PRAY

O, Allah! Take us out of the

darkness of false notions &
Bestow upon the light of
understanding.
O, Allah! Open for us the
gates of the blessing &
reveal into the treasure of
the knowledge. Ameen
 INAYAT SHAH
 Master Degree in Public Administration
 Master Degree in Political Science
 Post Graduate Diploma in Local Government
 Master Trainer from (LUMS)
 Diploma in Human Rights
Email: inayat.sti@gmail.com
JOB
ANALYSIS
3
 Overview
• What is job analysis?
• How can you use this tool in your organization?
• Methods of job analysis
• How it works?
• Real world example
• An exercise
• Summary
GOODPERSONSARENOWHERE
6
How We Can Develop Performance Driven
Organizations?

7
The Multifaceted Nature of the Job
Analysis

*
Labor Relations Recruiting Selection

Safety and Strategic

Health Job Analysis HR
Planning
Job Description
Employee
Compensate Job Specifications Training

Performance Career Employee

Appraisal Development Development
 Participants
Participants feel
feel ignorant
ignorant

Why
Why
Participants
Participants Participants
Participants are
are ignorant
ignorant
Do
Do Not
Not
Ask
Ask Reluctance
Reluctance to
to point
point
out
out Trainer’s
Trainer’s ignorance
Questions
Questions ignorance

Participants
Participants have
have
cultural
cultural barriers
barriers
Why
We
Fail?
1. Lack of Persistence

More people fail not because they lack

knowledge or talent but because they quit.
The total secret of success lies in two words,
persistence and resistance. Persist in what must
be done and resist what ought not to be done.
2. Lack of Confidence
People who lack confidence take the
middle of the road; and guess what
happens in the middle of the road?
3. Excuses

Losers always have a book full of excuses to tell you

why they could not.
 • I'm unlucky
• I'm born under the wrong stars
• I don't have contacts
• The economy is bad

The list can go on and on…….

4. Not Learning from
Past Mistakes
5. Lack of Discipline

Anyone who has accomplished

anything worthwhile has never
done so without discipline.
Poor self-esteem is a lack of self-
respect and self-worth. It leads to
abuse of one's self and others.

6. Poor Self-Esteem
 7. Fatalistic
Attitude

A fatalistic attitude prevents people

from accepting responsibility for
their position in life. They attribute
success and failure to luck. They
resign themselves to their fate.
Keep a Management View:

“Good Managers know why every job exists

in the organization, who the people in
these jobs are, and how competent they
are: and they know it is important to keep
their skills updated”

20
 Key Terms

Job

Job Description
Position

Job Family

Job Specification

Managing Human Resources, 12e,

by Bohlander/Snell/Sherman ©
2001 South-Western/Thomson
3-22

Learning
How can it be used in your organization?

• Job analysis can also:

• Help the company remain profitable and competitive
• Help the company keep up with technology
• Prevent employees from being overworked
• Help the company stay in compliance with
government regulations
 Nuts and bolts
• What is analyzed?
• Work activities
• Working conditions
• Supervisors
• Location
• Schedule
• Machines and equipment
 Nuts and bolts
• What is analyzed? (contd.)
• Job performance
• Operations
• Standards
• Time
• Experience, training, and skills
• Supervision and promotion patterns
• Products/services completed
 Nuts and Bolts
• Who is involved in the job analysis?
• Management
• Supervisors
• Job analysts
• Job incumbent
• Unions
• Consultants
 Job

A group of related activities and duties

Managing Human Resources, 12e,

by Bohlander/Snell/Sherman ©
2001 South-Western/Thomson
3-28

Learning
Position

The different duties and responsibilities

performed by only one employee

3-29
 Job Family

A group of individual jobs

with similar characteristics

Managing Human Resources, 12e,

by Bohlander/Snell/Sherman ©
2001 South-Western/Thomson
3-30

Learning
Job Specification

Statement of the needed knowledge,

skills, and abilities of the person
who is to perform the job

Managing Human Resources, 12e,

2001 South-Western/Thomson
Learning
by Bohlander/Snell/Sherman ©
3-31
Job Description

Statement of the tasks, duties, and

responsibilities of a job to be performed

Managing Human Resources, 12e,

2001 South-Western/Thomson
Learning
by Bohlander/Snell/Sherman ©
3-32
Job Analysis

Process of obtaining information about jobs

by determining what the duties, tasks,
or activities of jobs are

Managing Human Resources, 12e,

2001 South-Western/Thomson
Learning
by Bohlander/Snell/Sherman ©
3-33
 The Process of Job Analysis
Sources of Job
Data Description

Managing Human Resources, 12e,

2001 South-Western/Thomson
Learning
by Bohlander/Snell/Sherman ©
Human
Job Data Resources
Functions

Methods of
Collecting
Data Job
Specification 3-34
Performing Job Analysis

Step 1: Select jobs to study

Step 2: Determine information to collect

• Tasks

Managing Human Resources, 12e,

2001 South-Western/Thomson
Learning
by Bohlander/Snell/Sherman ©
• Responsibilities
• Skill requirements

Step 3: Identify sources of data

• Employees
• Supervisors/managers

3-35
Performing Job Analysis,
cont.
Step 4: Methods of data collection
• Interviews
• Questionnaires
• Observation
• Diaries and Records

Step 5: Evaluate and verify data collection

• Other employees
• Supervisors/managers

Step 6: Write job analysis report

3-36
Presentation Slide 3-

3-37
 Managing Human Resources, 12e,
by Bohlander/Snell/Sherman ©
2001 South-Western/Thomson
3-38

Learning
Job
Descriptions
Job Title

Job Description

1. Title. Job Identification

Managing Human Resources, 12e,

2001 South-Western/Thomson
Learning
by Bohlander/Snell/Sherman ©
2. Statement.

3. Essential Functions.
1. XXX
2. XXX
3. XXX
4. XXX Essential
4. Specifications. Functions
1. XXX
2. XXX
3. XXX
4. XXX

Job Specifications
3-39
Key Elements of a Job Description
JOB TITLE
• Indicates job duties and organizational level

JOB IDENTIFICATION
• Distinguishes job from all other jobs

3-40
Job Analysis

The identification and description of

what is happening on the job.
Why Is It Done ?
To facilitate an organizations need to accurately and
precisely identify the required tasks, the knowledge, and
the skills necessary for performing them, as well as the
conditions under which they must be performed.
41
Job Analysis
Employers have been forced…to demonstrate the rationality of
human resource policies and practices that affect such activities
and actions as:

* Recruitment * Compensation * Hiring

* Testing * Training * Termination
* Promotion * Discipline * Transfers
Job analysis is the vehicle used to facilitate this justification
process.

42
JOB ANALYSIS
• Analyzing work and Planning for people.
• Recruiting, Selecting, training and judging the
performance of new hires.
• In order to make intelligent decisions in this
regard, two types of information are essential:
Description of the work to be done and
the skills needed, training and
experience
required for various jobs.
• It underlie the design of work. 43
Job Analysis Defined
• The Term job analysis describes the process of
obtaining information about jobs. It usually
includes information about the task to be done
on the job as well as the personal characteristics
(education, experience, specialized training)
necessary to do the task.
• An overall written summary of task requirements
is called a job description, and all overall written
summary of worker requirement is called a job
specification. 44
Directed towards achievement of
objectives
 Job Analysis
• Process of defining a job in terms of its
component tasks or duties and the knowledge or skills
required to perform them

• NOTE: JA focuses on the job rather

than the job holder

46
Concerned with managing people
 Products of Job Analysis

• Job Description – Written statement about what job holder

actually does, how, and why Specifies the task requirements

• Job Specifications – Delineate the KSAOs that seem necessary for

job Specifies the people requirements

• Job Evaluation – Determine the worth of a job Used to establish

compensation rates

49
 Why Job Analysis ?
• This HRM practice gives us a deeper
understanding of the behavioral
requirements of jobs and creates a
solid basis to make job related
employment decisions/practices &
interviews, tests, performance
appraisal systems.

50
51
continued
1. It helps in erecting the Organizational Structure
and design through clarification of job
requirements and the interrelationships among
jobs responsibilities at all levels can be
specified promoting efficiency and minimizing
overlap or duplication.

2. Human Resource Planning: Job analysis is the

foundation for forecasting the need for human
resources as well as for plans for activities as
training, transfer or promotion., 52
 Concerned with developing the maximum
satisfaction of employees
Continued
3. Job Evaluation and Compensation:
Job Description and job specifications help in
making job evaluation and compensation
decisions.

4. Recruitment: The most important information

for an executive recruiter is full knowledge of
the job in question.
54
Continued
5. Selection: An understanding of what a worker
is expected to do n the job, helps in framing a
test question for interviews.

6. Placement: When there is a clear picture of

the needs of a job and the abilities of workers
to fulfill those needs workers will be placed in
jobs where they will be the most productive.

55
Continued
7. Orientation, Training and Development:
Job descriptions and specifications help in
designing & organizing most appropriate
training.
8. Performance appraisal:
Job Design: The way work is accomplished or
behavior required of the people doing the tasks –
must be evaluated through a job analysis, focusing
on the tasks to be done.
56
Continued
• Job applicants must be able to understand
what are the essential functions of job.
• Job Analysis must be updated to reflect
additional dimensions of jobs, namely the
physical demands, environmental
demands, and mental abilities required to
perform essential functions.

57
Carrying out Job Analysis:
Study Job Requirements:
(Physical, Mental, Social and Environmental
demands of a job)
Here are few common methods of job Analysis:
1. Job Performance: An analyst actually does the job
under study to get first hand exposure to what it
demands.
2. Observation: Analyst simply observes and records
the what, why and how of the various parts of the
job.
3. Interviews: Workers are interviewed for what they 59
do and whey and how they do a job?
Prepare Checklist of activities – like:
i) Not exist – Activity does not exist.

ii) Occasionally – Activity exists up 1/3 of time.

iii) Frequently – Activity exists from 1/3 to 2/3 time.

iv) Constantly – Activity exists 2/3 or more of the time.

60
EVALUATION
OF

EMPLOYEES
E
V
A
L
U
A
T
I
O
N
 Definition…
E
V
A
L
The process by which an employee’s contribution
U
A to the organization during
T a specified period of time is assessed .
I
O
N
 Characteristics…
E - is a continuous process
V
A
- examines the employees strengths and
L weaknesses
U
A
- helps in scientific and objective study
T - assists in making correct decisions
I
O
- provides basis for counseling & training needs of
N employees
- human resource planning
 Evaluation benefits for employees
E It offers employees
V
A
L -Direction
U
A -Feedback
T
-Input
I
O -Motivation
N
-Minimizes dissatisfaction
Who Should Conduct The Appraisal

SUPERIOR
SUPERIOR
CUSTOMERS
CUSTOMERS

TEAM
SELF
SELF
PEERS
PEERS

SUBORDINATES
SUBORDINATES
 What is to be evaluated
- Ambition / initiative
 Attendance
E  Attitude / cooperation –
V
A
 Communication skills
L  Focus
U
A
 Improvement from previous evaluation
T  Integrity
I
O
 Level of technical knowledge
N
 Meeting Deadlines
 Quality of work
 Stress management
 Teamwork
 Performance levels
 What is to be evaluated
E
V
A
L - Trait-focused
U
A
T - Behavior-focused
I
O
N - Result-focused
 What is KPI
 Key Performance Indicators (KPIs) are quantitative
and qualitative measures used to review an
organization's progress against its goals. These
are broken down and set as targets for
achievement by departments and individuals. The
achievement of these targets is reviewed at
regular intervals.
 What is KPI
 KPIs assist the Organization to define and
measure progress toward its goals and objectives.
 Once the agency has analyzed its mission and
defined its goals, it needs to measure
progress towards those goals. KPIs provide a
measurement tool.
 The strategic measures are translated into a
series of operational ones across the agency to
What is KPI
• ensure that the goals are met. For example, the records
management strategy, which identifies the agency’s mission
and goals regarding recordkeeping, should contain KPIs to
enable progress towards meeting those goals to be
measured. KPIs assist an agency to measure that it is ‘on
track’ – most often, that it is working towards
and attaining a beneficial outcome or improvement.
 Characteristics

 Relevant to and consistent with the specific agency’s

vision, strategy and objectives
 Focused on agency wide strategic value •
 Representative – appropriate to the agency together
with its operational performance;
 Realistic – fits into the agency’s constraints and cost
effective;
 Specific – clear and focused to avoid interpretation
or ambiguity;
 Characteristics

• Attainable – requires targets to be set that are observable,

achievable, reasonable
• Measurable – can be quantified/measured and may be
either quantitative or qualitative;
• Timely – achievable within the given timeframe;
• Understood – individuals and groups know how their
behaviors and activities contribute to overall agency goals;
• Agreed – all contributors agree and share responsibility
within the agency;
• Reported – regular reports are made available to all
stakeholders and contributors;
Human Resource Planning:
It is an effort to anticipate future
business and environmental
demands on an organization, and
to provide qualified people to
fulfill those demands.

75
Why TNA
Objectives of Job Evaluation
-To ensure and maintain complete, accurate and impersonal
descriptions of each job.
-To provide a standard procedures for determining the relative worth
of each job.
-To determine the rate of pay for each job.
-To promote a fair and accurate consideration of all employees for like
work.
-To promote fair and accurate consideration of all employees for
advancement and transfer.
80
 Job Evaluation

We may define job evaluation as a process of

analyzing and describing positions, and
determining their relative values by comparing
the duties of different positions in terms of their
different responsibilities and other requirements.

81
The Benefits of Job Evaluation

• Job evaluation process is adopted to help

management to maintain high levels of employees
satisfaction. If job values are not properly
studied, it is very likely that Jobs would not be
properly priced, I.e. high valued jobs may receive
less pay than low value job when employees
realized that this happening they become dis-
satisfied. They may leave organization reduce
their efforts or perhaps adopt other mode of
behavior. In modern Organization a great deal of 82
attention is paid to the value of job.
Relating Job Analysis to Human Resource Planning(HRP)

Short term as well as long

term planning i.e.
“Strategic” or future-
oriented planning

83
Why Job Specifications?
• The important component of Job
analysis is the job specifications.
It is the profile of the Job holder
that describes what the
incumbent should have to do. It
requires the human
characteristics present in a person 84

for successful performance.

 b
oJ sn
oitacificeps d
e
u
nitnoc( )

gniniart ,noi tacude eh

T

85