EFFECTIVE JOB ANALYSIS

Presented by:

SHAFIQ-UR- REHMAN

(Psychologist & HR Specialist)

University of the Punjab

Lahore

JOB ANALYSIS Provide information about jobs currently

being done and the KNOWLEDGE, SKILLS and ABILITIES that individuals need to perform the jobs adequately.

(KSA’s ANALYSIS)

AN ORGANIZATIONAL FRAMEWORK

Human Resource Planning: Process of determining an organization’s

human resource needs.

Mission Statement: A brief statement of the reason an

organization is in business.

SWOT ANALYSIS A process for determining an organization’s

STRENGTH, WEAKNESSES, OPPORTUNITIES, and THREATS.

STRENGTH: An organization’s best attributes and

abilities.WEAKNESSES: Resource of an organization lack or

activities it does poorly.CORE COMPETENCY: Organizational strength that represent

unique skills or resources.

HUMAN RESOURCE INFORMATION SYSTEM (HRIS) A computerized system that assist in

the processing of HRM information.REPLACEMENT CHART: HRM organizational charts indicating

positions that may become vacant in the near future and the individuals who may fill the vacancies.

JOB ANALYSIS

Provides information about jobs currently being done and the KNOWLEDGE, SKILLS and ABILITIES that individuals need to perform the jobs adequately.

JOB ANALYSIS METHODSObservational Method: A job analysis technique in which

data are gathered by watching employee work.

Individual Interview Method: Meeting with an employee to

determine what he or her job entails.Group Interview Method: Meeting with a number of employees

to collectively determine what their job entails.

Structured Questionnaire Method: A specifically designed questionnaire on

which employees rate taskss they perform in their jobs.

Technical Conference Method: A job analysis technique that involves

extensive input from the employee’s supervisor.

Diary Method: A job analysis method requiring job

incumbents to record their daily activities.

POSITION ANALYSIS QUESTIONNAIRE (PAQ) A job analysis technique that rates jobs

on elements in SIX activity categories.Information Input: Where and how the workers get

information.Mental Processes: What reasoning and decision making

planning.Work Output: Tools and devices arebeing used.

Relationships with other people: What relationships are required.

Job context: In what physical and social contexts is

work performed.

Other job characteristics: What special attributes exists on this

job(schedule, pay, responsibilities).

O*NET JOB CONTENT MODEL The O*NET content model provides a detailed

description of the knowledge, skills and abilities that a worker will need to perform the every day tasks of a job.

O*Net replace the popular DICTIONARY OF OCCUPATIONAL TITTLE (DOT).

Purpose: Provide more information to students needing carrier

research to write reports and HR professional who want updated information on job requirements for jobs analysis.

Information provide online with out cost. Slandered occupational classification (SOC) used by

GOVT. and industry.

O*NET MODEL

WORKER CHARACTERISTICS Abilities Occupational InterestsWork values Work styles

WORKER REQUIREMENTSSkills Knowledge Education

EXPERIENCE REQUIREMENTSExperience and TrainingLicensing

OCCUPATIONAL REQUIREMENTSGeneralized work activities Work context

WORKFORCE CHARACTERISTICSLabour Market Information Future Employee opportunities

OCCUPATION SPECIFIC INFORMATION TaskTools and technology

JOB DESCRIPTION Statement of what a job holder does,

how it is done under what conditions and why.

It includes job tittles, job identification, job duties, job specifications.

JOB SPECIFICATION:

Statements indicating the minimal acceptable qualifications must posses to successfully perform the essential elements of their jobs.

Specialized knowledge/skills Education/experience Training/equipment Work environment/physical

requirements

JOB EVALUATION Specific the relative values of each job

in the organization.JOB DESIGN: Refers to the way that the position and

the tasks within that position are organized, including how and when the tasks are done and any factor that effect the work such as in what order the tasks are completed and the condition under which the tasks are completed.

JOB ENRICHMENT Expending job content to create more

opportunities for job satisfaction. Fredrick suggested ”If you want people

to do a good job, give them a good job to do”.

J.recherd Hackman offered a model of how to design jobs that provide motivation based on five core job characteristics:

FIVE CORE JOB CHARACTERISTICS I. Skill variety:

Alloying workers to use different skills and talents to do a number of different activities.

II. Task Identity:Workers are able to see a completed

product or project or some visible outcome that creates a sense of accomplishment.

III. Task Significance:The tasks performed have some

meaning full impact on the organization or the external environment.

IV. Autonomy:worker has some control over the job.

V. Feedback from the job itself:The job includes some opportunity.

COMPRESSED WORK WEEK SCHEDULES Employees work longer days in exchange for

longer weekends or other days off.Flex Time: An Alternative to traditional “9 to 5” work

schedules allows employees to vary arrival and departure times.

Job Sharing: Two people share one job by splitting the work

with and the responsibilities of the position.Telecommuting: Using technology to work in a location other

then the traditional work place

ADVANTAGES AND DISADVANTAGES OF FLEXIBLE SCHEDULING

ADVANTAGES Reduced commuting time Reduced cost of

transportation Reduce child care costs Cost savings from fewer on-

site employees Increased retention of

current employees Advantages in recruiting

new employees Reduced traffic at peak

commuting hours Increased morale

DISADVANTAGES Lack of supervision of

employees Potential reductions in

productivity Increased turnover of

employees who aren’t productive

Employees feeling isolated Difficult to maintain “team

atmosphere” Increased stress Expensive technology Fair Labor Standards rules

on overtime Union Contracts

Question ?

Thank You