

Special Duties

Innovative Duties

Minor tasks that are done daily, but

Which make a limited contribution to

The objectives of the department

Work most directly related to

Accomplishing the objectives of

The department

Meetings, committee work, and

Special projects, which may or may not

Be directly related to the department

Are essentially creative-thinking and

Improvement oriented; such as finding

Better ways to communicate with emp.

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I have a Position!

A position refers to one or

more duties performed by

one person in anorganization

Example: Supervisor

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Then, what is

mean by job?

A job is a type of

position within theorganization

A Sales Job could

involve many salespositions

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416

Im the Pilot Im the Co-Pilot

We bothhave a Job

to do


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Lets talk about

Occupation

An occupation is a group

of similar jobs found

across organizations

Electrician

Accountant

Maintenance17


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418

Why is it important to

know the terms?

Because, job analysis begins

at the level of the element

and attempts to buildunderstanding of total

organizational functions


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JOBANALYSISINFORMATION

HIERARCHY

Career: Sequence ofpositions, jobs, or occupations

that a person has over his orher working life.

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Job analysis process generates three outcomes:

Job descriptions

Job specifications

Job evaluationIt is important to note that these are the

tangible products of the worknot the job

analysis, which is the conceptual, analyticalprocess or action from which we develop these

outcomes. Lets look at them more closely.

Purpose of Job Analysis

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NATURE& PURPOSEOFJOBANALYSIS

Identification Job title

Reporting relationships

Department

Location

Date of analysis General Summary

Describes the jobsdistinguishingresponsibilities andcomponents

Essential Functions andDuties

Lists major tasks,duties andresponsibilities

Others:

Signature ofapprovals

Working Condition

Hazards

Job DescriptionA job description is a written statement of what the

jobholder does, how it is done, under what conditions it isdone, and why it is done.Job Description Contains the following:

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Job specifications:

The job specification states the minimumacceptable qualifications that the incumbent

must possess to perform the jobsuccessfully.

A statement of human qualificationsnecessary to do the job. Usually contains

such items as: Education, Experience, Training, Judgment,

Initiative, Physical Skills, Responsibilities,Communication Skills, Emotional characteristics,personality 22


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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 personalcharacteristics 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 candidates are essentially qualified.23


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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 endby specifying the relative value of each job in the

organization. Job evaluation, therefore, is an

important part of compensation administration. 24


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Job Evaluations

Specify relative value of each job in the

organization.

Used to design equitable compensationprogram.

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Job

Description

Faculty Member, College of Business

Job Title: Faculty Member Occupational Code No.4554

Reports to: Department Chairperson Job No. 078

Supervises: None Date: 4/14/98

Environmental Conditions: None

Functions: Teach one or more subjects within a prescribed

business and economics curriculum

Duties and Responsibilities:

Prepare and deliver outside reading assignments.

Stimulate class discussion.

Compile, administer, and grade examinations or assign this work

to others.

Direct research for others working for advanced degree.

Conduct research in particular field of knowledge and publish

findings in professional journals.

Perform related duties, such as advising students on academic and

vocational curricula.

Serve on faculty committees.

Provide professional consulting to government and industry.

Other duties as assigned by department head.

Job

S

pecifications Job Characteristics: Understanding of instructional methods for

traditional and nontraditional students; excellent communication skills; and

skilled operation of a personal computer, using word processing,

spreadsheet, database management, and statistical packages.

Fig: Exhibit 1.2 Example of Job Description & Job Specification

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PURPOSESOFJOBANALYSIS

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JOBANALYSIS

RECRUITING SELECTION

TRAINING CAREER

PLANNING

COMPENSATION

PERFORMANCE APPRAISAL


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JOBANALYSISMETHODS

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ObservationDiary

Job AnalysisMethods

Interview Individual

Group

QuestionnaireTechnical

Conference


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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 firsthandinformation, 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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METHODSOFJOBANALYSIS

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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 jobanalysis in essential.


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Group Interview Method:The group

interview method is similar to theindividual 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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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 toa 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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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 perceptionsabout what they do on their job.


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Diary Method:

The diary method requires job

incumbents to record their dailyactivities. 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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STAGESINTHEJOBANALYSISPROCESS

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Understand the purpose

of the job analysis

Determine how to collect

job analysis information

Review draft

with supervisor

Develop draft

Seekclarification

Understand the role of

job in the organization

Benchmark

position


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STEPSINCONDUCTINGJOBANALYSIS

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 servea 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 jobanalysis.

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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. Inessence, 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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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 jobsin the organization. This information, then, will be

used as a starting point in later analysis of the other

positions.

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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 methodslike structured

questionnaires, group interviews, and technical

conferencesshould be used. Select the ones,

however, the best meet your job analysis goals andtimetables.

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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 mayinclude 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 descriptionmore difficult.

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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, thelevel 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 personalcharacteristics the job incumbent should possess to

be successful on the job.

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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. Whenthe description is an accurate reflection, the

supervisor should sign off, or approve the

document.

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Multifaceted Nature of the Job Analysis

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PROBLEMSOFJOBANALYSIS:

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 preparednessdo not exist, job holders tend to submit distorted data, either

intentionally or inadvertently

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