Job Analysis and Design

Andualem Teshome
 Job Analysis

 Job Analysis- Systematic process of determining skills,

duties, and knowledge required for performing jobs in
organization.
 Job - Consist of group of task that must be performed
for organization to achieve its goal.
 Position – collection of task and responsibilities
performed by one person; there is a position for every
individual in organization.
 Introduction

 Job analysis is vital to any HRM program and answers

such questions as:
 How long does it take to complete important tasks?
 Which tasks are grouped together as a job?
 How can a job be designed or structured so that employee
performance can be enhanced?
 What behaviors are needed to perform the job?
 What kind of person, in terms of traits and experience, is best
suited for the job?
 How can the information acquired by a job analysis be used in the
development of HRM programs?
 Job Analysis

 Job Analysis is not a one time activity as jobs are changing

constantly

 The job and not the person – an important consideration in job

analysis is conducted of the job and not of the person

 It simply highlights what are the minimum activities that are

entailed in a job.
 Components of Job Analysis

 Skill Range
 Job Purpose
 Relationships
 Job outcomes
 Rewards
A) Skill Range
 Does the job cover a reasonable but not too extensive range
of different tasks?
 Are there opportunities to use knowledge and skills associated
with effective performance of the job?
 Can the individuals make full use of their skills and develop
their skill base?
B) Job Purpose
 Is the purpose of the job clearly and unequivocally
 Is its contribution to the organisation’s objectives evident?
 Is its contribution to its dept obvious?
 Is the post holder responsible for the successful completion
of the whole job?
 Do the internal systems help the post holder do the job?
C) Relationships
 Are the formal relationships clearly specified and related to

the achievement of the objectives?

 Is there opportunity to develop working relationships within

and across the department’s boundaries?

 Are colleagues available with whom the post holder can

discuss professional issues

D) Job Outcomes:
 Can the post holder see the result of their efforts?
 Can the results of the post holders efforts be recognised?
 Does the post holder have the opportunity to influence their own levels
of performance?
E) Rewards
 Are the rewards appropriate and obtainable?
 Are the rewards linked directly with the performance of the post holder?
 Steps in Job Analysis

1. Organizational Analysis – Overview of various jobs in the

organization and the linkages between them and the
contribution of various jobs towards achieving organizational
efficiency and effectiveness.
2. Selection of jobs for analysis
3. Collection of Data
4. Preparation of Job description – tasks, duties, responsibilities
5. Preparation of Job Specification – personal attributes required
in terms of education, training, aptitude and experience to
fulfill the job description
 Steps in Job analysis
Step 1 Step 2 Step 3 Step 4 Step 5 Step 6
Examine the Determine Select jobs Collect data Prepare job Prepare job
total organi- how job to be by using description specification
zation and analysis analyzed acceptable
the fit of information job analysis
each job will be used techniques

Use information from

Steps 1–6 for:
J ob design
Planning
Recruitment
Selection and training
Performance evaluation
Compensation and benefits
EE O compliance
Follow-up evaluations
 Methods of collecting information

 Job Questionnaire:
 Most cost effective method
 Elicits information from workers & their immediate supervisor
 You can get intimate detailed knowledge of their jobs
 Questionnaire needs to be structured in advance
 Responses can be used to create a job description
 Questionnaire method

Advantages
can reach a wide range of population easily

Disadvantages

 Right population – questions can be interpreted differently

 Not everyone is able to describe fully & exactly
 Questionnaire not easy to make to cover all aspects
 Interview

 Advantages
 Detailed information can be obtained.

 Disadvantages:

 Time consuming
 Quality and experienced analyst
 Distrust of interviewers
 Observation
 It is good for simple and repetitive jobs

Disadvantages:

 Presence of analyst can cause stress

 Jobholder may purposely reduce the pace of
activity to justify overtime
 Cannot be used where job requires personal
judgment and intellectual ability
 Independent Observers

 Diary – One or more incumbents note duties and frequency of

tasks performed
 Critical Incidents – Incumbents brainstorm of critical incidents
that happen routinely and infrequently – this method is excellent
for training
 Photo tape recording
 Review of records – Maintenance records, repair records at
seasonal variations
 Summary of Types of Data Collected Through Job Analysis

 Work Activities – work activities and processes; activity records (in

film form, for example); procedures used; personal responsibility
 Worker-oriented activities – human behaviors, such as physical
actions and communicating on the job; elemental motions for
methods analysis; personal job demands, such as energy
expenditure
 Machines, tools, equipment, and work aids used
 Job-related tangibles and intangibles – knowledge dealt with or
applied (as in accounting); materials processed; products made or
services performed
 Summary of Types of Data Collected Through Job Analysis

 Work performance – error analysis; work standards; work

measurements, such as time taken for a task
 Job context – work schedule; financial and nonfinancial incentives;
physical working conditions; organizational and social contexts
 Personal requirements for the job – personal attributes such as
personality and interests; education and training required; work
experience
 Reasons for conducting job analysis

 Staffing – would be haphazard if recruiter did not

know qualifications needed for job
 Training and Development – if specification lists a
particular knowledge, skill, or ability, and the person
filling the position does not possess all the
necessary qualifications, training and/or
development is needed
 Compensation and Benefits – value of job must be
known before dollar value can be placed on it
 Reasons for conducting job analysis

 Safety and Health – helps identify safety and

health considerations
 Employee and Labor Relations – lead to more
objective human resource decisions
 Legal Considerations – having done job analysis
important for supporting legality of employment
practices
 Job Analysis: A Basic Human Resource Management Tool

Human Resource Planning

Tasks Responsibilities Duties Recruitment
Selection
Training and Development
Job Descriptions Performance Appraisal
Compensation and Benefits
Job
Analysis Safety and Health
Job Specifications
Employee and Labor
Relations
Legal Considerations
Job Analysis for Teams
Knowledge Skills Abilities
 Job Description

 Job descriptions is a written statement explains the duties,

tasks, and responsibilities of a job to be performed.

 Difficult to have a perfect and fully inclusive JD – as one moves up in the

hierarchy of the organization, a detailed JD becomes very difficult.
 Most orgs would prefer not to describe the job fully, because employees
would stick to it and not do anything beyond
 Supervisors job may become redundant
 Rapid technological changes
 Job Description
 A job description
 Clarifies work functions and reporting relationships, helping
employees understand their jobs.
 Aids in maintaining a consistent salary structure.
 Aids in Performance evaluations.
 Is a set of well written duty statements containing action words
which accurately describe what is being done.
 There is no standard format for a job description, but
most well-written, useful descriptions include:
 Job title
 Summary
 Equipment
 Environment
 Activities
 Writing a JD

 Duties are to be listed in order of importance, not necessarily

frequency.
 There is no need to group tasks/duties under sub headings,
however it is acceptable.
 Commence each statement with a verb eg 'processes', 'maintains',
'records' etc, .
 Avoid using the term 'responsible for' rather describe the action
e.g. 'obtains', 'coordinates' etc.
 Writing a JD
 Frequencies should be identified in multiples of 5%. Duties that
take less than 5% of the officer's time should not be shown as
separate but grouped with other duties.

 Use action verbs which tell what the position does. Examples
include "supervises", "programs", "directs" and "analyzes".
Provide specific examples to illustrate the duties Avoid
ambiguous terms such as "oversees" or "manages", instead,
describe the activities involved in overseeing or managing.
Quantify activities when possible. Examples may include: How
often is the activity performed? How much money does this
position manage? What is the volume of work handled?
 Writing a JD : Primary Function

 What is the Position's objective?

 What is the Role of Position (including key relationships)?
 Position summary [Briefly state the purpose or objective of the
position]:
 Essential job functions [State the major responsibilities, indicate
New (N) or Existing (E), and the estimated percent of time
devoted to each - include descriptive statements of typical or
representative tasks associated with the major
responsibilities/functions]:
 State briefly the general function of your position, including the
basic nature of the department and the relationship of your
position with other positions in your work area
 Job Specification

 Describes the job demands on the employees who

do it & the human skills that are required. E.g.
experience, education.
 Job Specification is a statement derived from the
job analysis process and the job description
 Of the characteristics that an individual would need
to possess in order to fulfill the requirements of a
job
 Compiling a Job specification

 Attainment: What educational requirements and specialist

knowledge are really required for successful completion of the
task
 Experience: What roles and tasks should have been occupied
to ensure that the post holder is adequately equipped?
 Abilities: What skills need to be deployed for the competent
performance of the tasks?
 Aptitude: Where will the post-holders strengths lie;what
particular talents do they need to possess?
 Interests: What interest relevant to the work will suggest
possession of sought after skills /aptitudes?
 Conducting Job Analysis

The people who participate in job analysis should

include, at a minimum:
 The employee
 The employee’s immediate supervisor
 Other key stakeholders in the organization
 Job Design

 Process of determining specific tasks to be performed, methods to

be used in performing these tasks and how job relates to other works
of the organizations.
 Job design has been defined by Davis(1966) as: “ the specification
of the content, methods and relationships in order to satisfy
technological and organizational requirements as well as the social
and personal requirements of the job holder”
 Person/Job Fit:- matching characteristics of people with
characteristics of jobs. (employment aspect)
 Job Design Techniques

 Job simplification
 Job enlargement
 Job enrichment
 Job rotation
 Team building
 Job Simplification
 The process of reducing the tasks each worker performs.
 Too much simplification and boredom results.
 Job Enlargement

 Broadening the scope of a job by expanding the number of

different tasks to be performed.
 Increasing the number of different tasks in a given job by
changing the division of labor
 Changes in scope of job to provide greater variety for the
worker.
 Job Enlargement is the horizontal expansion of a job. It involves the expansion
of a job. It involves the addition of tasks at the same level of skill and
responsibility. It is done to keep workers from getting bored.
 Job enrichment

 Aims to provide changes in content and level of

responsibility of job, to provide greater challenge to
worker.
 Increasing the depth of a job by adding the
responsibility for planning, organizing, controlling and
evaluating a job.
 It affords the employee as much variety.
 It provide the direct feedback through the work
 Job rotation

 The process of shifting a person from job to job.

 Means systematically moving workers from one job to
another one job.
Principles of Job Design
 To influence skill variety,

 provide opportunities for people to do several tasks

 To influence task identity and form natural

 To influence task significance

 To influence autonomy, give people responsibility for

determining their own responsibility.

 To influence feed back, and open feedback channels

relationships