3.1 Job Analysis Design Summarized

Job Analysis and Design Can anyone share some thoughts on
what is Job Analysis & Job Design?
Riswo R. Gorkhali Job Analysis and Design 1 Riswo R. Gorkhali Job Analysis and Design 2
Outline Scenario
n Job Analysis & Design: n E.g.

n Growing competitions among banks, has lead to losing
n Concept and process of job analysis, customer accounts. Duplication of works, confusions in
methods of data collection for job analysis; task sharing….
Job description and job specification. n To retain customers, the bank needs to emphasize
Concept of job design, Techniques of job customer service and therefore, specific tasks had to be
design. clearly written down (updated) for staffs ranging from
security guards to sr. managers.
n Accordingly train the staffs to behave in such manner.
n This overall process starts with Job Analysis
E.g. Clarke and Associates, a strategic management services E.g. Clarke and Associates, a strategic management services
company had a client with a 65 percent turnover of sales professionals over the past company had a client with a 65 percent turnover of sales professionals over the past
eighteen months. eighteen months.
n An analysis of the resignations indicated that the average length n Unfortunately, the company’s training costs over the past three
of stay has been only nine months. years ran approximately 300 percent over budget.
n à dilemma and the resulting loss to productivity and revenue à
consultants from Clarke recommended an investigation to find out n When one senior manager was asked what made it so difficult to
why such high turnover levels exist. properly match the job requirements with people skills, there was no
n à contacted most of the individuals who resigned (to ask them why answer.
they quit)
n No one in the organization had taken the time to find out what the
n Responses indicated that what they were hired to jobs were all about.
q do often differed substantially from what they were required to do.
The actual work required different skills and aptitudes. Many quit n In other words, the job analysis process was lacking.
in frustration and fear that they would not be able to meet job
goals. They believed this might lead to a firing that would look
bad on their resume.
HRM - Riswo R. Gorkhali 1

Concept of job analysis (JA) Concept of job analysis (JA)
n A Job Analysis is the systematic exploration of activities n Job Analysis is not a one time activity as jobs are
within a job. It is a technical procedure used to define a changing constantly
job’s duties, responsibilities and accountabilities –
Decenzo & Robbins n The job and not the person – an important consideration
in job analysis is conducted of the job and not of the
person
n The procedure for determining the duties and skill
requirements of a job and the kind of person who should
be hired for it – Gary Dessler n It simply highlights what are the minimum activities that
are entailed in a job.
Process of Job Analysis (Steps) Process of Job Analysis (Steps)

(Gary Dessler)
1. Information Collection 1. Information Collection
2. Review relevant background information

n Various information collection techniques available such as
3. Select Representative positions interviewing employees about job, questionnaires etc. (discussed
4. Analyze the job later).
5. Verify job analysis information
n Need to decide and plan on the selecting/using the appropriate
6. Developing Job Description and Job Specification technique
Process of Job Analysis (Steps) E.g. organization charts/structure
2. Review relevant background information n For small organizations (involved only in one business), the
Such as: corporate level and business level strategy is the same
n organization charts/structure (who reports to whom, communicates
to whom, organization wide distribution of work), Organization
n process charts (work flow chart showing flow of inputs to outs from a
particular job) Corporate
Level
n existing job descriptions and information on tasks Business Unit Business Unit Business Unit
1 2 3
Business
n All such information provides the basis: Level
q to understand overview of various jobs in the organization and the linkages Product/ Product/ Product/
between them and the contribution of various jobs towards achieving Service 1 Service 1 Service 1
organizational efficiency and effectiveness.
q to either drafting new or revising existing job description and

E.g. organization charts/structure E.g. Process charts
CEO n Request for inventory/Raw Material from Plant Manager
General Manager General Manager General Manager General Manager

HR Finance Marketing Administration Input Process Output
Request for Inventory Control Clerk Provide
Manager inventory from
Manager Manager Plant Manager inventory/informat
Manager Sales PR (Checks for availability
Promotion (Materials) ion
of requested inventory)
Officer Officer
Input
Assistant Assistant
From suppliers
3. Select Representative positions 4. Analyze the job

n Because there could be numerous similar jobs n Collecting data and analyze on:
n E.g. 200 assembly workers in a car factory (can take sample size of n job activities,
10) n working conditions,
n E.g. 50 loaders in a rice mill (can take sample of 3) n required employee behaviors, required human traits and abilities to
perform the job.
n This activity will help to save time and effort and make the job
analysis process more efficient
5. Verify job analysis information 6. Developing Job Description (JD) and Job Specification (JS)
n The collected information must be verified with the actual worker n Start drafting JD and JS which are the two products Job Analysis.
and his/her immediate supervisor.
n This is required because?
n To assure that information collected is true and accurate. Job Descriptions

n To gain acceptance/participation of staffs in the process.
Job
Analysis
Job Specifications

Class Exercise: Example:
5 min
BE SEATED IN YOUR GROUPS!

n Find out JD and JS for any positions in any organization
q Discuss in groups, exchange each others job position information
q Project Groups 1,2, 3,4…………..
q How is it drafted/pattern of writing/language?
q What are the contents, headings used?
n Selective/Representative briefing based on the

representative positions
Job description (JD) and Job Specification (JS) Job Description
n JD – written statement that describes duties and

responsibilities , working environment, authority,
reporting line.
n Written statement on what the worker actually does, how he/she does
it and what the working conditions are
n JS – qualities like Knowledge, skills, abilities and
n Clarifies work functions and reporting relationships, helping
qualifications
employees understand their jobs.
q JS may be either incorporated in JD or separately attached.
n Aids in maintaining a consistent salary structure, Performance
evaluations.
Job Description Job Specification

n Various formats are used and mostly contains the n It takes into consideration the job description and answers
following section: the question “what human traits and experience are
required to do this job well”
1. Job Identification
2. Job Summary and/or purpose of job n It shows what kind of person to recruit and for which
3. Responsibilities & duties qualities should the person be tested
4. Authority of incumbent
5. Standards of performance
6. Working conditions
7. Health and safety
8. (Job specifications)

Job Specification Job Specification
n It generally includes the following requirements: n Personality traits and Aptitude: Where will the post-holders
strengths lie; what particular talents do they need to
n Knowledge: awareness on how to perform, operate possess?
n Experience: What roles and tasks should have been n Interests: What interest relevant to the work will suggest
occupied to ensure that the post holder is adequately possession of sought after skills /aptitudes?
equipped?
n Physical traits: physical attributes like strength, stamina
n Abilities: What skills need to be deployed for the (as required for long working hours, exposed to heat,
temperature etc…)
competent performance of the tasks?
Job Description Some Sample - Examples
n Scenario in Nepalese context and constraints n Job Description - HR & GA.docx

n Difficult to have a perfect and fully inclusive JD – as one
moves up in the hierarchy of the organization, a detailed
n JD - Psychosocial Counselor.doc
JD becomes very difficult. n Sample - Emergency, Contract & Operations
n Most orgs would prefer not to describe the job fully, Coordinator.docx
because employees would stick to it and not do anything
beyond n Sample - JD Nepal WASH Infrastructure
n Rapid technological changes and structural changes Manager.docx
affect changes the job and in turn the JD n Sample - JD Splash Nepal Program
Manager.docx
Methods of data collection for job analysis Methods of data collection for job analysis
(Gary Dessler; Decenzo & Robbins) (Gary Dessler; Decenzo & Robbins)
Interview 1. Interview
Joint 2. Questionnaire
Questionnaire
Approach
3. Observation
Job
Analysis
Methods
4. Technical conference
Daily Diary Technical 5. Daily Diary (log book)
(log book) conference
6. Joint Approach
Observation

1. Interview 2. Questionnaire
n Individual Interviews – with each employee n Structured: check list, specific statements, tick mark
n Group Interviews – for large number of similar jobs n Unstructured: question based, opened ended
n Supervisor Interviews – with one or more supervisors who know n (Can also be combined approach)
the job
n Pros:
n Pros: q Quick and efficient way to collect information, large no. of employees
q Easy to use, popular and flexible technique, two way communication, can be covered at once, cost effective
Immediate feedback and suggestions, clarity in understanding
n Cons:
n Cons: q Developing questionnaire can be difficult, making employees
q Difficult to cover large number, costly because time consuming, understand can be very difficult and failure to properly understand will
Possibility of Information distortion (exaggeration, misunderstanding), provide wrong information, feedback can’t be obtained immediately
Quality and experienced analyst required. (one way communication)
3. Observation 4. Technical conference

n Observe/watch the actual work place activities, at what n Uses supervisors extensive knowledge of the job
employees do without being directly involved. (subject experts), they sit together and discuss to
decide over job nature/difficulties.
n Pros: n Actual working employees are not involved
q Actual work performance can be seen
q Very suitable for repetitive nature of work, physical activities
n Pros:
n Cons: q Expert opinion is obtained, helps to compare performance with set
q Employees could feel disturbed /stressed being watched over, standards
q time consuming and expensive, n Cons:
q Not suitable for mental activity based jobs as the person mostly sits in q Gather experts together is difficult, lacks two way communication,
one place and process work through mental activities information obtained from experts only and actual workers are not
q Jobholder may purposely reduce the pace of activity to justify overtime involved.
5. Daily Diary (log book) 6. Joint Approach

n Daily listing of work activities performed and time taken n Combination of various methods used as required
to perform necessary
n Involves workers themselves noting of duties and q E.g. Interview + Questionnaire
frequency of such duties q Observation + Technical conference etc.
n Pros: n Pros:
q Actual work information can be obtained, it is economical as q Allows more interactive and accurate information
employees themselves will note the activities n Cons:
n Cons: q Can be time consuming and expensive
q Noting of work activities can be disrupting during actual work process,
it doesn’t incorporate supervisor information.

Class Exercise & Exploration: Class Exercise:
Overview of Job Analysis & Its uses/significance
Tasks Responsibilities Duties

n Significance of job analysis/Usage and Implications
Useful for:
q Study Ref: Garry Dessler
§Human Resource Planning
§Recruitment
n Students can use other resources to discuss and present Job Descriptions
their views on the above §Selection
Job
§Training and Development
Analysis
Job Specifications §Performance Appraisal
§Compensation and Benefits
§Safety and Health
§Employee and Labor
Relations
Knowledge Skills Abilities
Concept Job Design
n What is Job design and why is it required?

JOB DESIGN q Scenario:
n It may so happen that

n proper steps are taken to conduct Job Analysis and
n accordingly job description is well drafted but….
n yet the job is so mind numbingly boring that employees hate it,
creating …..
q motivation and turnover problems.
Concept of Job Design Job Design
n Such issue is about being victim of poor job design n Job Design refers to the way
that the position and the tasks
within that position are
n Problems arise when: organized, including how and
q employees don’t feel a sense of accomplishment after when the tasks are done and
completing the tasks. any factors that affect the work
such as in what order the tasks
are completed and the
q To prevent this, job needs to be designed so that tasks have conditions under which the
clear purpose that relates to the company mission. tasks are completed.
- Decenzo & Robbins

Concept of Job Design Objective
n Good Job design incorporates tasks that relate to

organizational goals and values into every job Use people efficiently Provide reasonable
description within constraints quality of work life
© 1995 Corel Corp.
Classic Approaches to Job Design Class Exercise/Discussion:

Techniques of job design:
Job
n Find out the meaning and examples of the
Enlargement job design techniques:
1. Job rotation
2. Job enlargement
Job
Design 3. Job enrichment
Job Job
Enrichment Rotation
Riswo R. Gorkhali Job Analysis and Design 46
Job Rotation Job Enlargement
n It refers to the movement of an employee from one job to Job Enlargement - a method of job design that increases
another. the number of activities in a job to overcome the
boredom of overspecialized work
n Job themselves are not actually changed, only the

employees are rotated among various jobs. n Increasing the number of tasks a worker performs but
keeping all of the tasks at the same level of difficulty and
responsibility; also called horizontal job loading.
n Advantage: Adds variety to a worker’s job.

n Disadvantage: Jobs may still be simple and limited in
how much control and variety workers have.

Job Enrichment Limitations to
Job Enlargement/Job Enrichment
Job Enrichment - designing or redesigning jobs by
incorporating motivational factors into them n Many individuals prefer simple jobs
n Emphasis is on recognition, responsibility, and n Higher wages are required since the worker must utilize
advancement opportunity
a higher level of skill
n Increasing a worker’s responsibility and control over his
or her work; also called vertical job loading. n A smaller labor pool exists of persons able and willing to
perform enriched or enlarged jobs
n Advantage: Gives workers more autonomy,
responsibility, and control. n Increased accident rates may occur
n Disadvantages
n Limited technology/practice in some industries hinders
q Not all workers want enriched jobs
itself to job enlargement and enrichment
q May be expensive and/or inefficient
E.g. Job Enlargement & Enrichment
Enriched job
Planning
(Participate in a cross-
function quality
Additional Reference:
improvement team)
Enlarged job
Task #3 Present job Task #2
(Lock printed circuit (Manually insert and (Adhere labels
board into fixture for solder six resistors) to printed circuit
next operation) board)
Control
(Test circuits after
assembly)
Factors affecting job design Factors affecting Job Design
n A well defined job will make the job interesting and

satisfying for the employee.
Job Design
n The result is increased performance and productivity.
n If a job fails to appear compelling or interesting and Organizational Environmental Behavioral

leads to employee dissatisfaction, it means the job has factors factors factors
to be redesigned based upon the feedback from the
employees.

Factors affecting job design Factors affecting job design
n Organizational Factors n Organizational Factors
n Work Nature: Tasks like planning, executing, monitoring, n Workflow: Product and service type often determines the
controlling etc are to be taken into consideration while sequence of work flow. A balance is required between
various product or service processes and a job design
designing a job. (try to include)
ensures this. (E.g. keeping required resources in
n Ergonomics (human factors): Ergonomics aims at proximity vs. distant area…)
designing jobs in such a way that the physical abilities
and individual traits of employees are taken into n Culture: Organizational culture determines the way tasks
are carried out at the work places. Need to identify a
consideration so as to ensure efficiency and productivity.
cultural match as well as the degree of
(E.g. provide right set of tools, environment……)
influence/intervention that needs to made
Flow Diagram Flow Diagram
Welding
Machine 4 Welding
From
Machine 3
Storage bins
press Paint Paint
mach. Machine 2
shop shop
Mach. 3 Mach. 4
Machine 1
Machine 1 From
press Storage
mach. bins
Mach. 2

n Environmental Factors n Environmental Factors
q These factors include both the internal as well as q External: Socio economic and cultural expectations:
external factors.
n Industry trend: Jobs are nowadays becoming more employee
centered, in addition the literacy level among the employees is
q Internal: also on the rise. They now demand jobs that are to their liking
n Employee skills, abilities and availability play a crucial role and competency and which they can perform the best.
while designing of the jobs, who will actually perform the job.
n Designing a job that is more demanding and above employee
skill set will lead to decreased productivity and employee
satisfaction.

n Behavioral Factors n Behavioral Factors
n Theses are human factors pertaining the need to be n Diversity: Repetitive jobs often make work monotonous
satisfied for ensuring productivity at workplace. Includes which leads to boredom. A job should carry sufficient
elements like : diversity and variety so that it remains as interesting.
n Autonomy: to work in an open environment without fear. n Use of Skills and abilities: Jobs should be employee
It promotes creativity, independence and leads to centered than process centered such that an employee
increased efficiency. is able to make full use of his abilities and perform the
job effectively.
n Feedback: Each employee should receive proper
feedback about his work performance.
Make such a job environment where

employees will feel Thank you!
Further Reading and References Reference Exercise/Practice:
n Gary Dessler, Human Resource Management, New Delhi: Pearson n Find out JD and JS for any positions in any organization
Education Pvt. Ltd. David A. Decenzo, and Stephen P. Robbins, n 1. Carry out a internet based search and find out JD and JS for any
Human Resource Management, New Delhi: Wiley India Private positions in any organization
Limited.
n 2. Search for the vacancy ad in newspapers find out the JD and JS
n David A. Decenzo & Stephen P. Robbins, Personnel/Human mentioned for the vacant position
Resource Management
n K Aswathappa, Human Resource Management, text and cases
n Bhawani Shanker Acharya, A Framework for Human Resource
Management, Kathmandu: Ashmita Books Publishers & Distributors
Pvt. Ltd.
n prenhall.com/wps/media/objects/4947

Exercise: Design a job considering the following: Source: Heizer & Render
Source: Heizer & Render
Constraints on Human Resource Strategy

Job Design Continuum
Product strategy Process strategy
• Skills needed • Technology
• Talents needed Self-directed
e
W • Machinery and
ur
• Materials used ha teams
ed
equipment used
t
• Safety oc • Safety Increasing
Pr
Empowerment reliance on
Schedules Individual differences employee’s
• Time of day Enrichment
When HUMAN Who • Strength and contribution
• Time of year fatigue and
(seasonal) RESOURCE • Information Enlargement increasing
• Stability of STRATEGY processing and responsibility
schedule response Specialization accepted by
employee
Location strategy Layout strategy
• Climate • Fixed position
re
Ho
he
• Temperature • Process
w
W
• Noise • Assembly line Job expansion

• Light • Work cell Figure 10.3
• Air quality • Product
Job Enrichment Job simplification

Job Enrichment - designing or redesigning jobs by
incorporating motivational factors into them n It is a design method where by jobs are divided into
smaller components & subsequently assigned to
n Emphasis is on recognition, responsibility, and workers as whole jobs
advancement opportunity
n Increasing a worker’s responsibility and control over his n Simplification of work requires that jobs be broken into
or her work; also called vertical job loading. their smallest units & then analyzed.
n Ways of enriching jobs: n It helps the employee to learn rapidly, short work cycles
q Allow workers to plan their own work schedules. allows task performance with little mental effort
q Allow workers to decide how the work should be performed.
q Allow workers to check their own work.
q Allow workers to learn new skills.

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Job Analysis and Design Can anyone share some thoughts on

what is Job Analysis & Job Design?

n Job Analysis & Design: n E.g.

HRM - Riswo R. Gorkhali 1

Process of Job Analysis (Steps) Process of Job Analysis (Steps)

1. Information Collection 1. Information Collection

2. Review relevant background information

Process of Job Analysis (Steps) E.g. organization charts/structure

HRM - Riswo R. Gorkhali 2

CEO n Request for inventory/Raw Material from Plant Manager

General Manager General Manager General Manager General Manager

Process of Job Analysis (Steps) Process of Job Analysis (Steps)

3. Select Representative positions 4. Analyze the job

Process of Job Analysis (Steps) Process of Job Analysis (Steps)

n To assure that information collected is true and accurate. Job Descriptions

HRM - Riswo R. Gorkhali 3

BE SEATED IN YOUR GROUPS!

n Selective/Representative briefing based on the

Job description (JD) and Job Specification (JS) Job Description

n JD – written statement that describes duties and

Job Description Job Specification

HRM - Riswo R. Gorkhali 4

Job Description Some Sample - Examples

n Scenario in Nepalese context and constraints n Job Description - HR & GA.docx

HRM - Riswo R. Gorkhali 5

3. Observation 4. Technical conference

5. Daily Diary (log book) 6. Joint Approach

HRM - Riswo R. Gorkhali 6

Tasks Responsibilities Duties

Concept Job Design

n What is Job design and why is it required?

n It may so happen that

Concept of Job Design Job Design

HRM - Riswo R. Gorkhali 7

n Good Job design incorporates tasks that relate to

© 1995 Corel Corp.

Classic Approaches to Job Design Class Exercise/Discussion:

Riswo R. Gorkhali Job Analysis and Design 46

Job Rotation Job Enlargement

n Job themselves are not actually changed, only the

n Advantage: Adds variety to a worker’s job.

HRM - Riswo R. Gorkhali 8

E.g. Job Enlargement & Enrichment

Factors affecting job design Factors affecting Job Design

n A well defined job will make the job interesting and

n If a job fails to appear compelling or interesting and Organizational Environmental Behavioral

HRM - Riswo R. Gorkhali 9

Flow Diagram Flow Diagram

Factors affecting job design Factors affecting job design

HRM - Riswo R. Gorkhali 10

Make such a job environment where

Further Reading and References Reference Exercise/Practice:

HRM - Riswo R. Gorkhali 11

Constraints on Human Resource Strategy

• Noise • Assembly line Job expansion

Job Enrichment Job simplification

HRM - Riswo R. Gorkhali 12

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