Job Analysis

“The systematic way of gathering and Analyzing information about the content, context and
human requirements of jobs” Mathis et al. (2015)

“The procedure for determining the duties and skill requirement of a job and kind of person one
should be hired” Dessler and Varkkey (2016)

“job analysis as the process of studying and collecting information relating to the operations and
responsibilities of a specific job. The immediate products of this analysis are job descriptions and
job specifications”. Edwin B. Flippo.

Thus we can say job analysis is a procedure through which we determine the duties of the
company’ position and characteristics of the people to hire for them. Job analysis provides
information for writing job descriptions and job specifications.

Supervisor or Human resources specialist normally collects one or more of following

information in job analysis (refer to figure 1)

• Actual work activities: Information about job’s actual work activities, such as cleaning,
selling, teaching. This may also include list—how, why, and when the worker performs
each activity.

• Human behaviors: Information about human behaviors the job requires communicating,
deciding, and writing, lifting weights or walking long distances.

• Machines, tools, equipment, and work aids used on the job: Information regarding
tools used, materials processed, knowledge dealt with or applied, and services rendered.

• Standards of expected employee job performance: quantity and\or quality output

levels that can be used to appraise employees.

• The organizational and social context in which the job exists: physical working
conditions, work schedules, and incentives

• The job’s human requirements: job-related knowledge or skills (education, training,

work experience) and required personal attributes (aptitudes, physical characteristics,
personality, interests).
 Figure 1

Job Description- A document that identifies the task and duties performed by a job. A
statement containing items such as

Job title

Job location

Job summary

Duties

Machines, tools and equipment

Materials and forms used

Supervision given or received

Working conditions

Hazards
Job Specification- A document that identifies the qualifications, skills required by a job. It is a
statement of human qualifications necessary to do a job. Usually contains following items-

Education

Experience

Training

Physical effort

Responsibilities

Communication skills

Emotional characteristics

Usually sensory demands such as light, smell, hearing

Uses of Job Analysis

(refer to figure 2)

1.Recruitment and Selection – Job descriptions and job specifications are formed from the
information gathered from a job analysis, which help management decide what sort of people to
recruit and hire.

2.Compensation – Relative worth of each job is determined on the basis of job description and
job specification. It, thus, helps in developing appropriate wage and salary structures. Relative
worth is determined mainly on the basis of information provided by job analysis.

3.Training – Job analysis by providing information about what a job entails i.e., knowledge and
skills required to perform a job, enables the management to design the training and development
programmes to acquire these job requirements. Employee development programmes like job
enlargement, job enrichment, job rotation, etc.

4.Performance Appraisal – Performance appraisal involves comparing the actual performance

of an employee with the standard one, i.e., what is expected of him/her. Such appraisal or
assessment serves as basis for awarding promotions, effecting transfers, or assessing training
needs. Job analysis helps in establishing job standards which may be compared with the actual
performance/contribution of each employee.

5. Compliance – The U.S. Federal Agencies’ Uniform Guidelines on Employee Selection

stipulate that job analysis is a crucial step in validating all major personnel activities. Hence
sometimes it is mandatory by the government to conduct job analysis.
 Job Analysis

Compliance and
Recruitment & Performance Training
Compensation Employment
Selection Appraisal Requirements
Relations

Figure 2

Methods for Collecting Job Analysis Information

The information, about the duties, responsibilities and activities of a job, can be collected
through a number of techniques. According to the requirements,

(1) Interview

This technique involves discussion between job analyst and job occupants. Through this
method, the occupants can come up with their own style of working, problems faced by
them, use of particular skills and techniques while performing their job, and insecurities
and fear about their career. This method enables the interviewer to know exactly what an
employee thinks about his or her job. This method actually involves analysis of the job by
the employee himself. It is suggested to ask questions from supervisor after the jobholder,
for more validity of results.

Interview Guidelines

 The job analyst and supervisor should work together to identify the workers who
know the job best.
  Quickly establish rapport with the interviewee.
 Follow a structured guide or checklist, one that lists open-ended questions and
provides space for answers.
 Ask the worker to list his or her duties in order of importance and frequency of
occurrence.
 After completing the interview, review and verify the data.

Typical Questions asked during interview

o What is the job being performed?

o What exactly are the major duties of your position?

o What physical locations do you work in?

o What are your responsibilities?

o Are you exposed to any Hazards or unusual working conditions.

(2) Questionnaires

 jobholders are given a properly designed questionnaire aimed at eliciting relevant job-
related information.

 After completion, the questionnaires are handed over to supervisors.

 The structured questionnaire must cover all job related tasks and behaviours.

 Each task or behaviour should be described in terms of features such as importance,

difficulty, frequency, and relationship to overall performance.

 The jobholders should be asked to properly rate the various job factors and communicate
the same on paper.

 Questionnaire method is highly economical as it covers a large number of job holder" at a

time.

 The collected data can be quantified and processed through a computer

 Advantages

Quick and efficient way to gather information from large numbers of employees

 Disadvantages

Expense and time consumed in preparing and testing the questionnaire

 (2) Observation
Under this method, the job analyst watches and observes the person, performing the job,
and takes notes to describe the tasks and performed duties. During a complete work
cycle, various aspects, like, the tasks performed, the working conditions, the hazards
involved, and the pace at which the activities are carried out etc., are observed by the job
analyst. For the jobs, that involve manual/physical, standardized and short job cycle
activities, this method is very much suitable. Machine operator, bus driver, flight
attendant, house keeper are examples of such jobs. The analyst must make sure that he
obtains a proper sample for generalisation.
 Advantages
– Provides first-hand information
– Reduces distortion of information
 Disadvantages
– Time consuming
– Difficulty in capturing entire job cycle
– Of little use if job involves a high level of mental activity.
–
(3) Participant Diary
Workers keep a chronological diary/ log of what they do and the time spent in each activity.
 Advantages
– Produces a more complete picture of the job
– Employee participation
 Disadvantages
– Distortion of information
– Depends upon employees to accurately recall their activities

(4) Quantitative Job Analysis Techniques

If we want to compare worth of jobs for compensation purposes than quantitative
techniques are used. The Position Analysis Questionnaire and Management Position
Description Questionnaire are used for quantitative job analysis.

Position Analysis Questionnaire:

It is a structured questionnaire that is designed to collect quantitative information, about the

different aspects of the job. In this method, the job and human characteristics are identified
individually, and then inter relationship between them is developed, for the purpose of analysis.
The PAQ covers 194 job elements that are divided into six major categories: 1) Information
input 2) Mental processes 3) Work output 4) Relationship with others 5) job content 6) other job
characteristics. The job descriptors, who explain the job based elements, are rated on a scale of
extent of use, importance, time, the possibility of occurrence, applicability and a special code for
certain jobs. The job analyst decides what role each item plays, and to what extent. The analyst
can do this online by using the site www.paq.com. The PAQ results are used to compare one job
with the other, and then to assign pay levels for each job.

Management Position Description Questionnaire:

Managerial jobs differ in character, from other jobs, with clearly identifiable routines and
procedures. Therefore, some specialized methods have evolved for their analysis. One of widely
used methods, known as management position description questionnaire, was developed by a
computer company. This is a structured questionnaire, containing 274 items, related to the
responsibilities, restrictions, demands, and other miscellaneous position characteristics of the
managers. These 274 items have been grouped under 13 categories as:

1) Product, marketing and financial strategy planning

2) Coordination of other organizational units and personnel

3) Internal business control

4) Products and services responsibilities

5) Public and customer relations

6) Advanced consulting

7) Autonomy of actions

8) Approval of financial commitments

9) Staff service

10) Supervision

11) Complexity and stress

12) Advanced financial responsibilities

13) Broad personnel responsibilities

Electronic Job Analysis Method

Standardized questionnaires are frequently distributed, with instructions, via the Internet or
intranet. The danger is that important points may be missed or misunderstood. Manager or job
analysts use the web to review existing information about the job. The analyst use online systems
to send questionnaires. This also facilitates sharing responses and discussing with job experts via
Skype
PROCESS OF CONDUCTING A JOB ANALYSIS

• Decide how you will use the information

Step 1

• Review relevant background information such as organizational charts

Step 2

Step 3 • Select the representative positions

• Actually Analyze the job

Step 4

• Verify Job Analysis Information with worker performing the job

Step5 incumbent and with his or her immediate supervisor

• Develop Job Description and Job specification

Step 6

Step 1 Identify the use to which the information will be put, since this will determine the types
of data you collect and how you collect them. Some data collection techniques like interviewing
the employee and asking what the job entails and what his responsibilities are - are good for
writing job descriptions and selecting employees for the job.

Step 2 Review relevant background information such as organization charts, process charts,
and job descriptions. Organization charts show how the job in question relates to other jobs and
where it fits in the overall organization. The chart should identify the title of each position and,
by means of its interconnect-ing lines, show who reports to whom and with whom the job
incumbent is expected to communicate.

Step 3 Select representative positions to be analyzed. This is done when many similar jobs are
to be analyzed and it is too time consuming to analyze, say, the jobs of all assembly workers.

Step 4 Next actually analyze the job by collecting data on job activities, required employee
behaviors, working conditions, and human traits and abilities needed to perform the job. For this,
you would use one or more of the job analysis techniques explained in this lesson.

Step 5 Review the information with job incumbents and supervisor The job analysis
information should be verified with the worker performing the job and with his or her immediate
supervisor. This will help to confirm that the information is factually correct and complete. This
“review” step can also help gain the employee’s accep-tance of the job analysis data and
conclusions by giving that person a chance to review and modify your description of his or her
job activities.

Step 6 Develop a job description and job specification A job description and a job
specification are usually two concrete products of the job analysis. The job description is a,
written statement that describes the activities and responsibilities of the job, as well as important
features of the job such as working conditions and safety hazards. The content of job description
is as follows-

 Job Identification
 Job Summary
 Responsibilities and Duties
 Authority of the incumbent
 Standards of Performance
 Working conditions

The job specification summarizes the personal qualities, skills, and background required for
getting the job done; it may be either a separate document or on the same document as the job
description.