MOHAMAD SHUKRI BIN MUDA

COMMERCE DEPARTMENT
POLITEKNIK METrO BETONG SARAWAK
Definition of job analysis
The procedure of determining the duties and skill
requirements of a job and the kind of person who should
be hired for it.

Using job analysis, HR specialists collect the information

on human requirements, job context, performance
standards, machines, skills as well as work activities.
Job Analysis plays an important role in
following aspects:
• Recruitment and selection,
• Performance analysis,
• Training and development,
• Compensation management, and
• Job designing and redesigning.
Recruitment and Selection: Job Analysis helps in determining what kind of person is
required to perform a particular job. It points out the educational qualifications, level of
experience and technical, physical, emotional and personal skills required to carry out a job
in desired fashion. The objective is to fit a right person at a right place.

Performance Analysis: Job analysis is done to check if goals and objectives of a particular
job are met or not. It helps in deciding the performance standards, evaluation criteria and
individual’s output. On this basis, the overall performance of an employee is measured and he
or she is appraised accordingly.

Training and Development: Job Analysis can be used to assess the training and
development needs of employees. The difference between the expected and actual output
determines the level of training that need to be imparted to employees. It also helps in
deciding the training content, tools and equipments to be used to conduct training and
methods of training.
Compensation Management: Job analysis plays a vital role in deciding the
pay packages and extra perks and benefits and fixed and variable incentives
of employees. After all, the pay package depends on the position, job title and
duties and responsibilities involved in a job. The process guides HR managers
in deciding the worth of an employee for a particular job opening.

Job Designing and Redesigning: The main purpose of job analysis is to

streamline the human efforts and get the best possible output. It helps in
designing, redesigning, enriching, evaluating and also cutting back and
adding the extra responsibilities in a particular job. This is done to enhance the
employee satisfaction while increasing the human output.
There are four (4) methods used in collecting data
from job analysis:
• Interviews
• Surveys
• Observation
• Journals and records
 Most widely used Popular methods
It is important to be Interviews have Employees tend to
method – simple for obtaining job-
sure the weakness due to exaggerate certain
and quick way to related information
interviewees distortion of responsibilities
Interviews collect information (may arrange from
understands the information caused while minimizing
(includes that completely
reason for the by falsification or others – efficiency
never appear on a unstructured
interview misunderstanding. evaluation.
written form) interviews
 Typical job
Surveys – a quick Time consuming
Purposely to analysis survey Cheaper than
way to obtain and expensive
describe duties may have open- interviewing
Surveys information from for developing
and ended questions hundreds of
a large number the survey and
responsibilities and structured workers
of employees testing it.
questions
 Direct observation is useful
when jobs consist mainly of
Observation observable activities –
assembly-line worker and
accounting clerk
Observation is not
appropriate when the job
involves a lot of mental
activities – lawyer, design
engineer
 Journals/Diaries – daily
listings made by workers of
Journals and records every activity in which they
engage along with the time
each activity takes.
Produce a complete picture
of the job, especially when
supplemented with
subsequent interviews with
the worker and supervisor
Employees may
exaggerate, but detailed
and chronological nature of
the diary will show the true
picture.
Job description
 A job description – a written statement of what the workers do, how they
do it and what the job’s working conditions are
 This information is used to write a job specification that lists the
knowledge, abilities and skills needed to do the job
 No standard format for writing job description. However, most
descriptions contain sections that cover the following:
•Job identification
• Job summary
• Responsibilities and duties
• Authority of jobholder
• Standards of performance
• Working conditions
• Job specifications
Job specification
 Answer the questions “what human traits and
experience are required to do this job?”
 It shows what kind of person to recruit and for what
qualities that person should be tested.
 Job specification divided into two (2) categories
namely:
• Specifications based on judgment
• Specifications based on statistical analysis
Basis for Difference Job Description Job Specification
Meaning Describes the job Describe job
requirement
Contents Duties and Qualification and
responsibilities etc. experience etc.
Origin From job analysis From job description
Application Solving arguments in Promotions, rewarding
overlapping duties and transfers
Motive Explaining the job Explaining the perfect
fit for the job holder
Specifications based on judgment
 Most job specification come from the educated guesses of people like
supervisors or HR managers
 The basic procedure is to ask “What does it take in terms of education,
intelligence and training to do this job well?”
Specifications based on statistical analysis
 The more defensible approach, but it is also more difficult.
 Its aim to determine statistically the relationship between:

(a) Some predictor or human trait – height, intelligence, finger dexterity

(b) Some indicator or criterion of job effectiveness, such as performance
as rated by the supervisor
Specifications based on statistical analysis
 The procedure of determining job specification through
statistical analysis.
Analyze the job and decide how to measure job performance

Select personal traits like finger dexterity that the organization believes
should predict successful performance

Test candidates for these traits

Measure these candidates’ subsequent job performance

Statistically analyze relationship between the human trait (finger dexterity)

and job performance
Essential element of effective human resource planning in determining quality of
human resources required in an organisation and facilitates division of work.

Useful in classification of jobs and interrelationship among them. Responsibility

commensurate with authority and accountability for various jobs can be specified
so as to minimise duplication or overlapping.

Provides valuable information required to identify training needs, to design

training programmes and to evaluate training effectiveness.

Provides understanding of what an employee is expected to do on the job. Such

understanding serves as the basis for meaningful forecast of job performance.
Selection methods are based upon such forecasts.
Reveals unhealthy and hazardous environmental and operational conditions in various jobs. Heat,
noise, dust, fumes, etc. are examples of such condition. On the basis of such information,
management can develop measures to ensure the health and safety of employees.

Job evaluation – Job analysis serves as the basis for determining the relative worth of different
jobs. Therefore, it helps in developing appropriate wage and salary structure, with internal pay
equity between jobs.

Career path planning – Job analysis provides a clear idea of career paths and jobs available in
the organisation with the help of job analysis, both employees and the organisation make efforts
for career planning and career development.

Labour Relation – Information obtained through job analysis is helpful to both management and
trade unions for collective bargaining. It is also helpful to resolve disputes and grievances
originated in the workplace.
Definition
A company’s plan that shows how it will match its internal
strengths and weaknesses with external opportunities
and threats to maintain a competitive advantage
 Key to Managerial Better Industrial
Efficient Utilization Motivation Higher Productivity
Functions Relations
• Handling HR • Planning, • The staffing function • Focuses on the • Productivity levels
efficiently has organizing, leading, in putting the right relation between the increase with the
become an directing, and men on the right management and efficient utilization
important function controlling (POLDC) job, also comprises unions. of resources in the
in the industry. are the five various motivational • Members from the best possible
• Large organizations managerial programmes. unions and asso- manner.
need huge HR to functions that need • It is essential to ciations form a • Minimizing wastage
execute their job HR for their launch financial and collective of time, money,
effectively. execution. non-financial bargaining forum. efforts, and
• Staffing function has • Human resources motivational • A strong relation energies.
emerged as a help in the schemes, including between them helps • Cost reduction,
critical organization accomplishment of incentive plans. taking decisions value engineering,
process. all these managerial • Incentive plans collectively. method study and
activities effectively become an integral work measurement,
and efficiently. part of staffing and other
• Staffing becomes a function to satisfy techniques help to
key to all both intrinsic and enhance
managerial extrinsic motivation. productivity.
functions.
 It is important to assess
both company’s demand for
Forecasting human qualified employees and
resource requirements the supply of those
employees either within the
organization or outside of it.
Estimate of numbers and
kinds of employees the
organization will need at
future dates

Demand for firm’s goods or Forecast is then converted

services must be forecast. into people requirements
 Show whether the needed employees
Determining whether the firm will be
may be obtained from within the
Forecasting human resource able to secure employees with the
company, from outside the
availability necessary skills, and from what sources
organization, or from a combination of
these individuals may be obtained
the two sources.

•Demand forecasting •Supply forecasting

•the detailed process of determining future
human resources needs in terms of quantity —
the number of employees needed — and quality
— the calibre of talent required to meet the
company's current and future needs.
•determines the current resources available to
meet the demands. With previous skills
inventory, HR specialists know which
employees in the organization are available to
meet current demand.
•HR specialists also want to look outside of the
organization for potential hires that can meet
the needs not fulfilled by employees already
present in the organization.
 HR specialist will match
the demand and supply
Comparing human
where the rest of the
resource requirements
human resources
and availability
management planning
process comes into place.

HR specialists develop a
This can be achieved by
plan to link the
training current
organization’s demand
employees, hiring new
for quality staff with the
employees, or combining
supply available in the
the two approaches.
market.
 After assessing HR
capacity and forecasting
Develop and
supply and demand, HR
implement the
specialists begin the
strategies
process of developing
and adding talent.

Talent development is a
crucial part of the
strategic human
resources management
process.
 Evaluate whether the plan
has helped the company to
Evaluation and
achieve its goals in factors
implementation of
like production, profit,
strategies
employee retention, and
employee satisfaction.

HR specialist can always

If everything is running
change up different
smoothly, continue with the
aspects to better suit
plan.
company’s needs.