JOB ANALYSIS

LECTURE – 4
 DEFINITION
▪ 1. “Job analysis is a systematic exploration of
the activities within the job. It is a basic
technical procedure to define duties,
responsibilities and accountabilities of a job”. -
David A. DeCenzo and Stephen P. Robbins.

▪ 2. “Job analysis is the procedure through

which one determines the duties of the
positions and the characteristics of the people
who should be hired fo r those positions.” -
Gary Dessler.
 Definition Continues
▪ Terminologies
▪ 1. Job – A job is a position or a group of positions
that are similar in their significant duties, tasks
and behaviours performed by one or more
individuals.
▪ 2. Position - A position refers to one or more
duties performed by one person in a given firm at
a given time.
▪ 3. Duty – A duty is a large segment of the work or
is a number of tasks performed by an
individual.
Terminologies and Information for job
analysis
▪ 4. Task – A task is a distinct work activity
carried out for a distinct purpose.
▪ Information Required for Job Analysis
▪ 1. Job content
– Skill variety
– Task identity
– Task significance
– Autonomy
– Job feedback
2. Organizational responsibilities.
3. Physical working conditions
 Outcomes of Job analysis
▪ Job Description
▪ It is a written description of the work
activities that are performed in a job.
▪ It is a written statement of what the jobholder
does, how it is done and why it is done.
▪ Job Specification
▪ It is a written statement of personal qualities
that are needed to perform a given job.
 Specimen of Job Description
▪ Job Description
▪ Job Title ------------------ Occupation code-----------
▪ Reports to ---------------- Job No ----------------------
▪ Supervises --------------- Grade Level ----------------
▪ -------------------------------------------------------------------
▪ Functions -----------------------------------------------------
▪ ------------------------------------------------------
▪ Duties and Responsibilities ------------------------------
▪ -------------------------------------------------------
▪ Job Characteristics : --------------------------------------
▪ ------------------------------------------------------
 Specimen of Job Specification
▪ Job Specification
▪ Job Title -----------------------------
▪ Education -------------------------------------------
▪ Physical and health -----------------------------
▪ Appearance ----------------------------------------
▪ Mental abilities ------------------------------------
▪ Special abilities ------------------------------------
▪ Previous work experience -----------------------
▪ Special knowledge or skills ----------------------
▪ Maturity ------------------------------------
▪ Others -------------------------------------------
 Uses of Job Analysis
▪ 1. Human resource planning.
▪ 2. Job evaluation.
▪ 3. Recruitment, selection and placement.
▪ 4. Orientation, training and development.
▪ 5. Performance appraisal.
▪ 6. Career path planning.
▪ 7. Engineering design and methods improvement.
▪ 8. Job design.
▪ 9. Safety device designing.
▪ 10. Vocational guidance and rehabilitation
counseling.
▪ 11. Organization structuring and designing.
 Methods of Job Data Collection
▪ 1. Observation method
▪ 2. Individual interview method
▪ 3. Group interview method.
▪ 4. Structured questionnaire method.
▪ 5. Diary /Journal method.
▪ 6. Performance method.
▪ 7. Technical conference method.
▪ 8. Critical incidents method.
▪ 9. Output and production method.
▪ 10. Current job descriptions and specifications.
 Process of Job Analysis
▪ 1. Identify the purpose of job analysis.
▪ 2. Review relevant background information of the
organization.
▪ 3. Determine the representative job or jobs to be
analyzed.
▪ 4. Determine method or methods of job data
collection on the basis of-
– Cost.
– Time
– Flexibility of method or methods.
– Validity and reliability.
– Acceptance
 Process Continues
▪ 5. Collect job data and analyze the job.
▪ 6. Review the information with job
incumbents or examine those information
from variety of perspectives to get a
detailed profile of the current job.
▪ 7. Define and formalize new methods and
performance standards for the job.
▪ 8. Develop job description and job
specification of given jobs.
 Job Analysis Techniques
▪ Critical Incidents Technique
▪ It is a qualitative process of job analysis that
produces behavioural statements along a range
from superior to ineffective performance for a
specific job.
▪ Job incumbents are asked about the key
dimensions of their job.
▪ Subsequently, they describe specific critical
incidents that relate to success aw well as those
that would lead to job failure.
▪ Once these critical incidents have been described,
they are ranked with respect to their importance to
success on the job.
 Job Analysis Techniques
▪ Position Analysis Questionnaire
▪ It is a structured job analysis checklist that includes 194
items of job elements that are used to rate a job.
▪ Six dimensions of job elements:
▪ 1. Information input.
▪ 2. Mental processes.
▪ 3. Work output.
▪ 4. Relationship with other workers.
▪ 5. Job context and work satisfaction.
▪ 6. Other job characteristics.
▪ Job analyst interviewed the incumbents before completing
the questionnaire that help to score each of the 194 items
on several five-point scales.
 Techniques Continues
▪ Functional Job Analysis
▪ It is a job analysis that uses three essential
elements of each job. They are:
▪ 1. People- important interpersonal relationships
on the job.
▪ 2. Data – obtaining, using, and transforming
date in aid of job performance.
▪ 3. Things – physical machinery, resouces and
the environment.
▪ Each of these three dimensions is then rated by
level of complexity and importance.
▪
 Techniques continues
▪ A job description is made with the following
essential elements:
▪ a) a verb related to the task action being
performed by the worker.
▪ b) an object that refers to what is being
acted on.
▪ c) a description of equipment, tool, aids and
processes required for successful
completion of the task.
▪ d) the outputs or results of task completion.
 Techniques continues
▪ Behaviourally anchored Rating Scales
▪ 1. Each job is divided into a small number of key
dimensions.
▪ 2. Behavioural statements are developed for each
dimension on a continuum ranging from examples
of superior performance to examples of
unsuccessful performance.
▪ Anchoring the behavioural statements by
assigning numerical values to them.
▪ Sum up the score and have total score for a job.
▪ Compare jobs with both qualitative and
quantitative manner.
 Technique continues
▪ The Hay System
▪ Edward Hay and Associates (Haygroup) has
developed the system.
▪ It uses three key factors to analyse each job:
▪ 1. Know-how.
▪ 2. Problem solving.
▪ 3. Accountability.
▪ Points are allocated on level and breadth of
knowledge of each factor.
▪ Sum of the points will make the position of the job.
 Techniques continues
▪ Competency based Approach
▪ It is a model that identifies general workers
requirements associated with a broad range
or category of jobs.
▪ Competency refers to any knowledge, skill,
trait, motive, attitude, value, or other
personal characteristic that is essential to
perform the job and that differentiates
superior from solid performance.
 Problems of Job Analysis
▪ 1. Job analysis is under continuous revision.
▪ 2. Job description or specification is too
vague.
▪ 3. It is subject to contamination and
deficiency.
– Contamination is an error to incorporate unimportant or
invalid behaviours or attributes into job description or
specification.
– Deficiency is an error of omission when a jov description
of specification fails to incorporate important aspects of
the job required for success.
4. It needs costs and time.
 What is De-job ?
▪ De-job refers to broadening of job
responsibilities that encourage incumbents
not to limit themselves within described job
only.

▪ Why Companies are becoming

de-jobbed.
▪ 1. Accelerating product and technological
changes.
▪ 2. Globalised competition.
 Reasons for De-jobbing
▪ 3. Deregulations.
▪ 4. Political instability.
▪ 5. Demographic changes.
▪ 6. Trends towards a service society.
▪ 7. Emergence of information age.
 How to make job analysis in a
job-less world
▪ Fixing a set Job specification.
▪ Emphasizing Productivity and efficiency.
▪ Humanizing jobs. Through job enlargement,
job enrichment and job rotation.
▪ Establishing client relationships.
▪ Establishing Vertical loading ( worker contro
his own job).
▪ Establishing open feedback channels.
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ANY QUESTION?

THANK YOU ALL