JOB ANALYSIS

Group#4
S.no Name ID
1. Khurram Mehdi (Leader) 20202-26865
2. Abdul Rehman Zakir 20202-26867
3. Ayesha Feroz 20202-26846
4. Neha Razzak 20202-26841
5. Ramsha Mumtaz 20202-26890
6. Sameel Shamsi 20202-26830
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 Job Analysis

 It is a process of collecting & analyzing information.

 Information related to operations and responsibilities of a specific
job.
Itis the basis of all HR practices because the process sets up how
employee are hired, trained, evaluated & compensated.

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Types of Information Collected

 Work
activities

 Human requirements
 Human
behaviors
 Information
Collected Via
Job Analysis  Machines, tools,
 Job
equipment, and work
context
aids

 Performance
standards

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Job Description
Document that clearly states the
 Essential job requirements
 Job duties
 Job responsibilities
 Skills required to perform a specific role

Job Specification
It is a written statement of
 Educational qualifications
 Specific qualities,
 Level of experience,
 Physical, Emotional, Technical
 Communication skills required to perform a job
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WRITING JOB DESCRIPTION:
 Most important product of job analysis is the job description.

 There is no standard format for writing job description.

SECTIONS:
 

 Job descriptions contain sections that cover;

• Job Identification
• Job Summary
• Responsibilities and duties
• Authority of incumbent
• Standards of performance
• Working conditions
• Job specifications
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PURPOSE OF JOB ANALYSIS:
 
 To compile detail description of tasks, activities and responsibilities.

 To examine the information, qualifications, capabilities and different

necessities.

 To determine the connection of the work to technology and to different jobs.

 To appoint the best person to perform the work tasks.

JOB EVALUATION:
Uses of Job Analysis Information

 Job analysis

 Job description
and
specification

 Recruiting  Job evaluation—  Training  Performance

and selection wage and salary requirements appraisal
decisions decisions
(compensation)

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JOB ANALYSIS Methods

Methods for Collecting Job Analysis Information

Observations Interviews Questionnaires Diaries/Logs

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Observations
 Observe & Document
 Limited by observability
 Consider employee logs
 Useful for repetitive jobs

The Interview
 Quickly establish rapport with the interviewee
 Follow a structured guide or checklist
 Ask the worker to list his/her duties in order of importance and frequency of
occurrence

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Questionnaires
 Careful development of tool
 Efficient & effective
 Standardization is a benefit
 Consider combining methods

Diaries/Logs
 Recording daily activity in a dairy
 Comprehensive information is obtained
 Not a popular method
 Added as an extra workload

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STRUCTURED JOB ANALYSIS TECHNIQUES

 Occupational Information Network (O*NET)

• Free resource provided by DOL
• Provides data on over 900 Different job titles
• Helps organization with job analysis
Job Content Model
STRUCTURED JOB ANALYSIS TECHNIQUES

 Position Analysis Questionnaire (PAQ)

 194-item survey
 Six major divisions
 Quantitative description of job
 Comparison of jobs for pay purposes
 6 Steps of Job Analysis

Step 1: Decide how you’ll use the information

Step 2: Review relevant background information
Step 3: Select representative positions
Step 4: Actually analyze the job
Step 5: Verify the job analysis information
Step 6: develop a job description and job specification
Multifaceted Nature of Job Analysis

 Job analysis is extremely important to the organization. It influences every

aspect of human resource functions.
Competencies & Competency-based Job Analysis:

Competency:
 It can simply defined as demonstrable characteristics of the person that enable
performance of a job
Competency-based job analysis
 It means describing the job in terms of the measurable, observable, behavioral
competencies
 It emphasizes on what employee is capable of doing rather than on list of duties he
or she must perform.
Reasons for Competency-Based Job Analysis
 

 To support a high-performance work system (HPWS).

 To create strategically-focused job descriptions.
 To support the performance management process in fostering, measuring,
and rewarding:
 General Competencies
 Leadership Competencies
 Technical Competencies
Traditional Job Analysis vs Competency Approach:
 
How to Write Competencies-Based Job Descriptions

 Interview job incumbents and their supervisors

 Ask open-ended questions about job responsibilities and activities.
 Identify critical incidents that pinpoint success on the job
JOB DESIGN

It describes:

 What tasks are to be done.

 When and how the task is to be done.

 In what sequence the tasks are to be completed.

 Under what conditions the tasks are done.

JOB ENRICHMENT
Frederick Herzberg motivation theory:
Motivate the employees by enriching their job.

Core job characteristics:

• Skill Variety
• Task Identity
• Task significance
• Autonomy
• Feedback
FLEXIBLE WORK SCHEDULE

 Compressed work week schedules

 Flexible working hours

 Job sharing

 Telecommuting
JOB DESIGN AND TEAMS

 Should contain competent peoples.

 Every individual should have pertaining technical skills.

 Effective communication skills.

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