Chapter (three): Job Analysis and Job Design 1

CHAPTER (THREE)

JOB ANALYSIS AND JOB DESIGN

BASIC TERMINOLOGY:

 The word “job” has different meaning depending on how, when, or by

whom it is used. It is often used interchangeably with words “position
and task”. In this regard, we define terms frequently encountered in job
design and job analysis and shows how these terms relate to one another.
 The simplest unit of work is the “micro motion”
 Micro motion: - Is the simplest unit of work and it involves a very
elementary movement such as reaching positioning, or releasing an object.
 Element: Is the complete entity, such picking up, transporting, and
positioning an item. An aggregation of two or more micro motions forms
an element.
 Task: - Consist of one or more elements. A task is performed whenever a
human effort, physical and mental, is exerted for a specific purpose.
Related tasks comprise the duties of job.
 Duties: - One or more tasks performed in carrying out a job responsibility.
 Responsibility: - is an obligation to perform certain tasks and assume
certain duties.
 Position: - Is a collection of tasks and responsibilities constituting the total
work assignment of a simple employee.
 Job: - Is a group of positions that are identical with respect to their major
or significant tasks and responsibilities and sufficiently a like to justify
their being covered by a single analysis.
Note: One or many persons may be employed in the same job.
 Occupation: - Is a grouping of similar jobs or job classes.
The figure below shows graphically the relationships among elements, tasks,
duties, responsibilities, positions, jobs, and occupations.

Prepared by Prof. Yusuf S. Warsame, HRM Lecturer-SIMAD, March, 2009

Chapter (three): Job Analysis and Job Design 2

RELATIONSHIP AMONG DIFFERENT JOB COMPONENTS

Micro motions

Elements

Tasks

Duties Responsibilities

Positions

Jobs

Occupations

JOB ANALYSIS:-

Job analysis: - Is the process of determining and reporting pertinent information

relating to the nature of specific job. It is the determination of tasks which
comprises the job and of the skills, knowledge, abilities and responsibilities
required for the holder for successful job performance.

 The end product of job analysis is written descriptions of the actual

requirements of the job.
 Job analysis is the cornerstone of all human resources functions.
 Data obtained from job analysis form the bases for variety HR activities.
These activities include:-
 Job definition:-A Job analysis results in a description of
duties and responsibilities of the job. Such a description is

Prepared by Prof. Yusuf S. Warsame, HRM Lecturer-SIMAD, March, 2009

Chapter (three): Job Analysis and Job Design 3

useful to the current job-holders and their supervisors as

well as prospective employees.
 Job redesign: A job analysis often indicates when a job
needs to be redesigned.
 Recruitment: Is a process of seeking and attracting a pool of
people from which qualified candidates for the job vacancies
can be chosen.
 Selection: Is the process of choosing from those available
individuals who are most likely to perform successfully in a
job.
 Orientation: Is the introduction of the new employees to the
organization, work unit, and job.
 Training: Is the learning process that involves acquisition of
skills, concepts, rules, or attitudes to increase employee
performance.
 Performance appraisal: The objective of the performance
appraisal is to evaluate an individual employee’s
performance on a job.
 Compensation: A proper job analysis helps to ensure that
employees receive fair compensation for their job. Once the
work of a job has been established relative to other jobs, the
employer can determine an equitable wage or salary
schedule.
PRODUCTS OF JOB ANALYSIS:

 Job analysis involves not only analyzing job content, but also reporting
the results of the analysis.
 These results are normally presented in the form of a job description
and job specification.
 In most cases the job description and the job specifications are
combined into document that contains several different sections
 A job description: Is a written synopsis of the nature and the
requirement of a job.
 A job specification: Is a Description of the competency, educational,
and experience qualifications the incumbent must posses to perform
the job.

Prepared by Prof. Yusuf S. Warsame, HRM Lecturer-SIMAD, March, 2009

Chapter (three): Job Analysis and Job Design 4

THE NATURE OF JOB ANALYSIS

Job analysis involves collecting information on the characteristics of a job that

differentiate it from other jobs. Information that can be helpful making the
distinction includes the following:-
 Work activities and behaviors
 Interaction with others
 Performance standards
 Finance and budgeting impact
 Machines and equipment used
 Working conditions
 Supervisors given and received
 Knowledge, skills, and abilities needed
STAGES IN THE JOB ANALYSIS PROCESS
 The process of job analysis must be conducted in logical manner, following
appropriate management and professional practices. Therefore, analysis
usually follows a multistage process regardless of the specific job analysis
method used.
 The stages for a typical job analysis are outlined below:-
 Planning the job analysis.
 Preparing and introducing the job analysis.
 Conducting the job analysis.
 Developing the job descriptions and job specifications.
 Maintaining and updating job descriptions and job specifications.

DEVELOPING JOBS FOR INDIVIDUALS AND TEAMS

 Individual responses to jobs vary because a job may be motivating to one

person but not the same one else. Also, depending on how jobs are
designed, they may provide more or less opportunity for the employees to
satisfy their job related needs. For example: a sales job may furnish a good
opportunity to satisfy social needs, where as a training assignment may
satisfy a person’s needs to develop expertise in a specific area.
 A job that gives a little autonomy may not satisfy an individual’s need to
be creative or innovative.

Prepared by Prof. Yusuf S. Warsame, HRM Lecturer-SIMAD, March, 2009

Chapter (three): Job Analysis and Job Design 5

JOB DESIGN
Designing or Re-designing jobs encompasses many factors. Job design refers to
the process of structuring work designating the specific work activities of an
individual or group of individuals to achieve certain organizational objectives.
Designing a job involves making decisions as to who, what, where, when, why,
why, and how the job will be performed.
The job design process can generally be divided on to three phases:
1. The specification of individual tasks: what different tasks must
be performed?
2. The specification of the method of performing each task:
specifically how will each task be performed?
3. The combination of individual tasks into specific jobs to be
assigned to individuals: how will the different tasks be
grouped to form jobs?

NATURE OF JOB DESIGN

One tactic for designing or re-designing jobs is to simply the job tasks and
responsibilities. Job simplification may be appropriate when a job is to be staffed
with entry level employees. However, making a job too simple may result in a
boring job those appeals to few, causing high turnover.
There are several approaches useful as part of job design:
Job Enlargement: It involves broadening the scope of a job by expanding the
number of different tasks to be performed.
Job Enrichment: It is increasing the depth of a job by adding responsibility for
planning, organizing, controlling or evaluating the job.
A manager might enrich a job by promoting variety, requiring more skill and
responsibilities, providing more autonomy and adding opportunities for
personal growth
Job Rotation: One technique that can break the monotony of an otherwise simple
routine job is job rotation, which is a process of shifting a person from job to a
job. The advantage is that job rotation develops an employee’s capabilities for
doing several different jobs.

Prepared by Prof. Yusuf S. Warsame, HRM Lecturer-SIMAD, March, 2009

Chapter (three): Job Analysis and Job Design 6

Job scope and job depth

 Job scope and job depth are two important dimensions of job design.
 Job scope: Refers to the number and variety of different tasks performed
by a job-holder. In a job with a narrow scope, the job-holder performs a
few different tasks and repeats those tasks frequently.
The negative efforts of jobs limited in scope vary with the job-holder, but can
result in more errors and lower quality.
 Job depth: Refers to the freedom of job-holders to plan and organize their
own work as desired. A lack of a job depth can result in job dissatisfaction,
which in turn can lead to tardiness, absenteeism and even sabotage.
 A job can be high in job scope and low in job depth or vice-versa
Characteristics of jobs
The job characteristics model is developed and identifies into five important
design characteristics of jobs. They are
1. Skills variety Affect the meaningfulness of work

2. Task identify
3. Task significance
4. Autonomy Stimulates responsibility
5. Feedback provides knowledge of results
Each aspect can make a job better for the job holder to the degree that each is
present.
JOB ANALYSIS METHODS
 Job analysis information about what people are doing in their jobs can be
gathered in a variety of ways. One consideration is who is to conduct the
job analysis.
 Most frequently, a member of HR staff co-ordinates this effect. Depending
on which of the methods is used, others who after participate are
managers, supervisors, and employees doing the jobs.
 Common methods of job analysis are as under:-
1. Observation: With the observation method, a manager, job
analyst, or industrial engineer observes the individual performing
the job and takes notes to describe the tasks and duties
performed. It is necessary to get an information about things as
what was done, how it was done, how long it took, what the job
environment was like, and what equipment was used. (Methods

Prepared by Prof. Yusuf S. Warsame, HRM Lecturer-SIMAD, March, 2009

Chapter (three): Job Analysis and Job Design 7

study) and (time study) are both frequently used observation

methods.
2. Interviewing: - The interview method of gathering information
requires that a manager or HR specialist visit each job site and
talk with a standardized interview form is used most often to
record the information.
3. Questionnaires: - Job analysis questionnaires are typically three
to five pages long and is widely used method of gathering data
on jobs. A survey instrument is developed and giving to
employees and mangers to complete. The questionnaire method
can obtain information from a large number of employees in a
relatively short time period. Hence, questionnaires are used when
a large input is needed and time and cost are limited factors. A
primary advantage of this approach is that the incumbent is often
the person most knowledgeable about the job. in addition, this
method helps to identify any differences in perceptions about the
job held by the incumbent and the manager.
4. Specialized Job Analysis Methods:- Several job analysis
methods are built on the questionnaire approach, like:-
a) Position analysis question (PAQ): The
position analysis questionnaire is highly
specialized instrument for analyzing any job
in terms of employee activities.
b) Management position description
questionnaire (MPDQ): The MPDQ is highly
structured questionnaire designed specifically
for analyzing managerial jobs

HR MANAGEMENT AND JOBS

Several areas associated with jobs involve human resources professionals. The
issues surrounding jobs and various approaches that can be used to address the
issues are summarized as under:

Prepared by Prof. Yusuf S. Warsame, HRM Lecturer-SIMAD, March, 2009

Chapter (three): Job Analysis and Job Design 8

Job issues and HR approaches

ISSUE APPROACHES

 Review
Dividing Questions
up organizational work in
& discussions -Workflow analysis and Re-
To1.jobs
Define job analysis and job design? engineering jobs
2. differentiate among the terms :
 Improving existing
Duties, jobs for people
positions and job -Job design or redesign
3. Define job descriptions, job specifications?
And productivity
How do they relate to the job analysis-Alternative schedule
process?
4. Briefly
 Using describe four
group inputs/efforts in of the most frequently used methods for
certain
analyzing jobs?
Jobs -Teams
5. what is the difference between :
 Identifying what Job people
scope are
anddoing in
job depth -Job analysis
Specific
6. Whatjobsiscurrently
the component of jobs? Show it graphically
7. Describe the relationship between HRM and job issues?
 Recording job tasks and the -Job description
8. What method of job analysis do you think would be most
Characteristics
applicable of for
a person necessary
jobs in -Job specification
large grocery store? For jobs in public library?
to 9. After
do the jobcompleting school, you will probably-Competency
enteridentification
the work force.
What are the implications of job analysis and job design for you?

Exercise: Performing a Job Analysis

 Use the job analysis questionnaire (attached) to analyze the
most recent job you have held.
 Your job may have been a part-time or full-time job
 After you have completed the questionnaire, answer the
following questions:-
1. Do you believe the job analysis questionnaire captured
the essence of your job? if not, what was left out?
2. What improvements would you recommend in the job
analysis questionnaire?
3. Do you think your boss would have answered the
questionnaire basically the same way you did? Why or
why not?
 Using the same job analysis questionnaire, go out and interview
an actual job holder of your choice. After you completed the job

Prepared by Prof. Yusuf S. Warsame, HRM Lecturer-SIMAD, March, 2009

Chapter (three): Job Analysis and Job Design 9

analysis questionnaire, write complete job descriptions for the

job.
Review questions and discursions for chapter three

1. Define job analysis and job design?

2. differentiate among the terms:-
Duties, position, and job
3. Define job descriptions, job specifications?
How do they relate to the job analysis process?
4. Briefly describe four of the most frequently used methods for analyzing
jobs?
5. what is the difference between:
Job scope and job depth
6. What are the components of jobs? Show it graphically?
7. Describe the relationship between HRM and job issues?
8. What method job analysis do you thing would be most applicable for jobs
in a large grocery store? For jobs in public library?
9. After completing school, you will probably enter the work force. What are
implications of job analysis and job design for you?

Prepared by Prof. Yusuf S. Warsame, HRM Lecturer-SIMAD, March, 2009

Chapter (three): Job Analysis and Job Design 10

Job Analysis Questionnaire

 Your Job Title : ___________________________________________
 Your Name : ___________________________________________
 Superior's Title : ___________________________________________
 Superior's Name : ___________________________________________
 Hors Worked : _________Am _________ to _______ Am ________
Pm Pm
1. What is the general purpose of your job? _____________________________
__________________________________________________________________
________________________________________________________.

2. What was your last job? __________________________________________.

If it was in other organization, please name it: _________________________
___________________________________________________________.

3. To what would you normally expect to be promoted? ________________

4. If you regularly supervise others, list them by name and job title. (please attach a
separate sheet)
5. If you supervise others, please check those activities that are part of your
supervisory duties:-
Hiring Couseling Discipline
Orienting Budgeting Terminating
Training Directing Book-Keeping
Teaching Managing Accounting
Schedule Measuring performance Computing
Developing Promoting Analysing
Coaching Compensation Other________

6. How would you describe the successful completion and results of your work?
__________________________________________________________________
__________________________________________________________________
___________________________________________.

7. Job duties: Please briefly describe WHAT you do and, if possible, HOW you do
it. __________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
_____________________________________________.
Indicate those duties you consider to most important and/ or most difficult:-

Prepared by Prof. Yusuf S. Warsame, HRM Lecturer-SIMAD, March, 2009

Chapter (three): Job Analysis and Job Design 11

a) Daily duties : - __________________________________________

b) Periodic duties :- (Please indicate whether weekly, monthly, quarterly, …
etc) ____________________________________________________
c) Duties performance at regular internals: - __________________________
_______________________________________________________________
_______________________________________________________________
______________________________________________.
8. Education: Please check the blank that indicates the education requirements for
the job, not your OWN educational background:
No formal education required
Primary education
Secondary education
2-year collage certificate or equivalent
3-4 years college degree
Education beyond undergraduate degree
Advanced degree or specified professional required
Please indicate the education you had when you where placed on this job: _________
________________________________________________________________________
_______________________________________________________________.

9. Experience: (Please check the amount needed to perform your job)

None More than 1 year to 3 years
Less than 6 months More than 3 years to 5 years
7 month to 1 year More than 5 years to 10 years
Over 10 years
10. Skills: Please list any skills required in the performance of your job (for example,
amount of accuracy, alertness, precision in working with described tools methods,
systems, … etc)
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
___________________________________________.

11. Equipment: Does your work require the use any equipment?
Yes No , if yes please list the equipment and check whether
you use it rarely, occasionally, or frequently:
Equipment Rarely Occasionally Frequently
1) _______________________
2) _______________________
3) _______________________
4) _______________________
5) _______________________

Prepared by Prof. Yusuf S. Warsame, HRM Lecturer-SIMAD, March, 2009

Chapter (three): Job Analysis and Job Design 12

12. Emotional demands: Please check all undesirable emotional demands placed on
you by your job and whether it is rarely, occasionally, or frequently:-
Rarely Occasionally Frequently
Contact with general public
Customer contact
Close supervision
Deadlines under pressure
Irregular activity schedule
Working alone
Excessive traveling
Other_______________

13. Work place location: Check the type of location of your job and if you consider
it to be unsatisfactory or satisfactory
Unsatisfactory Satisfactory
Outdoors
Indoors
Underground
Pit
Other

14. Physical surrounding: Please check whether you consider the following physical
conditions of your job to be poor, good or excellent
Conditions Poor Good Excellent
Lighting
Ventilating
Sudden temperature change
Vibration
Comfort of furnishing
Other_______________

15. Environmental conditions: Please check the objectionable conditions under

which you must perform your job, and check whether the condition exits rarely,
occasionally, or frequently
Conditions Rarely Occasionally Frequently
Dust
Dirt
Heat
Cold
Fumes
Odors
Noise
Wetness
Humidity

Prepared by Prof. Yusuf S. Warsame, HRM Lecturer-SIMAD, March, 2009

Chapter (three): Job Analysis and Job Design 13

Other
16. Health and safety: Please check all undesirable health and safety factors under
which you must perform your job and whether you are required to do so rarely,
occasionally or frequently
Factors Rarely Occasionally Frequently
Mechanical hazards
Moving objects
Explosives
Electrical hazards
Fire
Height of elevated workplace
Other

__________________________ ____________________
Signature Date

Prepared by Prof. Yusuf S. Warsame, HRM Lecturer-SIMAD, March, 2009