Tutorial 3 (UFA 200159) Job Analysis

Answer no 1.
The major difference between questionnaires and interviews is the presence of an
interviewer. In questionnaires, responses are limited to answers to predetermine questions. In
interviews, since the interviewer is present with the subject, there is an opportunity to collect
nonverbal data as well and to clarify the meaning of questions if the subjects do not
understand. The written questionnaire has some advantages. For one thing, it is likely to be
less expensive, particularly in terms of the time spent collecting the data. Questionnaires can
be given to large numbers of people simultaneously; they can also be sent by mail. Therefore,
it is possible to cover wide geographic areas and to question large number of people
relatively inexpensively. Another advantage of questionnaires is that subjects are more likely
to feel that they can remain anonymous and thus may be more likely to express controversial
opinions. This is more difficult in an interview, where the opinion must be given directly to
the interviewer. Also, the written question is standard from one subject to the next and is not
susceptible to changes in emphasis as can be case in oral questioning. There is always the
possibility, however, that the written question will be interpreted differently by different
readers, which is one reason for carefully pre-testing questionnaires.

Answer no 2.

The fundamental difference between the two is: job description is the summary of all the
tasks, role, and responsibilities that the company is offering to the candidate, and job
specification is an overview of all the attributes, experience, skills, and qualification that the
company is looking for in a candidate.

The difference between Job Description and Job Specification is that a job description is the
detailed information of the vacant position that states the job title, job location, duties,
responsibilities, job role, etc. in a written format.

A job specification is the set of specific qualities, knowledge, and experience the candidate
must possess to perform a particular job.

Example of a Telemarketing Job Description are The job requires the candidate to make
outbound calls to convert prospective customers into clients. It is an office job, but may
require the candidate to travel to different cities.
Duties and Responsibilities

 Call prospective customers

 Influence customers to buy

 Prepare sales report

 Handle direct customer inquiries

 Achieve sales targets

 Identify prospects and grab new business opportunities

 Maintain sales record on CRM software

The example of a job specification of Tele marketing executive are as follows;

Educational Qualification: Any graduate/MBA in Marketing or Sales

Skills and Competencies

 Excellent communication skills

 Good time management skills

 Result-driven

 Ability to work under pressure

 Persistent

 Positive attitude

 Excellent negotiation skills

 Proactive

Experience: 0-1 years of experience in sales or marketing

The job description and job specification are equally important. The differences mentioned
above make it quite evident that they are very different from each other during recruitment
process.
Answer no 3.

A job description helps create salary ranges and compare roles across organizations. A
competency model describes what each person in their role needs to be able to do,
specifically, in order to perform their part of the organisation’s corporate strategy. Whereas a
competency is a measurable skill. In the job analysis process, a competency is a specific and
measurable quality that an individual who performs a role must possess. Generally,
identifying the competencies tied to each job is the first step in the job analysis process.

Answer no 4.

An important concept in job analysis is that the job, not the person doing the job, is assessed,
even though human resources (HR) may collect some job analysis data from incumbents.

Examples of how an organization may use job analysis data:

 Workforce planning.
 Performance management.
 Recruitment and selection.
 Career and succession planning.
 Training and development.
 Compensation administration.
 Health, safety and security.
 Employee/labor relations.
 Risk management.

Answer no 5.

Job Analysis is a systematic exploration, study, and recording of a specific job's

responsibilities, duties, skills, accountabilities, work environment, and ability requirements. It
also involves determining the relative importance of the duties, responsibilities, and physical
and emotional skills for a given job. Job analysis is primary tool in personnel management.
In this method, a personnel manager tries to gather, synthesize and implement the
information available regarding the workforce in the concern. A personnel manager has to
undertake job analysis so as to put right man on right job.

There are two elements of job analysis: Job description and job specification. These are the
important documents that managers prepare before recruitment and selection.

The information collected under job analysis is:

1. Nature of jobs required in a concern.

2. Nature/ size of organizational structure.

3. Type of people required to fit that structure.

4. The relationship of the job with other jobs in the concern.

5. Kind of qualifications and academic background required for jobs.

6. Provision of physical condition to support the activities of the concern. For example-
separate cabins for managers, special cabins for the supervisors, healthy condition for
workers, adequate store room for store keeper.

Answer no 6.

Job analysis is the process of studying a job to determine which activities and responsibilities
it includes, its relative importance to other jobs, the qualifications necessary for performance
of the job and the conditions under which the work is performed.

1. Planning the Job Analysis

It is crucial that the job analysis process be planned before beginning the gathering of data
from managers and employees. Probably the most important consideration is to identify the
objectives of the job analysis. Maybe it is just to update job descriptions

2. Preparing and Introducing the Job Analysis

Preparation begins by identifying the jobs under review. For example, are the jobs to be
analysed hourly jobs, clerical jobs, all jobs in one division, or all jobs in the entire
organization? In this phase, those who will be involved in conducting the job analysis and the
methods to be used are identified.

3. Conducting the Job Analysis

With the preparation completed, the job analysis can be conducted. The methods selected will
determine the time line for the project. Sufficient time should be allotted for obtaining the
information from employees and managers.

4. Developing Job Descriptions and Job Specifications

At this stage the job analysts will prepare draft job descriptions and job specifications. Later
in this chapter is a section discussing details on how to write job descriptions and job
specifications.

5. Maintaining and Updating Job Descriptions and Job Specifications

Once job descriptions and specifications have been completed and reviewed by all
appropriate individuals, a system must be developed for keeping them current. Otherwise, the
entire process, beginning with job analysis, may have to be repeated in several years. Because
organizations are dynamic and evolving entities, rarely do all jobs stay the same for years.
For many organizations, a complete review is made once every three years, or as technology
shifts occur, and more frequently when major organizational changes are made.