TASK ANALYSIS

The traditional approach to task analysis formely known as job analysis- is characterized by two models: the British model and the American model. The British model has emphasized analysis in terms of specific activities for which the job holder is held responsible whereas the Amercian model has included an emphasis on the competencies needed for the job. With both models the analysis is usually carried out by management with the help of experts, and in other respects as well the two models are quite similar. Both have been found to be useful in analyzing semi-skilled and skilled work. The traditional approach is inadequate when it is applied to : Managerial jobs that are more complex than those previously subjected to analysis Jobs in public systems that are characterized by complex responsibilities and Group or team tasks, which are increasingly emerging as a way of organizing work in industries.

What is needed in order to address the more complex jobs that characterize todays organization is a different approach to task analysis. Task analysis can be defined as the process of identifying the task of particular job in a particular organizational context by analyzing activities, establishing performance criteria, determining required competencies and analyzing any discrepancies uncovered by this process. Following are the guidelines for successful task analysis: Analysis should be undertaken only after developing an understanding of the particular organizational context involved. The rationale for this is that any job exists within a particular organization. Which has its own mission, philosophy

orientation and goals. For the purpose of task analysis and this article, job means a module of work assigned to a person occupying a particular position in an organization. The job should be broken down into specific activities performed and expected to be performed by the job holder or incumbent. An activity is an observable action often bound by time. The activities should be groped into tasks. An task is a set of related activities a function that makes a distinct contribution to organizational goals. Performance criteria and their indicators should be established. The competencies required for effective performance of each task should be identified. The discrepancies between perceived and actual performance and between importance attributed and importance reflected in time spent should be identified. On the basis of guidelines task analysis involves the following steps 1. Contextual analysis : is to identify the main task of the organization. Group of employees may be asked to identify the tasks that pertain to each goal and to identify the jobs mainly responsible for these tasks. An understanding of the organizational context helps in clarifying the general orientation of the job. 2. Activity analysis : The successful completion of this step is dependent on a clear understanding of the qualities of an activity. An activity has three characteristics: it is observable it is descriptive it is objective

Several methods can be used to prepare a comprehensive list of activities. The most commonly used methods are interviews, diaries, log books and questionnaires. 3. Task delineation : it involves subjective decision making and should be undertaken only by people who know an understand the job. The tasks should be balanced in terms of the number of activities each comprises. There should not be few that one cannot review them and form a clear picture of a job. Similarly, there should not be so man that the differences among activities is not readily apparent and that their numbers become cumbersome for performance appraisal and other purposes. 4. Competency analysis : it helps in identifying the competencies that are necessary for the tasks that have been delineated. Competencies can be divided into five main types : knowledge, skills, abilities, orientation and experience. 5. Performance analysis : The main purpose of performance analysis is to evaluate the impact of a job- how effectively it is being done or has been done. and 6. Discrepancy analysis : It is identification of any discrepancies that become obvious as a result of the previous five steps. For ex. discrepancies may exist between activities reported by the job incumbent and those reported by the role-set members, between activities reported and those observed or expected, between the importance of a task and the time spent completing it, between needed competencies and existing competencies and so on. These gaps may indicate a need for certain remedial measures such as redefining the role, training , additional work planning, delegating , increased monitoring or counseling. It is good idea to check periodically for discrepancies between the job definition as reflected in the delineated tasks and actual job performance.

The type of task analysis suggested here may be useful to the organization and the individual employees in several ways 1. 2. 3. 4. 5. 6. Selection and placement Work planning Performance appraisal Potential appraisal Employee development Team building

Task analysis as a supervisory Tool

Task analysis as briefly described can be used as supervisory tool, to improve functioning of a unit. A few are focused below: 1 Designing training : discrepancy analysis of the required competencies and the present level of these competencies in the employees concerned will help in identifying training needs, and then designing a training strategy, or at least training programmes to upgrade the competencies which seem to be at a lower level. Information about the importance of the various task s may also help in designing the importance of a task and the time spent on it may given some useful information. One reason for not spending enough time may be lack of competency required to do the task. Such information may help in indicating the training needs. 2 Performance monitoring: a performance monitoring system can be developed based on the indicator s of process and outcome effectiveness for the various task. Some of these indicators can be used in designing a format or a system of meetings for purposes of performance monitoring. 3 Work Planning : analysis of the discrepancy between expected and reported activities or importance of the tasks and time spent on them, may indicate the need of work planning, including delegation an redistribution of work among various jobs in work unit. The concerned employees may work in a group

with the supervisor in redistribution of task, so that each employees can maximize his/her contribution to the organizational goals.