Unit 2

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Job Analysis
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What is Job Analysis?

 A job may be defined as a collection of tasks, duties and

responsibilities. Job analysis is a systematic and detailed
examination of jobs.

 It deals with two things-Job Task Analysis: what a job

holder is supposed to do (job requirement or job
description) and Job Skill Analysis: what skills and
competencies are needed to perform a job( job
specification)
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 The process of Job Analysis compels management to

present the essential requirements of a job clearly
and also what kind of skills and competencies are
needed to complete the job successfully in a given
environment.

 This helps in successful performance of many HRM

functions.
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Definitions-Job Analysis

 Mondy and Noe 2010: Job analysis is the process of

determining the skills, duties and knowledge required to
perform jobs in an organization.

 Robbins et. al. 2012: It is a systematic exploration of the

activities within a job.

 Dessler et. Al. 2012: It is the process of determining the

duties and skill requirements of a job and the kind of
person who should be hired for.
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Contents of Job Analysis

Job Identification: Its title, including its code number

Significant Characteristics of a job: Its location,

Department, Job classification, pay grade.

Job summary: specific operation and tasks that make up an

assignment, their relative timing and importance, their
simplicity, routine or complexity, the responsibility or safety.
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 Roles and Responsibilities: Tasks, duties, responsibilities,

Health and safety, working conditions and tools and
materials to be used.

 Required Personnel Attributes: Experience, training,

apprenticeship, physical strength ,co-ordination or
dexterity, physical demands, mental capabilities, aptitudes
and social skills.
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Example: HR EXECUTIVE

Job Title: HR Executive

Job Code : HE570

Location : Hinjewadi, Pune, India

Department : HR Department

Job Classification: Full time employee

Job Summary :

Designing compensation and benefits packages. Implementing performance

review procedures (e.g. quarterly/annual and 360° evaluations) Developing fair
HR policies and ensuring employees understand and comply with them
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Roles and Responsibilities:

 Planning and forming employee benefits package

 Maintaining the employees’ data

 Execution of employees’ performance review procedure

 Managing the hiring processes of the new employees

 Evaluating and monitoring the budgets of all the departments

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 Operating the day-to-day operations of the human resource

department

 Ensuring that the employees are complying with the policies of

the company

 Listing to employees’ complaints and ensuring workplace safety

 Organizing exit interviews and recognizing the reasons for

resignation
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Skills:
 Bachelor’s degree in Human Resource Management or relevant field

 1+ years of experience as an HR executive or in any similar role

 Prior experience working with HRM Software

 Knowledge and understanding of HR cycle

 Ability to coordinate and work as a part of the team

 Efficiency in time management

 Must have leadership skills and work ethics

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Methods/Techniques of Job Analysis

 Job Performance

 Personal Observation

 Sending Out Questionnaires

 Checklist

 Maintenance of Log Records

 Personnel Interviews

 Critical Incidents
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The steps in Job Analysis:

 Step 1: Organizational Analysis

 Step 2: Selection of Representative Position to be

Analyzed

 Step 3: Collection of Job Analysis Data

 Step 4: Developing a Job Description

 Step 5: Developing Job Specification

 Step 6: Review and update information

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Advantages/ Purpose of Job Analysis

 Human Resource Planning

 Recruitment and Selection

 Placement and Orientation

 Employee Training and Management Development

 Wage and Salary Administration

 Job-Re-engineering

 Performance Appraisal

 Health and Safety

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Tools for collecting Job Analysis Data

O’ Net Model

It embodies a view that reflects the character of occupations (via job-

oriented descriptors) and people (via worker-oriented descriptors).

The Content Model(O’ Net model) also allows occupational information

to be applied across jobs, sectors, or industries (cross-occupational
descriptors) and within occupations (occupational-specific descriptors).

These descriptors are organized into six major domains, which enable
the user to focus on areas of information that specify the key attributes
and characteristics of workers and occupations.
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Tools for collecting Job Analysis Data

Questionnaire Model
a. The position Analysis Questionnaire(PAQ)
The Position Analysis Questionnaire is one of the most
widely used means of job analysis.
It is a structured job analysis questionnaire that
quantitatively measures job characteristics and correlates
them with human traits.
The PAQ contains “job elements” or items which are 194 in
number.
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 The 194 elements of PAQ are further classified into 6 divisions as under:

 • Information Input

 • Mental Processes

 • Work Output

 • Relationship with other persons

 • Job context

 • Job related variables

 All the job elements are rated on 6 scales which are: importance, applicability,
possibility of occurrence, extent of use, time, and some predetermined special
codes for specific jobs.

 The purpose of PAQ is to develop an ‘internal equity’ for the compensation

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b. Management Position Description Questionnaire (MPDQ)

It is a questionnaire used in Human Resource Management for the purpose of analyzing

management positions.

Allows HR department to establish training requirements, salary bands and job groupings
for new posts.

It examines a variety of managerial dimensions, including decision making and

supervising.

MPDQ uses quantitative responses to standard items for the analysis of Jobs.
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c. Functional Job Analysis(FJA)

 Functional Job Analysis is the practice of examining either a job’s requirements

and assigning the right candidate for that job or examining the candidate’s
qualifications and skills and assigning the right job to that candidate.

 It also functions in reverse by not matching the wrong candidate to a job or vice
versa.

 Functional job analysis (FJA) is a method used by human resources and

industrial-organizational (I/O) psychologists to assess occupational roles within
an organization.

 This method is characterized by a detailed examination of an individual’s

abilities and overall qualification compared to the demands and expectations of
their specific position within a larger structure.
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The Purpose of Functional Analysis

Employees are typically the most valuable and important resources

in any organization. Successful business leaders know that placing
the right people in jobs that are suited to them is critical to long-
term success.

Ultimately, the purpose of any kind of job analysis is to ensure that

employers invest in workers that can provide overall value to their
organization. This includes a thorough investigation of an
individual’s ability to perform their job as well as the ways their
performance could impact the work of other team members.
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Competency Model

Competency Analysis is ‘worker’ focused.

What an employee must possess in terms of core competencies and

specific competencies to complete the task.

Competency model focus more on how the worker is able to meet the
job’s objectives and actually accomplishes the work.
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Case :
Another example is a study done by ABC Corporation, which found that
their employees were experiencing high levels of stress due to unrealistic
workload expectations. By conducting a job analysis, they were able to
identify areas where employees were being asked to perform tasks outside
of their job description, leading to burnout and decreased productivity.
The company was able to adjust workload expectations and provide
additional support to employees, resulting in improved job satisfaction
and retention rates.
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Job Analysis

Job Description
Job Specification
1. Job Title
1. Qualifications
2. Job Location
2. Experience
3. Job summary
3. Training
4. Reporting to
4. Skills
5. Working conditions
5. Responsibilities
6. Job duties
6. Emotional Characteristics
7. Machines to be used
7. Sensory Demands
8. Hazards
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Job Description

 A job description is a written statement of what the job

holder does, how it is done, under what condition it is done
and why it is done.

 It describes what the jobs is all about, throwing light on the

job content, environment and conditions of employment.

 It is descriptive in nature.
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Components of Job Description

 Job Title : Tells about the job title, code number and the
department where it is done

 Job Summary: A brief write-up about what the job is all

about.

 Job activities: A description of the tasks done, facilities used,

extent of supervisory help.

 Working conditions: The physical environment of job in terms

of heat, light, noise and other hazards.

 Social Environment: Size of work group and interpersonal

interactions required to do a job.
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Specimen of Job Description

 Title: Compensation Manager

 Code: HR/2310

 Department: Human Resource Department

 Summary: Responsible for the design and administration

of employee compensation programmes
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Duties: Conduct Job analysis

Prepare job descriptions for current and projected positions.

Evaluate Job descriptions and act as chairman of Job

Evaluation committee.

Insure that company’s compensation rates are in tune with

the company’s philosophy.

Relate salary to the performance of each employee. Conduct

periodic salary surveys.
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 Develop and administer performance appraisal

programme

 Develop and oversee bonus and other employee benefit

plans.

 Develop an integrated HR information system.

 Working Conditions: Normal. Eight hours per day. Five

days a week.

 Report to: Director, Human Resource Departments

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Problems with Job Description

 It is not easy to reduce all the essential components of a

job in the form of a clear and precise document.

 Job description are sometimes not updated as job duties

change.

 They can limit the scope of activities of the job holder,

reducing organizational flexibility.
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Writing a clear and specific Job Description
 The JD should indicate the nature and scope of the job, including all
important relationships.

 It should be brief, factual and precise; use active verbs such as collect
mail, sort out ‘mail’, distribute ‘mail’ etc.

 Give clear picture of job; explain all the duties and responsibilities of the
job in greater detail.

 More specific words be chosen to show:

a. The kind of work

b. The degree of complexity

c. The degree of skills required

d. The extent to which problems are standardized and the degree and type
of accountability.
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Job Specification

 Job specification summarizes the human characteristics

needed for satisfactory job completion.

 It tries to describe the key qualifications someone needs

to perform the job successfully.

 It spells out the important attributes of a person in terms

of education, experience, skills, knowledge and abilities
(KSAs)
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The personal attributes that are described through a job

specification may be classified into 3 categories:

1. Essential Attributes: Skills, Knowledge and abilities

(KSAs)

2. Desirable Attributes: qualification a person ought to

possess.

3. Contra Indicators: Attributes that will become a

handicap to successful job performance.
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Job specification of a Compensation Manager

 Education: MBA with specialization in HRM/MA in social

work/PG Diploma in HRM/MA in industrial psychology

 Experience: At least 3 year’s experience in a similar position in a

large manufacturing company.

 Skills, Knowledge, Abilities: Knowledge of compensation

practices in competing industries , of job analysis procedures, of
compensation survey techniques of performance appraisal
systems.

Skills in writing job descriptions, in conducting job analysis

interviews, in making group presentations, in performing statistics
computations.
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 Work orientation factors: The position may require upto 15%

travel

 Age: Preferably below 30 years.

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Role Analysis:

 At middle and higher management levels, a clear

definition of expected and unexpected job-related
behavior is not possible.

 Certain aspects of manager’s job ( e.g. whether to take

decision in the absence of clear cut information, how to
react to a situation where worker confront them on shop
floor) may defy clear conceptualization.

 Job analysis in such cases, may be woefully inadequate to

uncover ways of doing things.
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 Role analysis provides suitable answer to this problem.

 A role is set of expectations people have about the

behavior of person in a position.

 A position holder may perform 3 types of roles in day to

day life:

a. Expected role

b. Perceived role

c. Actual role/Enacted role

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Role analysis involves following steps:

 Step1: The objectives of the department and its functions

must be identified.

 Step 2: the role incumbent is asked to state his key

performance areas and his understanding of the roles to
be played by him.

 Step 3: Other role partners are asked to state their

expectations from the role incumbents

 Step 4: The incumbent’s role is clarified and expressed in

black and white after integrating the diverse viewpoints
expressed by various role partners.
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Test your understanding

True/False?

1. Job analysis is an informal examination of jobs

2. Job analysis helps in forecasting human resource requirements

3. Job description is nothing but a list of tasks

4. Feedback is highly discouraging in job analysis

5. Job specification spells out the chief attributes of a job holder

6. Role analysis and job analysis are similar

7. The PAQ contains “job elements” or items which are 195 in number.
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Home work

1. Distinguish between- Job analysis, Job description, job

specification and role analysis

2. Construct a form for sample job description. Why is job

description necessary before developing a job specification?

3. Why is job analysis the foundation of many other HR activities?

4. Why is competency-based job analysis is more difficult to

conduct than the traditional task-based approach?