Job Analysis & Design

proper inspection of job

Alima Aktar, Ph.D.

Assistant Professor of HRM, Department of Management, North South
University
 Job – Position – Employee

Position Job Employee

Responsibilities

e.g. Teacher, butcher,

manager, sales,
representative

Job Family
 Job Architecture

Job level
Chief Marketing Officer

Executive
Head of HR
Upper
Management Research Manager

Department Head

Team Lead Sales

Representatives
Senior Research
Assistant
Junior
Marketing R&D Production Sales Admin HR
Job Family
Content and Purpose of Job Analysis

Critical Incidents Requirement Selection Criteria

Job
Description

Magic Attractive Employee Value

Moments Aspects Proposition

Job Analysis
Uses of Job Analysis Information

Recruitment
and selection

EEO
compliance Compensation

Job Analysis

Discovering unassigned
Performance appraisal
duties

Training
Job Analysis
Job Analysis Process
Limitations of Job Analysis
 Job-related aspects change
over time
 Jobs need to be identified and
classified (job architecture)
 It might be the employee who
defines his/her job (dejobbing)
 Job descriptions may increase
bureaucracy
 Job descriptions support the
„this-is-not-my-job“ mindset
 Skill Matrix
• I t is a matrix prepared for each
employee with each job. The matrix is
prepared with the scale of:

• the basic skills needed for the job

• the minimum level of each skills

required for the job

• I t shifts employee focus from specific job

duties to developing new skills.

• I t works as a constant reminder that

employees need to increase their skill
and determines skill based pay system.
Competency Profiling

• I t is a job analysis method that

focuses on the skills and behaviours
needed to successfully perform a job.

• Instead of thinking people having jobs

with a particular set of activities
limited to job descriptions, HR
Managers focus on person-oriented
approaches.

• Employees are considered as ‘Human

Resources’ of the organisation.

• Focusing on how individual employees

support the need of the organization.
Job Design - Specialisation

Standardise work procedure where employees perform repetitive, precisely

defined tasks. Also known as assembly line or job simplification. I t is associated
with Fordism and Taylorism.
Job Design - Rotation
Job Design - Dejobbing, Enrichment, Enlargement

Dejobbing - broadening the responsibilities of job and encouraging employees

work as team and not to limit themselves to job description.

Enrichment - vertical expansion of job adding higher level task, without

changing the status of the employee.

Enlargement - horizontal expansion of job adding more tasks from same level,
without changing the status of the employee.

Morphing - practicing both enrichment and enlargement with same job.

Job Design - JCM

• JCM (Job Characteristics Model) - Developed by Oldham & Hackman in 1980, a

framework for job design by addressing employee needs.

• Skill Variety - employee needs to perform multitasking by using different

knowledge and skills.

• Task Identity - job holder should be able to see how their work
contributes to the organisation goal.

• Task Significance - the degree to which performance of the job affects

the lives and work of others.

• Autonomy - relates to independence, decision-making freedom, job holder

has.

• Feedback - receiving information about how effectively the job holder

has completed the task.
 Summary

• Job Analysis - job description and job specification

• Job Analysis process and steps
• Job Analysis data collection techniques
• Skill Matrix and Competency Profiling
• Job Designing and techniques