Job Analysis

Padma Srinivas


‡ Job is generally defined as ¶a set of closely related activities carried out for pay· ‡ Recent observations indicate the following,
¶The modern world is on the verge of another leak in creativity and productivity, but the job is not going to be a part of tomorrow·s economic reality. There still is and will always be enormous amounts of work to do but it will not be contained in the familiar envelops we call jobs. Infact, many organizations are today well along the path towards being dejobbed. XIME HRM 2008

Nature of Job Analysis JOB ANALYSIS The procedure for determining the duties and skill requirements of a job and the kind of person who should be hired for it XIME HRM 2008 .

working conditions.Nature of Job Analysis JOB DESCRIPTION A list of job·s duties. and supervisory responsibilities-one product of a job analysis XIME HRM 2008 . responsibilities. reporting relationships.

personality and so on. skills.Nature of Job Analysis JOB SPECIFICATION A list of job·s ¶human requirements· that is the requisite education.another product of a job analysis XIME HRM 2008 .

Information collected through Job Analysis ‡ HR normally collects one or more of the following types of information via the JA î î î î î î Work activities Human behavior Tools equipment and work aids Performance standards Job context Human requirements XIME HRM 2008 .

Use of Job Analysis Information Job description & Job specification Recruiting and Selection Decision Performance Management Compensation Training XIME HRM 2008 .

Collecting JA information ‡ Interview method ‡ Questionnaires ‡ Observation ‡ Participant Dairy / Logs ‡ Multiple sources XIME HRM 2008 .

Writing Job Descriptions ‡ Job Identification ‡ Job Summary ‡ Responsibilities and duties ‡ Authority of incumbent ‡ Standards of performance ‡ Working conditions ‡ Job Specifications XIME HRM 2008 .

JA in a ´JOBLESSµ world ‡ From specialized to enlarged jobs ‡ Job enlargement ‡ Job rotation ‡ Job enrichment XIME HRM 2008 .

Specialized to Enlarged Jobs Job Enlargement Assigning workers additional same level activities thus increasing the number of activities they perform Job Rotation Systematically moving workers from one job another to enhance work team performance and /or to broaden his or her experience and identify strong and weak points to prepare the person for an enhanced role with the company XIME HRM 2008 .

achievement. growth and recognition XIME HRM 2008 .Specialized to Enlarged Jobs Job Enrichment Redesigning jobs in a way that increases the opportunities for the worker to experience feelings of responsibility.

‡ Flatter organizations ‡ Work teams ‡ Boundaryless Organization ‡ Reengineering XIME HRM 2008 .Why managers are dejobbing ‡ Dejobbing ² broadening the responsibilities of the company·s jobs and encouraging employees not to limit themselves to what·s on their job description.

Planning and Forecasting ‡ The process of deciding what positions will have to be filled and how ‡ Employment planning should be an integral part of a company·s strategic and HR planning process ‡ Projected openings can be filled from within or from outside XIME HRM 2008 .

Forecasting personnel needs ‡ Trend Analysis ‡ Ratio Analysis ‡ Scatter Plot ‡ Using computers to forecast personnel requirements XIME HRM 2008 .

Forecasting ‡ Inside candidates ‡ Outside candidates XIME HRM 2008 .

Effective Recruiting ‡ Developing an applicant pool ‡ Recruitment efforts should make sense in terms of the company·s strategic plans ‡ Some recruiting methods are superior to others ‡ Success depends on other HR issues and policies ‡ Bottomline ² Recruiting plans must be consistent and should be in line with company·s strategy XIME HRM 2008 .

Internal sources of candidates ‡ Job posting ‡ Re-hiring former employees ‡ Succession planning XIME HRM 2008 .

External sources of candidates ‡ Advertising ‡ Employment agencies ‡ Temp agencies and alternative staffing ‡ Off-shoring / outsourcing ‡ Campus recruitment ‡ Employee reference ‡ Executive recruiters (headhunters) ‡ Internet XIME HRM 2008 .

Recruitment yield 50 100 150 300 1200 New hires Offers made Cand interviewed Cand invited Leads generated XIME HRM 2008 .

Employee Testing and Selection XIME HRM 2008 .

Importance of careful selection ‡ Manager·s performance depends on that of subordinates ‡ Employees with the right skill and abilities will perform well ‡ Those with low skill and abilities will not produce desired results ‡ Recruiting. hiring and training employees is expensive XIME HRM 2008 .

Basic testing concepts ‡ Reliability ‡ Validity ‡ Criterion validity ² scores on the test are related to job performance ‡ Content validity ² contains a fair sample of the tasks and skills needed for the job XIME HRM 2008 .

Validating tests ‡ Job requirements ‡ Choose the tests ‡ Administer the test ‡ Relate your test scores to the criteria ‡ Cross-validate and revalidate XIME HRM 2008 .

verbal ability. memory. numerical ability ‡ Test of motor and physical ability ‡ Measuring personality and interests ‡ Achievement test ² school tests ‡ Web-based testing XIME HRM 2008 . vocabulary. numeral ability î Specific cognitive ability ² reasoning.Types of tests ‡ Tests of cognitive abilities î Intelligence tests-memory.

Work samples and simulations ‡ Work sampling and employee selection ‡ Management assessment centers î î î î î î The in-basket Leaderless group discussions Management games Individual presentations Objective tests The interview XIME HRM 2008 .

Background investigations ‡ Reference checks î To verify factual information î Uncover damaging information XIME HRM 2008 .

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