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Various definitions of job analysis1)Job analysis is the process of determining by observation, study and reporting pertinent information relating to the nature of a specific job.2)Job analysis is the process of studying and collecting information relating to theoperations and responsibilities of a specific job. The immediate products of thisanalysis are job descriptions and job specifications.Contents of job analysis
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Job identification – its title, including its code number 
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Significant characteristic of a job – its location, physical setting, supervision,union jurisdiction, hazards and discomforts.
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Materials and equipments – metals, plastics, grains, yarns milling machines, punch presses and micrometers.
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Job performance- lifting, handling, cleaning, washing, feeding, removing, drilling,driving, setting up and many others.
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Required personnel attributes – experience required, opportunities for advancement, patterns of promotion, essential cooperation, direction or leadershipfrom and for a job.Job analysisJob description job specificationA statement containing items such as a statement of human qualifications Necessary to do the job. UsuallyContains items such as1) Job title 1) education2) Location 2) experience3) Job summary 3) training4) Duties 4) judgment5) Machines, tools and equipments 5) initiative6) Materials and forms used 6) physical effort7) Supervision given or received 7) physical skills8) Working conditions 8) responsibilities9) Hazards 9) communication skills10) Emotional characteristics11) Unusual sensory demands suchas sight, smell, hearing.Process of job analysis:-Job analysis is a sequential process and involves the following steps:-1)Selection of specific job for analysis2)Collection of information (data) relating to the job.3)Processing of information collected for drawing conclusions on the specific job selected for analysis.
 
4)Preparation of job description, i.e., a statement showing various details of the job.5)Preparation of job specification, i.e., a statement showing the qualitiesrequired for performing the job.6)Getting final approval.Uses (purposes)1)Man power planningDetermines as to how many and what type of personnel will be neededin the near future. The number and the type of personnel are determined by the jobswhich need to be staffed. Job related information is, therefore, necessary for humanresource planning.2)recruitment and selectionRecruitment needs to be preceded by job analysis. Job analysis helpsthe HR manager to locate places to obtain employees for openings anticipated in thefuture. An understanding of the types of the skills needed and a type of job that may openin the future enables managers to have a better continuity and planning in staffing their organization.Similarly, selecting a qualified person to fill a job requires knowing clearlythe work to be done and the qualifications needed for someone to perform the work satisfactorily. Without a clear and precise understanding of what a job entails, the HR manager cannot effectively select someone to do the job.The objective of employee hiring is to match the right people with the right jobs. The objective is too difficult to achieve without having adequate job information. 3)RemunerationJob evaluation helps determine wage and salary grades for all jobs.Employees need to be compensated depending on the grades of jobs whichthey occupy. Remuneration also involves fringe benefits, bonus and other  benefits. Clearly, remuneration must be based on the relative worth each job.Ignoring this basic principle results in inequitable compensations. A perception of inequity is a sure way of demotivating an employee.4)Training and developmentJob analysis is useful for an HRD manager as it helps him/her knowwhat a given job demands from the incumbent in terms of knowledge andskills. Training and development programmes can be designed depending onthe job requirements. Selection of trainees is also facilitated by job analysis.5)Performance appraisalPerformance appraisal involves assessment of the actual performance of an employee against what is expected of him/her. Such assessment is the basis for awarding promotions, effecting transfers, or assessing training needs. Jobanalysis facilitates performance appraisal as it helps fix standards for performance inrelation to which actual performance of an employee is compared and assessed.
 
 6)Safety and healthThe process of conducting a detailed job analysis provides an excellentopportunity to uncover and identify hazardous conditions and unhealthyenvironmental factors (such as heat, noise, fumes and dust), so that correctivemeasures can be taken to minimize and avoid the possibility of human injury.Job designJob design is defined as the pocess of deciding on the content of a job interms of its duties and responsibilities, techniques and procedures and on therelationship that should exist between job holder and his superiors. And toachieve two goals:-
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To meet organizational requirements
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To satisfy need of industrial employees.Techniques / Approaches of job design1)Work simplificationIn this technique, the job is simplified or specialized. A given job is broken down into small sub-parts (making a car, for example) and each part is assigned to one individual. To be more specific, work simplification involves (I) mechanical pacing of work (ii) Repetitive work processes, such as those on an assembly line,(iii) Working on only one part of a product, (IV) predetermining toolsand techniques, (v) restricted interaction among employees, and (VI)few skill requirements. Work simplification is done so that the lesstrained and less paid employees can do these jobs. Work simplification isadopted when job designers feel that jobs are not specialized enough.The technique is defective in the sense that over specialization results in boredom which in turn can lead to errors and resignations.2)job rotationThe solution to the problem of boredom is job rotation which impliesmovement of employees from job to job. Jobs remain unchanged, but incumbentsshift. With job rotation, a given employee performs different jobs, but, more or less, jobs of the same nature.On the positive side, it may be said that job rotation is likely to increaseintrinsic reward potential of a job because of different skills and abilities neededto perform it. The organization stands to benefit because workers becomecompetent in several jobs rather than only one. Knowing a variety of jobsimproves the worker’s self-image, provides personal growth, and makes theworker more valuable to the organization. Periodic job changing can also improveinterdepartmental co-operation; employees become more understanding of eachother’s problems.On the negative side, it may be stated that job rotation may not havemuch impact on employee enthusiasm and efficiency. According to Hertzberg, job
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