INTRODUCTION

Organizations exist because people can accomplish more together

than they can on their own.

Therefore, the actions of an organization need to be coordinated,

and each person in the organisation needs to do those things he or
she does best.

The division of labour allows for efficiency and specialization and

potentially greater organizational effectiveness.

The question is, how should the work be divided, and which people
should do which tasks? It is a question business people such as
Henry Ford and scientific management researchers such as
Frederick Winslow Taylor sought to answer at least a century ago.
Every organization wants to maximize productivity.

To maximize productivity in an organization we must match right

people with the right jobs.

If there is a mismatch then that will to low satisfaction, lead to

absenteeism, higher turnover, and lower levels of productivity.

The first step to matching people to the right jobs is to determine

what jobs we need to have performed and the qualifications needed
to do the jobs (the job description and specifications).

Therefore job analysis becomes very essential.

We live in a rapidly changing work environment.

There is a need for a sound job analysis system.

➢New jobs are being created,
➢Old jobs are being redesigned or eliminated.
➢A job analysis that was conducted only a few years ago
may now be obsolete and must be redone.

Changes are occurring too fast to maintain an effective job

analysis system.
Jobs evolve, get enlarged, get eliminated, as the organisation
changes.

If this does not happen, then the organisation is failing to adapt to

the changes, or outdated, or non-competitive.

Changing the way jobs are done, through job re-design is very
essential.

Job design is organising duties and responsibilities into a

productive unit of work

Job re-design is changing the existing job to improve it.

Work : It is the effort that we put in to accomplish results. It can be
done by humans, machines for both.
Task: A Distinct work activity carried out for a distinct purpose.
Ex- preparing lecture, typing letter

Job: Job is grouping of tasks, duties, responsibilities

that constitute a total assignment for an employee

Position: Refers to one or more duties performed by one person in an

organization. Individual employee can hold a position. Asstt.
Prof. – Business administration

Job Family: Group of two or more jobs with similar worker characteristics
Manager, sales and Manager, marketing may be a job family

Career: Sequence of positions, jobs, or occupations that a person has

over his or her working life
WHAT IS JOB ANALYSIS?

A job analysis is the systematic process of collecting information

about all of the parameters of a job, i.e.
•its basic responsibilities,
•the behaviors,
•skills,
•physical and mental requirements of the people who do it.

Job analysis is a systematic way of analysing the

level of need, the worth and the capacities needed.
Job analysis is the process through which HR managers find out
what a job entails
what kind or people the organisation needs to hire
what type of knowledge, skill and abilities they must possess.
 WHAT INFORMATION DO WE COLLECT?

1. WORK ACTIVITIES
• Cleaning
• Selling
• Teaching
• Painting
• How, why and when the activities are performed.

2. HUMAN BEHAVIOUR
• Sensing
• Communicating
• Deciding
• Writing
• Job demands, such as lifting, walking, etc.
3. MACHINES, TOOLS, EQUIPMENT, WORK AIDS

•Products made
•Materials processed
•Knowledge of the product
•Services

4. JOB CONTEXT

•Working condition
•Work Schedule
•Organisational context
•Social context
5. HUMAN REQUIREMENT

6. JOB RELATED KNOWLEDGE AND SKILLS

•Education
•Training
•Work experience

7. PERSONAL ATTRIBUTES
•Aptitudes
•Physical characteristics
•Personality
•Interests
HOW CAN IT BE USED IN ORGANISATION?

Job analysis assists HR in determining:

➢Necessity of the job

➢Equipment needed
➢Skills required
➢Supervision
➢Working conditions
➢Management/employee interaction
➢Recruiting
➢Selection
➢Appraisal
➢Salaries and Incentives
➢Training and Development
The Multifaceted USE of the Job
Analysis

Labor Relations Recruiting Selection

Safety and Strategic HR

Job Analysis Planning
Health
Job Description
Employee
Compensate Job Specifications Training

Performance Career Development Employee

Appraisal Development
Questions that a Job Analysis Should Answer

• What physical and mental tasks does the worker accomplish?

• When does the job have to be completed?
• Where is the job to be accomplished?
• How does the worker do the job?
• Why is the job done?
• What qualifications are needed to perform the job?
WHEN JOB ANALYSIS IS PERFORMED?

Job analysis is conducted under following situations.

•When the organization is founded. When organizations are

created complete information about jobs to be performed is
collected through job analysis.

•When new jobs are created.

•When jobs are changed significantly as a result of new

technologies, methods, procedures, or systems for analyzing
them job analysis is conducted.
Who is involved in the job analysis?

•Management

•Supervisors

•Job analysts

•Job incumbent

•Unions

•Consultants
REASONS FOR CONDUCTING JOB ANALYSIS
Strategic HR Planning

➢Does the firm have the right numbers and types of jobs
needed to cover the scope of its activities?
➢What jobs need to be created?
➢What skills do they require?
➢Are those skills different than the skills required by the
company’s current jobs?
Workflow Analysis and Job Design
How inputs move through the company?
How they become outputs?
Would rearranging an organization’s workflow or jobs help a company
better compete?
What about outsourcing jobs?
Can the nature of the jobs be redesigned to improve the firm’s
performance?

Apple does not outsource its major functions and the jobs
associated with them. The design of its products, operating
systems, hardware, and software—even its sales—are all done at
Apple by Apple employees.

The company is able to manage all of the workflows associated

with these activities because it focuses on far fewer products
than conventional consumer electronics companies
Recruitment and Selection

•Job analysis provides information for recruiting and selecting.

•The basic information and qualifications are contained in job
advertisements,
•The information provides a basis for attracting qualified applicants and
discouraging unqualified ones.

Training and Development

•Any discrepancies between the knowledge, skills, and abilities
demonstrated by jobholders and the requirements contained in the
descriptions and specifications for their jobs provide clues to the training
these jobholders need.

•The information also can serve as a guide to help with the career
development of employees by indicating the type of training and
development they need and what is required for them to advance
to different jobs within the organization.
Performance Appraisal

Most workers want to know what they are supposed to accomplish and good
job descriptions provide that.

Then, employees should be evaluated in terms of how well they accomplish the
duties specified in their job descriptions.

A manager who evaluates an employee on factors not clearly predetermined is

left open to allegations of discrimination.

COMPENSATION

We must know the relative value of a particular job to the company before a
dollar value is placed on it.

Jobs that require greater knowledge, skills, and abilities should be worth more
to the firm. For example, the relative value of a job calling for a master’s degree
normally would be higher than that of a job that requires a high school
diploma.
Safety and Health

•Information derived from job analysis is also valuable in identifying safety

and health considerations.

For example, employers are required to inform workers when a job is

hazardous. The job description/specification should reflect this
condition.

In addition, in certain hazardous jobs, workers may need specific information

about the hazards to perform their jobs safely.

Employee and Labour Relations

Job analysis information is also important in employee and labor relations.

When employees are considered for promotion, transfer, or demotion, the job
description provides a standard for evaluation and comparison of talent.

Information obtained through job analysis can often lead to more objective
human resource decisions.
Legal Considerations

A properly prepared job analysis is particularly important for

supporting the legality of employment practices.

Job analysis data are needed to defend decisions involving

termination, promotion, transfers, and demotions.

Job analysis provides the basis for tying the HR functions

together and the foundation for developing a sound HR
programme.
TASK BASED

•It is very common

•It focus on the task, duties and responsibilities
performed in the job.

Task is a single. Duty consists of several tasks

COMPENTANCY BASED

•Competencies are individual capabilities linked to

performance of individual or teams

•It studies how knowledge and skills are used.

PROCESS OF JOB ANALYSIS
PLAN
•Prior to conducting job analysis, planning should be done to
collect information about the jobs from managers and
employees.
•Here you indentify the objective of job analysis

PREPARING
•Identifying the job to analysed
•Who will be involved in conducting the job analysis
•What are the methods to be used.
•It includes communicated to the managers and employees
who will be affected by the process.
CONDUCT

Job analysis is conducted using different methods.

•The methods are selected based on the time and available
resources.
DOCUMENT

•At this stage the job analyst drafts job description and job
specification.
•The draft should be reviewed by the managers, supervisors and
the employees, before they are finalised.
•Once finalised, a system must be created to communicate to
the people concerned. You may post it in the company’s
website.
METHODS OF JOB ANALYSIS
• Observation
• Interview
– Individual
– Group
• Questionnaires
• Diary
OBSERVATION METHOD

•Useful when job is fairly routine

•The job analyst watches the worker perform job tasks and
records his or her observations.
•This method is used primarily to gather information on jobs
emphasizing manual skills, such as those of a machine operator.
•It can also help the analyst identify interrelationships between
physical and mental tasks.
•Observing a financial analyst at work would not reveal much
about the requirements of the job
Observation Advantages
➢First hand knowledge
➢Allows the analyst to see the work environment, view the
tools and equipment the worker uses,
➢Observe the worker’s interrelationships with other workers,
and see the complexity of the job
➢Reduces information distortion common in some other
methods
➢Relatively simple to use

Observation Disadvantages
➢Observer may affect the job incumbent’s performance
➢Inappropriate for jobs that involve significant mental effort
➢May lack validity and reliability
➢Time-consuming
➢Requires a trained observer
INTERVIEWS

➢Several workers are interviewed individually.

➢The answers are consolidated into a single job analysis
➢The analyst interviews the employee first, helping him or her
describe the duties performed.
➢Then, the analyst normally contacts the supervisor for
additional
➢information, to check the accuracy of the information obtained
from the employee, and to clarify certain points.
➢Employees are interviewed simultaneously in a group.
Interview Advantages

➢The incumbent is most familiar with the job

➢Can include qualitative data
➢Allows the interviewer to follow up confusing or incomplete
answers
➢Simple, quick, and more comprehensive than some other
forms
➢Provides an opportunity to explain the need for the analysis
and answer questions

Interview Disadvantages
➢Dependent on trained interviewer and well-designed
questions
➢Workers may exaggerate their job duties
➢Time-consuming and may not be cost efficient
QUESTIONAIRE

➢Questionnaires are typically quick and economical to use.

➢The job analyst may administer a structured questionnaire
to employees, who identify the tasks they perform.
➢Each question is answered using a scale that rates the
importance of each task
➢However, in some cases, employees may lack verbal skills, a
condition that makes this method less useful.
➢ Also, some employees may tend to exaggerate the
significance of their tasks, suggesting more responsibility than
actually exists.
Questionnaire Advantages

➢Quick way to get information from large number of sources

➢Usually easy to quantify
➢Relatively low cost
➢Generally valid and reliable instruments
➢No need for a trained interviewer or observer

Questionnaire Disadvantages

➢Incomplete responses
➢Responses may be hard to interpret
➢Low response rates are possible if there is no supervisory
follow-up
EMPLOYEE’S RECORD

➢Job analysis information is gathered by having employees

describe their daily work activities in a diary or log. With
this method, the problem of employees exaggerating job
importance may have to be overcome.
➢The diary or log is a record by job incumbent of job
duties. It includes:
Frequency of the duties. When the duties were
accomplished

➢This technique requires the job incumbent to keep a

diary or log. Unfortunately, most individuals are not
disciplined enough to keep such a log a diary.
Diary Advantages

➢Participatory form of analysis

➢May collect data as it happens
➢The worker knows the job and what is important
➢Useful for jobs that are difficult to observe

Diary Disadvantages

➢Relies on worker writing all work down

➢Worker may rely on memory of things done earlier in the day
➢Information distortion
➢Data is not in a standard format—makes quantifying difficult
COMBINATION OF METHODS
➢Usually an analyst does not use one job analysis method exclusively.
➢A combination of methods is often more appropriate.
➢In analyzing clerical and administrative jobs, the analyst might use
questionnaires supported by interviews and limited observation. In studying
production
➢jobs, interviews supplemented by extensive work observations may provide
the necessary data.
➢Basically, the analyst should use the combination of techniques needed for
accurate job descriptions/specifications.

O*Net

➢O net It is the occupational information network.

➢It provides useful job related information
➢Provides numerous job descriptions.
➢Provides abilities needed for the job
Subject Matter Expert (SME) Or “technical conference method,”

It is the use of experts to bring to the process their strong knowledge of the
jobs they evaluate.

They use their knowledge and background to identify the major tasks
associated with the jobs they are analyzing.

Subject Matter Expert Advantages

➢SMEs are chosen for expertise and competence

➢Data received from SMEs are generally comprehensive
➢SMEs can apply any other methods of job analysis (such as diaries or
questionnaires) they think are necessary

Subject Matter Expert Disadvantages

➢Time-consuming, which means expensive

➢SMEs need to resolve any differences of opinion to create a consensus