THE JOB ANALYSIS PROCESS

 The philosophy behind the job analysis process is

simple. The organization needs to know what every
employee’s job entails: what they do, how they do it,
and what they need to know. It involves gathering data
about the job and interpreting what it means about the
tasks and responsibilities of the position.
 Without thorough job analysis and resulting job
description , there could very well be a mismatch
between the employee’s skills and expectations. This
can result in low morale, lack of motivation and high
turnover
Job analysis methods

The basic method by which HRM determine job elements

and the essential knowledge, skills, and abilities for
successful performance include the following:
 Observation method:
A job analyst watches employees directly or review films
of workers on the job. Although this method gives first
hand information. Workers rarely function most efficiently
when they are being watched.
Job analysis methods

 Individual interview method:

it involves interviewing the employee who are actually
doing the job
 Group interview method
Similar to individual interview method except that several
people who hold the position are interviewed
simultaneously
Job analysis methods

 Structured questionnaire method:

It gives the workers a specifically designed questionnaire
on which they check or rate items they perform in their
job from a long list of possible task items.
 Technical conference method:
It uses supervisors with extensive knowledge of the job,
frequently call subject matter experts. Here specific job
characteristics are obtained from the experts.
Job analysis methods

 Diary method:
In this method job incumbents to record their daily
activities. This is most time consuming method and may
extend over long period of time
Purpose of job analysis

 No matter what method you use to gather data, the

information collected and written down from the job
analysis process generates three tangible outcomes. Job
descriptions, job specifications and job evaluation
Purpose of job analysis

 Job Description
It is written statement of what the job holder does, how
the job is done, under what conditions, the essential
functions, how the work is to be completed, what the
purpose of the work is, and how it relates to the
organization mission

“A statement including what a job entails”

Purpose of job analysis

 Job title: usually describes the job and hints the nature
and duties of the job
 Job identification: section includes the department
location of the job, a job identification code
 Objective: of the position or how it relates to other
positions and the organization mission
 Supervisor: to whom the position reports
 Job summary: including an outline of the job
responsibility
Purpose of job analysis

 Job specifications or minimum requirements: for

education, experience, special skills, licenses and
certifications
 Essential functions: with a detailed list of tasks, duties
and responsibilities. This may be further divided into
sections including essential mental functions essential
physical functions
 Disclaimer: statement that indicates that the job
description is not an exclusive list of the activities the
employee may need to perform. Other duties as assigned
is a common part of the disclaimer
 Signatures: of top management, supervisor and employee
Purpose of job analysis

 Job specifications
It states the minimum acceptable qualification that the
incumbent must possess to perform the job successfully.
Based on the information acquired through job analysis,
the job specifications identify pertinent knowledge, skills,
education, experience, certification and abilities
Purpose of job analysis

 Job evaluation
In addition to providing data for job descriptions and
specifications, job analysis also provides valuable
information for making job comparisons. If an
organization is to have equitable compensation program,
jobs that have similar demands in terms of skills,
knowledge and abilities should be placed in common
compensation groups. Job evaluation contributes by
specifying the relative value of each job in the
organization, which makes it an important part of
compensation administration
Job design

 Job refers to the way the position and tasks within that
position are organized. It describes what tasks are
included; how and when tasks are done; and any factors
that affect the work, such as in what order the tasks are
completed and conditions under which the tasks are
completed.
 Problem arises when employees do not feel a sense of
accomplishment after completing the tasks. To prevent
this, the job needs to designed so that the tasks have a
clear purpose and relate to the company mission.
Job design

 Too often organizations take tasks that more senior

employees consider unpleasant and load those into
positions for new hires.
 Good job designs incorporates tasks that relate to
organization goals and values into every job description
Job enrichment

 “If you want people to do a good job, give them a good

job to do”
 Expanding the job content to create more opportunities
for job satisfaction
 Richard Hackman offered a model of how to design jobs
that provide motivation based on five core
characteristics
Job enrichment

 Skill variety: allowing workers to use different skills and

talents to do a number of different activities
 Task identity: workers are able to see a completed
product or project or some visible outcome that creates
a sense of accomplishment
 Task significance: the task performed have some
meaningful impact on the organization or the external
environment
 Autonomy: worker has some control over the job
 Feedback from the job itself: the job includes some
opportunity to show the worker if the tasks are done
properly
Compressed work week
schedules
 Allow employees to work longer days in exchange for
longer weekend or other days off.
 The most typical is 4/10 schedule, which allows
employees to work four ten hours days in exchange of
three days weekend
 Companies have started using compressed work weeks
in response to customer demand for extended hours or
employee demand for flexibility
Flex time

 Also called flexible working hours, allows employees to

schedule the time they begin their eight hour working
day within guidelines.
 An alternative to traditional 9 to 5 work schedules
allows employees to vary arrival and departure times
 For example employees may choose from start times 7,8
or 9AM and end their days 8 hours later
Telecommuting

 Using technology to work in a location other than the

traditional workplace
 Its is also just as likely that employees use phone,
internet, and teleconferencing to accomplish their tasks
while travelling doing research, or at a local coffee shop
 Companies that have successfully implemented
telecommuting programs list the following keys to
success
Telecommuting

 Planning is necessary before implementing a

telecommuting program
 Clear expectation are important; employees must
understand the business goals that are to be met
 Well written policies and guidelines need to be
developed as to who is eligible
 Employees must understand that the privilege may be
revoked if the employee is not performing to the
expectation
 Senior management must be committed to promoting
telecommuting and making it work