Chapter 5

Analysis of Work,
Designing Jobs
and Job Evaluation
 Learning Objectives 2

 The nature of job analysis and describe the process of conducting job
analysis
 The next logical step to job analysis is job design and describe the factors
which affect job design
 The various techniques of job design and explain each of them
 Job evaluation, its process and methods
 Nature of Job Analysis
 Before describing the nature of job analysis, it is useful to
understand the meaning of job itself
 A synonym for job is work
 Job or work transcends beyond related tasks and the money they
carry
 Work has two broad perspectives: sociological and psychological
 Job analysis refers to the process of collecting information about
a job
 It involves collection of information that should include
knowledge, skill and ability (KSA)
 In addition to KSA’s, other details about the job may include the
place where the job is completed and performance standards
 to be Collected by
Types of Information

Job Analysis
Nature of Job Analysis (Contd.)

Source: William P. Anthony, et. al., Human Resource Management—A Strategic

Approach, Thomson, 2008, p. 208
Job Description and Job Specification
Nature of Job Analysis (Contd.)

Source: Dale S. Beach, Personnel—The Management of People at Work,

p. 166
Job Analysis and Competitive Advantage

 Job analysis benefits an organisation in the following ways:

 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
The Process of Job Analysis

Source: Adapted from Personnel/Human Resource Management by

Leap and Crino, p. 121
The Process of Job Analysis (Contd.)
 Strategic Choices
 Employee Involvement
 Level of Details
 When and How Often
 Past-Oriented versus Future-Oriented
 Source of Job Data

Source: Cynthia D. Fisher, et.

Management, Houghton
al., Human Resource

Miffin, 1997, p. 140

Sources of Job Data
 The Process of Job Analysis (Contd.)

 Information Gathering
 This step involves decisions on three issues, viz:
 What type of data is to be collected?
 What methods are to be employed for data collection?
 Who should collect the data?

Personnel Responsible for Data Collection—Advantages and Limitations

The Process of Job Analysis (Contd.)

 Information Processing
 Once the job information has been collected, it needs to be processed, so
that it would be useful in various personnel functions

 Job Description
 Job description implies objective listing of the job title, tasks, duties and
responsibilities involved in a job
 Job specification, on the other hand, involves listing of employee
qualifications, skills and abilities
 The Process of Job Analysis (Contd.)
 Purposes of Job Analysis
Methods of Collecting Job Data
 Job Analysis and Strategic HRM

 A job analyst needs to be proactive in describing jobs

 There is a growing realisation of the need to match human

resource activities with an organisation’s strategic planning

 An important part of this task is the job analyst’s ability to

write job specifications that accurately detail the
knowledge and skills that will complement the future
strategic initiatives of the company
 Requisites for Job Analysis
 The job analysis should be so designed that derivation of
job descriptions and job specifications becomes easy
 Managers should communicate all relevant information to
employees concerning the job analysis to prevent
unnecessary uncertainty and anxiety
 When major organisational changes take place, job
analysis should be undertaken
 The purpose of job analysis, the extent of employee
involvement, the type of information required and the
levels of details required should be specified
 Requisites for Job Analysis (Contd.)
 Seek answers to the following:

 Do I understand this job?

 Are all major aspects of the job covered?

 Why the job exists?

 What precisely is it expected to achieve?

 What are the reporting relations of this job?

 What elements of planning, organising, evaluating and innovating are required?

 What marks the boundaries of the jobholder’s authority and discretion?

 What are the demanding aspects of the job?

 What interactions are needed?

 What specific skills are needed to do the job?

 Will this description communicate that understanding to others?

 Can I see the difference between this job and others?

 Is there an overlap of job purpose/accountabilities with other jobs?

 Is it concise, to the point and in present tense?

 Is the information provided specific to the job and not to the person doing the job?
 Competency-based Job Analysis
 Typical competencies included in the competency-based job
analysis include the following:
 Self-control
– Delivering customer service
 Self-development
– Continuous improvement
 Personal organisation
– Developing people
 Positive approach – Working with others
 Delivering results – Influencing
 Providing solutions – Leading
 Systemic thinking – Delivering the vision
 Attention to detail – Change and creativity

 Creating customer service