JOB ANALYSIS

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RUBINA KAUSER

STUDENT ID: F2018238001

PROGRAM: M. PHIL (PSY)

SUBMITTED TO

MISS SARA KANWAL

COURSE: IO PSYCHOLOGY (PSY-601)

______________________________________________________________________________

SCHOOL OF SOCIAL SCIENCES AND HUMANITIES

UNIVERSITY OF MANAGEMENT AND TECHNOLOGY

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Job Analysis: Diagnosis of an Organization

Job analysis is an extensive procedure of describing and analysing the aspects of a job and

highlighting the specific skills and abilities required to perform the job. The major objective behind

this whole extensive procedure is the formation of job description and preparing job specifications

which is directly helping in recruitment and selection of the right employee for the right job. It is also

aiding in objective job evaluation procedures such as salary and compensations. These analyses help

Human Resource (HR) departments in establishing effective training programs on the basis of skills,

knowledge, and abilities required for a particular job. There are objective/ quantitative and

subjective/qualitative methods to perform the job analysis. I used the combination of both in my

analysis. First unstructured interviews were conducted then questionnaire was used to collect formal

data. Details of the selected organization and employees are given below;

Job Title: Sales Executive

Company

Boss Moulded Furniture

Address: 49-A, Industrial Estate # 1, Gujranwala, Punjab, Pakistan.

Phone: +92-55-3842891-7

Fax: +92-55-3250167

Email: sale@bossplas.com

Website: www.bosspakistan.com

Company Profile:

Pakson International Plastic Industries was founded in 1989, and has been working to produce

high quality Moulded Furniture, Plastic Chairs (public chairs, garden furniture) Revolving Chairs

(computer revolving chairs, executive chairs, office furniture) Steel Plastic (steel plastic furniture,

steel plastic chairs & tables) Public Sofa (waiting room furniture ) Snack Tables ( plastic tables,

folding tables, computer tables ) School Furniture ( study chairs, study desks, study furniture ) Baby

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 furniture ( kid furniture, children furniture) Household ( plastic tubes, plastic stools, flower pots,

house hold plastic furniture) etc with the brand name "BOSS" has earned good business reputation

"BOSS" always insists on principles of honesty and clear cut target as the ultimate goal & has the

best merchandise, distribution system to all the countries in the world.

Employee Interviewed

1. Hasham Masood (Former Sale Executive ) 1st Interview: 15 April, 2020

Interview Objectives

 The main objective was to gain information about job to write a thorough job analysis

 Second objective was to identify the KSAOs required to perform the job.

 Third objective was to identify critical incidents for the job.

 Fourth objective was to writing an effective job description without ambiguities and gaps.

 To design training programs or workshops required for the job.

 It was also intended to find some useful information from the employees to give some suggestions to

company for future.

Interview Technique:

Ammerman technique was developed in 1965 by Ammerman and was published by Robinson in

1981. It was used to collect the data about the selected job position. Participant was interviewed by

keeping the above mentioned objectives in mind. Questions were include related to work schedule,

working conditions, physical demand, training and experience, scope of responsibility i.e. who will

be report to whom, decision making, interpersonal complexity, educational experience, and

supervision. Questions also address the potential work stressors; workplace comforts, physical and

personal safety. Crucial behaviors were identified for job performance and were rated according to

their criticality. In the good and bad performance indicators and consequences were discussed.

Interview was ended at saying thanks to their contribution. Results are given in the Appendix A.

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 Position Analysis Questionnaire:

Position analysis questionnaire or PAQ was used as a formal way to collect data related to job

analysis to write job description. PAQ was developed at Purdue University by McCormick, E.J., &

Jeanneret, and Mecham in 1972. Results indicated that the employee spend 80 % of their time in

visiting dealers, 9 % in handling and depositing credits, 5 % preparing sales reports, 4 % reporting to

supervisors (in some cases), and 2 % office related work. Major challenge is to enhance company’s

sales in fluctuating economic conditions. There is mental pressure to handle large amount of cash;

depositing in the bank after taking from dealers on your own. In response to “Why my job exists?”

employee said “1. Primary purpose is to increase product sales and expanding the company business

by looking for potential dealers and increase the sales of existing dealers. 2. Giving the dealers

motivation to increase their business to avail sales incentives provided by company. 3. Educating

dealers about brand power i.e. quality, availability, fast services and delivery. See Appendix B for

questionnaire.

Critical Incident Technique

This technique was developed by Flanagan in 1954. It involves two SMEs, to record, edit and

reduce critical incident factors. Review Factors and sort Factors using Behaviorally anchored Rating

Scale (BARS). Fill gaps on BARS. Reconcile critical incident differences / discrepancies and report

findings to management.

Incumbents reported the critical incidents like;

1. When sales executive make the commitment but company fail to supply products in time resulting in

conflict.

2. When dealers or customers do gives payments on time thus failed the executives to meet their

monthly sales goals.

3. When a wrong order is dispatched to the dealers due to miscommunication between executives and

order taking team.

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4. When you are able to crack more dealers through persuasion than expected by the company in

specific area.

5. When you recover company’s credits from dealers thus increasing it revenue.

These are few major incidents in sales of furniture goods. Factors identified are given below;

Factor -1: Commitments without company confirmation

Factor -2: Failure to meet targets

Factor – 3: Lack of proper attention to received orders

Factor – 4: Persuasion skills

Factor – 5: Recovery of credits

Incumbent then sort and rate the factors on Behaviorally Anchored Rating Scale from most to

least critical factor of performance indicator.

Factors Ranks

Persuasion skills 5

Recovery of credits 4

Failure to meet targets 3

Commitments without company confirmation 2

Lack of proper attention to received orders 1

Thus these factors can be used to evaluate an employee performance related to sales.

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 Identifying KSAOs

Knowledge

 Sales and Marketing 

 Customer and Personal Services

 Production and Processing 

 Administration and Management 

Skills

 Speaking 

 Persuasion 

 Active Listening 

 Negotiation 

 Critical Thinking

 Coordination 

 Social Perceptiveness 

Abilities

 Oral Expression 

 Oral Comprehension 

 Speech Clarity

 Speech Recognition

 Deductive Reasoning

 Fluency of Ideas

 Problem Sensitivity

 Conflict Management

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 Stamina 

 Spatial Orientation.

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 Job Description

Title: Sales Executive

Boss Moulded Furniture

Address: 49-A, Industrial Estate # 1, Gujranwala, Punjab, Pakistan.

Phone: +92-55-3842891-7
Fax: +92-55-3250167
Email: sale@bossplas.com

Summary:

Under the supervision of respective sales admin of the assigned area the sales executive is
required to promote the products sales of the company as well as keeping the record of the products
prices, their availability and payments records. It is required to negotiate product prices and contract
for sales and order.

Job Tasks:

 Negotiate prices or terms of sales or service agreements.

 Contact new or existing customers/distributors to discuss how specific products or services can meet
their needs.
 Quote prices, credit terms, or other bid specifications.
 Answer customers/distributors' questions about products, prices, availability, or credit terms.
 Maintain customer records, using automated systems.
 Visit establishments to evaluate needs or to promote product or service sales.
 Prepare and submit sales contracts for orders.
 Meeting the sales target of the company to be met in specific duration.

Work Activities:

 Negotiate prices or other sales terms.

 Contact current or potential customers/distributors to promote products sales.

 Gather customer or product information to determine customer needs.

 Sell products or services.

 Prepare sales or other contracts.

 Process sales or other transactions.

 Maintain records of customer accounts.

 Answer customer questions about goods or services.

 Explain technical product or service information to customers/distributors.

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 Demonstrate products to consumers.

 Discuss design or technical features of products or services with technical personnel.

 Develop content for sales presentations or other materials.

 Recommend products or services to customers/distributors.

 Arrange delivery of goods or services.

 Maintain records of sales or other business transactions.

 Prepare financial documents, reports, or budgets.

 Identify potential customers/distributors.

 Share sales-related or market information with colleagues.

 Advise customers/distributors on the use of products or services.

 Verify customer credit information.

 Study product information to acquire professional knowledge.

 Distribute promotional literature or samples to customers/distributors.

 Attend events to develop professional knowledge.

 Monitor market conditions or trends.

 Monitor sales activities.

 Explain financial information to customers/distributors.

Work Context:

 Field Job – requires travelling from one location to other (in assigned area).
 Interactions – Meetings with distributors about the sale target and credit information.
 Reporting – Giving weekly report of sales and credits to the sales admin (mostly on Saturdays)
 Handling Credit – Taking Credits from distributors and depositing it in bank.

Education:

 A bachelor’s degree in sales and marketing or BBA required for this job.
 Basic knowledge of MS Word and Excel.
 Basic Knowledge of Computer usage.
 1 month to 3 months’ probation period before assigning the job to employees with no experience.

Work Styles:

 Integrity — Job requires being honest and ethical.

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 Cooperation — Job requires being pleasant with others on the job and displaying a good-natured,
cooperative attitude.
 Persistence — Job requires persistence in the face of obstacles.
 Initiative — Job requires a willingness to take on responsibilities and challenges.
 Stress Tolerance — Job requires accepting criticism and dealing calmly and effectively with high
stress situations.
 Self-Control — Job requires maintaining composure, keeping emotions in check, controlling anger,
and avoiding aggressive behavior, even in very difficult situations.
 Dependability — Job requires being reliable, responsible, and dependable, and fulfilling obligations.

Work Values:

 Independence — Occupations that satisfy this work value allow employees to work on their own
and make decisions. Corresponding needs are Creativity, Responsibility and Autonomy.
 Achievement — Occupations that satisfy this work value are results oriented and allow employees to
use their strongest abilities, giving them a feeling of accomplishment. Corresponding needs are
Ability Utilization and Achievement.
 Relationships — Occupations that satisfy this work value allow employees to provide service to
others and work with co-workers in a friendly non-competitive environment. Corresponding needs
are Co-workers, Moral Values and Social Service.
 Support — Occupations that satisfy this work value offer supportive management that stands behind
employees. Corresponding needs are Company Policies, Supervision: Human Relations and
Supervision Technically.

Salary & Allowances:

 Basic salary along with bonuses and commissions on meeting the sales targets.
 Allowance for cracking new distributors.
 Food allowance (during field days).
 Residence Allowance (during field days)
 Medical allowance.
 Conveyance facility.

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Conclusion:

The main purpose behind any job analysis is to provide company with valuable information

about the updating the job description and job specification and establishing an objective system of

job evaluation. In the above scenario of the job I found that this job demands a lot travelling which

could hazard you physical health too. Company should collect data time to time usually after a month

about physical symptoms of stressors check through different tests and inventories so the employees

could be referred for medical facilities. Similarly company should also enhance employee wellbeing

because they are facing a lot of pressure to increase company’s sales and purchase so employee

mental and emotional wellbeing is important too. Moreover, employees have to deal with conflict

situation between dealers and company over product prices and profit margins. Sometimes they face

work conflicts when flow of information or supply of products is disrupted due to negligence on the

part of some worker. So in Appendix C I have given a few scales that can be used to detect physical

symptoms, wellbeing, interpersonal conflict and organizational constraints in performing job with

efficiency. Efficiency at a job is related to productivity but it should also address employ needs.

However, the one limitation of job analysis is that it does not have one uniform procedure to be

followed you have to combine multiple sources and methods which requires experience. Moreover,

changing demands of organizations and marketing competition make it difficult to give a fixed job

description because sometime you have to go with the flow.

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 References

 McCormick, E. J., Jeanneret, P. R., & Mecham, R. C. (1972). A study of job characteristics and job

dimensions as based on the Position Analysis Questionnaire (PAQ). Journal of Applied Psychology,

56(4), 347.

 Robinson, D. D. (1981). Content‐oriented personnel selection in a small business setting. Personnel

Psychology, 34(1), 77-87.

 Flanagan, J. C. (1954). The critical incident technique. Psychological bulletin, 51(4), 327.

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Appendix A

Themes of Interview Questions

Questions related to job description

Employee data

Primary purpose of the job position

Working conditions (physical/mental/table work)

Working environment

Work schedule

Work rotation if any

Coordination

Nature of responsibilities and goals

Questions related to job specification

Formal education required

Knowledge of relevant fields

Skills related to job tasks

Years of experience required

Age limit (if any)

Job evaluation related questions

Salary package and compensation

Equality in salary with colleagues

Freedom of speech

Performance appraisal

Appendix B
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PAQ- Position Analysis Questionnaire

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Appendix C

Interpersonal Conflict At Work Scale, ICAWS

Quite Often

Very Often
Sometimes
Rarely
Never
1. How often do you get into arguments with others at
work?

2. How often do other people yell at you at work?

3. How often are people rude to you at work?

4. How often do other people do nasty things to you at

work?

Quantitative Workload Inventory, QWI

Less than once per month or never

Once or twice per month

Once or twice per week

Once or twice per day

Several times per day

1. How often does your job require you to work very fast?

2. How often does your job require you to work very hard?

3. How often does your job leave you with little time to get
things done?

4. How often is there a great deal to be done?

5. How often do you have to do more work than you can do

well?

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Organizational Constraints Scale, OCS

Less than once per month or

How often do you find it difficult or impossible to do your

Once or twice per month

job because of ... ?

Once or twice per week

Once or twice per day

Several times per day

never
1. Poor equipment or supplies.

2. Organizational rules and procedures.

3. Other employees.

4. Your supervisor.

5. Lack of equipment or supplies.

6. Inadequate training.

7. Interruptions by other people.

8. Lack of necessary information about what to do or how

to do it.

9. Conflicting job demands.

10. Inadequate help from others.

11. Incorrect instructions.

Physical Symptoms Inventory, PSI.

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 Yes, and I saw doctor
During the past 30 days did you have any of the following symptoms? If

Yes, but I didn't see

you did have the symptom, did you see a doctor about it?

During the past 30 days did you have?

doctor
1. An upset stomach or nausea

No
2. A backache

3. Trouble sleeping

4. A skin rash

5. Shortness of breath

6. Chest pain

7. Headache

8. Fever

9. Acid indigestion or heartburn

10. Eye strain

11. Diarrhea

12. Stomach cramps (Not menstrual)

13. Constipation

14. Heart pounding when not exercising

15. An infection

16. Loss of appetite

17. Dizziness

18. Tiredness or fatique

All scales are copyright Paul E. Spector and Steve M. Jex, All rights reserved, 1997.

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