Human Resource Management Unit 4

Unit 4 Job Analysis and Design

Structure:
4.1 Introduction
Objectives
4.2 Job Analysis
Sources of Job Analysis
Process of Job Analysis
Techniques of Data Collection for Job Analysis
Benefits of Job Analysis
4.3 Job Description
Process of Writing a Job Description
4.4 Job Specification
4.5 Job Design
4.6 Summary
4.7 Glossary
4.8 Terminal Questions
4.9 Answers

4.1 Introduction
‘Work’ is any organization’s major function. The ‘major work activities’ are
classified into three categories – data, people and things. In the previous
units you have studied the overview of Human Resource Management
(HRM), the importance of human resources and the way human resource
planning is done in organisations.
In unit 3, we learnt that human resource planning consists of both demand
and supply forecasting. We also learnt that while making a detailed human
resource plan we also make use of job analysis to decide the employee
requirements of the organisation. While manpower inventory is concerned
with ‘what employees can do’, job analysis assesses ‘what employees are
doing’.
In this unit we will be emphasizing on the importance of job analysis. In
organisations, individuals are supposed to perform their own jobs. Now, the
question arises about how do we know who is going to perform which job?
On what grounds are we going to offer a specific job to a particular person?
What are the necessary skills required to perform a job? The answers to

Manipal University of Jaipur B1596 Page No.: 52

Human Resource Management Unit 4

these questions come through job analysis. Job analysis helps in analysing
the resources of the organisation, establishing the main strategies to
accomplish the business goals and strategic objectives. It forms the basis
for demand-supply analysis of human resources, their recruitment,
compensation management and training need assessment and performance
appraisal of the employed individuals. It also enables the manager to
understand job and job structures for improving employees’ work and
organisation’s productivity.
Objectives:
After studying this unit, you should be able to:
 explain the concept of job analysis
 describe job description and job specification
 discuss job design

4.2 Concept of Job Analysis

Job analysis refers to the ‘anatomy of the job’. It provides complete
information about the job, in terms of what the workers do, how they get it
done, why they do it, their skills, education, and experience required to
perform it, relationship of that job with other jobs, physical demands and
environmental requirements of that job etc. It is the systematic way to gather
and analyse information about the content and human requirement of jobs
and the context in which jobs are performed.
The data generated through job analysis is used throughout HRM
processes. It is also a powerful aid to management decision-making.
Without an accurate job analysis, we cannot carry out human resource
planning. Besides, recruitment and selection will be carried out without
proper information as to what the employee is supposed to do.
While discussing job analysis, we need to understand some terms related to
job analysis. These terms are job, position and job analysis. In general
words, when the total work to be done is divided into categories and then
grouped into separate packages, it is known as a ‘job’. Further, a job may
include many positions. A position is a ’collection of tasks and
responsibilities regularly assigned to one person’, while a job is a ’group of
positions, which involve essentially the same duties, responsibilities, skill
and knowledge’.

Manipal University of Jaipur B1596 Page No.: 53

Human Resource Management Unit 4

Let us now take two simple examples. Figure 4.1 illustrates the examples of
a recruitment consultancy and an academic institution. In the first example
of a recruitment agency, the main job is that of recruiting people for various
companies, where the positions are of recruitment manager, followed by
team leader, then senior recruiter and junior recruiter. Similarly, in the
second example of an academic institution, the prime job is that of imparting
education to its students. And the positions are that of Professor, then
Associate professor, assistant Professor-I and assistant Professor-II. There
may be 10 people classified under the same job but they might be
performing slightly different work. Therefore, each might have a different
position. After a job has been defined, each task is analysed in detail, which
is known as job analysis.

Figure 4.1: Examples of Job Positions

4.2.1 Sources of Job Analysis

Job analysis does not arise only through the information provided by the HR
department. They collect information related to all aspects of the job from
sources who are involved in the job directly or indirectly and have fair
amount of knowledge about the job. The important sources that help you to
formulate a job analysis are:
i) Job incumbents: Employees who are actually doing a particular job
would be able to provide exact information about the tasks involved,
the level of difficulty, skill requirements etc.
ii) Managers: Managers who supervise and guide the performance of
employees can provide information on the job content and time scales.
Manipal University of Jaipur B1596 Page No.: 54
Human Resource Management Unit 4

iii) Trainers: Trainers who have worked in various capacities would be

able to provide insight into qualities, attitude and behaviour required to
perform a given job effectively.
iv) Customers: Every organisation's prime focus is customer satisfaction.
Sometimes customers can help in redesign efficient and faster work
processes.
v) HR Specialists: HR professionals who have vast experience in training
and designing jobs can provide specialised knowledge on formulating
job analysis.
vi) Consultants: Consultants are well aware of how similar jobs are
carried out in different organisations. They can provide information on
how to describe a job in the best way, focusing on the positive points of
each organisation in the area of business.
4.2.2 Process of Job Analysis
To have an effective and accurate process of analysing a particular job
relieves the HR manager from many crucial issues. It helps the managers to
ensure that they hire the best quality employees, measure their performance
on realistic standards and also provide training and development
programmes to increase the output based on factual measurements.
Figure 4.2 illustrates the process of job analysis.

Figure 4.2: Process of Job Analysis

i) Purpose of job analysis: Any process is futile unless its purpose is

specified. Before collecting data, the HR managers should know why
the data is needed and what is to be done with it. The purpose,
therefore, has to be very clear.

Manipal University of Jaipur B1596 Page No.: 55

Human Resource Management Unit 4

ii) Selection of job analyst: The next step is to decide who will do job
analysis. There are two options - some companies prefer to hire job
analysis consultants from outside and get the reports from them.
Others offer this task to their HR department and provide them training
about how to conduct the process.
iii) Collection of background information: Data can be collected
through various reliable and valid techniques. Data is usually collected
on job activities, employee behaviors, relationship of one job with other,
working conditions and human traits and abilities needed to perform the
job etc.
iv) Selection of representative position: To save time and to remove
complications it is best to select one representative position from the
pool of positions to analyse them. For example, assume that there are
five positions of an Associate Professor in the Department of
Management Studies. In this case we select one representative from
the similar position as described above and do the job analysis.
v) Collection of job analysis data: This step involves the actual analysis
of job by collecting information on job features, required employee
behaviour and human requirements.
vi) Developing job description and job specification: The last stage of
job analysis is to develop a job description and job specification. A job
description is a written statement that describes the activities and
responsibilities of the job, functions and duties, working conditions and
safety and hazard. A job specification summarises the personal
qualities, traits, skills, qualifications, experience and background
required for getting the job done. In short, while job description is work-
oriented, job specification is worker-oriented.
4.2.3 Techniques of Data Collection for Job Analysis
There are several techniques being practiced for collecting data for job
analysis. These techniques can be used individually or in combinations
depending upon their feasibility and suitability. Some of the techniques are:
i) Personal observation: Personal or direct observation is useful in jobs
that consist of observed physical activities like craftsmen, crane puller
etc. In this method, the observer actually observes the activities of the
concerned worker. He prepares a list of all the duties performed by the

Manipal University of Jaipur B1596 Page No.: 56

Human Resource Management Unit 4

worker and the qualities required to perform those duties. Based on the
information collected, job analysis is prepared.
ii) Interview method: In this method, group of experts conduct interviews
that are of two types – individual interviews (with groups of employees
who do the same job) and supervisory interviews (with supervisors who
have full knowledge of the job being analysed). They ask questions
about the job, skilled levels, levels of difficulty, resource availability,
degree of supervision etc as shown in table 4.1. They question and
cross question the employees or supervisors and collect information.

Table 4.1: Job Analysis Interview Questions

1. Interview information
 Name of Employee:
 Job Title:
 Department:
 Date:
2. Job introduction
 Place of work
3. Job purpose:
 Describe the major purpose of the job.
4. Job duties
 List the major duties and responsibilities.
 Classify and detail duties based on time periods such as daily tasks,
monthly tasks, occasional tasks
 Time span required to do each duty.
 Specify the methods of performing the job.
 Duties carried out which are not a part of the job description.
 Major tools, machines, equipment and other aids used.
5. Job criteria / results
 How would you define success in your work?
 Have work standards been established (errors allowed, time taken for a
particular task, etc.)? If so, what are they?
 Describe the successful completion and/or end results of the job.
6. Records and Reports
 What records or reports do you prepare as part of your job?
 Whom do you send these reports?

Manipal University of Jaipur B1596 Page No.: 57

Human Resource Management Unit 4

7. Supervisor
 Who is your supervisor?
 What kinds of questions or problems would you ordinarily refer to your
supervisor?
 Are the instructions you receive clear and consistent with your job
description?
8. Authority
 What is the level of authority vested in your position?
 What is the level of accountability and to whom are you accountable?
 What kinds of independent action are you allowed to take?
9. Responsibilities
 Are you responsible for any confidential material? If so, describe how
you handle it.
 Are you responsible for any money or things of monetary value? If so,
describe how you handle it.
10. Compensation
 Consider your level of productivity and the skill level required to fulfill
your responsibilities. Do you think that you are: Underpaid? Equally
paid? Overpaid?
11. Knowledge
 What special knowledge of specific work aids are needed for this
position?
 Indicate the educational requirements for the job (not the educational
background of the incumbent).
 What level of education is required for your position?
 What type of certification and licensing is required for your position?
 What sort of on the job training is needed for this position?
12. Skills/ Experience
 What are the manual skills that are required to operate machines,
vehicles, equipment or to use tools?
 Indicate the amount of experience needed to perform your job.
 What level of experience and skills are required for your position?
13. Abilities required
 What reasoning or problem solving ability must you have?
 What interpersonal abilities are required?
 What supervisory or managing abilities are required?
 What physical abilities must you have?

Manipal University of Jaipur B1596 Page No.: 58

Human Resource Management Unit 4

14. Working instruments

 Describe briefly what machines, tools, equipment or work aids the
incumbent works with on a regular basis.
15. Health and safety
 What is the safety conditions related to this position?
 Does your work present any type of hazardous or unusual working
conditions?
16. Working conditions
 Describe your working conditions.
 Describe the frequency and degree to which you encounter poor
working conditions such as: unsafe machines, inadequate ventilation,
unhygienic working place etc.

iii) Critical incident method: In this method the employee is asked to

write one or more important incidents that have occurred on the job.
They are also supposed to write the resultant behaviour after the
incident has happened as either ’effective’ or ’ineffective’. The incident
will give an idea about the problem, how it was handled, qualities
required to handle it and levels of difficulty faced while managing such
incidents. Critical incident method gives an idea about the job and its
importance. Table 4.2 provides you with some sample questions of
critical incident technique.
Contents of critical incident:
 Context – in which the incident occurred
 Behavior – exactly what the individual did that was effective or
ineffective
 Consequences – of the behavior and whether or not consequences
were in the employee’s control.
Table 4.2: Sample Questions of Critical Incident Technique

Context Questions;
 Please think of what was happening when you were carrying out activity X.
 Were any events particularly good or helpful to you?
 Were any events particularly bad or unhelpful to you?
 What were the circumstances surrounding the incident? What was the
situation?
 Describe what led up to the situation.
 What will you do if you are faced with a similar situation in future?

Manipal University of Jaipur B1596 Page No.: 59

Human Resource Management Unit 4

Behavior Question:
 What exactly did the person do that was effective / ineffective?
 What was the outcome or result of this action?
 Why was this action effective? What more effective action might have been
expected?
Consequence questions:
 What was the outcome of the behavior shown?
 What were the consequences of the behavior? Were the consequences due to
the person’s behavior?
 How long ago did the incident happen?
 What activities have you observed? What resulted that led you to believe the
action was effective or ineffective – the consequences.
 Give some descriptive information about the context in which the incident
occurred
 Describe the circumstances leading up to the incident – the antecedents.

iv) Questionnaire method: Many companies these days go for this

method. A questionnaire is provided to the employees and they are
asked to answer the questions mentioned in it. The questions may be
multiple choice questions or open ended questions. Information is
secured on job requirements related to performed duties and tasks, skills
and knowledge required, tools and equipment used etc. This method is
effective because people think twice before putting anything in writing.

v) Log records/Daily Diary: A log record is a book or diary in which

employees record or write all the activities performed by them on the job
on that particular day. The records are extensive as well as exhaustive in
nature and provide a fair idea about the duties and responsibilities of
that job. Companies ask their employees to maintain log records or daily
diary and job analysis is done on the basis of information collected from
the records. In this method, worker actually does the work himself and
gives a complete information about the skills required, the difficulty level
of the job being performed, the efforts required to perform that job, etc.
This technique gives better results when supplemented with interviews.

vi) HRD records: Every organisation maintains the records of all

employees through their HR department. The records contain details
about each employees name of the job, code of the position, educational
Manipal University of Jaipur B1596 Page No.: 60
Human Resource Management Unit 4

qualification, number of years of experience, duties handled, area of

work core competency area, any mistakes committed in the past and
actions taken, number of promotions received etc. Based on these
records, job analysis is done.
4.2.4 Benefits of Job Analysis
The main purpose of conducting a job analysis is to use this particular
information to create a right fit between job and employee, to appraise the
performance of an employee, to verify the importance of a particular task
and to analyse training and development needs of an employee performing
that specific job.
Let us understand the concept with the help of an example. If the job of a
Zonal Sales Manager is to be analysed, the first and foremost thing would
be to determine the worth of this job. The next step would be to analyse
whether the person is able to contribute what is expected. It also helps in
knowing the candidate is perfect for this job. It also involves collection of
other important facts and figures such as job location, department or
division, compensation grade, job duties, routine tasks, computer
proficiency, languages known, educational, communicational and physical
skills, reporting structure, ability to adapt in a given environment, leadership
skills, ability to grow and close sales, capability to handle clients, superiors
and subordinates and of course, the overall presentation as a zonal sales
manager. Good human resource management demands both the employer
and the employee to have a clear understanding of the responsibilities and
duties to be performed on a job.
More specifically the benefits of job analysis can be stated as below:
i) It helps in forecasting human resource requirements in terms of
knowledge and skills for the present as well as future purposes.
ii) It finds out how and when to hire people for future vacancies.
iii) It helps in selection because without having a clear understanding of
what is to be done on a job, it is difficult to select the right person.
iv) It helps in induction and placement of a new employee as clearly
defining the job can help to understand what is expected from the
employee.

Manipal University of Jaipur B1596 Page No.: 61

Human Resource Management Unit 4

v) What the job is and what is to be done can be identified through job
analysis. Thus, it identifies and helps in extending training efforts for the
growth of the employees.
vi) It can point out areas where employees can develop to grow their
career in future.
vii) By studying how the various operations are taken up in a job, a
thorough job analysis reveals unsafe conditions associated with it. This
helps in taking preventive measures and ensuring organisational
safety.
viii) It helps in performance appraisal as job analysis helps in comparing
what an individual has done (actual performance) and what was
supposed to do (based on job analysis). The results convey the
performance of the individual and associated remunerations.
ix) It helps in job designing and also evaluating the worth of the job.
x) It helps the HR manager in fixing the remuneration for the employee by
analysing the qualifications and experience of employee to required
qualifications and experience to perform the job.
Self Assessment Questions
State true or false
1. A job position is a collection of tasks and responsibilities regularly
assigned to one person.
2. The records contain details about each employee’s name of the job,
code of the position, educational qualification, number of years of
experience, etc.
3. Job analysis cannot be used for performance appraisal.

4.3 Job Description

Job description is a document that is descriptive in nature and contains a
statement of the content of a specific job in the form of duties and
responsibilities. It is a statement of job analysis. According to Flippo, job
description is “basically descriptive in nature and constitutes a record of
existing and pertinent job facts.” It provides organisational information and
functional information. In organisational information it provides information
about the location, the organisational structure, number of people reporting
etc. In functional information it provides facts on the number of hours

Manipal University of Jaipur B1596 Page No.: 62

 Human Resource Management Unit 4

required the duties to be carried out, the responsibilities, working conditions,

tools and equipment to be used etc.
A sound job description contains the following details:
i) Job title: This indicates the role or function that the job plays within an
organisation, and the level of job within that function. It is also known
as designation. For example, Finance Manager would be a more senior
position than Finance Executive although both jobs are in the Finance
Department.
ii) Reporting responsibilities: It gives details on the immediate boss of
the job holder. It also lists the other officers to whom the job holder
must report to in the case multi-functional teams.
iii) Span of control: It lists the number of people who directly report to the
job holder.
iv) Job summary: A brief description of the purpose of the job must be
provided for the job holder. For example, the job description of a
Business Operations Head may be summarised as ‘Overall in charge
of the respective region in the area of marketing operation, ensure
maximum enrollments at the region, oversee implementation, handle
center operations, financial control and inventory budgeting of
respective region’.
v) Main tasks and accountabilities: All the tasks involved in the job must
be listed in order of importance. It should also contain secondary tasks
that the job holder needs to carry out such as maintaining reports,
documents etc. as shown in table 4.3.
vi) Job location: The location where the employee is placed must be
provided. In case, there are more than one branch in a location, details
must be provided on the exact branch that the employee would be
working in and also the list of branches or other locations that the
employee is responsible for.
vii) Required tools, materials, machinery: The type of materials, tools,
equipment or machinery that the employee will be using must be listed.
viii) Compensation package: The pay scale, incentive schemes and other
allowances must be listed.

Manipal University of Jaipur B1596 Page No.: 63

Human Resource Management Unit 4

ix) Conditions of work: The hours of work, days of work, shifts timings,
speed of work, accuracy, health hazards etc. must also be mentioned.
x) Degree of supervision: The kind and the amount of supervision
required must also be listed.
Table 4.3: An Example of Job Description of an Office Manager

Company Name: ABC LTD.

Business Operations: Steel Manufacturing firm
I. Job information
1. Job title : Office Manager
2. Job Grade : Middle Management
3. Department : Administration
4. Report to : Administration Manager
Job purpose : is to plan, direct or coordinate supportive services of an
organisation, such as record-keeping, mail distribution,
conduction of meetings and conferences and other office
support services and inventory, acts as an information
officer with the Personnel Department.
II. Job Duties
1. Information system: Ensure that information system run smoothly
2. Visitors management
 Set up procedures and policies for visitors.
 Organise to ensure that all procedures are conducted.
3. Records system: Maintain the general filing system and file all
correspondence.
4. Meetings
 Making plan and preparation of meetings, conferences and conference
telephone calls.
 Make preparations for meetings.
5. Office instruments
 Maintain an adequate inventory of office supplies.
 Monitor the use of supplies and equipment.
 Coordinate the repair and maintenance of office equipment.
 Primary liaison with the landlord and other fund service providers
6. Office Equipment and Supplies
 Oversee daily and weekly maintenance of office machines.
 Inventory and order office materials.
 Issue purchase order numbers.

Manipal University of Jaipur B1596 Page No.: 64

Human Resource Management Unit 4

7. Personnel Records
 Keep records of employee’s leaves and any other personal records
pertaining only to the employee.
 Create a file for each individual employee which should include any
information relating to that employee from the first day of employment.
8. Communication
 Sort and distribute mail daily.
 Assure that oral communication (both in person and by phone) is relayed
to appropriate staff person.
 Assure requested announcements and information to be communicated
to company employees.
9. Additional responsibilities:
 Program and communication activities including but not limited to
meeting set-up and volunteer follow-up.

4.3.1 Process of Writing a Job Description

The job description is basically an outline of how the job fits in to the
company. In the first stage, the job analyst writes down the title of the job
and clearly identifies to whom the job holder will be accountable. In the
second step, the summary of the job is written consisting of the prime duties
to be performed as well as the additional ones. At the end, the relationship
of the job with other positions in the company is identified. By doing so, the
job holder is clear about his duties and responsibilities and with whom there
needs to be co-ordination while performing the job. In figure 4.3 the three
step process of job description has been shown.

Figure 4.3: Process of Formulating job Description

Manipal University of Jaipur B1596 Page No.: 65

Human Resource Management Unit 4

Self Assessment Questions:

Match the following
4. Job title a) Brief description of the purpose of the job.
5. Span of control b) Amount of supervision required.
6. Job summary c) Indicate job role and function.
7. Degree of supervision d) Number of people directly reporting.

Activity 1:
Browse www.monsterjob.com. Identify the job description for an Accounts
Manager in a manufacturing company and an audit firm. Compare the job
description of the position for both the organisations.

4.4 Job Specification

A job specification describes the knowledge, skills, education, experience
and abilities that are essential for performing a particular job. Job
specification is developed from job analysis and also from a detailed job
description. In short, job specification describes the person we want to hire
for a particular job. Where on one hand, job description defines the duties
and requirements of an employee’s job in detail; on other hand, job
specification speaks about the requirements for performing that particular
job. According to Flippo, “A job specification is a statement of minimum
acceptable human qualities necessary to perform a job properly.”
An example of job specification of a National Sales Manager is given below.

Job specification of a National Sales Manager

Company Name: ABC Ltd.
Business Operations: Software Development (Marketing Division)
Position: National Sales Manager
Experience : 20 years of progressively more responsible positions in
marketing, preferably in a software industry with extensive
knowledge in concept selling of software products.
Experience in supervising and managing a professional staff of
hundred.
Education : Bachelor’s Degree and Masters in Business Administration with
specialisation in Marketing.Desirable to have a diploma or a
certificate in software from a reputed institute.

Manipal University of Jaipur B1596 Page No.: 66

Human Resource Management Unit 4

Required Knowledge and Skills:

 Should be a very good and effective communicator.
 Highly developed teamwork skills.
 Ability to coordinate the efforts of a large team of diverse creative employees.
 Demonstrated ability to increase productivity and continuously improve
methods, approaches, and departmental contribution.
 Commitment to continuous learning.
 Demonstrated effectiveness in holding conversations with customers and
customer-focused product development.
 Bring awareness in the usage of environmental friendly products. .
 Experience working in a flexible, employee empowering work environment.
 Familiarity and skill with the tools of the trade in marketing including PR,
written communication, website development, market research, product
packaging, visual communication software products and creative services.
 Experience managing external PR and communication consulting firms.
 Experience in the global marketplace is a plus.
 Expert in Internet and social media strategy with a demonstrated track
record.
 Ability to perform at the highest level of commitment from team members.
 Overall marketing strategy and execution of plans for the existing products.
 Managing launch campaigns for new products and attending exhibitions/fairs
to promote new products.
 Ability to analyse and forecast situations in advance to help the organisation
achieve its ultimate turnover.
 Should be dynamic, energetic and in sound health.

4.4.1 Contents of Job Specification

Job specification specifies the characteristics, skills and knowledge required
from the job holder. It helps in recruiting the best employee that fits the job
requirement. It gathers information on five important aspects. The contents
of job specification are:
i) Physical Specifications: It includes physical qualifications or physical
capacities which vary from job to job. Physical specifications comprise
of physical features like height, weight, vision, hearing ability, capacity
to carry weight, health, age, ability to operate machines, tools,
equipment etc.

Manipal University of Jaipur B1596 Page No.: 67

Human Resource Management Unit 4

ii) Cognitive Specifications: This includes ability to perform

mathematical calculations, interpret data, reading abilities, decision-
making and planning abilities, general intelligence, memory, scientific
abilities etc.
iii) Emotional/Social Specifications: These specifications are very
important for almost all positions as people have to work together. It
includes emotional stability, good interpersonal relationships, social
adaptability, personal appearance etc.
iv) Behavioral Specifications: This specification describes the acts of
managers rather than the traits that cause the acts. This specification is
vital for the candidates being selected for senior positions in the
organisational hierarchy. Behavioral specifications include judgments,
creativity, maturity, self-reliance, authority, values and attitudes etc.
v) Educational and employment specifications: This includes the
educational qualification required, additional training certification and
also years of experience. Sometimes, even the ranking of the
educational institution is specified such as MBA from premier institutes
etc.

Activity 2:
Prepare a job specification of a Human Resource Executive for a
manufacturing company.
Refer: Section 4.4.

Self Assessment Questions

Fill in the blanks
8. _____________________ is developed from job analysis and also
from a detailed job description.
9. ___________________ defines the duties and requirements of an
employee’s job in detail.
10. _________________ includes ability to perform mathematical
calculations, interpret data, reading abilities, decision-making and
planning abilities, etc.

Manipal University of Jaipur B1596 Page No.: 68

Human Resource Management Unit 4

4.5 Job Design

Job design makes the jobs highly specialised and interesting. It is the
organisation of activities in such a way that it creates optimum level of
performance. Well-designed jobs are equally important for attracting and
retaining a motivated work force. It helps in improving job satisfaction and
reducing employee problems.
According to Michael Armstrong, "Job design is the process of deciding on
the contents of a job in terms of its duties and responsibilities, on the
methods to be used in carrying out the job, in terms of techniques, systems
and procedures, and on the relationships that should exist between the job
holder and his superior subordinates and colleagues."
A good job design must have the following features:
i) It should consist of a clear set of tasks.
ii) It should combine related activities together.
iii) It should provide for optimum variety of tasks to retain the interest of
the employee.
iv) It should be flexible to allow for employee suggestions.
v) Task allotment must also include rest schedules.
vi) It should give some amount of control over the job to the employees.
vii) It should improve employee’s self-esteem and sense of
accomplishment.
viii) Provision for training must be included.
ix) It should be framed in such a way that human energy is least wasted.
x) It must be flexible to make adjustments as conditions or tasks change
within the organisation.
Job design comprises of three main elements. They are:
i) Task analysis – It determines the tasks to be done, the methods to
carry out the tasks and also the tasks to be combined for a job.
ii) Worker analysis - It determines the duties and responsibilities that a
worker will have along with an analysis on the qualities and skills that
the worker must possess.
iii) Environmental analysis – It analyses the physical and work place
environment including the location, waste disposal, room ventilation,
temperature, noise, rest area, space between machines and workers,
fencing of machines etc.

Manipal University of Jaipur B1596 Page No.: 69

Human Resource Management Unit 4

4.5.1 Techniques of Job Design

Achieving good job design involves administrative practices that determine
what the employee does, for how long, where and when, as well as giving
the employees choice where ever possible. In job design, you may choose
to examine the various tasks of an individual job or the design of a group of
jobs.
A job can be designed by using the following techniques:
i) Job simplification: In this technique the job is simplified or specialised.
A given job is divided into small sub-parts and each part is assigned to
one individual employee to bring specialisation.
ii) Job rotation: Job rotation implies methodical movement of employees
from one job to the other. With job rotation, an employee is given an
opportunity to perform different jobs, which enriches the skills,
experience and ability to perform different jobs.
iii) Job enlargement: Job enlargement is the opposite of job simplification.
It aims at expanding the scope of the job. Many tasks and duties are
combined or added and assigned to a single job.
iv) Job enrichment: Job enrichment means upgrading of responsibility,
scope and challenges to make the job rich in its contents, so that an
employee gets more satisfaction while performing that job.
v) Job engineering: Job engineering allows employees to see how the
work methods, layout and handling procedures link together as well as
the interaction between people and machines.
Self Assessment Questions
Fill in the blanks
11. ___________________ determines the tasks to be done, the methods
to carry out the tasks and also the tasks to be combined for a job.
12. When a job is simplified or specialized and is divided into small sub-
parts, it is known as _______________.

4.6 Summary
Let us recapitulate the important concepts discussed in this unit:
 Job analysis provides complete information about the job, in terms of
what the worker does, how he gets it done, why he does it; skills
education, experience required to perform it; relationship of that job with

Manipal University of Jaipur B1596 Page No.: 70

Human Resource Management Unit 4

other jobs; physical demands and environmental requirements of that

job etc.
 It is also a powerful aid to management decision-making.
 It is the systematic way to gather and analyze information about the
content and human requirement of jobs, and the context in which jobs
are performed.
 Sources of job analysis are job incumbents, managers, trainers,
customers, HR specialists and consultants.
 Process of job analysis involves specifying the purpose of job analysis,
selection of job analyst, collection of background information, selection
of representative position, collection of job analysis data and developing
job description and job specification.
 Techniques of data collection for job analysis are personal observation,
interview, critical incident, questionnaire, log records, HR records.
 Some of the benefits of job analysis are that it helps in forecasting
human resource requirements, finds out how and when to hire people for
future vacancies, helps in selection, helps in induction and placement of
a new employee, identifies and helps in extending training programmes,
point out areas where an employee can develop his career, helps in
taking preventive measures and ensuring organizational safety, helps in
performance appraisal, helps in job designing and also evaluating the
worth of the job, helps the HR manager in fixing the remuneration for the
employee.
 Job description is a document that is descriptive in nature and contains a
statement of the content of a specific job in the form of duties and
responsibilities.
 Job description includes job title, reporting responsibilities, span of
control, job summary, main tasks and accountabilities, job location,
required tools, materials and machinery, compensation, conditions of
work, degree of supervision.
 A job specification describes the knowledge, skills, education,
experience, and abilities that are essential for performing a particular
job.
 Job specification includes physical, cognitive, emotional/ social,
behavioral, educational and employment specifications.

Manipal University of Jaipur B1596 Page No.: 71

Human Resource Management Unit 4

 Job Design is the process of structuring the contents of a job, finalizing

methods of carrying out the job and also structuring the relationships
that should exist between the job holder and his superior subordinates
and colleagues.
 Job design consists of task analysis, worker analysis and environment
analysis,
 Techniques of job design are job simplification, job rotation, job
enlargement, job enrichment and job engineering.

4.7 Glossary
 Job analysis: Job analysis is a procedure for identifying the component
parts or tasks which make up a specific job.
 Job description: A job description is a clear, concise depiction of a job’s
duties and requirements.
 Job design: job design refers to work arrangement (or rearrangement)
aimed at reducing or overcoming job dissatisfaction and employee
alienation arising from repetitive and mechanistic tasks. Through job
design, organizations try to raise productivity levels by offering non-
monetary rewards such as greater satisfaction from a sense of personal
achievement in meeting the increased challenge and responsibility of
one's work.
 Job enlargement: Job enlargement is a job design technique in which
the number of tasks associated with a job is increased (and appropriate
training provided) to add greater variety to activities, thus reducing
monotony.
 Job enrichment: Job enrichment refers to a job design technique that is
a variation on the concept of job enlargement. Job enrichment adds new
sources of job satisfaction by increasing the level of responsibility of the
employee. It is a vertical restructuring method by virtue of giving the
employee additional authority, autonomy, and control over the way the
job is accomplished. Also called job enhancement or vertical job
expansion.
 Job incumbent: A job incumbent is a person who officially occupies a
job position.
 Job position: A job position refers to a collection of tasks and
responsibilities regularly assigned to one person.

Manipal University of Jaipur B1596 Page No.: 72

Human Resource Management Unit 4

 Job specification: Job specification describes the employee

characteristics needed to perform a job.
 Job summary: Job summary refers to a brief, general statement of the
more important functions and responsibilities of a job, usually also
identifying the immediate subordinate and superior officers.
 Job title: Job titles are official names or designations for the title of an
employee performing a specific job. Job titles designate a specific role,
in a specific job, that has a particular status, at a particular level in the
hierarchy of an organization.
 Job: A job is a group of positions, which involve a group of tasks that
must be carried out to achieve organizational goals.
 Log record: A log record refers to a single bundle of information,
collected from the user's application that is a candidate to be put into the
log.
 Span of control: Span of control refers to the number of subordinates
that a manager or supervisor can directly control.
 Trait: Trait refers to a distinguishing quality or characteristic, typically
one belonging to a person.

4.8 Terminal Questions

1. Explain the concept Job Analysis.
2. What is job description?
3. What is job specification?
4. What are the techniques that can be used for job design?

4.9 Answers
Self Assessment Questions
1. True
2. True
3. False
4. (c) Indicate job role and function
5. (d) Number of people directly reporting.
6. (a) Brief description of the purpose of the job.
7. (b) Amount of supervision required.
8. Job specification

Manipal University of Jaipur B1596 Page No.: 73

Human Resource Management Unit 4

9. Job description
10. Cognitive specification
11. Task analysis
12. Job simplification

Terminal Questions
1. Job analysis is the systematic way to gather and analyze information
about the content and human requirement of jobs, and the context in
which jobs are performed. Refer section 4.2 for more details.
2. Job description is a document that is descriptive in nature and contains a
statement of the content of a specific job in the form of duties and
responsibilities. For more details refer section 4.3.
3. A job specification describes the knowledge, skills, education,
experience, and abilities that are essential for performing a particular
job. For more details refer section 4.4.
4. Techniques of job design are job simplification, job rotation, job
enlargement, job enrichment and job engineering. For more details refer
section 4.5 and 4.5.1.

References:
 C. B., Mamoria and S. V, Gankar.,(2010). Human Resource
Management. Mumbai: Himalaya Publishing House.
 D'Cenzo, David A. & Robbins, P. Stephen., (2001). Human Resource
Management. New Jersey: Prentice Hall.
 Deb, T., (2009). Human Resources and Industrial Relations. New Delhi:
Excel Books.
 Dessler, Gary., (2010) Human Resource Management .New Jersey:
Prentice Hall .
 K. Aswathappa., (2006). Human Resource and Personnel Management.
New Delhi: Tata Mc Graw Hill.
 Rao, V. S. P., (2009). Human Resource Management. New Delhi: Excel
Books.

Manipal University of Jaipur B1596 Page No.: 74

Human Resource Management Unit 4

E-References:
 http://changingminds.org/disciplines/hr/job_analysis/job_analysis.htm
(Retrieved on 21 November, 2011)
 http://en.wikipedia.org/wiki/Job_analysis (Retrieved on 21 November,
2011)
 http://humanresources.about.com/od/glossaryj/g/job_specification.htm
(Retrieved on 21 November, 2011)
 http://payroll.naukrihub.com/compensation/job-analysis/
(Retrieved on 21 November, 2011)
 http://tutor2u.net/business/people/recruitment_jobdescription.asp
(Retrieved on 22 November, 2011)
 http://www.humanresources.hrvinet.com/human-resource-job-
description/ (Retrieved on 21 November, 2011)
 http://www.managementstudyguide.com/job-analysis.htm
(Retrieved on 21 November, 2011)
 http://www.shrmindia.org/job-analysis-and-specifications
(Retrieved on 21 November, 2011)
 humanresources.about.com/od/jobdescriptions/g/job_analysis.htm
(Retrieved on 21 November, 2011)
 www.allsubjects4you.com/Management-job-design.htm
(Retrieved on 21 November, 2011)
 www.businessdictionary.com/definition/job-analysis.html
(Retrieved on 21 November, 2011)
 www.job-analysis.net/G000.htm (Retrieved on 21 November, 2011)

Manipal University of Jaipur B1596 Page No.: 75