Impacts of Job Analysis On Organizational Performance

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Procedia Economics and Finance 11 (2014) 166 – 181
Symbiosis Institute of Management Studies Annual Research Conference (SIMSARC13)
Impacts of Job Analysis on Organizational Performance: An

Inquiry on Indian Public Sector Enterprises
BK Suthara, T Latha Chakravarthib, Dr. Shamyal Pradhanc *
a
Ph D Scholar, Faculty of Management Studies, Pacific University, Udaipur (Rajasthan)
b,c
Assistant Professor, Faculty of Management Studies, Pacific University, Udaipur (Rajasthan)
Abstract
Purpose: A regular or proactive job analysis practices help to identify factors that shape the employees` motivation and job
satisfaction. Bharat Sanchar Nigam Limited faces the problem on managing its human power and not occupying delightful
performance from the last three consequent years. This paper aims to examine the relationship between organizational
performance and employee job analysis in context to Bharat Sanchar Nigam Limited, Vadodara Telecom District, Gujarat.
Research Methodology: The survey questionnaire was administered to employees of Bharat Sanchar Nigam Limited, Vadodara
Telecom District through email and in person by (417 out of 1361) by employing sample size determinants like: confidence level,
confidence interval and population. The questionnaire consists of factors like; organizational performance, job design, job
description, organizational policies and practices, job specification and job evaluation..All the 417 respondents are considered as
valid respondents for further investigation. The study is quantitative research approach and the collected data are analyzed by
scale reliability for questionnaire scaling validity, descriptive statistics, measurement of items, correlation, regression analysis
and other applicable tests with a view to know that at what level job analysis is related with organizational performance.
IBMSPSS.20 is employed as a statistical tool for data analysis.
Findings: The collected data reveals that organizational performance and job analysis are positively related with each other.
Research Implications/Limitations This study shows that employee job analysis can be a powerful tool to enhance
organizational performance. Further research can be held with more samples by extending the area of research.
2212-5671 © 2014 Elsevier B.V. This is an open access article under the CC BY-NC-ND license
(http://creativecommons.org/licenses/by-nc-nd/3.0/).
Selection and/or peer-review under responsibility of Symbiosis Institute of Management Studies.
doi:10.1016/S2212-5671(14)00186-5
B.K. Suthar et al. / Procedia Economics and Finance 11 (2014) 166 – 181 167
© 2014 Elsevier B.V. This is an open access article under the CC BY-NC-ND license
© 2013 The Authors. Published by Elsevier B.V.
(http://creativecommons.org/licenses/by-nc-nd/3.0/).
Keywords: organizational performance, job design, job description, job specification, job evaluation
* Corresponding author. Tel.: +0-000-000-0000 ; fax: +0-000-000-0000 .

E-mail address: pradhansa@hotmail.com
1. Introduction
Job analysis is one of the most important activities of human resource management and can perform multi-functions.
A regular or proactive job analysis practices help to identify factors that shape the employees` motivation and job
satisfaction. The researchers have established co-relationship between organizational performance and job analysis
in context to human resource management but the relationship between HRM practices like job analysis – job
performance, the intervening process recruitment, connecting job analysis is yet to be explored in a full flow. This
paper aims to examine the relationship between organizational performance and employee job analysis in context to
Bharat Sanchar Nigam Limited, Vadodara Telecom District of Gujarat. The survey questionnaire was administered
to employees of Bharat Sanchar Nigam Limited, Vadodara Telecom District through email and in person by (417
out of 1361) by employing sample size determinants like: confidence level, confidence interval and population. The
questionnaire consists of factors like; organizational performance, job design, job description, organizational
policies and practices, job specification and job evaluation..All the 417 respondents are considered as valid
respondents for further investigation. The study is quantitative research approach and the collected data are analyzed
by scale reliability for questionnaire scaling validity, descriptive statistics, measurement of items, correlation,
regression analysis and other applicable tests with a view to know that at what level job analysis is related with
organizational performance. IBMSPSS.20 is employed as a statistical tool for data analysis. The collected data
reveals that organizational performance and job analysis are positively related with each other. This study also
shows that employee job analysis can be a powerful tool to enhance organizational performance.
168 B.K. Suthar et al. / Procedia Economics and Finance 11 (2014) 166 – 181
2. Objectives of study
a) To study the relationship between organizational performance and job design in context to Bharat Sanchar
Nigam Limited, Vadodara Telecom District
b) To examine the relationship between organizational performance and job description in context to Bharat
Sanchar Nigam Limited, Vadodara Telecom District
c) To study the relationship between organizational performance and organizational policies and practices in
context to Bharat Sanchar Nigam Limited, Vadodara Telecom District
d) To study the relationship between organizational performance and job specification in context to Bharat
e) To study the relationship between organizational performance and job evaluation in context to Bharat
3. Research Questions
a) Is there any relationship between organizational performance and job design in context to Bharat Sanchar
Nigam Limited, Vadodara Telecom District?
b) Is there any relationship between organizational performance and job description in context to Bharat
Sanchar Nigam Limited, Vadodara Telecom District?
c) Is there any relationship between organizational performance and organizational policies and practices in
context to Bharat Sanchar Nigam Limited, Vadodara Telecom District?
d) Is there any relationship between organizational performance job specifications in context to Bharat
Sanchar Nigam Limited, Vadodara Telecom District?
e) Is there any relationship between organizational performance job evaluations in context to Bharat Sanchar
Nigam Limited, Vadodara Telecom District?
4. Significance of this study
This information of job analysis will contribute to the knowledge of the researchers as well as provide much needed
information to the human resource managers. The outcomes of the present study would be useful to the BSNL
management as they search for ways to increase organizational performance and maximizing job satisfaction
Observing and documenting the factors which influence job performance of an employee will form a data bank of
information that will be useful to the organization.. Knowledge of such information will facilitate a better method of
manpower planning by the management. Indeed, this study defines how job analysis flows in the public sector
organization like BSNL..
5. Review of Literature
Companies that regularly conduct job analysis possess a much better knowledge of their strengths and limitations,
and can take timely corrective action to improve any deficiencies in their skills and job behavior (Clifford, 1994).
Brannick and Levine (2002) defined the job analysis as an organized process whereby nature of a job is discovered.
Job or task is divided into smaller units. McCormick, studied in 1976 that the collection and processing of job
related information and other related tasks and qualifications through job analysis was a base for human resource
management (HRM). Job analysis has a vital role. Sanchez and Levine discussed in 2000 that erroneous practice of
the job analysis may affect other HR activities based on it. Former research by Mullins & Kimbrough, 1988; Avolio
& Waldman, 1989; Schmitt & Cohen, 1989 and Landy & Vasey, 1991 on job analysis persistent on the variable like
demographic in job analysis ratings. Cascio, (1998) and Bowin & Harvey (2001) stressed the significance of job
analysis as a strategic HRM practice linked with the organizational performance. Anthenyet al;(2002) and Desslar,
(2003) recommended that with the recognition of the Human Resource–Performance linkage, organizations
vigorously adopting job analysis as a human resource strategy were likely to grow more and put on aggressive
benefits. Gatewood & Feild, (1994) illustrated that extent to which tasks and employee attributes for an assigned job
was termed as job analysis hence, job analysis techniques can also be termed as worker-oriented or work oriented
Work or worker-oriented technique what so ever be, job analysis methods allow the assumption of employee’s
knowledge, skills and abilities (KSAs) characteristics. Davis (1995), Gatewood & Feild, (1994) studied the KSAs
characteristics included in job-related information and the necessary human abilities to perform certain job activities
According to Gatewood & Feild, (1994) job analysis was an instrument to analytically gather data on tasks and
behaviors leading to KSAs about virtually and any kind of work activity Dunnette, (1976) and Wernimont &
Campbell, (1968) linked job analysis information with recruitment process which was originated in the literature
Schuler & Jacksoon, (1996), Sharman et al., (1998) &Desslaret al., (1999) discussed the importance of Job Analysis
and conduction of Job Analysis which was obvious from the fact that most of the researchers have declared job
analysis as a backbone and cornerstone of each and every human resource activity. Huselid (1994), Huselid, (1995);
Delaney & Huselid, (1996) confirmed that well-established human resource practices not only enhance job
retention but also make a considerable involvement in objective performance and enhance productivity.
Organizational performance is a multifaceted concept (Paauwe, 2004). Within the HRM literature, Dyer and Reeves
(1995) use four dimensions to describe indicators of organizational performance: human resource outcomes,
organizational outcomes, financial or accounting outcomes and stock-market performance indicators It was
explained by Stankard (2002) not to mean the performance of the single parts or units of the organization but the
product of all interactions taking place in the organization.
According to Fried & Feriss, (1987); Parkar, Wall, &Corrdary, (2001) Job design has developed a great deal of
interest in the area of HRM during the recent decades. Morgason & Campion, (2003) and Parkar & Waall, (1998)
have discussed a basic principle in the job design research according to which jobs were stimulated and associated
with motivational factors which contributed to the attitudinal and behavioral job performance outcomes. Hackman
& Oldham, (1976, 1980) developed Job Characteristics Model (JCM) derived from the modern research on job
design. Core job characteristics of Job Characteristics Model were skill multiplicity, task distinctiveness, tasks
implications, self-sufficiency and job feedback which actively contributed to job stimulus and subsequently to three
vital emotional
states practiced meaningfulness, experienced responsibility and knowledge of results, which has a great positively
impact on employee motivation, job performance and outcome of these like job satisfaction and job retention.
Kopelman, (1985); Fried & Ferris, (1987); Fried, (1991); Oldham, (1996) and Parker et al., (2001) exposed diverse
results on the linkage between inspiring job characteristics and job performance and outcome like turnover and
absenteeism. Rousseau & Fried, (2001) and Johns, (2006) found inconsistent results and suggested that background
might play a vital role in moderating employee reactions. Fried & Ferris, (1987); Fried, (1991); Parker et al., (2001)
supported the hypothesized linkage between stimulating job characteristics and job satisfaction, the extent of the
relationship between the core job characteristics and outcomes appeared to be moderate rather than high.
Statt, (2004) discussed that the job description outlines the job tasks, duties and responsibilities and serves as a guide
for the recruitment and selection process going forward In general, a job description can be seen as relating to all the
technical, administrative and managerial aspects of the job, the job title, job summary, job duties, tasks and outputs.
Byars& Rue (2006) further described job description as a written narrative of the tasks to be performed and what it
entails.
As defined by Werther & Davis (1993) “Job evaluation is a systematic process used to determine the worth of jobs
and creating a link between job worth and salary”. Gupta & Chakraborty (1998) further clarified that as the worth of
a job is determined, it might be seen in terms of salary and other fringe benefits in accordance with the existing
salary structure of the organization.Das & Garcia-Diaz (2001) intimated a widely used method of job evaluation
called point based job evaluation method. Further studies of Collans & Muchinsky 1993, Chen et al. 1999, Rutt &
Doverspikke 1999, Olson et al. 2000, Welbourne & Treivor 2000, Arnaultet al. 2001, Morgesonet al. 2001, Rotundo
& Sackatt, 2004 have also tested the validity and outcome of the job evaluation system in vogue used for salary
determination.
Job specification is a written statement of qualifications, traits, physical and mental characteristics that an individual
must possess to perform the job duties and discharge responsibilities effectively.
In this, job specification usually developed with the co-operation of personnel department and various supervisors in
the whole organization A study by Dunn Wilson (1997) assesses the accuracy and usefulness of job descriptions by
examining the best way to form, design, and make job descriptions Amos et al., (2004) defined that job specification
deals with the personal aspects of the job and education or qualification background, skills, knowledge and ability.
In a layman human resources term, the job description can be associated with the hard issues whilst the job
specification may focus some soft issues.
6. Research Methodology
This type of study is correlation and aims to analyze and examine the relevance of organizational performance and
job analysis in context to employees of Bharat Sanchar Nigam Limited, Vadodara Telecom District. The main
challenge for any organization is to utilize right human power for right work to suit the particular business at right
time and then to use it for getting better results. The survey questionnaire was administered to prepaid cellular
service users of Bharat Sanchar Nigam Limited, Vadodara Telecom District through email and in person by (430 out
of 250270) by employing sample size determinants like: confidence level, confidence interval and population. The
convenience sampling technique is used. The questionnaire consists of factors like; organizational performance, job
design, job description, organizational policies and practices, job specification and job evaluation. The sample size
is determined as 430 by employing convenience sampling technique. The following statistical formula has supported
on finalization of sampling size
Z2 * (p) * (1-p)
ss=
c2
Where: Z = Z value (e.g. 1.96 for 95% confidence level)

p = percentage picking a choice, expressed as decimal
(.5 used for sample size needed) c = confidence interval, expressed as decimal
(e.g., .04 = ±4)
The structured disguised questionnaire was administered to respondents through email and in person by consisting
factors such as; demographic profile of respondents,. Both types of primary and secondary data are .taken into
consideration for investigation. The adopted scaling technique in questionnaire is 5 point Likert scale (strongly
disagree to strongly agree).The collected data are analyzed for demographic profile, scale reliability test,
measurement of items, descriptive statistics. Factor analysis and regression analysis is conducted to test the
hypothesis by employing IBMSPSS.20 as a statistical tool. The following hypotheses are formed to meet the
objectives of the study.
7. Hypotheses
H01: There is no significant positive relationship between organizational performance and job design in
H11: There is significant positive relationship between organizational performance and job design in
H02: There is no significant positive relationship between organizational performance and job description
in context to Bharat Sanchar Nigam Limited, Vadodara Telecom District
H12: There is significant positive relationship between organizational performance and job description in
H03: There is no significant positive relationship between organizational performance and organizational
policies and practices in context to Bharat Sanchar Nigam Limited, Vadodara Telecom District
H13: There is significant positive relationship between organizational performance and organizational
policies and practices in context to Bharat Sanchar Nigam Limited, Vadodara Telecom District
H04: There is no significant positive relationship between organizational performance and job specification
in context to Bharat Sanchar Nigam Limited, Vadodara Telecom District
H14: There is significant positive relationship between organizational performance and job specification in
H05: There is significant positive relationship between organizational performance and job evaluation in
H15: There is no significant positive relationship between organizational performance and job evaluation in
8. Results and Discussion
The following results are obtained after analyzing the collected data from the respondents. The results are in
tabulated form in annexure.
Table-1 indicates on results of demographic profile of respondents. The total 417 sets of questionnaire were
administered to employees of BSNL, Vadodara Telecom District through email and in person. The filled
questionnaires were collected back and all the sets were found valid for further analysis. The descriptive statistics
indicates the classification of demographic profile of respondents. The males are 315(75.3%) and females are
102(47.47%). The employees having age group of 21-35 years is 19(4.6%). The employees having age group of 36-
50 years is 123(29.5%) and employees having age group of 50-59 years 225(65.9%).The employee having marital
status is 417(100%) and the employee having education upto school level is 198(47.5%) and have education upto
college level are 219(52.5%)The employees belong to executive cadre are 19(4.6%) and the employee belong to
non-executive cadre are 398(95.4%).The salary less than 5 lakhs is observed for 198(47.5%) and the salary between
5-10 lakhs per annum is observed for 219(52.5%) employees. The employees having experience of less than ten
years is observed for 15(3.6%) employees and the employees having experience of 10-20 years is observed for
14(3.3%). The employees having experience of more than twenty years is observed for 388(93.1%).
Table-2 indicates the results of scale reliability test of factors. Organizational performance (OP) factor has
0.742.Cronbach`s alpha, Job design (JD) factor has 0.767 Cronbach’s alpha, Job description (JDES) factor has 0.867
Cronbach`s alpha, Organizational policies and practices (OPP) factor has 0.883., Job specification (JS) factor has
0.822 Cronbach`s alpha and Job evaluation (JE) factor has 0.877 Cronbach`s alpha. The Range of Cronbach alpha of
factors is 0.742-0.883. Cronbach’s alpha reliability coefficient normally ranges between 0 and 1. However, there is
actually no lower limit to the coefficient. The closer Cronbach’s alpha coefficient is to1.0 the greater the internal
consistency of the items in the scale. Based upon the formula _ = rk/ [1 + (k -1)r] where k is the number of items
considered and r is the mean of the inter-item correlations the size of alpha is determined by both the number of
items in the scale and the mean inter-item correlations. George and Mallery (2003) provide the following rules of
thumb: “_ > .9 – Excellent, _ > .8 – Good, _ > .7 – Acceptable, _ > .6 – Questionable, _ > .5 – Poor, and_ < .5 –
Unacceptable” (p. 231). While increasing the value of alpha is partially dependent uponthe number of items in the
scale, it should be noted that this has diminishing returns. It should also be noted that an alpha of .8 is probably a
reasonable goal. It should also be noted that whilea high value for Cronbach’s alpha indicates good internal
consistency of the items in the scale, it does not mean that the scale is one-dimensional The results validate the
scaling in such a manner and moved for the further investigation
Table-3 indicates the results on descriptive statistics like mean, standard deviation and number of respondents. Mean
of” Organizational Performance" (OP) factor is 3.42, standard deviation is 1.58 and mode is 4.Mean of “Job Design"
(JD) factor is 3.63 and standard deviation is 1.60. and mode is 4..Mean of “Job Description"(JDES) factor is 3.27
and standard deviation is 1.63.Mode is 4..Mean of "Organizational Policies and Practices""(OPP) factor is 3.26,
standard deviation is 1.64 and mode is 4..Mean of " Job Specification"(JS) factor is 3.14, standard deviation is 1.64
and mode is 4. Mean of .Job Evaluation (JE) factor is 3.08, standard deviation is 1.66 and the mode is 4..
Table-4 indicates the results on measurement of items. The excluded items are zero. Each factor has 6 items and
total items are 36.The valid items are also 36 and source for primary data collection is the employees of Bharat
Table-5 indicates the results on factor analysis of collected data. The KMO value of all the factors observed between
0.706(organizational performance-OP) to 0.867(job evaluation-JE").These values allow moving for further
investigation (Kaiser 1974a). Bartlett's Test of Sphericity indicates that p- value (sig <0.05) seem for all the factors
0.000 and conclude that all the variables are perfectly correlated with themselves (one) and have some level of
correlation with the other items. Communalities indicate the amount of variance in each variable that is accounted
for by the factors. The range of the same in our study is 0.619(OP2 i.e." My officer is a well-disciplined, goal
oriented role model") to 0.841 (JD5 i.e. "My job is related to prompt services to the customers"). The other values
are as follows:
The value for OP5 is 0.830(i.e. "My officer builds supportive relationship"). The value for JD5 is 0.841(i.e." My job
is related to cost -effective services").The value for JDES2 is 0.619(i.e." Performance standards of my entrusted job
is transparent and free from undue influence from anybody").The value for OPP2 is 0.624 (i.e "Skill set of
employees is unsuitable to BSNL at present"). The rest of the values are not considered for further study because the
same were less than 0.6. Extractions Sums of Squared Loadings are also support the closed relationships among the
quoted items. The results on component matrix (PCA) and rotated component matrix are also support the
observations on having closed correlation among the items.
Table-6 indicates on results of regression analysis. It has taken place after careful observation of results received
from the factor analysis and seen some possibility of correlations between predictor and criterion variables."
Organizational Performance" (OP) is considered as dependent variables (DV) and the rest of the factors are
considered as independent variables (IDV).OP has six variables and the rest of the predictors have 30 variables. The
results on regression analysis between DV (OP) and IDV (JD1-JD6, JDES1-JDES6, OPP1-OPP6, JS1-JS6, and JE1-JE5)
report on testing of hypothesis. The hypothesis testing can be summarized as follows
H01: There is no significant positive relationship between organizational performance and job design in context to
Bharat Sanchar Nigam Limited, Vadodara Telecom District
H11: There is significant positive relationship between organizational performance and job design in context to
The statements from questionnaire have significance and positive relationship for H01 and H11 are as follows:
OP1:"My officer communicates the mission and purpose of BSNL to me" (DV). JD1:" My job is related to high
quality of services to the customers"(IDV) JD2: "My job is related to prompt services to the customers" (IDV). JD3:"
My job is related to skill flexibility ". (IDV) JD4:" My job endangers my well- being. ". (IDV). APS5: "My job is
related to cost -effective services" (IDV). APS6: "Working culture of my organization motivates me for better
performance" (IDV)
The results of table-6 show that value of R, R2 and adjusted R. R is a measure of the correlation between the
observed value and the predicted value of the dependent variable. (R=0.908, R2=0.824, adjusted R2 =0.821 for OP1
and JD1-6) R Square (R2) is the square of this measure of correlation and indicates the proportion of the variance in
the criterion variable which is accounted for this study. Adjusted R Square value is calculated which takes into
account the number of variables in this study and the number of observations (participants).. This Adjusted R Square
value gives the most useful measure. In this case, adjusted R2 is 0.821 which interpret that 82% of the variance is
observed between OP1 and JD1-6. ANOVA part of table-6 reports on assessment of overall significance of H01.
Significance value (p) is 0.000 and can be said sig.0.000, where p<0.05. The standardized beta coefficient gives a
measure of the contribution of each variable..A large value indicates that a unit change in this independent variable
has a large effect on dependent variable values give a rough indication of the impact of each independent
variable.Sig (p) value is observed as 0.00 which is less than 0.05 for CA1 and APS1-6.The results of OP1 and JD1-6 are
(R=0.908, R2=0.824, adjusted R2 =0.821, standard beta value is 0.850 ) , The t(33.387)and sig (p) values give a
rough indication of the impact of each independent variable. Sig (p) value is observed as 0.00 which is less than 0.05
for OP3 and JD1-6. That means H01 is not acceptable and as a result, H11 is accepted and H01 is rejected. It can be
concluded that there is significance relationship between organizational performance and job design in context to
mobile services users of Bharat Sanchar Nigam Limited, Vadodara Telecom District
H02: There is no significant positive relationship between organizational performance and job description in context
to Bharat Sanchar Nigam Limited, Vadodara Telecom District
H12: There is significant positive relationship between organizational performance and job description in context to
The statements from questionnaire have significance and positive relationship for H02 and H12 are as follows.
OP6(DV):"My officer finds opportunities to recognize individual achievement."(DV). JDES1:" My job functions
and responsibilities are meet to organizational goal "(IDV).JDES2:" Performance standards of my entrusted job is
transparent and free from undue influence from anybody ."((IDV).JDES3:" BSNL management considers job-
related skills of employee before entrusting the duties to employee "(IDV).JDES4:" BSNL management considers
the factor "scope and Limitations" before entrusting the duties and powers to any employee.JDES5 (IDV): BSNL
management provides sufficient resources and environment to perform my duties.JDES6 (IDV): BSNL provides
healthy environment for employee job performance"
The results of OP6 and JDES1-6 are (R=0.802, R2=0.644, adjusted R2 =0.638 i.e.64%., standard beta value is 0.785),
The t (22.839) and sig (p) values give a rough indication of the impact of each independent variable..Sig (p) value is
observed as 0.00 which is less than 0.05 for OP6 and JDES1-6. That means H02 is not acceptable and as a result, H12
is accepted and H02is rejected. It can be concluded that there is significance relationship between customer level of
awareness and attitude on consumer purchase intention in context to mobile services users of Bharat Sanchar
Nigam Limited, Vadodara Telecom District
H03: There is no significant positive relationship between organizational performance and organizational policies
and practices in context to Bharat Sanchar Nigam Limited, Vadodara Telecom District
H13: There is significant positive relationship between organizational performance and organizational policies and
practices in context to Bharat Sanchar Nigam Limited, Vadodara Telecom District
The statements from questionnaire have significance and positive relationship for H03 and H13are as follows
OP2"My officer is a well-disciplined, goal oriented role model."(DV), OPP1:"BSNL considers rational development
of available manpower."(IDV), OPP22" Skill set of employees is unsuitable to BSNL at present"(IDV), OPP3:"
Massive training programs are available to enhance skill sets of employees in BSNL"..(IDV), OPP4:" There are
opportunities to use and develop human capacity in BSNL"(IDV) OPP5:" Information passed from one person to
another person is accurate in BSNL."(IDV) OPP6:" My job enhances social prestige."
The results of OP2and OPP1-6 are (R=0.922, R2=0.850, adjusted R2 =0.848 i.e.85%., standard beta value is 0.952),
The t(37.037) and sig (p) values give a rough indication of the impact of each independent variable..Sig (p) value is
observed as 0.00 which is less than 0.05 for OP2and OPP1-6. That means H03 is not acceptable and as a result, H13 is
accepted and H03is rejected. It can be concluded that there is significance relationship between organizational
performance and organizational policies and practices in context to Bharat Sanchar Nigam Limited, Vadodara
Telecom District
H04: There is no significant positive relationship between organizational performance and job specification in
H14: There is no significant positive relationship between organizational performance and job specification in
The statements from questionnaire have significance and positive relationship for H04 and H14 are as follows
OP2:" My officer is a well-disciplined, goal oriented role model."(DV), JS1:"Job specification criteria are varies
from time to time in BSNL,"(IDV), JS2Emotional specifications are important in BSNL."(IDV), JS3:" Social
specifications are important in BSNL."(IDV), JS4:" Behavioral specifications atr important in BSNL."(IDV), JS5:"
Mental specifications are important in BSNLIDV), JS6:" Physical specifications are important in BSNL "(IDV)
The results of OP2and JS1-6 are (R=0.995, R2=0.990, adjusted R2 =0.848 i.e.85%., standard beta value is 0.952), The
t(37.037) and sig (p) values give a rough indication of the impact of each independent variable..Sig (p) value is
observed as 0.00 which is less than 0.05 for OP2and JS1-6. That means H04is not acceptable and as a result, H14is
accepted and H04 is rejected. It can be concluded that there is significance relationship between organizational
performance and job specification in context to Bharat Sanchar Nigam Limited, Vadodara Telecom District.
H05: There is no significant positive relationship between organizational performance and job evaluation in context
to Bharat Sanchar Nigam Limited, Vadodara Telecom District
H15: There is significant positive relationship between organizational performance and job evaluation in context to
The statements from questionnaire have significance and positive relationship for H05 and H15 are as follows
OP6:" My officer finds opportunities to recognize individual achievement."(DV), JE1:"Self assessment evaluation
process is the best for organization"(IDV), JE2:",Matrix evaluation process is the best for organization."(IDV), JE3
"360 degree evaluation process is the best for organization"(IDV), JE4:" Top- down evaluation process is the best
for organization."(IDV), AA5:" Job evaluation raise morals and improve job relations in organization"(IDV), AA6:"
Job evaluation determines appropriateness of employees for job")(IDV).
The results of CA6and JE1-6 are (R=0.974, R2=0.949, adjusted R2 =0.948 i.e.94%., standard beta value is 0.976), The
t(69.521) and sig (p) values give a rough indication of the impact of each independent variable..Sig (p) value is
observed as 0.00 which is less than 0.05 for JE2and JE1-6. That means H05is not acceptable and as a result, H15 is
accepted and H05 is rejected. It can be concluded that there is significance relationship between organizational
performance and job specification in context to employees of Bharat Sanchar Nigam Limited, Vadodara Telecom
District.
The results on objective-1, indicates that the positive and significant relationship (sig.0.00, p,< 0.05) between
organizational performance (OP) and job design (JD) in context to Bharat Sanchar Nigam Limited, Vadodara
Telecom District. The results on objective-2, indicates that the positive and significant relationship (sig.0.00, p, <
0.05) between organizational performance (OP) and job description (JD) in context to Bharat Sanchar Nigam
Limited, Vadodara Telecom District. The results on objective-3, indicates that the positive and significant
relationship (sig.0.00, p, < 0.05) between organizational performance (OP) and organizational policies and practices
(OPP) in context to Bharat Sanchar Nigam Limited, Vadodara Telecom District. The results on objective-4,
indicates that the positive and significant relationship (sig.0.00, p, < 0.05) between organizational performance (OP)
and job specification (JS) in context to Bharat Sanchar Nigam Limited, Vadodara Telecom District. The results on
objective-5, indicates that the positive and significant relationship (sig.0.00, p, < 0.05) between organizational
performance (OP) and job evaluation (JE) in context to Bharat Sanchar Nigam Limited, Vadodara Telecom District.
9. Conclusion
The objectives of this study have been achieved where the results had shown that some of the factors like;
organizational performance, job design, job description, organizational policies and practices, job specification and
job evaluation focuses on characters of organizational performance and job analysis. Despite some of the limitations
of this study,, the results of the study advance the field of HRM by empirically showing a relationship between job
analysis and organizational performance. The strong impact of job analysis on several measures of performance
suggests that job analysis is indeed a cornerstone of HR activities and a vital strategic management practice to gain
competitive advantage. As a whole, the study endeavour suggests a substantial positive contribution by job analysis
to performance of BSNL.
10. Limitations and scope for further research
This study has certain limitations like; time constraints, area of research, sample size determination and items
considered for questionnaire to collect primary data. In this study, the findings can be assessed with two limitations.
a) The study has made an extensive use of self-reported measures of key variables, which are often seen as
less desirable than objective measures.
b) the present study examined only a selected number of control and moderating variables. It means that our
theoretical formulation of the process by which job analysis influences organizational performance is far
from being exhaustive Thus, the findings of the study may be seen as preliminary in nature, and are
intended to stimulate further research interest in the job analysis–performance relationship as
conceptualized here.
11. Recommendations
The following recommendations are made to the BSNL management of Vadodara Telecom District on the basis of
this study.
a. BSNL management can conduct job analysis activities in a more scientific way which can provide
specific direction to use available human power at appropriate time and place.
b. BSNL management should focus on modern job design activities by considering the factors like;
job related skills, employee motivation and well-being. (3) BSNL management should focus on
modern job description activities by considering the factors like; organizational goal- oriented
functions and responsibilities, transparent job performance standards as well as free from undue
influence.
c. BSNL management should focus on the factors like; maximum utility of available human power,
make suitable skill set of employees by giving training, feedback on training, development of
human capital and social prestige during formulating organizational policies.
d. Organizational policies and practices should be non- controversial and free from any
contradiction.
e. BSNL management should focus on job specification activities the factors like; transparent job
specification criteria (emotional specification, social specifications, behavioral specifications)
f. BSNL management should focus on job specification activities by considering the factors like; self
assessment evaluation process, matrix evaluation process,360 degree evaluation process, top down
evaluation process which can improve job relations in BSNL because job evaluation determines
appropriateness of employees for job.
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Impacts of Job Analysis on Organizational Performance: An

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4. Significance of this study

Where: Z = Z value (e.g. 1.96 for 95% confidence level)

8. Results and Discussion

10. Limitations and scope for further research

Academy of Management Journal, 36(4), 895–904. Consulting Psychologists Press.

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