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After studying this chapter, you should be able to:
1. Define job analysis.
2. States the benefits of conducting job analysis.
3. Explain the steps in job analysis.
4. Explain the relevance of job analysis to other HR activities.
5. Discuss the relationship between job analysis and the HRM
functions.
6. Indicate the methods by which job analysis typically is completed.
7. Identify and explain the various sections of job descriptions.
8. Provide examples the various factors that must be taken into
account in designing a job.
9. Discuss the various job characteristics that motivate employees.
10. Differentiate and explain the different adjustments in work
schedules.

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3.0 INTRODUCTION
For employees to perform satisfactorily, their skills, abilities and knowledge to
perform the job must match with the job’s requirement. A mismatch will lead to poor
performance, absenteeism, turnover and many other problems. Through a process
called Job Analysis, the skills and abilities to perform a specific job are determined.
Conducting job analysis is responsible of HR department. Job analysis is the basis of
a job design which requires a systematic job data gathering in respect to the tasks
and responsibilities of a particular job. In other words, it is an approach to a proposed
job or about the jobs performed in an organization.

Job analysis is an important basic human resource tool in providing detailed

information regarding tasks and activities performed in a specific job. This is because
the information is used to assign tasks and responsibilities for the position to be filled.
Thus, understanding and being able to embark on an effective job analysis may help
to identify job characteristics and worker’s trait towards the success of an essential
human resource function in today’s dynamic work environment.

3.1 DEFINITIONS OF JOB ANALYSIS

Job analysis is the systematic process of determining the skills, duties and
knowledge required for performing specific jobs in an organization (Mondy and Noe,
2009). According to Snell and Bohlander (2010), job analysis is the process of
obtaining information about jobs by determining the duties, tasks or activities of jobs.
Gary Dessler (2007) stated that job analysis is the procedure for determining the
duties and skills requirements of a job and the kind of persons who should be hired
for it. Job analysis is the process of getting detailed information about jobs using
systematic way to gather and analyze information about the content and context of
the job requirement. Job analysis is a process of obtaining information about
particular job by determining the responsibilities, duties, skills and experiences of the
prospective employee.

In other words, job analysis is the systematic procedure of collecting and analyzing
about jobs. It is also the process of compiling, maintaining, reviewing and modifying
information about jobs for the purpose of developing job description and job
specification.

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3.2 BENEFITS OF CONDUCTING JOB ANALYSIS

Below are some of the benefits of conducting job analysis such as:
 The result of the job analysis process helps the HR manager to carry out
HRM function.
• To reduce confusion of tasks and clarifies job relationships in macro
perspective
• Establishes a sound basis for supervisors’ expectations of subordinates’
performances and subsequent compensation
• As the foundation on which HRP and career activity are based.
• To improve their performance and productivity.
• To fulfill legal needs and regulations set by the government.
• Organization consists of positions that have to be staffed and Job analysis
produces information used for writing/prepare job description (JD) and job
specifications (JS).
• JA ensures that the selections of employees are directly related to job duties,
responsibilities and qualifications required to perform the job.

3.3 THE JOB ANALYSIS FRAMEWORK

Figure 3.1 illustrates the job analysis framework. The job analysis framework
provides varieties of information such as:
 Relationship between job analysis and other HRM functions.
 Steps to conduct job analysis.
 The methods of conducting job analysis.
 Sources of information for job analysis.
 Information gathered from job analysis.

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 Figure 3.1: Job analysis framework
Source: Snell and Bohlander (2010)

Relationship between Job Analysis and other HRM functions

The uses and purposes of job analysis information are useful with other HRM
function as following:
 Staffing
All areas of staffing would be haphazard if the recruiter did not know the
qualifications needed to perform the tasks. It also useful to identify future
staffing needs and to ensure the qualifying factors of the job applicant’s who
have the potential to fill in the jobs. The recruiter must know the job
specification before hiring a capable employee to fill the post. The manager
and supervisor will use the job description and job specification to select and
orientate the employee.

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  Human Resource Development
If job analysis suggests that the job requires employees to have certain
knowledge, skills and abilities (KSA) and the employees who filling the
position do not possess the KSA required; therefore, training and
development is in order. Training can help the employee understand that
knowledge, skills and abilities are needed to perform one’s task in a more
challenging job. Apart of that, the requirement contained in a job description
can help explain the criteria to evaluate the post holder’s performance.

 Compensation and Benefits

The relative value of jobs to the company must be known before dollar and
cent value can be placed on it. The more significant the duties and
responsibilities, the more the job is worth. Job analysis information is useful
for estimating the value and appropriate compensation for each job or to
design pay program. Management must consider requirements in terms of an
employee’s skills, effort and responsibilities, as well as the environment of
and hazards at the work place in determining the payment rate for workers so
that it is equal to the work performed.

 Employment and Labor Relation

Job analysis help to make decision with regards of job dissatisfaction and
breach of duties.

 Safety and Health

Information derived from job analysis is also valuable in identifying safety and
health considerations for each job.

Steps to conduct job analysis

There are six (6) steps to conduct job analysis as shown in Table 3.1.

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 Step 1: Select jobs to study / analyze.
Step 2: Determine information to collect.
 Tasks
 Responsibilities
 Skill requirements.
Step 3: Identify sources of data
 Employees
 Supervisors / managers
Step 4: Methods of data collection
 Interviews
 Questionnaires
 Observation
 Diaries and records.
Step 5: Evaluate and verify data collected
 Employees / staff
 Supervisors / managers
Step 6: Write job analysis report

Table 3.1: Steps in conducting job analysis

Source: Snell and Bohlander (2010)

The methods of conducting job analysis

There are few common methods of analyzing jobs. Table 3.2, Table 3.3, Table 3.4
and Table 3.5 illustrates the advantages and disadvantages of each method.

1. Interviews
The job analyst may question individual employees and managers about the
job under review. Employees can be interviewed to describe the duties
performed and check with the supervisor for the additional information and
accuracy of the information given by the employee.

Advantages
 Suitable when number of
employees is small and job being
analyzed are quite complicated.
 Can get complete information.
 All desired facts can be collected.
Disadvantages
 Time consuming.
 Slower data processing.
 Require for good rapport.
 Require good verbal skills.

Table 3.2: Advantages and disadvantages of interview in conducting job analysis

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 2. Questionnaires
The job analyst may circulate carefully prepared questionnaires to be filled
out individually by jobholders and managers. This form will be used to obtain
data in the areas of such as job duties and tasks performed; purpose of the
job, physical setting, requirement for performing job, equipment and material
used, and special health and safety concerns.

Advantages Disadvantages
 Suitable for considerable number  Requires good skills to develop
of jobs that can be described quite questions.
easily.
 Quick and economical.
 More accurate information.

Table 3.3: Advantages and disadvantages of questionnaires in conducting job analysis

3. Observation
The job analyst may learn about the jobs by observing how workers perform
job tasks and recording the findings on the standardized form the activities of
jobholders.

Advantages Disadvantages
 Suitable when number of jobs to be  Time consuming.
analyzed is small and the nature of  Suitable for normal, standardized
job prohibits the employees’ and short cycle activities but not for
absence from his or her the job with dominant mental skills.
workstation.
 Can show the link between physical
and mental tasks.
 Better understanding on job tasks.

Table 3.4: Advantages and disadvantages of observation in conducting job analysis

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 4. Diaries or log books
Jobholders themselves maybe asked to keep a diary of their work activities
during the entire work cycle. Information is gathered by having employees to
describe their daily job routine in a diary/logbook.

Advantages Disadvantages
 Good understanding of highly  Good understanding of highly
specialized jobs. specialized jobs.
 Tend to fraud.

Table 3.5: Advantages and disadvantages of diaries or log books in conducting job analysis

Other Popular Approaches to Job Analysis

Apart from the above methods, there are also other popular methods or approaches
in data collection that are quantitative in nature such as:

1. The critical Incident Method

The critical incident is a method by which important job tasks are identified
for job success. It helps to identify critical job task that important for job
success. Critical job tasks are those important duties and job responsibilities
performed by the job holder that lead to job success. Identify what is done,
how the job is performed and what tools & equipment are used.

2. Competency –based Analysis

The traditional approach to job analysis assumes a static job environment
where job remain relatively stable apart from incumbents who might hold
these jobs. However, competency-based analysis build job profiles that look
at the responsibilities and activities of jobs and the worker competencies
necessary to accomplish the job.

3. HRIS and Job Analysis

It provides Database Software programs designed specifically to analyze jobs
and to write job descriptions and job specifications based on those analyses.
It is also called as computer job analysis that helps automate the process of
job analysis through system. Contain general task statements that can apply
to many different jobs. Any task statement that best describe the job under
review will be used to develop job analysis.

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 4. The Position Analysis Questionnaire System (PAQ)
PAQ is a quantifiable data collection method as a basis for analyzing jobs
using questionnaire covering 194 different tasks that, by means of a five-point
scale, seeks to determine the degree to which different tasks are involved in
performing a particular job. Figure 3.2 illustrates the PAQ.

The 194 items are classified in six (6) groups namely (1) information input; (2)
mental process; (3) work result; (4) relationship with others; (5) work contents
and (6) other work characteristics. The score from respondents’ answers will
be analyzed by computer and the result will be used to determine the
characteristics of a job.

Figure 3.2: A Sample Page from the PAQ

5. Task inventory Analysis

It is also known as Functional Job Analysis (FJA). Task inventory analysis is
an organization-specific list of task and their description used as a basis to
identify component of jobs as shown in Figure 3.3. It utilizes a compiled
inventory of the various types of functions that can be found in a job. A job’s
requirements are categorized into detailed function (data, people & things),
activity and work procedure.

Based on Figure 3.3, if a clerk needs to copy data, talk to customers and lift
things, the difficulty level of his or her functions are 5, 6 and 7. This means
that the total difficulty level for the clerk is 18. Another example is the difficulty

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 for an assistant psychiatrist in a hospital is 1, 5 and 7, therefore the total level
of difficulty is 13. The smaller the score of the difficulty level, the higher the
difficulty level function. Therefore, jobs that have the same score are grouped
together and paid the same salary rate.

Figure 3.3: Sample of FJA

Sources of information for job analysis

Information on job analysis can be gathered from various sources such as:
1. Employees
2. Managers
3. Supervisors
4. Job analyst

Information gathered through job analysis

Table 3.6 below shows types of information gathered from job analysis.

Table 3.6: Information gathered from job analysi

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3.4 Job Descriptions and Job Specification

Data on a job obtained from a job analysis will be used to develop the job description
and specifications.

Job Description
Gary Dessler (2009) stated that job description is a list of job duties, reporting
relationships, working conditions and supervisory responsibilities. It is an
identification of the tasks, duties and responsibilities of a job, Mathis and Jackson
(2003). According to Mondy and Noe (2009) job description is a document that
provides information regarding the tasks, duties and responsibilities of a job. Snell
and Bohlander (2010) also agreed that job description is a statement of the tasks,
duties and responsibilities of a job to be performed. (Snell & Bohlander, 2010). A job
description is a written description on a job and it covers the duties that need to be
performed as shown in Table 3.6.

Job Description Description

Position Name
(Job title)
Work Introduction
(Job identification)
Duties or Obligation
 Represent the duties and level of the post in an organization.
 Psychological, the position name is able to represent a job’s
status.
 The position name should also explain the duties that need to be
performed in a job.
 Differentiate a job with another job.
 Items that need to be included in a work introduction include work
location in an organization, who the position holder should report
to and when time a job description was revised.
 A statement on the job obligations and duties is often arranged
according to its significance.
 A job statement should show the weight or value of a task in a
particular job. Often, the total time utilized to perform a task will
become the main weight.
 A statement covers responsibilities in performing duties and
results that should be achieved. It covers the equipment or tools
needed by employees to perform the job.
 The management must ensure that job duties and obligations do
not go against the law and regulations.

Table 3.6: Job Description components

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 Activity 1 : Based on your experience at work place, what are the problems
that may be faced by management and employees in the process of preparing
a job description report?

Job Specification
Job specification according to Gary Dessler (2009) is a list of human requirements
that is the required education, skills, personality and so on. Meanwhile, Mathis and
Jackson (2006) defined job specification as the knowledge, skills and abilities (KSA)
an individual need to perform a job satisfactorily. Job specification is a statement of
the needed knowledge, skills and abilities of the person who is to perform the job,
Snell and Bohlander (2010).

A job specification is personal qualifications an individual must possess in order to

perform the duties and responsibilities contained in a job description are compiled in
a job specification. Typically, job specification covers:-

 The skill required to perform the job.

This includes education or experiences, specialized training, personal
characteristics or abilities and manipulative abilities.

 The physical demands in performing a job.

This includes how much walking, standing, reaching, lifting or talking must be
done on the job. The condition of the physical work environment and the
hazards employees may encounter are also among the physical demands of
the job.

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3.5 JOB DESIGN

Job design helps employees achieve organization objectives and at the same time
gives satisfaction to employees performing their jobs. Job design is the process of
organizing task, duties and responsibilities into a productive unit of works, Mathis and
Jackson (2006). Mondy and Noe (2009) defined job design as a process of
structuring jobs that best contribute to organizational efficiency while facilitating
employee job satisfaction.

According to Snell and Bohlander (2010), job design is an outgrowth of job analysis
that improves jobs through technological and human considerations in order to
enhance organization efficiency and employee job satisfaction. Job design is
concerned with changing, modifying, and enriching jobs in order to improve
organization efficiency and employee job satisfaction.

3.6 BASIS FOR JOB DESIGN

Job design is concerned with changing, modifying and enriching jobs in order to
capture the talents of employees while improving organization performance. Job
design is a combination of four (4) basic considerations as shown in Figure 3.4.

Figure 3.4: Basis for Job design

Source: Snell and Bohlander (2010)

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Behavioral Concerns
Behavioral concern is aims to strive to satisfy the intrinsic needs of employees such
as self-esteem, self actualization, and social interaction. There are three (3)
behavioral aspects that increase job satisfaction of employees such as:

1. Job enrichment.
Job enrichment is the process of enhancing a job by adding more meaningful
tasks and duties to make the work more rewarding or satisfying through
increasing the autonomy and responsibility of employees. Managers can use
five factors to enrich the job of employees by:
• Increasing the level of difficulty and responsibility of the job.
• Allowing the employees t retain more authority and control over work
outcome.
• Providing unit or individual job performance report directly to
employees.
• Adding new tasks to the job that require training and growth.
• Assigning individuals specific tasks, enabling them to use their
particular competencies or skills.

The benefits of job enrichment are as follows:

• Fulfill the motivational needs of employees.
• Fulfill employees self esteem.
• Achieve long term job satisfaction.
• Increase job performance.

Activity 2 : In your opinion, what will happen if an employee’s duties and

responsibilities are increased but he or she is not psychologically ready to
accept the job enrichment?.

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 2. Job empowerment
Employee empowerment is a technique of involving employees in their work
through the process of inclusion. Empowerment encourages employees to
become innovators and managers of their own work, and it involves them in
their jobs in ways that give them more control and autonomous decision
making capabilities. For empowerment to grow and thrive, organization must
encourage these condition by granting employees power to initiate change,
thereby encouraging them to take charge of what they do. Also, by encourage
employees to become innovators and managers of their own work and it
gives them control and autonomous decision making capabilities. Employee
empowerment can be done through participation, innovation; access to
information and accountability.

3. Job characteristic
A job characteristic s model states that there are three (3) psychological
circumstances where an employee shows an improvement in his or her work
performance, internal motivation, decrease in employee non absenteeism and
dismissal. The three (3) psychological circumstances are (1) feeling a sense
of meaningfulness towards work performed; (2) feeling responsible towards
work results; and (3) knowing or understanding the work that has been done.
There are five (5) job characteristics that influence the three (3) psychological
circumstances above. The combination of the job characteristics and physical
circumstances produce a desired outcome from the employees as shown in
Figure 3.5. If there is a decrease in one of the three psychological
circumstances, it will affect the internal motivation of an employee.

a. Skill variety
Skill variety is the degree to which a job entails a variety of different
activities, which demand the use of a number of different skills and
talents by the jobholder.

b. Task identity
Task identity is the degree to which the job requires completion of a
whole and identifiable piece of work that is, doing a job from beginning
to end with a visible outcome.

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 c. Task significance
Task significance is the degree to which the job has a substantial
impact on the lives or work of other people, whether in the immediate
organization or in the external environment.

d. Autonomy
Autonomy is the degree to which the job provides substantial freedom,
independence, and discretion to the individual in scheduling the work
and in determining the procedures to be used in carrying it out.

e. Feedback
The degree to which carrying out the work activities required by the
job results in the individual being given direct and clear information
about the effectiveness of his or her performance.

Figure 3.5: Job characteristics model

Source: Adapted from Snell and Bohlander (2004)

Industrial Engineering Considerations

Industrial engineering is a field of study concerned with analyzing work methods and
establishing time standard to perform jobs. It involves the study of the work cycles to
determine which elements can be modified, combined, rearranged or eliminated to
reduce time needed to complete the cycle.

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 Through industrial engineering, the standard work duration for each work element is
merged and matched by taking into account employee’s skills and efforts when
performing the particular job. The time duration on matters that interrupt employees
when working are also considered. Therefore, the total time that has been changed is
considered the standard time to perform a work cycle. However, employees’
behavioral matters must be considered. This is because a job design that is only
seen from the industrial engineering’s point of view as being efficient and organized,
may not be psychologically suitable for the employee.

Activity 3 : Think about the industrial engineering strengths and weaknesses

towards the work process and employees. Based on your working
environment, list of its strength and weaknesses.

Ergonomics Consideration
Ergonomics is an approach to designing equipment and systems that can be easily
and efficiently used by human beings. It is concerned with adapting the entire job
system such as the work types, work environment, machine, equipment and
processes, must be suitable and match with employee that are performing the
particular job. It seeks to fit machine to man and not fit the man to the machine.

Ergonomic tries to lessen the negative impact such as carelessness, negligence and
other weaknesses that can cause defects to products and damages to the
equipment. Most importantly, it is to avoid employee injuries and accidents as well as
fatalities when performing work. In designing equipment, the employees’ physical
abilities as well as their reaction towards stimulation is considered.

The Objective the job is created

It is important to understand the reason why the job is created in the first place. Each
job that is created must states clearly all requirements needed such as tasks, duties

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 and responsibilities that the job holder is expected to do. A clear objective help the
jobholder understand their job and can perform well.

3.7 SUMMARY

Job analysis is the cornerstone of HRM because the information it collects serves
many HR functions. A major purpose of job analysis is to insure that selection
procedures are directly related to job duties and requirements. Employees make
important contributions to the organization through the design of their jobs and the
freedom they are given to perform their work.

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 1. Discuss why JA is the basic HR tools?
2. Explain the reasons for conducting JA.
3. Describe the various JA methods.
4. Identify the types of information required for JA.
5. Identify the steps in conducting JA.
6. Describe elements of JD.
7. Explain the relationship between job design and job
characteristics model.
8. Define the elements of a job analysis and discuss their
significance for human resource management.
9. Prepare a job description and job specification for any job that you
are familiar with.

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Study Notes

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