Job analysis and Description

• It is very important part

of HRP
• Job analysis made to
make HRP effective
• Thrust behind job
analysis been the civil
right movement
• Duties involved and the
skill required have to
be taken care of
 Meaning of JOB
• It is a synonym of Work
• What is work?
Work is physical and mental activity that is carried
out at a particular place and time, according to
instructions, in return for money.
• The job attends all the allied tasks for wage
and salaries
• Persons performance, motivation and loyalty
depend on how much s/he gets at the end of
month
 Definitions
• Job analysis is the process of collecting job
related information, which helps in the
preparation of job description and job
specification

• Job analysis is the process of studying and

collecting information relating to the operations
and responsibilities of a specific job.”
-Flippo
 Nature of JOB
• Job or work is beyond the related task and
money
• It has two perspective
– Psychological
• Deal with individual behaviour
• Work is more concerned with managerial problems
such as learning, attitude, perception, motivation etc.
– Sociological
• Concern with the factors affecting people’s experience
at work
• Involves issues like leadership, communication, power
and politics, group dynamics etc.
• Job analysis helps in identifying what the job
demands and what worker must possess to
perform the job successfully.
• Here job analysis results in two sets
– Job Description
• Indicates what job involves i.e. tasks and
responsibilities with job title, duties, machines, tools
etc.
– Job specification
• Capabilities that job holder should possess i.e.
education, experience, training, skills etc.
• There should be best fit between two or it
invites job dissatisfaction which might bring
low productivity, absenteeism and turn over
Job Analysis

Job Description
-job title Job Specification
-location -education, experience
-job summary -training, judgment
-duties -initiative
-machines, tools and -physical effort and skill
equipment -responsibilities
-materials and forms used -communication skills
-supervision given or -emotional characteristics
received -unusual sensory such as
-working condition sight, smell and hearing
-hazard
 Job Analysis and Competitive
Advantage
• If properly done, will enhance the effectiveness of
the all HR activities by;
– Laying the foundation for human resource planning
– Laying the foundation for employee hiring
– Laying the foundation for training and development
– Laying the foundation for performance appraisal
– Laying the foundation for salary and wage fixation
– Laying the foundation for safety and wealth
 Process of Job Analysis
Strategic Choices 1. Extent of employee
involvement
2. Level of details
3. Timing and frequency
Gather Information 1.
4. What type of data
Post oriented VS is
to be collected?
future oriented
2.
5. What
Sourcesmethods are to
of job data
be used?
Process Information 3. Who
Uses of JDshould
and JScollect
data? planning
Personnel
Performance appraisal
Hiring
Training and devl.
Job Description Job evaluation and
compensation
Health and safety
Employee discipline
Job Specification Work scheduling
Career planning
 Strategic Choice
• Org. require to make at least five choice
– The extent of employee involvement
• Collection of data about job and not of individual
• Consult job holder to get information
• Up to what extent employees are involved Is debatable issue
– too much involvement---- bias in favour of job
– Less involvement----- inaccurate or incomplete info.
• To get more accurate information communicate reasons with
employees to prevent employee dissatisfaction, uncertainty and
anxiety
• It is very imp to get accurate info. And for that org. should be
concerned about employees reaction about job analysis
• The level of details of the analysis
– Affect the nature of data to be collected
– It may be detailed, broad or less detailed
– Determinants
• Nature of job determined level of details
– For eg. Job related movement Sales exe. Vs. Finance
Manager
• Level of details required
– Motive of JA is to make massive change or scheduling
training program ----- detailed analysis
– Motive is only to clarify the job related duties then
less detailed analysis
• When and How often
– Timing and frequency of conducting job
analysis
– Job analysis conducted when
• Org. is new and job analysis initiated first time
• New job created in established co.
• Job is changed due to change in tech., procedure,
methods or system
• Org. is contemplating a new remuneration plan
• Employee or manager feel existence of inequities
between job demands and remuneration it carries
• Post oriented Vs. Future oriented
– if org. changes rapidly due to fast growth or
technological changes then future oriented
approach of job analysis should be adopted
– It helps in predicting
• How the job will be done in future and in what way it
should be done
• It also allow org. to hire and train people for the job
before changes made
 Purpose of Job Analysis
• Human Resource Planning
• Recruitment and Selection
• Training and Development
• Job evaluation
• Remuneration
• Performance Appraisal
• Personnel Information
• Safety and Health
Methods of Collecting Job Data
 Observation

 Interview

 Questionnaire

 Diary

 Technical Conference

 Checklists
 Potential Problems with Job
Analysis

• Support from Top Management

• Single Means and Source
• No Training or Motivation
• Activities may be distorted
 Job Design
• Job design follows Job Analysis
• It involves conscious efforts to organise tasks,
duties, and responsibilities into a unit of work
to achieve certain objectives.
Specification of Individual
Tasks

Specification of methods of
performing each task

Combination of tasks of the job

is to be assigned to Job holder
 Factors affecting Jo Design
-Connectivity
of activities
-Internal
Factors
•structure
WPs areof set
ways
each job of
performing
-Plannin
tasksg Behaviourial
•WorkDetermined
Environmental
flow by
-Executi
Orgainisational Factors
Elements
time study by
ng
influenced and (human needs
motion study Factors Employees
nature -controlli
of and necessity to
•Concerned
Methods
ng ormay Characteristics of ability and
product satisfy)
with
be designingor
traditional
services Task availability
jobs to fit
Feedback
collective Work flow Social and
physicalof
wishes Autonomy
Ergonomics Cultural
ability
employees Use of
Work Practices expectations
•/characteristics
Ability to Abilities
of an individual
design job is  Variety
limited
 Job Design Approaches
High
Socio-technical System

I Job Enrichment
m
p Medium
a
c Job Job Enlargement
t Engineering

Low Job Rotation

Low Medium High

complexity
 Job Rotation
• It refers to moving employees from job to job to add
variety and reduce boredom by allowing them to
perform a variety of tasks.

• Generally done by moving employee to another job at

same level and have similar skill requirements, when
an activity is no longer challenging.

• Employees having wider range of skills give more

flexibility to mgt. in scheduling work, adapting to
changes and filling vacancies
 Task -1 Task – 2 Task – 3
Drill Holes Assemble Parts Test Component

Week - 1 Week - 2 Week - 3

Draw backs
• Increase in training cost and work gets disrupted
as employees take time to adjust in new set up
• Demotivate intelligent and ambitious trainees
seeking specific responsibility in chosen specialty
 Job Engineering
• Job engineering focuses on
– Tasks to be performed
– Methods to be used
– Work flows among employees
– layout of the workplace
– Performance standards
– Interdependencies among people and machines
• It is about determining the time required to do each
task and the mo9vements needed to perform it
efficiently
• In job engineering high level of specialty is
intended
– Allow employees to learn a task rapidly
– Permit short work cycles so that performance can
be automatic and without mental effort
– Make hiring easier as low skilled people can be
easily trained and paid relatively low wages
– Reduce the need for supervision with simplified
job and standardisation
 Job Enlargement
• It refers to the expansion of the number of
different tasks performed by an employee in a
single job.

Drill holes Drill holes Drill holes

Assemble parts Assemble parts Assemble parts

Employee - 1
Employee - 2 Employee - 3
 Motivation by Job enlargement
• Task variety
– reduce boredom
• Meaningful work modules
– give satisfaction and appreciation
• Ability utilisation
– optimum levels of complexity make task challenging but attainable
• Worker-paced control
– movement from machine paced production line to worker paced
line
• Performance feedback
– short performance cycle follows with immediate feedback and if
backed by rewards will motivate them
 Drawbacks
• Training cost may rise
• Substantial cost involved when organisation
undergoes major changes by breaking up
current work system and design new system
• Productivity may fall during introduction of
new system
• Union may demand more pay with increase in
the workload
• Sometimes job remain boring after enlarging it
 Job Enrichment
• It is about adding more motivators to a job to
make it more rewarding.
• Job is enriched when job holders have
– Exciting, challenging and creative tasks or
– Gives more decision making, planning and
controlling powers
•Ordering
Task 2 material
Controlling/ •Planning
planning workload

•Drilling
•Assembling
Task 1
•Test
Doing
components
 Characteristics of Job Enrich
• Direct Feedback
• Client relationship
• New learning
• Scheduling own work
• Unique experience
• Control over resources
• direct communication Authority
• Personal accountability