Lecture Three Q. 1) Write a short note on Job Analysis.

(7M) Job analysis is the process of systematically analysing the activities pertaining to each job. It is designed to define the duties, responsibilities and accountability of the job. The U.S. department of labour defined job analysis as the process of determining by observation and study, and reporting pertinent information relating to the nature of a specific job. It is the determination of the tasks which comprise the performance and which differentiate one job from all others. It is a process of collecting information about a persons work. In job analysis, information is collected from a worker or his supervisor on the work site. The three outcomes of job analysis are: job description (a description of what the job-holder does), job specification (those personal characteristics a job-holder must possess to be successful on the job), and job evaluation (determining the relative worth of each job). Job analysis consists of task analysis, skills analysis and abilities analysis. A job analysis programme collects information that influences many decisions. The three basic parts of a job analysis are: 1. identifying the job, 2. Obtaining information about the tasks, duties, responsibilities, and working conditions of the job; and 3. Determining the worker characteristics needed for successful performance of the job. Jobs should be analysed as they actually exist at the time of analysis, not as they should exist, not as they existed in the past, and not as they will exist in future. The job analysis provides the following information: 1. Job Identification: Its title, including its code number 2. Significant Characteristics of a job: Its location, physical setting, supervision, union jurisdiction, hazards and discomforts. 3. What the typical worker does>: This part of information includes specific operations and tasks to be performed by the typical worker including their relative timing and importance, their simplicity, routine or complexity, the responsibility for others, and so on. 4. Job Duties: A detailed list of duties along with the probable frequency of occurrence of each duty. 5. What Materials and Equipment the Worker Uses? : Metals, plastics, grains, yarn or lathes, milling machine testers, punch presses and micrometers. 6. How a job is performed?; Emphasis here is on the nature of operations like lifting, handling, cleaning , washing, feeding, removing, drilling, driving, setting up, and the like.

7. Required personal Attributes: These include experience, training undertaken, apprenticeship, physical strength, coordination or dexterity, physical demands, mental capabilities, aptitudes, social skills and so on. 8. Required opportunities: These include opportunities for advancement, patterns of promotions, essential cooperation and the like. Job Analysis methods can be categorized into four basic types of Observation Method, Interview Techniques, Functional Job Analysis, Questionnaires, Job Inventories or Checklists. In implementing a method of job analysis, it is important to gain the cooperation of mangers, supervisors, and often, employees. These groups can provide valuable inputs into the job analysis process. Q. 2) Write a short note on Job Evaluation. (7M) Job evaluation is the process of determining the value of a job within a firm relative to all other jobs in that firm. It is a systematic (not scientific) method for the objective determination of the relative worth of jobs within a company. It is a procedure for measuring the relative contribution of each job and for ranking these jobs in accordance with these measurements. The objectives of job evaluation are: 1. To secure and maintain complete, accurate and impersonal descriptions of each distinct job or occupation in the entire job. 2. To provide a standard procedure for determining the relative worth of each job in a plant. 3. To determine the rate of pay for each job, that is fair and equitable with relation to other jobs in the plant, community or industry. 4. To ensure that wages are paid to all qualified employees for like work. 5. To promote a fair and accurate consideration of all employees for advancement and transfer. 6. To provide a factual basis for the consideration of wage rates for similar jobs in a community and in an industry. 7. To provide information for work organization, employees selection, placement, training and numerous other similar problems. The immediate objective of the job evaluation process is to obtain internal and external consistency in wages and salaries. Internal consistency is concerned with the concepts of relative wages within the firm. If, for example, the supervisor is paid less than a subordinate, these rates are inconsistent. External consistency refers to a desired relativity of an organizations wage structure to that of the community, the industry, or the nation. The organization may choose to pay the going rate, more than the rate, or less. Wage and salary surveys are necessary for the determination of external consistency. Though internal and external consistency are the immediate objectives of job evaluation, its ultimate objective is employee and employer satisfaction with wages and salaries paid. It should be pointed out that job evaluation is dynamic in nature. There is no one-time project but it must be maintained on an on-going basis. Jobs change and its imperative that when this

happens, the job description and the evaluation of the job be reviewed and amended, if necessary, to reflect the change. . Q. 3) What is Job design? How is it different from Job Analysis? Give examples. (20M) Job design is defined as the process of deciding on the content of a job in terms of its duties an responsibilities; on the methods to be used in carrying out the job, in terms of techniques, systems and procedures and on the relationships that should exist between the job holder and his superiors, subordinates and colleagues. Two important goals of job design are: 1. To meet the organizational requirements such as higher productivity, operational efficiency, quality of product/ service etc. and 2. To satisfy the needs of the individual employees like interests, challenge, achievement or accomplishment, etc. Finally, the goal of the job design is to integrate the needs of the individual. The job design and job analysis have different purposes. The job design is about designing or redesigning a new job profile and setting the correct organizational structure. The job design is about using several theoretical approaches to bring the balance between creative and routine part of the job. The job design uses several techniques and they are quite known to the HR Professionals: 1. Exploration of tasks and the tasks are sorted, evaluated and optimized. 2. Based on tasks, the right set of responsibilities is defined for the job as the employee can perform the job smoothly and the organization can still keep the control over the employee. 3. Based on the analysis of the tasks, the right order of the jobs is determined and the employees are asked to follow the right procedure as the organization runs at the minimum possible costs. 4. The job design is always accompanied but the job enlargement and job enrichment as the employees are not bored by the job and they have a chance to bring new ideas and innovations into their daily tasks. The job design is done as the organization needs to keep the number of employees at the affordable level and the result of the job design can result in many savings in costs. The correct job design can bring the elimination of many process steps and it can help the organization to react quicker to the requests of the customers. embassy

The job analysis is about the analysis of the current jobs and it is can be used as the input to the job design. The job analysis is about sorting the jobs of the current employees and looking for the synergies. The job analysis is used for the evaluation of the jobs, not for designing new job profiles. The job analysis can help to compare the jobs of employees and to bring a new systematic approach to the structure of the jobs in the organization.The input to the job analysis should not be theoretic, it has to be based on the real employees and real duties conducted as the results are realistic and the team can compare real results. Q. 4) Write a short note on Job Rotation. (7M) Scientifically job design motivates the employees for higher efficiency, productivity and generates job satisfaction. Specification should be introduced in job design so that the needs of the employees for accomplishment, recognition, psychological growth etc., can be satisfied. Personnel departments use a variety of methods to improve jobs such as job rotation. Job Rotation refers to the movement of an employee from one job to another. Jobs themselves are not actually changed, only the employees are rotated among various jobs. An employee who works on a routine/ respective job moves to and works on another job for some hours/ days/ months and backs up to the first job. This measure relieves the employee from boredom and monotony, improves employees skills regarding various jobs and prepares the competent employees to meet the contingencies. This measure also improves workers self-image and provides personal growth. However, frequent job rotations are not advisable in view of their negative impact on the organization and the employee. For example, on Monday the employee might perform Job A, on Tuesday, Job B, and so on. The strengths of job rotation are that it cuts injuries and reduces boredom through diversifying the employees activities. Of course it can also have indirect benefits for the organization since employees with a wider range of skills give management more flexibility in scheduling work, adapting to changes, and filling vacancies. It is an effective system to develop multiple skills in employees, which benefits the organization while creating greater job interest for the employee. At the same time, job rotation is not without its drawbacks. Training costs are increased and productivity is reduced by moving a worker into a new position just when his or her efficiency at the prior job was creating organizational economies. Job rotation also creates disruptions. Members of the work group have to adjust to the new employee. The supervisor may also have spent more time answering questions and monitoring the work of the recently rotated employee. Finally, job rotation can de-motivate intelligent and ambitious trainees who seek specific responsibilities in their chosen specialty. Q. 5) Write a short note on Job Description. (7M) A job description is an organized, factual statement of the duties and responsibilities of a specific job. In brief, it should tell what is to be done, how it is to be done, and why? Its object is to

differentiate it from other jobs and set its outer limits. It serves to identify a job for consideration by other job analysts. Job description helps top executives, especially when they jointly discuss one anothers responsibilities. A job description becomes a vehicle for organizational change improvement. Some companies have more than one job description for each job. It gives a clear, concise and readily understandable picture of the whole job; describes in sufficient detail each of the main duties and responsibilities; and indicates the extent of directions received and supervision given. A good job description aids, in the functioning of hiring, instructing, training, promoting and wage administration. Job description contains: 1. Job identification which includes the job title, alternative title, department, division, plant and code number of the job. The job title identifies and designates the job properly. 2. Job summary serves two purposes. First, it provides a short definition which is useful as identification information when a job title is not adequate. Second, it serves as a summary to orient the reader towards an understanding of detailed information which follows. It gives the reader a quick capsule explanation of the content of a job, usually in one or two sentences. 3. Job duties give us a comprehensive list of duties with some indication of the frequency of occurrence or percentage of time devoted to each major duty. It is regarded as the heart of a job. 4. Relation to other jobs helps us to locate the job in the organization by indicating the job immediately below or above it in the job hierarchy. 5. Supervision indicates the number of persons to be supervised along with their job titles, and the extent of supervision involved general, intermediate or close supervision. 6. Machine tools and equipment define each major types or trade name of the machine sand tools and the raw materials used. 7. Working conditions usually give us information about the environment in which a job holder must work. These include cold, heat, dust, wetness, moisture fumes, odour, oily conditions, and so on obtaining inside the organization. 8. Hazards give us the nature of risks to life and limb, and their possibilities of occurrence.

Job descriptions fairly reflect the job. Both supervisors and subordinates should understand the uses to which a job description would be put, so that appropriate information is recorded by them.