UNIT- III: JOB ANALYSIS

1. Job Analysis: a) Introduction: Meaning and Concept, b) Objectives, c) Process- Steps

involved

“Job is a collection of tasks that can be performed by a single employee to contribute to the
production of some product or service, provided by the organization. Each job has certain ability
requirements (as well as certain rewards) associated with it.

Job Analysis is a process used to identify these requirements and determine in detail the particular job
duties and responsibilities and to establish relative importance of these jobs. Job Analysis is a process
where judgements are made about data collected on a job.

The Job; not the person An important concept of Job Analysis is that the analysis is conducted of
the Job, not the person. While Job Analysis data may be collected from incumbents through
interviews or questionnaires, the product of the analysis is a description or specifications of the job,
not a description of the person.

Definition 1: (Process of Collecting Information)

“Job Analysis is a process of studying and collecting information relating to operations and
responsibilities of a specific job. The immediate products of this analysis are ‘Job Description’ and
‘Job Specifications’.”

Definition 2: (Systematic Exploration of Activities)

“Job Analysis is a systematic exploration of activities within a job. It is a basic technical procedure
that is used to define duties and responsibilities and accountabilities of the job.”

Purpose of Job Analysis

The purpose of Job Analysis is to establish and document the 'job relatedness' of employment
procedures such as training, selection, compensation, and performance appraisal.

Determining Training Needs 

Job Analysis can be used in training/"needs assessment" to identify or develop:

● training content

● assessment tests to measure effectiveness of training

● equipment to be used in delivering the training

● methods of training (i.e., small group, computer-based, video, classroom...)

Compensation 
Job Analysis can be used in compensation to identify or determine:

● skill levels

● compensable job factors

 ● work environment (e.g., hazards; attention; physical effort)

● responsibilities (e.g., fiscal; supervisory)

● required level of education (indirectly related to salary level)

Selection Procedures 
Job Analysis can be used in selection procedures to identify or develop:

● job duties that should be included in advertisements of vacant positions;

● appropriate salary level for the position to help determine what salary should be offered to a
candidate;

● minimum requirements (education and/or experience) for screening applicants;

● interview questions;

● selection tests/instruments (e.g., written tests; oral tests; job simulations);

● applicant appraisal/evaluation forms;

● orientation materials for applicants/new hires

Performance Review 
Job Analysis can be used in performance review to identify or develop:

● goals and objectives

● performance standards

● evaluation criteria

● length of probationary periods

● duties to be evaluated

What Aspects of a Job Are Analyzed?

Job Analysis should collect information on the following areas:

● Duties and Tasks The basic unit of a job is the performance of specific tasks and duties.
Information to be collected about these items may include: frequency, duration, effort, skill,
complexity, equipment, standards, etc.

● Environment This may have a significant impact on the physical requirements to be able to

perform a job. The work environment may include unpleasant conditions such as offensive orders
and temperature extremes. There may also be definite risks to the incumbent such as noxious
fumes, radioactive substances, hostile and aggressive people, and dangerous explosives.

● Tools and Equipment Some duties and tasks are performed using specific equipment and tools.
Equipment may include protective clothing. These items need to be specified in a Job Analysis.
● Relationships Supervision given and received. Relationships with internal or external people.

● Requirements The knowledge, skills, and abilities (KSA's) required to perform the job. While an
incumbent may have higher KSA's than those required for the job, a Job Analysis typically only
states the minimum requirements to perform the job.
 c) Process- Steps involved

1. Defining the objectives: The foremost step in the process of job analysis is defining the objective of
the job analysis. The objective could be either of the following:

▪ Redesign the job description

▪ Revise the compensation program

▪ Change the organization structure

▪ Redesign the job in a particular department

Once the objective is selected, it should be well communicated to the top management because with
its support only, the changes can be made in the organization.

2. Preparing the job Analysis: After setting an objective, the kind of jobs that are to be analyzed are
selected, whether the clerical jobs, managerial jobs, division specific job, etc. Also, the members who
are included in the analysis and the methods to be used are identified. At this stage, the complete
review of the existing job description is done to have a fair insight of the duties, responsibilities,
organization chart, working conditions, hazards, etc. that exist in a particular set of jobs.

3. Performing the Job Analysis: The next stage in the process of job analysis is to perform or begin
with the job analysis. Here, the sufficient time should be allotted for collecting the job details from the
employees. The information from the employees can be collected through questionnaires, interviews,
or through an observation method. Once the information gets collected it needs to be sorted on the
basis of its nature, division, department.

4. Designing Job Descriptions and Job Specifications: At this stage, the job analyst prepares a draft of
the job description and the specifications.
5. Reporting: After sorting of the information, the changes that need to be made in the jobs is identified
and is written in the form of a report. Once the draft gets prepared, it is circulated to the managers,
supervisors, and the employees.

6. Control Job Descriptions and Job Specifications: This is the last step in the process of job analysis
wherein the job descriptions, and the specifications are timely checked and modified according to the
changing needs of the organization.

The job analysis results in the job description and the job specification. The Job description
comprises of job duties, the level of responsibilities, working conditions, etc. and whereas the job
specification tells about the skills, education, background, qualification, training, communication
skills required to perform a specific job.

2. Job Description: a) Introduction: Meaning and Concept, b) Objectives, c) Process- Steps

involved

Introduction:

JD is a broad and written statement of a specific job in the organisation, based on the findings of a the
job analysis. Job Description generally includes duties, purpose, responsibilities, scope, and working
conditions of a job along with the title of the job, and the name or designation of the person to whom
the employee will report. Job description usually forms the basis of job specification. Job description
-where the details regarding the job are given.

● Gary Dessler has defined JD as a product of Job Analysis, as It is a list of job duties,
responsibilities, reporting, relationships, working conditions and supervisory responsibilities .

● Job description is a broad, general, and written statement of a specific job, based on the
findings of a job analysis. It generally includes duties, purpose, responsibilities, scope, and
working conditions of a job along with the job's title, and the name or designation of the
person to whom the employee reports. Job description usually forms the basis of job
specification.
The Importance of Job Descriptions

Descriptions of job titles appear in a variety of forms in the workplace. Recruitment ads,
compensation surveys and other benchmarking tools, as well as corporate or departmental
development plans all use some method of describing a job.

The brief descriptions of highlighted positions that are seen in compensation surveys and other
benchmarking tools are called job descriptors. These outline the major responsibilities associated with
the position that can be applied universally. These are therefore sometimes standardized. While they
may contain details like exemption status or job location, they are not required to be as specific as job
descriptions.

Objectives:

Job descriptions are used for different purposes by the employee and the human resources department.
A human resources office uses job descriptions for the following purposes.

● To definew the functions and responsibilities of a job.

● Act as a mechanism for recruitment.

● To help establish and update performance standards employee training and development

● To prepare for succession plans or organizational development (for example, what additional
tasks can be applied for the growth of the organization as a whole?).

● To help in establishing legal defensibility (based on what the potential hire would be doing).

● To help in assigning jobs and duties.

● To benchmark the company’s positions against those described by descriptors in salary

surveys.
3. Job Specification: a) Introduction: Meaning and Concept, b) Objectives, c) Process- Steps
involved

Concept And Meaning Of Job Specification

Job specification is a document or statement which spells out the minimum levels of qualification,
skills, physical and other abilities, experience, judgement and attributes required to perform the
efficiently and effectively.

Job specification is prepared along with job description statement to explain the minimum acceptable
human qualities necessary to perform the task effectively.

It specifies the physical, psychological, personal, social and behavioural characteristics of each job-
holder.

The job specification statement is an important tool in the selection process because it specifies the
individual abilities, skills and knowledge of performing tasks.

It keeps the selector's attentions on the list of qualifications necessary for an incumbent to perform the
job. An individual possessing the minimum qualities specified in a job specification statement can
perform the job more effectively than individual lacking them.

Contents Of Job Specification Statement

Following contents are included in job specification statement:

1.Required Education

Required level of education for each post that an incumbent is supposed to hold is listed in job
specification statement. It also helps to determine the level or category of job in terms of rank. 

2. Health And Physical Fitness

Physical fitness and health is a crucial aspect of good performance. Hence, body structure, physical
ability and other aspects of health and fitness is a must in order to perform well in the organization.

3. Appearance

Appearance refers to an outlook of an employee, which must be attractive and good looking. The
cleanliness and neatness of an individual shows his/her appearance. Hence, job specification
statement defines the employee's appearance.

4. Mental And Other Abilities

The employee must be mentally fit to perform the desired task. If not, the problems may arise at the
work floor. Mental fitness is associated with the ability of decision making, managing emotions and
sorrows, dealing with different kinds of people etc.

5. Experience

Under it, the required level of experience in doing a particular task is explained, if necessary. An
experienced employee will be preferable in comparison to the fresh candidate.

Job Specification

Also known as employee specifications, a job specification is a written statement of educational

qualifications, specific qualities, level of experience, physical, emotional, technical and
communication skills required to perform a job, responsibilities involved in a job and other unusual
sensory demands. It also includes general health, mental health, intelligence, aptitude, memory,
judgment, leadership skills, emotional ability, adaptability, flexibility, values and ethics, manners and
creativity, etc.

Purpose of Job Specification

▪ Described on the basis of job description, job specification helps candidates analyze whether
are eligible to apply for a particular job vacancy or not.

▪ It helps recruiting team of an organization understand what level of qualifications, qualities

and set of characteristics should be present in a candidate to make him or her eligible for the
job opening.

▪ Job Specification gives detailed information about any job including job responsibilities,
desired technical and physical skills, conversational ability and much more.

▪ It helps in selecting the most appropriate candidate for a particular job.

Job description and job specification are two integral parts of job analysis. They define a job fully and
guide both employer and employee on how to go about the whole process of recruitment and
selection. Both data sets are extremely relevant for creating a right fit between job and talent, evaluate
performance and analyze training needs and measuring the worth of a particular job.
4. Job evaluation, a) Introduction: Meaning and Concept, b) Objectives, c) Method/ Process-
Steps involved

a) Introduction: Meaning and Concept

Job evaluation is the systematic process for assessing the relative worth of jobs within an
organization.

A comprehensive analysis of each position’s tasks, responsibilities, knowledge, and skill requirements
is used to assess the value to the employer of the job’s content and provide an internal ranking of the
jobs.

It is important to remember that job evaluation is a measurement of the internal relativity of the
position and not the incumbent in the position.

This analysis can also contribute to effective job design by establishing the organizational context and
value of the job, and to hiring and promotion processes by providing job analysis on skill and
competencies required to successfully meet job requirements.

Job evaluation provides a rational and consistent approach for determining the pay of employees
within an organization.

Paying fairly based on internal relative worth is called Internal Equity.

Job evaluation can be used independently, although it is usually part of a compensation system
designed to provide appropriate salary ranges for all positions.

This process will ensure an equitable and defensible compensation structure that compensates
employees fairly for job value.

When to conduct job evaluation

The job evaluation process should be conducted after completing a job analysis but before creating a
compensation program.

Job evaluation should be conducted for every new position in order to ensure the organization is
hiring the correct level based on expected tasks, qualifications and responsibilities of the job.

Job evaluations should also be conducted when a job has changed substantially in order to reflect the
current role, which is known as reclassification or re-evaluation.

The goal is to identify what is required to ensure satisfactory performance and/or progression.

Therefore, the same criteria should be used when hiring a new employee, during the establishment of
goals and expectations, in recognizing achievement, or in promotion of an employee.
 Legal requirements for job evaluation

While establishing a job evaluation policy and procedure is not a legal requirement, job evaluation is
an effective tool organizations use in meeting requirements of pay equity legislation. For example, the
Pay Equity Act in Ontario requires organizations’ the job evaluation systems to measure work in
terms of Skill, Effort, Responsibility and Working conditions. Furthermore, provincial human
rights codes require employers to treat employees equitably and fairly, without discrimination. A
comprehensive job evaluation policy and process can serve to both ensure, and demonstrate, objective
and fair decision-making regarding compensation structures, staffing and promotion.

Job evaluation systems

There are a number of job evaluation approaches or methods that organizations can use to evaluate
jobs. In order to ensure equity, transparency and process efficiency, organizations should choose one
approach or method for job evaluation and apply it to all jobs in the organization.

Approaches or methods to job evaluation include:

● Whole Job Ranking –(simplest method) Job to job comparison used to rank jobs in order from
highest to lowest.

● Job Classification – Groups similar positions into job classes based on pre-defined class
specifications.

● Point Factor –(most widely used) Job descriptions are compared to compensable factors (defined
factors and degrees). Points are assigned to the various factors that derive a total score and
determine the appropriate pay level.

● Factor Comparison – Benchmark positions are identified and ranked based on compensable factors.
The factors are assigned monetary values based on market rates. Pay for benchmark positions are
determined based on the total monetary value of the factors. Other jobs in the organization are
compared to the benchmark positions and the monetary values of the factors are summed to
determine the pay for each job.

The intent for each of the job evaluation methods is the same. In choosing an approach to job
evaluation, organizations need to consider the costs associated with each method, the ability of the
organization to access all the information required for the method, and the value derived from a
simple versus a complex system.

It may be prudent to involve a job evaluation specialist in helping to determine the most appropriate
method for your organization.

For some organizations the ranking is based on hierarchical responsibilities or a point factor system,
and for others the ranking is directly linked to market–based pay. Based in this analysis, a
compensation matrix or comparative chart can be developed to track comparatives. With either
approach, the goal is to identify what is required to ensure satisfactory performance and/or
progression. Therefore, the same criteria should be used when hiring a new employee, during the
establishment of goals and expectations, in recognizing achievement, or in promotion of an employee.
Even if the factors used to differentiate between levels are based on academic or technical
requirements, the importance is on actually achieving the target or receiving the credentials.
Whether your philosophy is to compare to other roles within your organization or against the broader
sector/market, clearly established criteria allows for fair and consistent evaluation and compensation.

According to the International Labour Office (ILO) “Job evaluation is an attempt to determine and
compare the demands which the normal performance of a particular job makes on normal workers,
without taking into account the individual abilities or performance of the workers concerned”.

The British Institute of Management defines job evaluation as “the process of analysis and assessment
of jobs to ascertain reliably their negative worth using the assessment as the basis for a balanced wage
structure”. In the words of Kimball and Kimball “Job evaluation is an effort to determine the relative
value of every job in a plant to determine what the fair basic wage for such a job should be”.

Wendell French defines job evaluation as “a process of determining the relative worth of the various
jobs within the organisation, so that differential wages may be paid to jobs of different worth. The
relative worth of a job means relative value produced. The variables which are assumed to be related
to value produced are such factors as responsibility, skill, effort and working conditions”.

Now, we may define job evaluation as a process used to establish the relative worth of jobs in a job
hierarchy. This is important to note that job evaluation is ranking of job, not job holder. Job holders
are rated through performance appraisal. Job evaluation assumes normal performance of the job by a
worker. Thus, the process ignores individual abilities of the job holder.

Job evaluation provides basis for developing job hierarchy and fixing a pay structure. It must be
remembered that job evaluation is about relationships and not absolutes. That is why job evaluation
cannot be the sole determining factor for deciding pay structures.

External factors like labour market conditions, collective bargaining and individual differences do
also affect the levels of wages it, organisations. Nonetheless, job evaluation can certainly provide an
objective standard from which modifications can be made in fixing wage structure.

The main objective of job evaluation is to determine relative worth of different jobs in an organisation
to serve as a basis for developing equitable salary structure. States an ILO Report the aim of the
majority of systems of job evaluation is to establish, on agreed logical basis, the relative values of
different jobs in a given plant or machinery i.e. it aims at determining the relative worth of a job. The
principle upon which all job evaluation schemes are based is that of describing and assessing the
value of all jobs in the firms in terms of a number of factors, the relative importance of which varies
from job to job.

The objectives of job evaluation, to put in a more orderly manner are to:

1. Provide a standard procedure for determining the relative worth of each job in a plant.

2. Determine equitable wage differentials between different jobs in the organisation.

3. Eliminate wage inequalities.

4. Ensure that like wages are paid to all qualified employees for like work
5. From a basis for fixing incentives and different bonus plans.

6. Reference for setting individual grievances regarding wage rates

7. Provide information for work organisation, employees' selection, placement, training, and
numerous other similar problems.

8. Serve as a yardstick for career planning for the HR in the organisation.

Procedure of Job Evaluation

Though the common objective of JE is to establish the relative worth of jobs in a job hierarchy, there
is no common procedure for JE followed by all organisations. As such, the procedure of job
evaluation varies from organisation to organisation

1. Preliminary Stage:

This is the stage setting for job evaluation programme. In this stage, the required information’s
obtained about present arrangements, decisions are made on the need for a new programme or
revision of an existing one and a clear cut choice is made of the type of programme is to be used by
the organisation.

2. Planning Stage:

In this stage, the evaluation programme is drawn up and the job holders to be affected are informed.
Due arrangements are made for setting up joint working parties and the sample of jobs to be evaluated
is selected.

3. Analysis Stage:

This is the stage when required information about the sample of jobs is collected. This information
serves as a basis for the internal and external evaluation of jobs.

4. Internal Evaluation Stage:

Next to analysis stage is internal evaluation stage. In the internal evaluation stage, the sample of
bench-mark jobs are ranked by means of the chosen evaluation scheme as drawn up at the planning
stage. Jobs are then graded on the basis of data pending the collection of market rate data. Relative
worth of jobs is ascertained by comparing grades between the jobs.

5. External Evaluation Stage:

In this stage, information is collected on market rates at that time.

6. Design Stage:

Having ascertained grades for jobs, salary structure is designed in this stage.

7. Grading Stage:
This is the stage in which different jobs are slotted into the salary structure as designed in the
preceding stage 6.

8. Developing and Maintaining Stage:

This is the final stage in a job evaluation programme. In this stage, procedures for maintaining the
salary structure are developed with a view to accommodate inflationary pressures in the salary levels,
grading new jobs into the structure and regarding the existing jobs in the light of changes in their
responsibilities and market rates.

In India, the Indian Institute of Personnel Management, Kolkata has suggested the following
five steps to be taken to develop a job evaluation programme:

1. Analyse and Prepare Job Description

2. Select and Prepare a Job Evaluation Programme/Plan

3. Classify Jobs

4. Install the Programme

5. Maintain the Programme

These steps are self-explanatory. Hence are not discussed in detail.

Advantages of job evaluation:

According to an ILO publication job evaluation offers the following advantages:

1. Job evaluation being a logical process and objective technique helps in developing an equitable and
consistent wage and salary structure based on the relative worth of jobs in an organisation.

2. By eliminating wage differentials within the organisation, job evaluation helps in minimizing
conflict between labour unions and management and, in turn, helps in promoting harmonious relations
between them.

3. Job evaluation simplifies wage administration by establishing uniformity in wage rates.

4. It provides a logical basis for wage negotiations and collective bargaining.

5. In the case of new jobs, job evaluation facilitates spotting them into the existing wage and salary
structure.

6. In the modem times of mechanisation, performance depends much on the machines than on the
worker himself/herself. In such cases, job evaluation provides the realistic basis for determination of
wages.

7. The information generated by job evaluation may also be used for improvement of selection,
transfer and promotion procedures on the basis of comparative job requirements.
8. Job evaluation rates the job, not the workers. Organisations have large number of jobs with
specialisations. It is job evaluation here again which helps in rating all these jobs and determining the
wages and salary and also removing ambiguity in them.

Drawbacks of job evaluation:

In spite of many advantages, job evaluation suffers from the following drawbacks/limitations:

1. Job evaluation is susceptible because of human error and subjective judgment. While there is no
standard list of factors to be considered for job evaluation, there are some factors that cannot be
measured accurately.

2. There is a variation between wages fixed through job evaluation and market forces. Say Kerr and
Fisher, the jobs which tend to rate high as compared with the market are those of junior, nurse and
typist, while craft rates are relatively low. Weaker groups are better served by an evaluation plan than
by the market, the former places the emphasis not on force but on equity”.

3. When job evaluation is applied for the first time in an organisation, it creates doubts in the minds of
workers whose jobs are evaluated and trade unions that it may do away with collective bargaining for
fixing wage rates.

4. Job evaluation methods being lacking in scientific basis are often looked upon as suspicious about
the efficacy of methods of job evaluation.

5. Job evaluation is a time-consuming process requiring specialised technical personnel to undertake it

and, thus, is likely to be costly also.

6. Job evaluation is not found suitable for establishing the relative worth of the managerial jobs which
are skill-oriented. But, these skills cannot be measured in quantitative terms.

7. Given the changes in job contents and work conditions, frequent evaluation of jobs is essential.
This is not always so easy and simple.

8. Job evaluation leads to frequent and substantial changes in wage and salary structures. This, in turn,
creates financial burden on organisation.