JOB ANALYSIS,

JOB DESCRIPTION,
JOB
SPECIFICATION
JOB ANALYSIS
 Job analysis is a systematic investigation of the tasks,
duties and responsibilities necessary to do a job.
 Job analysis is the process of collecting job related
information.
JOB ANALYSIS PROCESS
 Determine what you want the information for.
 Identify the target jobs to be analyzed.

 Determine who would do job analysis.(in-house analyst

or contract)
 Do a review of related documents and literature

 Do the job analysis (using method to collect information)

 Process, synthesize, and interpret information and write

the job description
PROCESS OF JOB ANALYSIS
BEFORE CONDUCTING THE JOB
ANALYSIS
 Research by Levine et al. (1983) has pointed out 11 practical issues
that need to be considered prior to using a particular method:
 1. Past record: Has the method been tested and refined sufficiently to
be used as a method for the assignment at hand. 
 2. Availability: Is it available off the shelf? Those job analysis
methods such as questionnaires which are available off the shelf are
inexpensive, easy to administer though not totally tailored to the
requirement of the job analysis.
 3. Occupational versatility: There are instruments which are specific
to an occupation and there are those which are generic. Depending
on the requirement (versatility or specificity) the suitable method
should be chosen.
 4. Standardization: Is it possible to compare your results with others
that have been found elsewhere?
 5. User acceptability: Is the method acceptable to those who will
participate in the job analysis exercise?
 6. Training requirement: There are methods which need a lot of
training for those who are conducting and at times participating in it.
Training always comes at a cost and also increase the time of
administration of the method. 7. Sample size: How many
respondents does a method need for reliable results? 8. Reliability:
Will a method give results that are consistent?
 9. Cost: Job analysis costs and the cost matters. It is important to
adopt a method which is cost efficient for the organization.
 10. Quality of outcome: The quality of the outcome should be such
that it meets the objective of the job analysis exercise.
 11. Time to completion: Often job analysis exercises lose steam-they
take so long! Time to completion is, therefore, important to be
considered when choosing the method.
CHARACTERISTICS OF A GOOD JOB ANALYST. 

Effective analysts should:

be properly trained in job analysis techniques
have a working knowledge of the organization and the job in question
have good interpersonal skills
be comfortable working as a group facilitator
METHODS OF COLLECTING JOB
ANALYSIS DATA
 Observation
 Performing the job.

 Critical incidents

 Interview- individual & group

 Panel of experts

 Diary method

 Questionnaire
 Structured
 Unstructured
METHODS OF JOB ANALYSIS
 Observation:
 The job analyst observes the individual performing the job and takes
notes to describe the tasks and duties performed.
 lets the analyst see the work environment, tools and equipment used,
interrelationships with other workers and complexity of the job.
  suited for jobs which: -involve some amount of movement by the
worker which is observable.
 Advantage-First-hand knowledge
 Disadvantage- presence of an observer, i.e ., the job analyst may
affect the worker causing them to alter their normal work behaviour.
WORK SAMPLING TECHNIQUES
 Does not require continued attention during the entire course of the
in individual’s  work
 allows the job analyst to determine the content and pace of a typical
workday through a statistical sampling of certain actions
 useful in analysing jobs which are repetitive in nature.

Example-
A total of 500 observations taken at random times during a
one-week period (40 hours) on 10 machines with results
shown below.
 Category No. of observations
 (1) Being set up 75
 (2) Running production 300
 (3) Machine idle 125
500

How many hours per week did an average machine sped in each
category?

Time in each category determined by multiplying proportion by total

hours (40 hr)

Proportions of time determined as number of observations in each

category divided by 500
Category Proportion Hrs. Per Category

1. Being Set Up 75/500 =0.15 0.15*40=6

2. Running Production 300/500 =0.60 0.60*40 =24

3. Machine Idle 125/500 =0.25 0.25 *40 =10

1.00 40
 Statistical technique for determining the proportions of
time spent by subjects in various defined categories of
activity
 Large number of observations are made over an
extended period of time
 Statistical inferences are drawn about the proportion of
time spent by subjects in various defined categories of
activity
 Subjects = workers, machines Categories of activity =
setting up a machine, producing parts, idle, etc.
 Tells about machine utilization, worker utilization,
allowance for time standards.
EMPLOYEE’S DIARY
 Employee Diary/Log. This is yet another type of observation method
which requires employees to do self observation by keeping a log or
a diary of all job duties done during the course of a specified time
period.

 This would capture all the tasks and duties the employee performs
and also the frequency with which the tasks are performed.
CRITICAL INCIDENT TECHNIQUE
 The CIT is an interview technique used to investigate actual
incidences of on-the-job behaviour. 
 A Critical Incident is an event that has actually happened, had an
effect that is of crucial importance for being successful in the job, is
not frequently occurring, is relatively short-lasting, has directly
involved the respondents themselves and has happened not too long
ago.
 The technique consists of a set of procedures for collecting direct
observations of human behaviour which lead to either success or
failure at a task.
  An example could be dealing with a serious complaint of a customer.
  The incidents are recorded as notes, stories or anecdotes about how
a job holder handles certain situations and from these a composite
picture of job behaviour is built up.
INTERVIEWS
 Structured or Unstructured
  The interview can be used to collect information from the job holder
or the manager or at times from the subordinate too.
POSITION ANALYSIS QUESTIONNAIRE
(PAQ)
  Created by Ernest J. McCormick (1972), it was based on two
assumptions: (1) a relatively small set of behaviours is common to all
jobs and (2) all jobs can be described in terms of how much they involve
each of these behaviours.
 McCormick developed a structured questionnaire comprising 194
statements that describe the worker behaviours.
 Each statement is rated on skills such as the extent of use, importance of
the job and the amount of time spent in doing the job.
 The items are organized into six divisions:
 1. Information input: where and how the worker gets information
 2. Mental processes: reasoning and other processes that workers use
 3. Work output: physical activities and tools used on the job 
 4. Relationship with others 
 5. Job context: physical and social environment
 6. Job characteristics: such as pace and structure.

MANAGEMENT POSITION DESCRIPTION
QUESTIONNAIRE
 This is a standardized questionnaire designed to analyse managerial
and executive jobs.
  It is very comprehensive, consisting of 250 questions.
 The instrument has to be completed by managers themselves.
 There are six dimensions along which a questionnaire is designed-
decision making, problem solving, organizational impact, human
resource responsibility, know-how and contacts.
 MPDQ are not precise and require the responses of several
managers to describe a job reliably at the item level.
  MPDQ is one of the first computer-based job analysis system and is
able to give wide ranging reports in a graphical manner for easy
analysis.
WORK PROFILING SYSTEM (WPS)
 WPS contains a structured questionnaire which measures ability and
personality attributes in areas such as hearing skills, sight, taste,
smell, touch, body coordination, verbal skills, number skills, complex
management skills, personality and team role.
 There are three versions of this questionnaire based on the type of
occupations, i.e ., managerial, service and technical occupations.
 The questionnaire is available in pencil and paper as well as
electronic forms.
MULTIPURPOSE OCCUPATIONAL SYSTEMS ANALYSIS
INVENTORY CLOSED ENDED (MOSAIC).

 This is a questionnaire which contains 151 job tasks rated in terms of

importance for the effective job performance and 22 competencies
rated in terms of importance and required proficiency.
COMMON METRICS QUESTIONNAIRE (CMQ).

 The CMQ has five sections:

1. Background: 41 general questions about work requirements  such as
travel, seasonality and licensure requirements.
2. Contacts with people: 62 questions related to supervision, degree of
internal and external contacts and meeting requirements.
3. Decision-making: 80 questions related to managerial and business
decision making.
4. Physical and Mechanical Activities: 53 items related to equipment,
machinery and tools.
5. Work Setting: 47 items on environmental conditions and job
characteristics.
FLEISHMAN JOB ANALYSIS SURVEY.
 Another job analysis methodology-the Fleishman Job Analysis
Survey (FJAS), contains a taxonomy of abilities that include
52 cognitive, physical, psychomotor and sensory abilities.
 The FJAS uses level of ability rating scales that specify level of
functioning requirements for jobs.
 Its primary focus is on worker requirements once the job
duties or tasks have been defined.
 That is, it is used to link tasks with worker
characteristics for content validation purposes.
 The worker specifications consist of seventy-two
abilities categorized into six groups: cognitive,
psychomotor, physical, sensory and perceptual,
interactive and social, and knowledge and skills.
JOB ELEMENTS METHOD
 It focuses exclusively on worker characteristics, or traits
(the “elements” in Primoff’s terminology), which are
needed for performance of the job.
 These elements take the form of knowledge, skills,
abilities, and other characteristics (KSAOs).
 The process requires a meeting of job experts, who
generate the elements required.
 They might include fifty or more KSAOs
 These elements are then rated by the same or a different
group of job experts, using four different scales:
 1. the extent to which barely acceptable workers have the
element,
 2. the importance of the element in distinguishing
superior workers from average workers,
 3. the amount of trouble likely to be encountered if the
element is not considered, and the
 4. practicality of requiring applicants to possess the
element.
 The ratings from these four scales are then combined in a
complex manner to form a weight for each element.
ADVANTAGES OF JOB ANALYSIS
 Job analysis helps the personnel manager at the time of
recruitment and selection of right man on right job.
 It helps him to understand extent and scope of training required
in that field.
 It helps in evaluating the job in which the worth of the job has
to be evaluated.
 In those instances where smooth work force is required in
concern.
ADVANTAGES OF JOB ANALYSIS

 When he has to avoid overlapping of authority-

responsibility relationship so that distortion in chain of
command doesn’t exist.
 It also helps to chalk out the compensation plans for the
employees.
 It also helps the personnel manager to undertake
performance appraisal effectively in a concer
OBJECTIVES/PURPOSE OF JOB ANALYSIS
 OUTCOMES OF JOB ANALYSIS

 The information obtained from job analysis is classified

into three categories.

Job description
Job specification
JOB DESCRIPTION
 A job description is a written statement of the duties,
responsibilities, required qualifications and reporting
relationships of a particular job.
 The job description is based on objective information obtained
through job analysis.
 Job description acts as an important resource for
 Describing the job to potential candidates
 Guiding new hired employees in what they are specifically
expected to do
 Providing a point of comparison in appraising whether the
actual duties align with the stated duties.
PURPOSE OF JOB DESCRIPTION
 Described on the basis of job description, job
specification helps candidates analyze whether are
eligible to apply for a particular job vacancy or not.
 It helps recruiting team of an organization understand
what level of qualifications, qualities and set of
characteristics should be present in a candidate to make
him or her eligible for the job opening.
PURPOSE OF JOB DESCRIPTION
 Job Specification gives detailed information about any
job including job responsibilities, desired technical and
physical skills, conversational ability and much more.
 It helps in selecting the most appropriate candidate for a
particular job.
EXAMPLE OF JOB DESCRIPTION
JOB TITLE:_____ OCCUPATIONAL CODE:
________
REPORTS TO:___ JOB NO. :
___________________
SUPERVISES:___ GRADE LEVEL:
_______________
AS ON DATE :_________

FUNCTIONS:
____________________________________________________________
__________________________________________

DUTIES AND RESPONSIBILITIES:

____________________________________________________________
__________________________________________

JOB CHARACTERISTICS:
____________________________________________________________
__________________________________________
Job Description Sections
 Job identification
 Job summary

 Responsibilities and duties

 Authority of incumbent

 Standards of performance

 Working conditions

 Job specifications
Job Identification
Figure 4-7 Sample Job Description, Pearson Education
Job Title: Telesales Respresentative Job Code: 100001

Recommended Salary Grade: Exempt/NonExempt Status: Nonexempt

Job Family: Sales EEOC: Sales Workers

Division: Higher Education Reports To: District Sales Manager
Department: In-House Sales Location: Boston
Source: Reprinted and electronically reproduced by permission of Pearson Education, Inc., Upper
BlankRiver, New Jersey.
Saddle Date: April 2013
Job Summary
Summary (Write a brief summary of job.)
The person in this position is responsible for selling college
textbooks, software, and multimedia products to professors, via
incoming and outgoing telephone calls, and to carry out selling
strategies to meet sales goals in assigned territories of smaller
colleges and universities. In addition, the individual in this position
will be responsible for generating a designated amount of editorial
leads and communicating to the publishing groups product
feedback and market trends observed in the assigned territory.
Relationships
 Inside and outside the organization
 Reports to
 Supervises
 Works with
 Outside the company
Responsibilities and Duties (1 of 6)
Primary Responsibilities (List in order of importance and list
amount of time spent on task.)
Driving Sales (60%)
Achieve quantitative sales goal for assigned territory of smaller
colleges and universities.
Determine sales priorities and strategies for territory and develop
a plan for implementing those strategies.
Conduct 15–20 professor interviews per day during the academic
sales year that accomplishes those priorities.
Responsibilities and Duties (3 of 6)
 Initiate and conduct in-person faculty presentations and selling
trips as appropriate to maximize sales with the strategic use of
travel budget. Also use internal resources to support the territory
sales goals.
 Plan and execute in-territory special selling events and book-
fairs.
 Develop and implement in-territory promotional campaigns and
targeted email campaigns.
Responsibilities and Duties (4 of 6)
Publishing (editorial/marketing) 25%
Report, track, and sign editorial projects.

Gather and communicate significant market feedback and

information to publishing groups.
Responsibilities and Duties (5 of 6)
Territory Management 15%
Track and report all pending and closed business in assigned
database.
Maintain records of customer sales interviews and adoption
situations in assigned database.
Manage operating budget strategically.

Submit territory itineraries, sales plans, and sales forecasts as

assigned.
Provide superior customer service and maintain professional
bookstore relations in assigned territory.
Responsibilities and Duties (6 of 6)
Decision-Making Responsibilities for This Position:
Determine the strategic use of assigned sampling budget to most
effectively generate sales revenue to exceed sales goals.
Determine the priority of customer and account contacts to achieve
maximum sales potential.
Determine where in-person presentations and special selling events
would be most effective to generate the most sales.
ADVANTAGES OF JOB DESCRIPTION
It helps the supervisors in assigning work to the subordinates so
that he can guide and monitor their performances.
 It helps in recruitment and selection procedures.
 It assists in manpower planning.
 It is also helpful in performance appraisal.
 It is helpful in job evaluation in order to decide about rate of
remuneration for a specific job.
 It also helps in chalking out training and development
programmes
JOB SPECIFICATION

• Job specifications specify the minimum acceptable

qualifications required by the individual to perform the task
efficiently. Based on the information obtained from the job
analysis procedures, job specification identifies the
qualifications, appropriate skills, knowledge, and abilities and
experienced required to perform the job.

• Job specification is an important tool in the selection process

as it keeps the attention of the selector on the necessary
qualifications required for that job.
CONTENTS OF JOB SPECFICATION
 The contents are :
 Job title and designation
 Educational qualifications for that title
 Physical and other related attributes
 Physique and mental health
 Special attributes and abilities
 Maturity and dependability
 Relationship of that job with other jobs in a concern.
PURPOSE OF JOB SPECIFICATION

 Described on the basis of job description, job specification

helps candidates analyze whether are eligible to apply for a
particular job vacancy or not.
 It helps recruiting team of an organization understand what
level of qualifications, qualities and set of characteristics
should be present in a candidate to make him or her eligible
for the job opening.
 Job Specification gives detailed information about any job
including job responsibilities, desired technical and physical
skills, conversational ability and much more.
 It helps in selecting the most appropriate candidate for a
particular job.
PURPOSE OF JOB SPECIFICATION

 Job Specification gives detailed information about any

job including job responsibilities, desired technical and
physical skills, conversational ability and much more.
 It helps in selecting the most appropriate candidate for a
particular job.
EXAMPLE OF JOB SPECIFICATION
JOB TITLE: __________________________
EDUCATION:_________________________
PHYSICAL HEALTH:
________________________________________________________________
________________________________________________________
APPEARANCE:
____________________________________________________________
MENTAL ABILITIES:
_______________________________________________
SPECIAL ABILITIES:
_______________________________________________
PREVIOUS WORK EXPERIENCE:
________________________________________________________________
________________________________________________________
SPECIAL KNOWLEDGE &
SKILLS:_____________________________________
OTHER : ________________________________________________________
ADVANTAGES OF JOB SPECIFICATION
It is helpful in preliminary screening in the selection procedure.
 It helps in giving due justification to each job.
 It also helps in designing training and development
programmes.
 It helps the supervisors for counseling and monitoring
performance of employees.
 It helps in job evaluation.
 It helps the management to take decisions regarding
promotion, transfers and giving extra benefits to the
employees.
DIFFERENCE BETWEEN JD AND JS
Job Description
Includes purpose, scope, duties, task
and responsibilities
Analysis of task, activities, working
conditions, and accountability of a
particular job
Focused on the task
Job Specification
Indicates the qualifications and
qualities required for an employee to
be successful at their job
Analysis of abilities, characteristics
and qualifications of an employee
Focused on the qualities of an
employee
 JD and JS are two separate documents, however when
they are prepared they are usually merged into one and
called job description.
Job Description Sections
 Job identification
 Job summary

 Responsibilities and duties

 Authority of incumbent

 Standards of performance

 Working conditions

 Job specifications
Job Identification
Figure 4-7 Sample Job Description, Pearson Education
Job Title: Telesales Respresentative Job Code: 100001

Recommended Salary Grade: Exempt/NonExempt Status: Nonexempt

Job Family: Sales EEOC: Sales Workers

Division: Higher Education Reports To: District Sales Manager
Department: In-House Sales Location: Boston
Source: Reprinted and electronically reproduced by permission of Pearson Education, Inc., Upper
BlankRiver, New Jersey.
Saddle Date: April 2013
Job Summary
Summary (Write a brief summary of job.)
The person in this position is responsible for selling college
textbooks, software, and multimedia products to professors, via
incoming and outgoing telephone calls, and to carry out selling
strategies to meet sales goals in assigned territories of smaller
colleges and universities. In addition, the individual in this position
will be responsible for generating a designated amount of editorial
leads and communicating to the publishing groups product
feedback and market trends observed in the assigned territory.
Relationships
 Inside and outside the organization
 Reports to
 Supervises
 Works with
 Outside the company
Responsibilities and Duties (1 of 6)
Primary Responsibilities (List in order of importance and list
amount of time spent on task.)
Driving Sales (60%)
Achieve quantitative sales goal for assigned territory of smaller
colleges and universities.
Determine sales priorities and strategies for territory and develop
a plan for implementing those strategies.
Conduct 15–20 professor interviews per day during the academic
sales year that accomplishes those priorities.
Responsibilities and Duties (2 of 6)
 Conduct product presentations (including texts, software, and
Web site); effectively articulate author’s central vision of key
titles; conduct sales interviews using the PSS model; conduct
walk-through of books and technology.
 Employ telephone selling techniques and strategies.

 Sample products to appropriate faculty, making strategic use of

assigned sampling budgets.
 Close class test adoptions for first edition products.

 Negotiate custom publishing and special packaging agreements

within company guidelines.
Responsibilities and Duties (3 of 6)
 Initiate and conduct in-person faculty presentations and selling
trips as appropriate to maximize sales with the strategic use of
travel budget. Also use internal resources to support the territory
sales goals.
 Plan and execute in-territory special selling events and book-
fairs.
 Develop and implement in-territory promotional campaigns and
targeted email campaigns.
Responsibilities and Duties (4 of 6)
Publishing (editorial/marketing) 25%
Report, track, and sign editorial projects.

Gather and communicate significant market feedback and

information to publishing groups.
Responsibilities and Duties (5 of 6)
Territory Management 15%
Track and report all pending and closed business in assigned
database.
Maintain records of customer sales interviews and adoption
situations in assigned database.
Manage operating budget strategically.

Submit territory itineraries, sales plans, and sales forecasts as

assigned.
Provide superior customer service and maintain professional
bookstore relations in assigned territory.
Responsibilities and Duties (6 of 6)
Decision-Making Responsibilities for This Position:
Determine the strategic use of assigned sampling budget to most
effectively generate sales revenue to exceed sales goals.
Determine the priority of customer and account contacts to achieve
maximum sales potential.
Determine where in-person presentations and special selling events
would be most effective to generate the most sales.
Job Requirement Matrix
Competency Modelling
• Competency modeling is a job analysis method that identifies
the necessary worker competencies for high performance. ​
• Competencies are more broadly defined components of a
successful worker’s repertoire of behavior needed to do the job
well.​
• Rather than mere job skills, they are the worker characteristics
that underlie on-the-job success. ​
• Competencies often come from the top managers of an
organization and serve to reinforce the firm's culture.​
Competency Model for the job of Customer
Service Representative
FEW TERMS
 Job Dimensions- describes the size and range of
responsibilities of the job in terms of quantitative data
(e.g., sales target, number of people reporting in,
budgetary allocation).
 Job Classification- arrangement of job according into
classes, groups, or families according to some systematic
schema.
 Job Family- Groups of jobs that can be treated as similar
or are clubbed together for administrative purpose. These
jobs require similar types of training, skills, knowledge
and expertise.
JOB FAMILY

Staff accountant, project accountant and manager accounting are under accounting specialty
but each may report to a different dept. Staff accountant is the part of Accounts dept., project
accountant is allocated to a project being implemented for a client some where. Manager
accounting is the part of corporate planning dept. All three requires expertise in accounting
theory, principles, and practices.
FEW TERMS
 Job Evaluation- Identifying the relative worth of the job
within an organization and within the labour market. It is
used to determine compensation.
 Job Enlargement- refers to increase in number and
variety of tasks in a job. Also referred as Horizontal Job
Loading. With this, a worker might find juggling
between multiple priorities.
 Job Enrichment- Vertical job loading where a job
incumbent is allowed to take a higher level of
responsibility.
SOME WAYS OF JOB ENRICHMENT
(EXAMPLES)
 Giving variety of tasks- to give employees related tasks
to their position that can help add variety to their day.
For example, a warehouse worker whose primary job is
stocking shelves could also help process incoming
inventory and fill order slips.
 Employee development- training classes and tuition
reimbursement.
 Incentive programs- recognitions, additional pay, free
vacations, prizes, paid time off.
 Autonomy, power, and authority- e.g., If the supervisors
grant more authority and responsibility to their team
members.
 Participation in decision making.
FEW MORE TERMS
 Job involvement- degree to which individuals
psychologically identify with their work. It also refers to
the importance of work to a person’s self image.
 To foster a climate of job involvement-

 Psychological Safety- supportive management, no fear

of failure, clear expectations, consistent work norms.
 Challenging, worthwhile, rewarding work, clear sense of
contribution, conducive to learning and attainment of
mastery
HOW ARE EMPLOYEE ENGAGEMENT
AND EMPLOYEE INVOLVEMENT
DIFFERENT?
 An ‘engaged’ employee will understand and agree with the aims and
objectives of your business. They will come to work feeling
motivated and energised but unfortunately that’s about it.
 An involved employee will take an active role in the business.
They’ll implement new initiatives, take ownership of them and
actively participate in driving change.
 ‘Engagement’ is the result of a passive acceptance of company
values and objectives. It helps increase productivity, to a point.
‘Involvement’ is the active pursuit of these objectives. An involved
employee will help drive the organisation forward and add value to
your business.
FEW MORE TERMS

 Job Rotation- temporary switch of assignments to

train the worker in variety of tasks.
 Job Shadowing- students and trainees learn about a job
by walking through the work day as a shadow to a
competent employee.