A Job Analysis and SHAPTER Design INTRODUCTION Developing an organisational structure results in jobs which have to be staffed. Staffing is an organisation's primary function. The basic work activities may relate to three categories— Data, People and Things. Computing, copying, diverting, persuading, speaking, signalling, serving and taking instructions are included in Data and People. Things are concerned with setting up, precision working, operating, controlling, driving, manipulating and handling. Human resource planning is concerned with the number of personnel required in the organisation, but the detailed knowledge of the nature and requirements of jobs to be filled is essential for estimating the kind of manpower required. This knowledge is provided through the process of job analysis. JOB ANALYSIS Job analysis specifies details of what is being done and the skills required in the job. It enables a manager to understand jobs and job structure, and thereby, to improve productivity. Italso helps in job designing or redesigning, coordinating demands on available time, individual psychological needs, technical procedures and desired performance. It is a procedure by which pertinent information is obtained about a job, i.c., itis a detailed and systematic study of information relating to the operations and responsibilities of the specific job. Therefore, job analysis is the determination of the skills, knowledge, abilities and responsibilities required by the employee for successful performance of the job. Definitions “Job analysis is the process of studying the operations, duties, organisational aspects of jobs in order to derive specifications or as they are called by some, job descriptions.” — Michael J. Jucius “Job analysis is the process of studying and collecting information relating to the operations and responsibilities of the specific job.” ~ a : : \ — Edwin B. Flippo - ‘AYob is a collection of duties tasks and responsibilities which are assigned to an individual and which is different from other assignment.” — Dale YoderHuman Resource Management g the operations, duties and relationship of th, 4 i is the process of critically evaluating the operations, Of the jog “Job analysis is the process of tt, Clothien aoe y onder to “ “Job analysis is the methodical compilation and study of work data in order to define, characterize ec occupation in such @ manner as to distinguish it from all others.” ‘Job analysis is the systematic exploration of activities within a job. It is a basic technical Procedure, og ‘hat is used to define the duties, responsibilities and accountability ofthe job.” — Robbins & De Cam, OBJECTIVES OF JOB ANALYSIS The important and primary objectives of Job Analysis are: 1. Simplification of Work: Job analysis is done to simplify the Process and the methods involved in the work, i.e., redesigning the job in the simple form. This improves the Productivity of the employee at work. portin : like recruitment, selection, training, Job evaluation, development, performance appraisal, etc. are supported by job USES OF JOB ANALYSIS The job analy in b rogramme is an ial i i iis tee ee essential ingredient of the sound personnel management. ysis pi eras ee forecasting future human resource requirements, job modifications, job tion, ination of proper compensation and the formulation of job description Job it Recruitment and Selection: By indicati; e # By indicating the specific requ; ob skills and knowledge). it\provides « realistic basis for ue ee ee teaneJob Analysis and Deeign also helps in checking applications, interviewing, weighing test renults, and in checking references, 5, Performance Appralaul: Performance appraisal helps in the assessment of actual job performan ployee, by what is expected of him. Job analysis helps in establishing clear cut sta ‘ds which may be ompared with the actual contribution of each individual, 6, Health and Safety: Job analysis provides an opportunity for identifying hazardous and unhealthy environmental factors, so that corrective measures can he tiken to minimise the possibility of accidents, 7. Employee Counselling: Job analysis helps in providing counse areas. ‘These areas may include choice of careers and rehabilitation.Thus, job analysis provides information which enables the employee to change jobs in order to permit their manned by personnel with specific characteristics and qualifications. 8, Job Design and Redesign: Once the jobs are understood properly, it is easy to lo id undertake remedial steps. We can climinate unnecessary movements, simplify certain steps and improve the existing ones through continuous monitoring, In short, we redesign jobs to match the mental makeup of the emplo} 9, Human Resource Planning: Job analysiv helps in forecasting the requirements of human resources in the organization in terms of knowledge and skills, By representing the horizontal and vertical relationships between the various jobs, it helps in formulating systematic promotion and transfer policy, It also helps in determining quality of human resources needed in an organization, 10, Job Evaluation: Job analysis helps in finding relative worth of a job, based on criteria such as degree of difficulty, type of work done, skills and knowledge needed ete. ‘This in turn assists in formulating proper compensation policies, with internal pay equity in jobs. 11. Placement and Orientation: ‘The organizations have to place their employces on the jobs which are best suited to them. If organizations are not sure about what needs to be done on a job, it is not possible to identify the right person suited for the job. In the same way it is not possible to orient the employces without proper understanding of the needs of cach job. This is because to make a new employee properly handle the job, one has to clearly define the job, which is possible with the help of job analysis, JOB ANALYSIS PROCESS Steps involved in the process of job analysis Stop 1: Collection of Background Ir In this step, the information relate rganisational structure and process char (is necessary to understand the organisation structure, i. rganisation and the reporting relationships. It is also important to under usiness processes like manufacturing, marketing, finance, and relationship betw inctions, This information provides an overall view of the organisation, the positions, and the ‘lative importance of each job. ing to employees in various ie weak as follows: into the total organisation through job analysis exercise is undertaken, the placement of people within the tand the different en theseperformance, and the responsibilities inherent in the job can be obtain (ii) reporting re (iv) there is an ov jobs with same OF scale. ; ead ve, before undertaking jo analysis, itis ™ cecessary to clearly define the pu, 3; Selection of Job 10 be: 1. However, some of them may not be appropriate, je tequi oabe pears ‘which are critical or important for the functioning of the organi, a those, Sie require corrections should be taken up for the analysis or study, an 4: Collection of Job Anal Data z z j i alifications and requirements the features of the job require employee qu B ther from the employees who actually perform the jobs or from other emp (Gach a supervisors) who watch the workers doing the job and thereby, acquire knowledge it or from outside persons known as trade ob analysts who are appointed to watch emp: performing the job. Therefore, a candardised questionnaire can be prepared to collet) prvall the aspects of the job and its requirements Similarly, the educational qualifcin) experience, training, sil, abilities required for the job may also be listed. } 5: of Job “The information collected is to be written statement of the main features wl ‘Step 6: Preparation of Job Specification tatements into job specification, ic! “The last step is to convert the job description st specifically mention what personnel qualities, traits, skills and background is necesain geting the job done. TECHNIQUES OF JOB ANALYSIS “The determination of ob tasks, the concomitant skills and abilities necessary for suas fed through the fll“ Job data be collected ei developed in the form of a job description. This hhich the job incumbents must possess. methods: Qualitative Methods 1. Personal Observation Method: The most reliabl 1 servatior Th le and practical technique for obtain" information in relation to the job is through the direct observation ete work Pei Job Analysis and Design mechanic, spinner, or weaver, ra 2. Questionnaire Method: In this method, the questionnaire is prepared by the job analyst " and distributed among the workers. The questions are answered by the workers to the " best of their knowledge and belief. This method is usually employed by engincering Po consultants. Properly drafted questionnaires are sent out to the job holders for completion and are returned to supervisors. The idea of issuing questionnaires is to elicit the necessary information from the job holders so that any error may first be discussed with the employee and after due corrections may be submitted to the job analyst. 8. Personal Interviews: Personal interviews may be held by the employees and answers to the relevant questions may be recorded. But this method is relatively time consuming and costly. This method is a prime method used by the job analyst for data collection. The job analyst contacts the workers and the supervisors concerned and asks questions regarding the various jobs performed by them for collecting the relevant information. 4. Record: In this method, the employee is asked to maintain the daily diary record of duties Ms he performs, stating the time at which each task is started and finished. But this method Mh, is incomplete, because it does not give the desirable data on supervisor relationship, dpe, equipments used and the working conditions. This record is also maintained by the My, personnel department regarding the job holders. The analyst collects this information lea from the record maintained by the personnel department. fay 5. Job Performance: In ‘this method, the job-is-actually-performed_by_the jobanalyst for obtaining firsthand-experience-in relation to the actual tastes, physical and social demand, and the working environment of the job. This method can be used only for jobs where skill requirements are low and can therefore, be learnt quickly and easily. “| Quantitative Methods 1. Position Analysis Questionnaire (PAQ): It is a structured job analysis questionnaire. The PAQ is filled by tie job analyst. It contains 194 items, each of which representsan important component of the job. The job analyst decides whether each item plays a role on the job and yh if so to what extent. Advantages of PAQ (i) It classifies the jobs. (ii) It provides a quantitative score or the profile of the job. (iii) The results of PAQ can be used to compare one job with the other. (iv) PAQ is also used for the fixation of pay levels. Disadvantages of PAQ (i) Itis time-consuming. (ii) It involves a complicated analysis on the part of job analyst.‘Human Resource Management 2. Management Position Description Questionnaire (MPDQ): It isa standardised in which is specifically designed for the use in the analysis of managerial jobs. Its quer consists of 15 sections including 274 items. In this method, the respondents respond on the importance of each item to the position. The management descr; W Ply factors include: (i) Internal Business Control (ii), Public and Customer Relations (iii) Staff Service (iv) Super (v) Broad Personnel Responsibility (vi) Complexity and Stress (vii) Approval of Financial Commitments (viii) Autonomy of Actions (ix) Advanced Consulting (x) Product, Marketing, and Financial Strategy Planning (xi) Coordination of Other Organisational Units and Personnel (xii) Products and Service Responsibility 3. Functional Job Analysis: This approach of job analysis isemployee oriented. The fu job analysis approach-attemptsto-describe the whole person on the job_It examines three fundamental components i.e. ‘data, people, and things’. The four main dimensions which are rated under this method are: (i) The language and verbal facilities required to perform the job. (ii) The mathematical ability required to perform the job. ry a Mey Hoy i have inctional (iii) The extent to which specific instructions are necessary to perform the job. (iv) The extent to which judgement and reasoning are required to perform the job. This method is used frequently for government jobs. It provides a quantitative score of each as a function of its complexity in relationship with people, data, and things. PROBLEMS IN JOB ANALYSIS ‘The main problems involved in job analysis are: 1. Lack of Support from Top Management: In some organisations, job analysis is not suppor? by the top management. The top management creates confusion in the minds of employees? not appropriately describing what an employee is supposed to do in the company. 2. Single Method: In various organisations, only one method is used under job whereas the use of a combination of methods gives better results. 3. Lack of Motivation/Training: The job holders are a great source of informatio! analysis but job analysis. Further, the job holders are also not provided any incentives for P' analysis sn for job i : i e hey are not trained or motivated to provide quality information for Us rovidingJob Anabysin ard Design accurate information for job analysis, A Distortion of Activities: When the job holde ‘sare ne ot provided with training, they tend to i the distorted information about the job, subn n00ucTs OF JOB ANALYSIS ‘The two main products of job analysis are: J, Job Description 2, Job Specification either intentionally or inadvertently These are discussed as follows: 408 DESCRIPTION Job description is am important document which is basicaly and contains aslatement of jab analysis, It Provides both organisational information and functional information. In other words, job description defines the scope of job activities, major responsibilities and positioning of the job in the orga For instance, the movement of employees due to prc to job descriptions, if people rather th descriptive in nature anisation, It describes jobs not job holders pmol 1 jobs are dese On, Units, etc, would create instability bed, Thu record ofthe duties, responsibilities and requirements of ap the job itself and not the work, It is a stat isa writen cerned with ent describing the job in such terms as its title, litions and hazards, In other words, ‘how it is to be done’ and why. It defines the location, duties, working ¢ lls ‘what is to be done’ and ‘4ppropriate and authorised contents of the job fhe first and immediate product of job analysis is job description, AS us tille indicates, this document is basically descriptive in nature and constitutes a recon nd of existing and pertinent job facts.” — Edwin B. Flippo “Job description 1s a pertinent Jncture of the organisational relationships, responsibilities and specific duties that constitute a given job ar position. It defines the scope of responsibility and continuing work assignment that are sufficiently different from that of other jobs to warrant a Specific title.” ~ Pigors and Myres The following are the comter |, Job Title: This includes the nts of job description: job identification or original I position which comprises of the . division, plant, job tite, dey nd code number of the job. ‘The job title and designates the job properly. The departments, division, et department where it is situated, ‘The location gives the name « 2 Job Summary: ‘This serves two Mportant purposes, which is useful a ditional identification informatic Talo serves a assum information which fale (Wo sentences, en LE arume! identifies te, indicate the name of the of the place, First, it provides a short definition on when at job title is not adequate. nmuary to orient the reader towards an understanding of detailed nwa. It gives the information about the contents of the job in one ori a comprehensive listing of the duties, ¢ 8. Job Duties and Responsibilities: It gives 9 cOmPTY ‘ : =r some indication of the frequency ‘of occurrence oT prenee aes devoted ir major duty, It is regarded as the heart of the job. It tells what needs to be done and hong a anil jated to the custody of money 4 c ibilities rel s sie, Tealso describes the responsibiliti See os nd the training of subordinates. : } ate the job in the organisation by indicatin _ Relation to Other Jobs: This helps to locate U : 1 em Sa now orabove ie in the job hierarchy. It also gives an idea of the ver workflow and procedures. va In this part, the ir job titles an dicated. Therefore, it men job immediate relationships o| Nature of Supervision be supervised along with th intermediate, or close is in ‘ required on each job. 6. Working Conditions: job holder must work. It in organisation. This helps in job evaluation. 7. Hasards Involved: This part provides information regarding the nature of risks to life and limb, and their possibilities of occurrence. Uses of Job Description ‘Job description has several uses: __Job description aids in the development of job specifications, which are useful in planning recruitment, training, and hiring the people with required skills. It can be used to orient new employees towards basic responsibilities an‘ It is a basic document used in developing performance standards. Preliminary drafis can be used as a basis of productive group discussions, yrmation regarding the number of persons d the extent of supervision involved—generg) tions the nature of supervisoy ‘This gives the information about the environment in which, ic. obtained inside the cludes cold, wet, hot, odour, fumes, ett 1d duties. * particularly ifthe s / process starts at the executive level. Job description can be used for job evaluation, a wage and salary administration technique Job description becomes a vehicle for organisational change and development. “The detailed version of job description can be used for training and in evaluating the jb and the shorter version can be used in planning and hiring of management personnel. Features of Good Job Description Job description should be kept up to date and time to time necessary adjustments and NP ye amendments should be made. Care must be taken at the managerial and professional level in writing a job description It should be reviewed and discussed after the job. |Jobs should be constantly revised and kept up to date, and the personnel and oth departmental heads should be apprised of changes. Both supervisors and subordinates should understand the uses to which a job descript® would be put, so that appropriate information is recorded by them. a ee 1. Aw xensure that a new employee can understand the 6 7, Inshould describe in sufficient detail each of the g, Itshould be descriptive but short and concise, 9, Allemployees should know the contents of the job, 10, The relevant parties should agree that a job descri and the job performance review would seem to be 408 SPECIFICATION | Job specifications translate the job description into terms of are required for the successful performance of the job, fob spe hiring. They deal with such characteristics as are available in the application bank, with testing imerviews and checking of references. ‘Thus, itis the statement of the minimum acceptable human qualities required for the proper performance of the job, {tis a stand and specifies the qualities required for acceptable performance. Therefore, it ia written record of the requirements sought in an individual worker for a given job. In other words, a job specification is a summary of the personal characteristics required for a job, _ Job Analysts and Ons hd the job by reading the description, duties and responsibilities, ption fairly reflects the jc unfair, : he human qualifications which ccifications serve av a guide in rd for personnel | Definitions } ‘A job specification is a statement of minimum acceptable human qualities necessary lo perform a job properly.” — Edwin B. Flippo “The job specification as such a summary properly described is thus, a specialized job description, emphasizing personnel requirement and designed especially to facilitate selection and placement.” — Dale Yoder } ‘Therefore, job specification can also be called ‘the standard of personnel for the selection’. | Components of Job Specification The components of job specifications are: 1. Physical Characteristics: It includes health, strength, endurance, age range, body | size, height, weight, vision, voice, foot coordination, colour discrimination and motor coordination. 2. Psychological Characteristics: It includes qualities like manual dexterity, mechanical aptitude, judgement, analytical bility, resourcefulness, mental aleriness and concentration 3. Personnel Characteristics: It includes the qualities like personal appearance, good and pleasing manners, emotional stability, aggressiveness and submissivencss, extrover or introversion, leadership, cooperativeness, skill in dealing with others, unusual sensory qualities of sight, etc. 4. Responsibilities: It includes the qualities of Production process and equipment, responsibility for the for preventing monetary loss. for upervision of others, responsibil safety of others, responsibility Sh ay 49