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JOB ANALYSIS

INTENDED LEARNING OUTCOMES

By the end of the learning experience, students must be able to:

1. Discuss the importance of job analysis; and
2. Define the job terms used in job analysis.

Job Analysis is conducted to determine the responsibilities inherent in the position as well as the
qualifications needed to fulfil its responsibilities. It is essential when recruiting to locate an individual
having the requisite capabilities and education.

IMPORTANCE OF JOB ANALYSIS (JA)

Successful HRM practices can lead to outcomes that create competitive advantage. When properly
performed, job analyses can enhance the success of HRM practices by laying the required foundation.

DEFINITION OF DIFFERENT JOB TERMS

a) Position-consists of the responsibility and duties performed by an individual. There are as many
positions in the firm as there are employees.
b) Job- group of positions that are similar in their duties. In some instances, only one position may
be involved, simply because no other similar position exists. For example, the position of the
chief accountant also constitutes a job since there is only one chief accountant in the
organization.
c) Occupation- group of jobs that are similar as to kind of work and are found throughout an
industry. An occupation is a category of work found in many firms.
d) Job Analysis- the procedure used for determining/collecting information relating to the
operations and responsibility of a specific job. The end results are job description and job
specifications.
e) Job Description- organized factual statements of the duties and responsibilities of a specific job.
It tells what is to be done, how it is done, and why. It is a list of job duties, responsibilities,
reporting relationships, working conditions, and supervisory responsibilities.
f) Job Specifications- a written explanation of the minimum acceptable human qualities necessary
for effective performance of a given job. It designates the qualities required for acceptable
performance, which are requisite education, skills personality, and so on.
g) Job Classification- grouping of jobs on some specified basis such as kind of work or pay. It can
refer to a grouping by any selected characteristics but preferably used most often in connection
with pay and job evaluation.
h) Job Evaluation- systematic and orderly process of determining the worth of a job relation to
other jobs. The objective is to determine the correct rate of pay.
i) Tasks- coordinated and aggregated series of work elements used to produce an output.
 j) O*Net-online resource which has replace the Dictionary of Job Titles; list of job requirements
for a very large number of jobs.
k) Functional Job Analysis- a task-based or work-oriented technique describing the work
performed.
l) Position Analysis Questionnaire (PAQ) – an example of a job analysis method

Job analysis provides information in several cases including the following:

1. How much time is taken to complete basic tasks?
2. How are task grouped together into a job?
3. How can a job designed so that employee performance can be improved?
4. What kind of skills is needed to perform a given job?
5. What kind of person is best suited to perform a certain type of job?

All these information provides a foundation for other HR activities.

SPECIFIC INFORMATION PROVIDED BY JOB ANALYSIS

1. Job title and location.

2. Organizational relationship. Brief explanation of the number of persons supervised (if
applicable) and job title of the position supervised. It also reflects supervision received.
3. Relation to other jobs. Describes and outlines the coordination required by the job.
4. Job summary. Condensed explanation of the content of the job.
5. Information concerning job requirements. Usually provides information about machines, tools,
materials, mental complexity and attention required, physical demands, and working
conditions. It varies from job to job.

USES OF JOB ANALYSIS INFORMATION

1. Preparing the Job Description and Writing the Job Specifications. The result of job analysis
provides a complete description that contains job summary, the job duties and responsibilities,
machine and equipment used, and some indications of the working conditions. It is also used to
describe the individual traits and characteristics required in performing the job well.

2. Recruitment and Selection. Job analysis information is useful when searching for the right person to
fill the job. It helps to seek and find the type of people that will contribute to and suit the needs of the
organization.

3. Determining the Rate of Compensation. Job analysis information is also essential for estimating the
value of and appropriate compensation for each job. This is because compensation usually depends on
the job’s required skill and education level, safety hazards, degree of responsibility, and so on, all of
which are assessed through job analysis.

4. Performance Appraisal. It involves comparison of actual versus planned output. Job analysis
information is used to identify the standards and performance objectives and specific activities to be
performed against which employees are evaluated. It is used to acquire an idea of acceptable level of
performance for a job.
5. Training. Job analysis information is used to design training and development programs because the
analysis and resulting job description show the skills and therefore the kind of training that is required.
Training and development are conducted to satisfy these skills and competency requirements.

6. Career Planning and Development. The movement of individuals into and out of positions, jobs,
and occupation is a common procedure in organizations. JA provides clear and detailed information to
employees on career movement.

7. Safety. The safety of a job depends on the proper layout, standards, equipment, and other physical
conditions. What a job entails and the type of people needed contribute information to establish safe
procedures so that unsafe practices can either be changed or discontinued.

8. Labor Relations. An attempt of an employee to add or subtract from the duties listed, as a result of
job analysis, is already a violation of this standard. The labor union as well as the management is
interested in this matter. Controversies often result and a written record of the standard job jurisdiction
is valuable in resolving such disputes.

METHODS USED IN JOB ANALYSIS

1. Interview. Job analysis information can be obtained by interviewing the job incumbent or by
group interviews with group of employees doing the same job or by interviewing the supervisor
who is knowledgeable about the job. Interview information is particularly valuable for
professional and technical jobs that mainly involve thinking and problem solving.

2. Observation. Direct observation is especially useful when jobs consist mainly of observable
physical activity. Jobs like those of a janitor, production workers, and drivers, are examples of
these. On the other hand, observation is usually not appropriate when the job entails significant
amount of mental activity, such as the work of the lawyer, financial analyst, and the like.

3. Questionnaires. The use of questionnaires is usually the least costly method for collecting large
amount of information in a short period of time. Advantages of using the questionnaire method
include the information gathered is quantitative in nature and can be easily updated as the job
changes. It usually includes questions asking the worker to describe the kinds of experiences,
qualifications, and attitudes need to performed and the importance of each activity or the
percentage of time spend in performing it.
4. Employee Recording/Use of Log Book. This is recording by job incumbents of job duties,
frequency of the duties, and when the duties are accomplished. This can produce a complete
picture of the job, especially when supplemented with subsequent interviews with the worker
and the supervisor.

STEPS IN CONDUCTING JOB ANALYSIS

Step 1 Step 2 Step 3 Step 4

Examine the total Determine the Select job to be Collect data by
organization and purpose of JA. analyzed. using acceptable JA
the fit of each job. techniques.
 Step 7 Step 6 Step 5
Use information from Step 1-6 for Job
Design, Planning, Selection and Training, Prepare JS. Prepare JD.
Recruitment, Performance appraisal,
Compensation, etc.

Figure 2. Recommended Steps in Conducting Job Analysis

Step 1- Provide a broad view of how each job fits into the total fabric of the organization. This is to
determine how the data will be used in HRM planning HR mangers should decide what data needs to be
collected, the best method of collection, and the uses of the information in a comprehensive HRM
strategy.

Step 2 – Identify the use to which the information will be put, since this will determine the type of data
to be collected and how to collect data. This requires studying the organization charts, job descriptions,
and work process charts.

Step 3 – Since it is usually too costly and time consuming to analyze every job, a representative sample
of jobs needs to be selected. Review relevant background information such as organization charts,
process charts, and existing job descriptions. Organization chart show how the job in question relates
to other jobs and where it fits in the overall organization. It should identify the title of each position
and, by means of interconnecting lines, show who reports to whom in the hierarchy. Process charts
show the flow of inputs to and outputs from the job under study. Existing job description can provide a
starting point for building the revised job description.

Step 4 – This involves the actual analysis of job by collecting data on job activities, required employee
behaviour, education, training, experience requirements, working hours, equipment used, required job
duties, process workflow, working conditions, and human traits and abilities needed to perform the job.
This is done through the use of acceptable job analysis techniques. The information collected in Step 4
is then used in Step 5 and Step 6 to develop the job description and job specifications. A job description
and job specification are usually two concrete products of the job analysis.

WRITING THE JOB DESCRIPTION

The original purpose of job description is to establish the level of difficulty of a specific position for the
purpose of establishing pay levels. Over the years, new directions in management thinking point to a
move from duty-oriented job description to role and competency-oriented descriptions. This does not
become out dated as quickly and provides both supervisor and employees clarity on the what, how, and
even why of the position. In addition, it is easier to alter as the technologies, strategies, or customers’
needs change.
One way to begin creating role and competency description statement is to cluster related skills like
customer service competency, which may include the following entries: anticipate customer needs;
deliver on time; show care and concern; and help customer evaluate needs. Converted into behavioural
statements for job description, it may be stated as: ‘’Deliver commitments or service to meet or exceed
customer satisfaction’’ or ‘’Show care and concern to demonstrate customer importance and value.’’
The value of utilizing the role and competency model is that these behaviours seldom change, even as
the means of executing them evolve with modern technology or company strategy. In addition, if an
employee has an objective standard to measure the performance of the job, it will be known whether or
not the standards are being met.

The first and immediate product of job analysis is the job description. As indicated, this is basically
descriptive and constitutes a record of existing and pertinent job facts. These facts must be organized
in some fashion in order to be usable.

Suggested contents are given as follow:

1. Date written
2. Job status- full-time/part-time including salary
3. Job identification – the identification section includes such information as job title, department,
division, plant and code number of the job.
4. Job summary – A brief one or two-sentence state describing the purpose of the job and what
output are expected from job incumbents.
5. Working relationship, responsibilities, and duties performed-Relationship statement shows the
jobholder’s relationship with others inside and outside the organization. These include
supervision received (to whom the job incumbent report) and supervision exercised (who
reports to the employee).

Below is an example of a job description:

Job Title: HR Manager

Reports to: Vice President of HR
Supervises: HR Assistant, Compensation, Analysis, and Benefits Clerk
Coordinates with: All department managers and executive management
Outside the Company: Recruitment agencies, DOLE, union representative

Responsibilities and duties should be presented in clear and precise statements and should include
essential functions and major tasks, duties and responsibilities performed. The function of each job
should be identified and explained for the benefit of the jobholder.

6. Authority of incumbent- defines the limit of the jobholder’s authority, including his/her
decision-making authority, direct supervision of other personnel, and budgetary limitation.
7. Competency requirements- education and experience including special skills required to
perform the given job.
8. Working conditions- a list of the general working conditions involved with job, location of the
job, and other relevant characteristics of the immediate work environment such as hazards and
noise levels.
9. Below is an example of a job specification:
 Position title: Chief Accountant
Division/Department: Accounting Department
Reports to: General Manager
Coordinates with: All department Heads
Supervises: All Accounting Personnel

SUMMARY OF DUTIES

Apply principles of accounting to analyze financial information and prepare financial reports by
compiling information, preparing profit and loss statements, and utilizing appropriate accounting
control procedures.

PRIMARY RESPONSIBILITIES

1. Prepare profit and loss statements and monthly closing and cost accounting reports
2. Compile and analyze financial information to prepare entries to accounts, such as general
ledger accounts, and document business transactions.
3. Establish, maintain, and coordinate the implementation of accounting and accounting control
procedures.
4. Analyze and review budgets and expenditures
5. Monitor and review accounting and related system reports for accuracy and completeness
6. Prepare and review budget, revenue, expense, payroll entries, invoices, and other accounting
documents
7. Analyze revenue and expenditure trends, recommend appropriate budget levels, and ensure
expenditure control
8. Explain billing invoices and accounting policies to staff, vendors, and clients
9. Resolve accounting discrepancies
10. Recommend, develop, and maintain financial databases, computer software systems, and
manual filing systems
11. Supervise the input and handling of financial data and reports for the company’s automated
financial systems
12. Interact with internal and external auditors in completing audits
13. Perform other duties as maybe assigned by the general manger from time to time

KNOWLEDGE AND SKILL REQUIREMENTS

1. Knowledge of finance, accounting, budgeting, and cost control principles including generally
accepted accounting principles; knowledge of financial and accounting software applications;
ability to analyze financial data and prepare financial reports, statements, and projections. This
is normally acquired through a combination of the completion of a bachelor’s degree in
Accounting, three to five years of accounting experience, and successful completion of CPA
exams.
2. Work requires willingness to work a flexible schedule
WORKING CONDITIONS

Working conditions are normal for an office environment. Work may require occasional weekend and/or
evening work.

New Jobs and Hot Jobs for the 21st Century

New job descriptions are appearing with increasing frequency. A cursory scan of company openings
being advertised in JobStreet Philippines, an online recruitment center, gives a sense of what is
happening in the job market. Of more than 700 positions listed on the site, there are several new titles
including chart/board coordinator, configuration manger, device driver engineers, network
administrator, network engineer, page publisher, web developer and web publisher, java programmer,
e-business manager, and e-consultant to name a few. The internet has changed the way people do
things. More online shopping, for example, means more jobs in package delivery services. With more
young people online, the Internet is also seen as a key venue for reaching the coveted youth market.
Those who seek work in e-commerce would be wise to seek out hot sectors such as the wireless and
fiber optics industries, writes Dori Jones Yang in U.S. News and World Report. Wireless services, in fact,
are one of the world’s hottest sectors, according to Employment Review Online.

Rapid advances in computers and telecommunications technology are the main drivers behind the
emergence of new job titles. An ‘’auditor’’ is now called an ‘’e-commerce accountant.’’ Apparently, e-
commerce accountants are those who advise companies on whether they make financial sense to sell
goods and services online. The still requires traditional accounting training and license, but to keep
abreast with the times, they also need to be familiar with software and Internet technologies.

In the Philippines, a number of major private and government agencies have already employed web
designers, content producers, and other internet professionals.

Employment prospects and career advancement are affected by the choice of course and school, as
well as academic achievement, individual aptitude, and so on. Both the academe and industry leaders
agree in emphasizing the primacy of engineering and technical fields, including information
technology, if one wishes to be ahead in the race for jobs year from now.

WRITING THE JOB SPECIFICATIONS

The job specification use the job description to define the kind of human traits and experience required
to do a specific job well. It shows what kind of person to recruit and for what qualities that person
should be tested. Job specifications identify the minimum acceptable qualifications required for an
employee to perform the job adequately. The job specification may be a separate section on the job
description, a separate document entirely, or at the concluding part of the job description.

The information contained in a job specification usually includes the following basic criteria:
1. Knowledge- body of information one needs to perform the job;
2. Skills- the capability to perform a learned motor task such as word processing skills;
3. Ability- the capability needed to perform non-motor tasks such as communication abilities;
4. Personal Characteristics- an individual’s traits such as tact, assertiveness, concern for others
etc;
5. Credentials- proof or documentation that an individual possesses certain competencies;
6. Technical Requirements- include criteria such as educational background, related work
experience, and training.