HR APPROACH IN ‘JOB ANALYSIS’ IN

NORTH ORISSA CHAMBER OF COMMERCE AND INDUSTRY,

BALASORE

A
SIP
Submitted to the
Fakir Mohan University
In partial fulfillment for the award of the degree
of Master of Business Administration

BY

Mukteswar Das
Roll no-13201FM192005
Regd.no-05807/15

Under guidance of
MS. PRATIMA BURH

P.G DEPARTMENT OF BUSINESS MANAGEMENT

FAKIR MOHAN UNIVERSITY

VYASA VIHAR, BALASORE, ODISHA, 2020

 DECLARATION

I MUKTESWAR DAS bearing Exam Roll No: 13201FM192005 do hereby declare

that this dissertation entitled “HR APPROACH IN JOB ANALYSIS

NORTH ORISSA CHAMBER OF COMMERCE AND INDUSTRY,

BALASORE’’ submitted to P.G Department of Business Management, Fakir Mohan

University in partial fulfillment for the award of the degree in Master in business

administration is an original piece of work done by me and this has not been submitted

for the award of any other degree or diploma elsewhere in part or full.

DATE: (MUKTESWAR DAS)

PLACE: Roll No. 13201FM192005

P.G. Dept. of Business Management

Fakir Mohan University, Balasore

 P.G DEPARTMENT OF BUSNESS MANAGMENT
FAKIR MOHAN UNIVERITY
VYSA VIHAR, BALASORE -756019
ODISHA, INDIA; Ph: 06782-241842 (O)
E-Mail:-www.fmuniversity.nic.in

GUIDE CERTIFICATE

This is to certify that the summer internship project entitled “HR APPROACH IN JOB ANALYSIS

NORTH ORISSA CHAMBER OF COMMERCE AND INDUSTRY, BALASORE”

is a record of bonafide research work carried out by MUKTESWAR DAS under my guidance. The

project has reached the standard fulfilling the requirements of the regulation relating to the Degree of

Master in business administration and it has not been submitted earlier anywhere for the award of any

degree or diploma.

I wish her all success in future career.

Place: Balasore

Date:

(Ms.Pratima Burh)

Research Supervisor

P.G. Dept. of Business Management

Fakir Mohan University, Balasore

PROF. D.P. MISHRA

Signature of the Head of the Department

 ACKNOWLEDGEMENT

“Acknowledgement is an art, one can write glib stanzas without meaning a word, and on the
other hand one can make a simple expression of gratitude”

First and foremost, I thank the almighty God for bestowing me with good health and
confidence to complete the project on time.

I extend my Special gratitude to PROF. D.P.MISHRA, Head of Department Business

Management Department for giving me this opportunity.

I am extremely thankful to Ms. Pratima Burh, Professor for helping me on my project.

I also extend my gratitude to Mr. SURAJ PRAKASH NAYAK, Research assistant, NOCCi.

I also acknowledge with a deep sense of reverence, my gratitude towards my parents and
member of my family, who have always supported me morally as well as economically.

At last but not least gratitude goes to all of my friends who directly or indirectly helped me to
complete this project report.

Place: Balasore

Date:

(MUKTESWAR DAS)

Roll No. 13201FM192005

P.G. Department of Business Management

Fakir Mohan University, Balasore

 LIST OF ABBREVIATIONS

NOCCi NORTH ORISSA CHAMBER OF COMMERCE AND INDUSTRY

HR HUMAN RESOURCE

IDCO INDUSTRIAL DEVELOPMENT CORPORATION OF ODISHA

NBIC NOCCi BALASORE INFRASTRUCTURE COMPANY

DIPP DEPARTMENT OF INDUSTRIAL PROMOTION AND POLICY

GoI GOVRENMENT OF INDIA

ICT INFORMATION AND COMMUNICATION TECHNOLOGY

HRM HUMAN RESOURCE MANAGEMENT

SPV SPECIAL PURPOSE VEHICLE

IIUS INDUSTRIAL INFRASTRUCTURE UP-GRADATION SCHEME

BIEX BALASORE INTERNATIONAL EXPO CENTER

NVEQF NATIONAL VOCATIONAL EDUCATION QUALIFICATION FRAMEWORK

NTTC NOCCi TOOL ROOM & TRAINING CENTER

IAI INDUSTRY APPRENTICESHIP INITIATIVE

MIG METAL INERT GAS

TIG TUNGSTEN INERT GAS

SAW SUBMERGED ARC WELDING

VP VICE PRESIDENT

BOT - BOARD OF TRUSTEE'S

SME SUBJECT MATTER EXPERT

SES SENIOR EXPERTEN SERVICE

KSA KNOWLEDGE,SKILL AND ABILITIES

 CONTENTS
• Declaration
• Guide Certificates
• Acknowledgment
• List of Tables
• List of Graphs & Figures

CONTENTS OF THE PAGE NO

CHAPTER
CHAPTER-1:- INTRODUCTION
1.1Background of Study
Statement of Problem
Need Of The Study
Objective of the Study
Scope of study
Sequence of the study
CHAPTER-2 :-ORGANIZATION PROFILE
• Company Profile
• Objectives , Mission and Vision
• Organization Structure
CHAPTER-3
• Conceptual Framework
CHAPTER-4:- METHODOLOGY
• Methodology for this study
• Selection of Sample
• Data Collection
• Statistical Tools Used
CHAPTER-5 :-DATA ANALYSIS
• Quantitative Analysis
• Qualitative Analysis
CHAPTER-6 :-SUMMARY OF FINDINGS
• Findings
• Suggestions and Conclusions
• Limitations of study
APPENDIX
• Questionnaire
• Bibliography
 LIST OF TABLES

S. NO TITLE
PAGE NO

1 Distribution Of Respondents by Age.

27

2 Distribution of Respondents by Gender.

28

3 Distribution Of Respondents according to types of organization.

29

4 Distribution of Respondent on how did you take up the job?

30

5 Distribution of Respondents on what is the nature of the job?

31

6 Distribution of Respondents on do you blame your career selection?

32

7 Distribution of Respondents on reason of job loss.

33

8 Distribution of Respondents on how have your business been affected by

covid-19? 34
 LIST OF GRAPHS & FIGURES

S. NO TITLE PAGE NO

1 Chart Showing Distribution Of Respondents by Age.

2 Chart Showing Distribution of Respondents by Gender.

3 Chart Showing Distribution Of Respondents according to types of

organization.

4 Chart Showing Distribution of Respondent on how did you take up the

job?

5 Chart Showing Distribution of Respondents on what is the nature of the

job?

6 Chart Showing Distribution of Respondents on do you blame your career

selection?

7 Chart Showing Distribution of Respondents on reason of job loss.

8 Chart Showing Distribution of Respondents on how have your business

been affected by covid-19?
 CHAPTER-1
INTRODUCTION

1.1 BACKGROUND OF STUDY

Job analysis is a very important human resources function. It involves matching the employee
with the most appropriate skills to the best suited job position at the most opportune time. The
Human Resources department and management define job descriptions and specifications for
each position within the organization. Each position in the organization is unique and, therefore,
has different needs and necessities. The skills, past experience and education qualifications differ
for each job. Companies undertake job analysis to understand the requirements for the job. This
is a mechanism through which the company fixes on duties, responsibilities and authority for
each of its positions. Through this, it is able to define the skill set needed for each job. The
human resource department prepares this analysis for each job in the organization and then
appoints the appropriate employees for them.

ANALYZING JOB REQUIREMENTS

This is a procedure where the HR department and management sit down and define the roles,
duties and authority for each individual job. The management then gets a very clear idea on all
the chores an individual would be required to perform for discharging her duties. The duties and
authority of a software engineer would be different from those of a production manager.
Accordingly, the qualifications, expertise and experience would also differ. Unless, the most
suited and eligible candidates are placed on the job, the company cannot expect to have full
performance levels.

ANALYZING PRESENT CONDITIONS

Job analysis also enables the management in analyzing whether or not its employees are aptly
placed. For example, the management may have incorrectly placed marketing executive in the IT
department. The management then takes stock of the situation and transfers the inappropriately
placed employee. Also, the training needs of the employees are highlighted. Some employees
may need to be already polished on the requirements of their jobs. At other times, the employees
may need to be trained on using the new systems and assets acquired by the company. Job
analysis is also very imperative for defining safety standards for each job position. Some jobs in
the organization are sedentary; other jobs need the employee to commute to different places to
carry out his duties. Certain types of jobs require the company to provide for additional safety of
the employees. For example, laborers who are engaged in the production process may be working
with heavy duty electrical equipment. 1
 FUTURE INITIATIVES
Job analysis is also necessary whenever the company is about to grow its operations. Presently,
the company may be producing X units of output, it may estimate that there exists additional
demand. If the company has to produce 2X units, it needs additional employees. The
management needs to analyze the requirements for the new jobs.

1.2 STATEMENT OF THE PROBLEM

"The Study on Job loss due to COVID-19 pandemic in Balasore region and its effect on job analysis
process in one of the organization-NOCCi.
Modern era's corporate climate is focusing on employee satisfaction as well as customers’ satisfaction.
The corporate uses the job designing technique which makes the jobs updated &more relevant to
employees. It gives the rights responsibility to the right people intern increases the efficiency and
productivity of the firm. Job analysis also provides a process through which one can plan the roles and
responsibilities and assign them to the exact employees, who can do in a better way. By doing tulle job
designing and analysis a company can increase employee satisfaction, productivity and efficiency and
also reduces the employee turnover. That's why HR departments are focusing on redesigning the jobs
and responsibilities according to the needs of the organization.

1.3 OBJECTIVE OF THE STUDY

This study will help to evaluate how much simple the job roles are for the employee, how
motivated they are towards the work and how efficient they are. The purpose of this project is to
identify the factors that affect the employee performance in the job and analyses the work that
the employees do and how much time they take do get it done. Other vital parameters which will
be considered as objectives of this project are:
1. To evaluate and meet the organizational needs like quality of work, efficiency and
productivity of employees.
2. Calculate the output of employees, work load and specific amount of time taken to finish the
work and how much rest should an employee get.
3. Add more values to the job roles and promote personal and professional growth of employees
as well as organizational growth and to provide the employees with proper training and
development.
4. To analysis the job loss due to covid-19 pandemic in balasore region.

2
1.4 SCOPE OF THE STUDY

Job designing and analysis is the vital part of the HR department. By designing the job HR
manager can maintain the motivational level of the employees, give them proper training and
development to increase their productivity.
This study will give is the results through which a company can avail the benefits of the job
analysis and job designing. The findings and the suggestions of this study will show the way to.
1. Make the job simpler, especially for the unskilled and semiskilled employees.
2. Also can provide proper training and development processes for increasing the productivity of
the experienced and fresher employees.
3. This study will let the HR manager know that which employee is suitable for which role and
assign them that role.
4. Employee output, efficiency and workload can be maintained through Job Design and analysis
5. This study will let the HR manager to fix up the number of hours for a specific work and the
time for rest.

1.5 SEQUENCE OF THE STUDY

The project has been divided into six different chapters.

These are:
1. Introduction: Background of Study, Statement of Problem, Objective of the Study, Scope of
study, Sequence of the study

2. Organization Profile: Company Profile, Objectives Mission and Vision, Organization

Structure, Schemes Under NOCCi.

3. Conceptual Framework : Introduction, Theory

4. Methodology: Methodology for this study, Selection of Sample, Data Collection,

Statistical Tools Used

5. Data Analysis: Quantitative Analysis, Qualitative Analysis

6. Summary of findings: Findings, Suggestions and Conclusions, Limitations of study.

3
 CHAPTER-2
ORGANISATION PROFILE
2.1 COMPANY PROFILE

North Orissa Chamber of Commerce and Industry (NOCCi) is an apex body of industry and
commerce of north Odisha, playing a vital role promoting entrepreneurship, enterprises and
investment by working closely with Government on policy issues. In addition it is
constantly striving for enhancement of efficiency and competitiveness of local industry and
expanding their business opportunities and boundaries.

LOCATION-

The office of NOCCi is located at Balasore.

North Orissa Chamber of Commerce & Industry

INDUSTRY FACILITATION CENTER

Ganeswarpur Industrial Estate
Po- Januganj, Dist- Balasore, St- Orissa, PIN- 756019

Tele Fax: 06782-240287

Mail id- info@nocci.in
Web site- www.nocci.in

2.2 MISSON AND VISION

NOCCi (North Orissa Chamber of Commerce & Industry) will act as a catalyst for “dream,
plan and action” on all issues of concern to industry. NOCCi vision is to identify and
strengthen the role of industry & commerce of North Orissa in tandem with the economic
development of state and country

Founded with the aim to bring the industries, trade & commerce of North Orissa closer for
providing a meaningful forum to interact to keep pace & integrate with the development of
the state as well as fight for the rights, North Orissa Chamber of Commerce & Industry
(NOCCi) shall be the interface for companies that want to do business both at the local and
global level.
NOCCi would catalyze change for its member companies of all sizes, both from public
and private sectors, by working closely with government on policy issues, enhancing
efficiency, competitiveness and expanding business opportunities through a range of
specialized services.

4
2.3 ORGANISATION STRUCTURE

NOCCi(BOT)

NBIC NOCCi

NOCCi
NTTC PRESIDENT IAI
NOCCi
RESIDENCY
V.P CHAIRPERSON

SECRETARY SECRETARY

SECRETERIAT PROJECT
TEAM COORINATOR

PROJECT
EXECUTIVE ASSISTAN
OFFICER T

RESEARCH PROGRAMME
ASSOCIATE RESEARCH
EXECUTIVE ASSISTANT

2.4 ORGANISATIONAL ACTIVITIES

NOCCi BALASORE INFASTACTURE COMPANY

NOCCi Balasore Infrastructure Company is a Special Purpose Vehicle (SPV) promoted by

the North Orissa Chamber of Commerce & Industry (NOCCi) for implementation of
various project components at Balasore under Industrial Infrastructure Up-gradation
Scheme (IIUS) with support of Govt. of India & Govt. of Orissa.

NOCCi Balasore Infrastructure Company is incorporated under section 25 of the Companies

Act 1956 (No. 1 of 1956) (not for profit company) with Corporate Identity No-
U911000R2010NPL011544/2009-10 dated. 29/01/2010.
5
INDUSTRIAL INFRASTRUCTURE UPGRADATION SCHEME

Department of Industrial Promotion and Policy (DIPP), Ministry of Commerce and Industry,
Government of India (GoI) had introduced a scheme called Industrial Infrastructure Up-
gradation Scheme. The Scheme would target existing industrial clusters with high growth
potential requiring assistance for up-gradation of infrastructure to world class standards.

Infrastructures eligible for assistance under the scheme are as follows:

• Physical Infrastructure
• Information and Communication Technology (ICT) Infrastructure
• R&D Infrastructure
• Quality Certification and Benchmarking Centre
• Common Facilities Centre
• Marketing Infrastructure and others

Central assistance is by way of one-time grant-in-aid to the SPV formed by the CLUSTER
ASSOCIATION. The Central grant would be restricted to 75% of the project cost subject
to a ceiling of Rs 60 crores. The remaining 25% would be financed by other stake holders
of the respective cluster /location with a minimum industry contribution of 15% of total
project cost, which must be in the form of cash and not in kind like the cost of
land/existing building. The central grant for road, drainage system and water supply
system shall be restricted to 25% of the total central grant as these are basically municipal
functions.

ROLE OF NORTH ORISSA CHAMBER OF COMMERCE &

INDUSTRY

North Orissa Chamber of Commerce & Industry (NOCCi) is currently playing a proactive
role in promoting the cause of industrial units in the northern districts of the State. It has a
present strength of over 100 member units and six affiliates associations of industrial units.
NOCCi is operational from its office premises within the Plastics, Polymer & Allied
Cluster. Major activities being undertaken by NOCCi include:

6
 • Promoting the cause of industrial units in Balasore and other districts of North
Orissa including Mayurbhanj, Keonjhar, Bhadrak and Jajpur.

• Providing industry related services for members including co-ordination with

various authorities, agencies and institutions, assistance in streamlined
operation for the members including provision of proper support infrastructure.

• Conducting programs related to training, awareness generation, development of

managerial skills and others for members

• Social Initiatives

ROLE OF IDCO

Orissa Industrial Infrastructure Development Corporation (IDCO) is the State level nodal
agency entrusted and empowered to develop infrastructure for industries in the State of
Orissa. In addition, it is the nominated nodal agency for Goo for various activities under the
new Industrial Policy 2007 for promotion of industrial infrastructure in the State.

IDCO at present is playing a pivotal role in bringing in private capital for development of
infrastructure projects in the State. Idco provides requisite escort services to
investors/developers for implementation of infrastructure and industrial projects. IDCO has
developed 65 industrial estates / areas set-up in different strategic locations of the State. It
has developed more than 1500 sheds and more than 4000 acres of land. The above estates
cater to more than 3000 units.

The Plastics, Polymers & Allied Cluster, Balasore is identified in such industrial estates in
Balasore which has been developed by IDCO in phases.

7
NOCCi RESIDENCY

Hotel NOCCi Residency is the best hotel in Balasore Odisha and the only Star Rated
accommodation, ideal for Business & Leisure. NOCCi Residency is a unique destination
amidst the serenity of green 10-acre campus, offering comfortable accommodation & an
extensive range of services to its discerning guests. Ideal for a long stay as well as short-
stay. The residents have access to a host of facilities.

• 20 Well Appointed Smart & Luxurious Centrally A/C Rooms

• Multi Cuisine Fine-Dining Restaurant

• Banqueting and Conferencing

• 24×7 Free Internet Browsing

• Health Club and Spa

• Swimming-Pool

The Residency has two conference rooms, convertible in to one 100-seater conference hall,
perfect for meetings, seminars, banquets, small wedding receptions and ceremonies. Both
conference rooms are equipped with acoustics, AV system, and flexible seating system for
meetings, cocktail receptions or elegant banquet.

8
The Residency has a small golf green with a driving range & two potting greens next to
the infinity pool providing a unique executive ambience & relaxation facility.

Leisure Pool with baby pool, Jacuzzi bench and wide decks for sun lounging and party.

9
 SPEARMINT : RESTAURANT

An array of multi cuisine food and beverages capture the true spirit and flavor of the palate.
Two private dining rooms Magpie and Cuckoo provide privacy for the upper crust.

SPA MAGNOLIA

The Spa offers varieties of wellness therapies for calming of the mind and body.

There is a steam room for relaxation.

10
NOCCi BUSINESS PARK

Balasore International Expo Centre BIEX is a new infrastructure built with world class

facility for holding trade fairs, exhibitions, and conventions, at Balasore (Chandipur on sea)

the humming coastal town of northern Odisha, almost in the centre of 3 state capitals

Bhubaneswar, Kolkata and Ranchi, and many other economic hubs, such as Jamshedpur,

Kharagpur etc.

The BIEX has a 40,000 sq. ft air-conditioned exhibition hall, with all facility to

accommodate 150 octa-norm stalls of 9 sq. meter area each. In addition, ample open area to

arrange open air exhibition & park vehicles is also available. The BIEX facility is in a 10

acre campus of the NOCCi Business Park, having star rated accommodation, recreation,

cottage industry exposition and open air theatre, modern trade tower with office spaces and

incubation facility, close to NH-5. Exhibitors and visitors can get all amenities, F&B

services, banking, freight forwarding, courier, and travel services all under one roof in the

Business Park.

11
NOCCi ACADEMY

NOCCi Training Academy shall be a Centre of Excellence for Training and Research with
its favorable learning environment to provide quality professional education for creating
employable human resources for industry and continuously upgrading the skills of their
workforce.
MISSION

• To help organization to develop learning culture and to meet global challenges.

• Design specialized and innovative Training courses suitable for industry and
business.
• Provide essential job oriented skills and technique to unemployed youth.

OBJECTIVE

• Create awareness about the advantage of integrated training approach.

• Adopt best training practices and benchmark its performance.

• Support and create flexible, knowledgeable and happy workforce.

• Brand Building through collaboration.

• To make its contribution visible.

12
COLLABORATION

The German Senior Experts organization, SES is providing advisory support to the
Academy, to conduct various training courses like Entrepreneurship Development
(especially for women), Dual Training system and Management Development Programs.

The Academy is also collaborating with several Indian institutions of repute to launch
various innovative training programs. It is also seeking affiliation and accreditations of its
vocational and educational training from National Vocational Education Qualification
Framework (NVEQF) of Government of India.

MANAGEMENT
It has a 4-member governing council with senior professionals from industry to supervise its
management. It has a 3-member Academic council with eminent academicians & industry
professionals as members. The Academy has an International advisory board with
experienced professionals guiding its functioning & growth.

The Academy has a nucleus of full-time trainers along with a panel of part time trainers
drawn from Engineering Colleges, Professional Institutes, Colleges, Universities &
industry.
The Academy will also invite qualified visiting faculties.

NOCCi TOOL ROOM AND TRAINING CENTRE

Technology has been defined as an ethological study of the development of Industrial art;

it is the ultimate trigger for Industrial development.

A modern NOCCi Tool Room and Training Centre (NTTC) with sophisticated engineering

machines has been set up for undertaking repair and maintenance work of industries in the

vicinity. In addition the machine shop would also help skilling youth in machine operation

and maintenance.

13
NOCCi TOOL ROOM & TRAINING CENTRE (NTTC) is a part of NOCCi

Balasore Infrastructure Company, supported by Govt. of India under IIUS and Govt. of
odisha.Heat treatment equipment & furnaces latest welding technology (MIG, TIG, SAW,
SPOT & PLAZMA CUTTING), Heavy duty work-shop machinery. Tool and components
manufacturing facilities Tools are comparable to the finest in the world.

TRAINING CENTER EQUIPED WITH-

• Hydraulic power hacksaw
• Hydraulic power hacksaw
• Bench drill
• Tool and cutter grinder
• Digital Rockwell cum surficial Hardness testing machine TRSNT-D
• Portable hardness testing machine, Digital D-2
• AV equipped class room

14
 CHAPTER- 3
CONCEPTUAL STUDIES

Job analysis is the foundation of all human resource activities, including personnel selection,
training, performance appraisal, career de elopement, workforce planning, and safety (Bran
nick & Levine, 2002).

Job analysis is also necessary to meet legal requirements for validation of selection
procedures (Uniform Guidelines, 1978), and conducting a job analysis can be a time -
consuming process with estimated average annual costs of job analyses ranging from
$150,000 to $4,000,000 per large organization (Levine, Sis trunk, McNutt, & Gael, 1988).
Job analysis is the fundamental process that forms the basis of all human resource activities.
The importance of job analysis has been well-established for years, dating back to at least the
First World War. The United States government‘s Uniform Guidelines on Employee
Selection Procedures (1978) and the American Psychological Association‘s Principles for
the Validation and use of Personnel Selection Procedures Stipulate that job analysis is
essential to the valediction of any and all major human resources activities. In its simplest
terms, a job analysis is a systematic process for gathering, documenting and analyzing date
about the work required for a job. The data collected in a job analysis, and reflected through
a job description, includes a description of the context and principal duties of the job, and
information about the skills, responsibilities, mental models and techniques for job analysis.
These include the Position Analysis Questionnaire, which focuses on generalized human
behaviors and interviews, task inventories, functional job analysis and the job element
method.

A job analysis provides an objective picture of the job, not the person performing the job,
and as such, provides fundamental information to support all subsequent and related HR
activities, such as recruitment, training, development, performance management and
succession planning. Job analysis serves two critical functions with respect to these
processes. Job analysis helps ensure that decisions made with respect to HR processes are
good decisions i.e., fair and accurate (e.g., selection of the right person for the job,
appropriate decisions about training, performance management, development, etc.) and its
helps ensure the defensibility of decisions made to employee (resulting in good HR
management) and to the courts (resulting in saving of costs, time and reputation).

15
3.1 KEY STEPS IN JOB ANALYSIS PROCESS
STEP 1) GATHERING INFORMATION:
Use the official and current position description, review organization charts, review the
skills of the previous incumbent.

Step 2) Ask for Assistance:

Involve a Subject Matter Expert (SME) and contact an HR professional for information on
qualifications standards, classification standards and evaluation statements.

Step 3) Identify critical Job duties:

Identify and document three to five critical or major duties, which are duties that directly
impact the mission and occupy at least 25% of an employee‘s time.

Step 4) Identify needs KSAs and Competencies:

For each critical or major duty, identify the essential knowledge, skill, ability or competency
required to successfully perform that duty.

Step 5) Identify selective placement factor:

After identifying the duties and the relevant KSAs and competencies, determine if there are
any additional factors that a highly qualified candidate must possess prior to starting the new
position.

Step 6) Validate KSAs & competencies to your assessment method:

Ensure that each KSA and competency can be evaluated and is ratable from information
provided in an applicant‘s resume and can be validated by an assessment tool such as a
questionnaire, an interview, reference checks, etc.

STEP 7) Document your rating criteria:

Arrange the non-selective KSAs and competencies in order of importance, using a 1,

2 and 3 rating scale from ―Most Important‖ to ―Least Important.‖

STEP 8) Link job task to KSAs or competencies:

For each KSA or competency identified, create a list of the important tasks and activities to
perform on the job.

16
3.1.1. IMPORTANCE OF JOB ANALYSIS

According to scientific management, the key to productivity is a precise understanding of the

tasks that constitute a job. If the motions of workers are to become standardized and
machine-like, then it is necessary to be certain about what is to be accomplished, as well as
what abilities and materials are necessary to do the job. For many years, job analysis was
considered the backbone of the scientific clipboards and stopwatches was the method used to
determine the most efficient way to perform specific jobs.

As the popularity of scientific management declined after World War II, however, so did the
popularity of job analysis. With the new emphasis on human relations as the key to
productivity job analysis was used primarily to set salary scales. But in the modern times
workers and employers began to take renewed interest in this area because of concerns about
two issues: unfair discrimination and comparable worth.

There are two areas where unfair discrimination in hiring can occur: in the standards set for
being hired; and in the procedures used to assess the applicant‘s ability to meet those
standards. Job analysis addresses the question of what tasks, taken together actually
constitutes a job. Without this information, standards for hiring may appear to be arbitrary or
worse, designed to exclude certain individual or groups from the workplace.

More recently, the issue of comparable worth has also contributed to a new interest in job
analysis. Comparable worth refers to equal pay for individuals who hold different jobs but
perform work that is comparable in terms of knowledge required or level of responsibility.
The major issue of the comparable worth controversy is that women who are employed in
jobs that are comparable to those held by men are paid, on the average, about 65 percent of
what a man would earn. In order to determine the comparability of job tasks so that salaries
can also be compared, a proper job analysis is necessary. Comparable work is an issue of
considerable interest to many people.

3.2 USES OF JOB ANALYSIS

This knowledge about jobs is used for many purposes, certainly in the field of Human
Resource Management [HRM]. In particular, where the job is the basis for pay, knowledge
of the job is essential either to make comparisons with other jobs in market pricing or as the
first step in evaluating jobs internally. Thus, failure to secure complete and accurate job
information will result in inaccurate wage setting. Later steps in job evaluation become

17
 Virtually impossible without adequate job information.

Job knowledge has many uses in HRM. Organizations use information obtained by job analysis
for recruitment, selection, and placement; organization planning and job design; training;
grievance settlement; as well as job evaluation and other compensation programs.
People outside the organization also use information about jobs. Career placement requires
the same type of person-job matching that organizations do. Getting a disabled worker back
to work requires knowledge of jobs in order to determine what jobs the worker can do or can
be trained to do.

WORK DESIGN
JOB CONTENT
INFORMATION HR PLANNING

JOB JOB STAFFING

ANALYSIS SPECIFICATION &
JOB DESCRIPTION
TRAINNING
JOB CONTEXT
INFORMATION
COMPENSATION

FIGURE: 4 USE OF JOB ANALYSIS

These different uses of job information may require specialized job descriptions. Job
evaluation requires information that permits distinguishing jobs from one another, usually
on the basis of work activities and/or job required worker characteristics. Recruitment and
selection require information on the human attributes a successful jobholder must bring to
the job. Training requires information on the knowledge and skills that the successful
jobholder must evidence. Job design may require identifying employee perceptions of
intrinsic and extrinsic rewards. Although there is overlap among these different

Requirements, arguments for separate job analysis for separate purposes are
understandable.

18
JOB DESCRIPTIONS:
It describes the job and not the individual who fills the job. They are the result of job

analysis within a given organization and are essential to the selection and evaluation of

employees. Job advertisements or postings are based on the job description. The character

of the organization is the basis for the description of positions.

Job description is a written statement that defines the duties, relationships and results

expected of anyone in the job. It is an overall view of what is to be done in the job.

Typically it includes is a written statement that defines the duties, relationships and results

expected of anyone in the job. It is an overall view of what is to be done in the job.

Typically it includes

• Job

• Title

• Date

• Title of immediate supervisor

• Statement of the Purpose of the Job

• Primary Responsibilities

• List of Typical Duties and Responsibilities

• General Information related to the job

• Training requirements

• Tool use

• Transportation

19
 JOB SPECIFICATION:

It is an analysis of the kind of person it takes to do the job, that is to say, it lists the
qualifications. Normally, this would include is an analysis of the kind of person it takes to
do the job, that is to say, it lists the qualifications.
Typically this would include
Degree of education
Desirable amount of previous experience in similar work
Specific Skills required
Health Considerations

Problems If Job Specifications Are Inflated:

• May systematically eliminate minorities or women from considerations

• Compensation costs will increase.

.
Job vacancies will be harder to fill

Figure: Job Analyses as a Basic Human Resources Tools

20
 3.3 ADVANTAGES
Though job analysis plays a vital role in all other human related activities but every process
that has human interventions also suffers from some limitations. The process of job
analysis also has its own constraints.
PROVIDES FIRST HAND JOB-RELATED INFORMATION:
The job analysis process provides with valuable job-related data that helps managers and
job analyst the duties and responsibilities of a particular job, risks and hazards involved in
it, skills and abilities required to perform the job and other related info.
HELPS IN CREATING RIGHT JOB-EMPLOYEE FIT:
This is one of the most crucial management activities. Filling the right person in a right job
vacancy is a test of skills, understanding and competencies of HR managers. Job Analysis
helps them understand what type of employee will be suitable to deliver a specific job
successfully.
HELPS IN ESTABLISHING EFFECTIVE HIRING PRACTICES:
Who is to be filled where and when? Who to target and how for a specific job opening? Job analysis
process gives answers to all these questions and helps managers in creating, establishing and maintaining
effective hiring practices.
GUIDES THROUGH PERFORMANCE EVALUATION AND APPRAISAL PROCESSES:
Job Analysis helps managers evaluating the performance of employees by comparing the
standard or desired output with delivered or actual output. On these bases, they appraise
their performances. The process helps in deciding whom to promote and when. It also
guides managers in understanding the skill gaps so that right person can be fit at that
particular place in order to get desired output.
HELPS IN ANALYZING TRAINING & DEVELOPMENT NEEDS:
The process of job analysis gives answer to following questions:
Who to impart training

When to impart training

What should be the content of training

What should be the type of training: behavioral or technical

Who will conduct training

21
3.4 CHALLENGES IN CONDUCTING A JOB ANALYSIS

No process can be entirely accurate and fully serves the purpose. Job analysis is no
exception to it. The process involves a variety of methods, tools, plans and a lot of
human effort. And where there people are involved, nothing can be 100 percent
accurate. However, they may be appropriate considering various factors including
organizational requirements, time, effort and financial resources. Since the entire job
analysis processes, methods and tools are designed by humans only, they tend to have
practical issues associated with them. Human brain suffers with some limitations,
therefore, everything created, designed or developed by humans too have some or other
constraints.
Coming back to the subject, even the process of job analysis have lot of practical
problems associated with it. Though the process can be effective, appropriate, practical,
efficient and focused but it can be costly, time consuming and disruptive for employees
at the same time. It is because there are some typical problems that are encountered by a
job analyst while carrying out the process. Jobs are complex by nature. Because they are
performed by a range of individuals who work within changeable environments, it can
be difficult to accurately define job demands and the human requirements to perform
them. Even if there are defined outputs and expected performance levels for a job, the
actual approaches and nuances associated with executing the job demands may result in
very different actions, depending on the worker and how he or she gets the job done.
The job itself may vary in terms of demand levels or activities performed, depending on
workload, workflow, teamwork, and variances in the services, products or activities that
are the focus of the job at any point in time. As Fine, et al. (1999), note, it is important to
describe jobs holistically, considering the requirement of workers to perform both
instrumentally in executing work tasks, and latently, in adapting to situations in which
work takes place.
A number of factors associated with the measurement process can challenge the validity
and reliability of job analyses. One of these is the properties of the rating scales in use,
including content validity across job types, definitions used for the scale items, and
clarity of the rating procedures (Lysaght et al. 2008). Another lies in the quality of
information gathered through worker or supervisor report based on ability or willingness
to provide accurate descriptions. Observational data may be compromised through lack
of rater familiarity with the job type or milieu, or inability to observe sufficient and
representative time samples of the job, especially one that is highly variable.

22
 Finally, raters themselves present with different training and levels of experience in
performing job analysis, a factor that may compromise both validity and reliability of
the report. Let‘s discuss them and understand how the process of job analysis can be
made more effective by treating them carefully.
LACK OF MANAGEMENT SUPPORT:
The biggest problem arises when a job analyst does not get proper support from the
management. The top management needs to communicate it to the middle level managers
and employees to enhance the output or productivity of the process. In case of improper
communication, employees may take it in a wrong sense and start looking out for other
available options. They may have a notion that this is being carried out to fire them or take
any action against them. In order to avoid such circumstances, top management must
effectively communicate the right message to their incumbents.
LACK OF CO-OPERATION FROM EMPLOYEES:
If we talk about collecting authentic and accurate job-data, it is almost impossible to get
real and genuine data without the support of employees. If they are not ready to co-
operate, it is a sheer wastage of time, money and human effort to conduct job analysis
process.
INABILITY TO IDENTIFY THE NEED OF JOB ANALYSIS:
If the objectives and needs of job analysis process are not properly identified, the whole
exercise of investigation and carrying out research is futile. Managers must decide in
advance why this process is being carried out, what its objectives are and what is to be
done with the collected and recorded data.
BIASNESS OF JOB ANALYST:
A balanced and unbiased approach is a necessity while carrying out the process of job
analysis. To get real and genuine data, a job analyst must be impartial in his or her
approach.
SINGLE DATA SOURCE:
Multi source for collection of correct information. Collecting data from a single source
may result in inaccuracy and it therefore, defeats the whole purpose of conducting the
job analysis process.
However, this is not the end. There may be many other problems involved in a job
analysis process such as insufficient time and resources, distortion from incumbent, lack
of proper communication, improper questionnaires and other forms, absence of
verification and review of job analysis process and lack of reward or recognition for
providing genuine and quality information.
23
 CHAPTER-4
METHODOLOGY

Methodology refers to the body of the methods with help of which investigation was
carried on to arrive at the final conclusion of the study, in fact, the main aim of any kind
of study, whether science or otherwise, is to acquire knowledge, to know the truth and the
reality behind a phenomenon. So, maximum care has been taken to make this study
systematic and scientific.
4.1 METHODOLOGY FOR THIS PROJECT
The simple chosen consisted of 35 respondents. The respondents represented different age
groups, income groups and educational level. The survey was conducted in NOOCi
residency. The data were collected through field survey with the help of a pre-structured
questionnaire and a small interview over the phone. The respondents were assured that the
data were collected only for (research) academic purpose. The respondents faced different
difficulty in responding.
The questionnaire was divided into four sections. Section a (profile), section B (types of
organization), section C (job), and section D (beyond). The data collected through the
questionnaires were analyzed using the Microsoft Excel. The major approach of data
analysis being used was descriptive statistics.
4.2 SELECTION OF SAMPLE
In order to take a reasonable sample size and not to disturb the functioning of the
organization, a sample size of reasonable strength of the company has been taken to arrive
at the present practices of training in the company. The data for the present study have
been collected both by primary sources and from secondary sources.
4.3 DATA COLLECTION
To determine the appropriate data for research, mainly two kinds of data were collected.
They are:-
• Primary data
• Secondary data

PRIMARY DATA
Primary data are those, which are collected afresh and for the first time and thus happen to
be original in character. Primary source was a questionnaire filling up done among a
sample of 35 people. These people were from all over Odisha and were present in NOCCi
for orientation program.
24
SECONDARY DATA

Secondary data is collected from previous researches and literature to fill in the respective
project. The secondary resources included organization’s previous data records and study
materials for training and capacity building modules. In the research work, two general
categories of employees have been done in order to simplify the employees‟ types.
Executive levels are those who are at management level and of Grade A or Grade
B. Non-Executive level is those who are at Grade C or below. Trainees are those who are
undergoing training at NOCCi,. The data has been analyzed in order to arrive at the
present training practices of the company.

4.4. STATISTICAL TOOLS USED

The main statistical tools used for collection and analysis of data in this project is:-

• Pie charts
• Graphs

25
 CHAPTER-5
DATA ANALYSIS

This chapter includes the analysis of data and information acquired by the researcher and the
interpretation that he has deduced from those data. Chapters have been divided into two parts:
Qualitative analysis and Quantitative Analysis. In the initial part, the researcher has done the
Qualitative Analysis which is as follows: -

INTRODUCTION

Information regarding hotels is based on both quantitative and qualitative data. For this reason,
qualitative and quantitative research methods were used to collect and analyze data for this
research. Interviews were used to gather qualitative data while questionnaires were used to
gather quantitative data.
Aggressiveness of the researcher enabled the Hotel NOCCi Residency management understand
the essence of the research. This was possible by assuring the management of the hotel that the
information would be used for academic purposes only. Essentially, questionnaires were issued
to the hotel’s major stakeholders. These stakeholders included the customers, the management,
and the staff of the hotel.

5.1 QUALITATIVE METHOD

This is a method that is concerned with qualitative phenomena, meaning the phenomena that
are related to quality of any kind. The aim of a qualitative method is discovering the underlying
motives and desires by using in-depth interviews for the purpose.
According to Cohen and Aminion (1985), qualitative researchers stress to the socially
constructed nature of reality, the intimate relationship between researchers and those
researched, and the situational constraint that shapes the inquiry. This method helped the
researcher to obtain the types of information that is related to the feelings, perceptions,
intentions and thoughts of the respondents.

5.2 QUANTITATIVE METHOD

This method is used in the measurement of the quantity or amount of variables. It is applicable
to the phenomena that can be expressed in terms of quantity.
According to Denzin and Lincoln (2000), the quantitative method allows socio-economic
researchers to focus on variables of interests and the value of mathematical symbols and
permits economical summary information by using this method, through this method
researcher was able to analyze impact of customer satisfaction on Hotel NOCCi Residency.

26
 TABLE-1

TABLE SHOWING THE DISTRIBUTION OF RESPONDENTS BY THEIR AGE

AGE NO.OF RESPONDENTS

20- 30 17
30-40 13
40-50 5
TOTAL 35

DIAGRAM-1

CHART SHOWING DISTRIBUTION OF RESPONDENTS BY THEIR AGE

NUMBER OF RESPONDENTS

40-50

30-40

20- 30

0 5 10 15 20

INTERPRETATION
From the above graph, it can be concluded that most of the job holders are
much young and falls under the age bracket of 20-30, and the least number of employees are
from 40-50 age bracket, which seems to be better for the organizational function as this
structure maintains both energy of youth and experience of elders.

27
 TABLE-2

TABLE SHOWING THE DISTRIBUTION OF RESPONDENTS BY THEIR GENDER

GENDER NO OF RESPONDENTS PERCENTAGE

MALE 33 94.29
FEMALE 2 5.71
TOTAL 35 100

DIAGRAM-2

CHART SHOWING THE DISTRIBUTION OF RESPONDENTS BY THEIR GENDER

NUMBER OF RESPONDENTS

MALE

FEMALE

INTERPRETATION
The above pie chart shows us that majority of the respondents are male and females were very
few in number only 5.71 %.

28
 TABLE-3

TABLE SHOWING DISTRIBUTION OF RESPONDENTS ACCORDING TO TYPES OF

ORGANISATION

TYPES OF TOTAL NO OF ORGANISATION

ORGANISATION
LARGE ENTERPRISES 2
MEDIUM ENTERPRISES 20
SMALL ENTERPRISES 8
MICRO ENTERPRISES 5
TOTAL 35

DIAGRAM-3
CHART SHOWING DISTRIBUTION OF RESPONDENTS ACCORDING TO TYPES OF
ORGANIZATION

TOTAL NO OF ORGANISATION

20

15

10

0
LARGE MEDIUM SMALL MICRO
ENTERPRISES ENTERPRISES ENTERPRISES ENTERPRISES

INTERPRETATION
Most of the study is being conducted on the employees of Medium Enterprises, and least no.
Of employees are from large enterprises.

29
 TABLE-4

TABLE SHOWING DISTRIBUTION OF RESPONDENTS ON HOW YOU TAKE UP THE JOB.

CAUSE OF GETTING IN TO A
JOB TOTAL NUMBERS
FAMILY INHERITED
OCCUPATION 3
TRAINING BASED 9
PASSION 2
COMPULSION 21

DIAGRAM-4
CHART SHOWING DISTRIBUTION OF RESPONDENTS ON HOW YOU TAKE UP THE JOB.

TOTAL NUMBERS

FAMILY INHERITED
OCCUPATION
TRAINING BASED

PASSION

COMPULSION

INTERPRETATION
The above graph indicates that majority of the workforce joined their job forcefully, they were
60% of the workforce and 5 % of the employees follow their passion. Which isn’t good for the
organization?

30
 TABLE-5
TABLE SHOWING DISTRIBUTION OF RESPONDENTS ON WHAT IS THE NATURE OF WORK.

NATURE OF WORK TOTAL NUMBERS

REGULAR 14
SEASONAL 3
ON CONTRACT 16
AT WILL 2

DIAGRAM-5
CHART SHOWING DISTRIBUTION OF RESPONDENTS ON WHAT IS THE NATURE OF WORK.

TOTAL NUMBERS

AT WILL

ON CONTRACT

SEASONAL

REGULAR

0 5 10 15 20

INTERPRETATION
From this study we can conclude that Most of the employees were working in a
contractual manner and after that the number of employees with regular Jobs was falling.
Seasonal and will oriented employees were very few in number.

31
 TABLE-6
TABLE SHOWING DISTRIBUTION OF RESPONDENTS ON DO YOU BLAME YOUR CAREER
SELECTION.

DO YOU BLAME YOUR CAREER SELECTION

YES 0
NO 35

DIAGRAM-6
CHART SHOWING DISTRIBUTION OF RESPONDENTS ON DO YOU BLAME YOUR CAREER
SELECTION?

35
30
25
20
15
10
5
0
YES NO

INTERPRETATION
This graph shows that there were zero employees who were not satisfied with
their career and job selection.

32
 TABLE-7

TABLE SHOWING DISTRIBUTION OF RESPONDENTS ON REASON OF JOB LOSS

REASON OF JOB LOSS TOTAL NUMBERS

VOLUNTARY 2
HEALTH 8
MARKET DEMAND SHIFTS 5
SLOW DOWN 5
EXTERNAL FACTORS(LOCK
DOWN) 15

DIAGRAM-7

CHART SHOWING DISTRIBUTION OF RESPONDENTS ON REASON OF JOB LOSS

TOTAL NUMBERS

EXTERNAL FACTORS(LOCK DOWN)

SLOW DOWN

MARKET DEMAND SHIFTS

HEALTH

VOLUNTARY

0 2 4 6 8 10 12 14 16

INTERPRETATION
By analysing above graphical representation, we can conclude that half of the
employees lose their jobs due to the covid-19 pandemic and lockdown. The slowdown in economy
and shift in the trends of market also cause major job losses. Health is a big concern of leaving the
job and some of the employees leave the jobs voluntarily too.
33
 TABLE-8

TABLE SHOWING DISTRIBUTION OF RESPONDENTS ON HOW HAVE YOUR

BUSINESS BEEN AFFECTED BY COVID-19 ?

HOW HAVE YOUR BUSINESS BEEN AFFECTED BY THE COVID-19 ?

NOT AFFECTED 5
SALES AFFECTED 30

DIAGRAM-8

CHART SHOWING DISTRIBUTION OF RESPONDENTS ON HOW HAVE YOUR

BUSINESS BEEN AFFECTED BY COVID-19?

NOT AFFECTED
SALES AFFECTED

INTERPRETATION
From the above graphs we can easily say that majority of the organization’s face
decline in their sales the number are about 85% the and the rest of the industries were not
affected by the lockdown.

34
 CHAPTER – 6
SUMMARY OF FINDING
INTRODUCTION:-

This chapter presents a summary of the main findings of the study, suggestions or
recommendations, limitations of the study, conclusions and areas that call further research.

6.1. FINDINGS OF THE STUDY

In this study, we came across many interesting things and some of them are pretty eye opening.
The study shows us how the employees feel about their job and their roles inside the
organization and how they started doing the job. Some key findings of the study were like

1. Organizations prefer more young individuals in their workforce as we can see in this study
that nearly 50% of the workforce of the organization belongs to 20-30 age groups. But the
organizations don't forget to respect the experience because they have 14% of highly
experienced elder employees and 37% of experienced employees. Which seems to be a great
combination of workforce?

2. A very disappointing picture came to our sight, that organizations that we are considering
were having a gender biased workforce that is only 5-6 % of their work force were female.
Which is a very bad sign for an organization?

3. We conducted the study on the different types of organizations but most of them falls under
Medium income Enterprises & few are from small and micro enterprises. The least number of
organizations were from the large enterprises.
4. This study also reveals that most of the employees were getting in to jobs forcefully and their
percentage is 60%. Then around 25% of the employees were getting in to jobs through training
based procedure.
4. Only 10% of the employees were getting in to their family inherited jobs. And less than one
percent were following their passion and getting their dream jobs.
5. Most of the employees were working on contract basis with 45 % figure, Less than one
percent of employees have the freedom of working at will.
6. The percentage of regular workers was 40 % in number. And 8 % employees enrolled in a
seasonal job.

35
 7. This study shows that every employee is kind of satisfied with their jobs , Though they
weren't having their preferred jobs still they don't blame their career options
8-An eye opening result found in this study that about 50% of the employees loose their job
due to the lockdown of covid-19 pandemic. The slowdown in the Economy also boosted this
and before the lockdown about 15 % of the employees lost their jobs and the shifting in the
market trends also cause the same percentage of job loses.

9-About 22 % employees leave their job due to the health issues they are facing and a very few
percentage of employees have voluntary leave from their jobs which is some short of normal
for organizations.

10-Majority of the organizations record decrease in their sales due to the lockdown for covid-19
pandemic their number is around 85% and the rest 15 % of organizations functions normally as
they were doing before with no effect of lockdown on their sales

6.2 SUGGESTION
Despite the strengths and limitations of current study, the study was capable of providing a
well-designed direction for future research. One prospect for future research would be to
broaden the current model with these human resources practices and their impact on
organizational performance instead of employee job performance. The present study may
serve as a drive for human resource professionals and practitioners alike to undertake such
studies.
Future research directions may include:
• To improve peripheral strength, future research efforts should get hold of a
representative sample from more organizations.
• Impact of Job Analysis on Job Performance with the intervening role of training.

• Impact of Job Analysis on Job Performance with the intervening role of human
resource information system.
• Future research should seek out further job performance outcomes from larger samples
with enlarged statistical power.
• Future research should look for developing entire measures of employee job
performance tapping numerous proportions of their job quality.

36
6.3 CONCLUSION

Job Analysis is an organized study of a job to categorize its major components. The job
analysis process normally observe the job which is being carried out, asking employees
and supervisors questions about the job, tasks, working conditions and KSAs
(Knowledge, Skills and Abilities). In an increasingly competitive and turbulent market,
organizations are largely dependent on their employees for success. The challenge of
identifying the right man for the right job, individuals to fulfill organization need. A large
number of potential workforces are available in the employment market but the challenge
for organizations is to identify and select those candidates who could perform effectively
and efficiently. The research highlighted that the starting point in any recruitment process
is an accurate analysis of the job.

This important aspect of human resource management was being ignored particularly in
public sector jobs. Selection and the assessments chosen for the selection process should
be done on the basis of the requirements of the job. Knowledge is essential on part of the
organization in terms of what constitutes good job performance; what kind of
knowledge, skills and abilities are required and what measures would be effective in
assessing these.
Despite of the limitations mentioned above, the results of this study move about the field
of human resource management forward by empirically viewing a link between HR
practices like job analysis, job design, job evaluation, job security , job succession
planning and job performance. Impact of job analysis on job performance reflects that
job analysis is in reality a foundation of human resource practices and an imperative
management practice to develop competitive advantage.

The implications of the typical event of the job analysis and other human resource
practices on job performance measures were found remarkable. Altogether this research
makes an effort signifying a substantial positive contribution by Job analysis to job
performance. Generally, the findings of this study were found reliable with the studies
conducted in western countries on the contribution of human resource practices related to
the job performance. The worth of present study lies in the reality that it offers a requisite
rationale of theoretical models built on the basis of studies conducted in the western
organizations.
37
6.4 LIMITATION OF STUDY

• Involves Personal Business: If the observer or job analyst is an employee of the

same organization, the process may involve his or her personal likes and
dislikes. This is a major hindrance in collecting genuine and accurate data.
• Source of Data is Extremely Small: Because of small sample size, the source
of collecting data is extremely small. Therefore, information collected from few
individuals needs to be standard.
• Involves Lots of Human Efforts: The process involves lots of human efforts.
As every job carries different information and there is no set pattern, customized
information is to be collected for different jobs. The process needs to be
conducted separately for collecting and recording job-related data.
• Job Analyst May Not Possess Appropriate Skills: If job analyst is not aware
of the objective of job analysis process or does not possess appropriate skills to
conduct the process, it is a sheer wastage of company‘s resources. He or she
needs to be trained in order to get authentic data.
• Mental Abilities Cannot be Directly Observed: Last but not the least, mental
abilities such as intellect, emotional characteristics, knowledge, aptitude, psychic
and endurance are intangible things that cannot be observed or measured
directly. People act differently in different situations. Therefore, general
standards cannot be set for mental abilities.

38
 APPENDIX

CONSENT EMAIL

Dear Sir,
My name is Mukteswar Das. I am currently final year student at F.M.University of business
management. I had a chance to do my internship in HOTEL NOCCi RESIDENCY (BALASORE)
few months ago.

I am undertaking a research on “Customer satisfaction in hotel services”. I would like to seek your
consent since my research will involve collecting information from the customers as well as your
staff through interviews and questionnaires.

I promise to use the information regarding your hotel for only academic purposes. Most
importantly, the information and responses gathered from the hotel will not be published or shared
with other people; they will be treated with utmost confidentiality.

I will highly appreciate your consideration.

Thank you in advance
Sincerely,
Mukteswar Das

39
 QUESTIONNAIRE

1-PROFILE:

I. NAME | AGE | GENDER:…………........................................................................

II. ADDRESS: -..........................................................................................................

III. TEL NO. | Email id: ..............................................................................................

IV. ORGANIZATION NAME:-..........................................................................................

2-TYPES OF ORGANIZATION / SIZE OF THE ENTERPRISE?

• LARGE ENTERPRISE ( 250 cr sales )

• MEDIUM ENTERPRISE ( 51-250 cr sales )

• SMALL ENTERPRISE (5-50 cr sales)

• MICRO ENTERPRISE ( < 5 cr sales )

3-JOB:

• What is your job (primary)……………………………………………...?

• Where?

Self-employed (local / Outsider)

Employed (local / outside)

40
 • How did you take up the job? Was it
Inherited occupation / Training based / passion / Compulsion

• If not family occupation then how you got into this job?

Friend’s reference / contractor agent / any other........................

• What was the nature of work?

Regular/ seasonal/ on contract/ at will

4-BEYOND:

• What are you good (eg.some technical skill)?

• Do you blame your career selection / wrong pick?

• Any corrective measure / option you have in mind?

• How any external agency / initiative help bring change?

• Are you aware of government scheme / assistance?

41
 BIBLIOGRAPHY

• www.scribd.com
• www.academia.edu
• www.slideshare.net
• http://www.Google.com
• http://www.futuregroup.com
• http://www.HRCommunity .com
• http://www.HRIndia.com
• http://www.hrcrossing.com/article/270027/Job-Analysis-in-Human-Resources/
• https://www.onrec.com/news/statistics/second-lockdown-has-minimal-effect-initial-
job market>figures

• https://www.nocci.in/
• https://www.nocci.in/noccinew/index.html

BOOKS

• Balyan & Balyan, “HUMAN RESOURCE MANAGEMENT” Himalaya

publishing house.
• Human resource management – K Aswathappa
• Human resource management – V. S. Rao Human resource management – Gary Dessler

Thesis:

• Zafar, M. U. (2005). Job Analysis practices , AFGANISTAN

• Julien Boulanger JOB ANALYSIS AND JOB SATISFACTION –
Case: Hello Cafe and SSP Finland Ltd

42