JOB ANALYSIS

Job analysis is the process of collecting job

related information .

The procedure for determining the duties &

skills requirements of a jb and the kind of
person who should be hired for it.

THE SUPERVISOR AND HR SPECIALIST

NORMALLY COLLECTS THE
INFORMATION VIA THE JOB ANALYSIS
WORK ACTIVITY

(cleaning ,selling, teaching and include how why and when )

HUMAN BEHAVIOUR

(communicating ,deciding ,writing and include information regarding job

demands)

HUMAN REQUIREMENTS

(such as job related knowledge or skills and personal attributes)

MACHINE, TOOLS,EQUIPMENTS AND WORK AIDS

(tools used, material processed and services rendered)

JOB CONTEXT

(physical working conditions , work schedule and information

regarding the incentives)

USES
Recruitment and selection
Human resource planning
Compensation
Performance appraisal
Training
Discovering unassigned duties
Job design & redesign

PROCESS OF JOB ANALYSIS

Determining the use of the job analysis informaton
Collect background information
Select the positions to be analysed
Collect the job analysis data
Review information with participants
Develop a job description and job specifications.

There

Methods of collecting Job Analysis

Information:

are

various

ways

to

collect

information

on the

duties,

responsibilities and activities of the job.

The position analysis questionnaire maybe more appropriate for

quantifying the worth of a job for compensation purposes.

Conducting the job analysis usually involves a joint effort by an HR

specialist, the worker, & the workers supervisor.

The HR specialist might observe and analyse the job and then develop

a job description and specification.

The supervisor and worker may fill out questionnaires listing the

subordinates activities.

The Interview
Managers use three types of interview to collect job analysis data

individual interview,

group interview

the supervisor interviews

It can be a quick and inexpensive way to gather information.

Whichever kind of interviews we use, we need to be sure the interviewee fully

understands the reason fro the interview since there is a tendency for such
interviews to be viewed, rightly or wrongly, as efficiency evaluation.

Pros & Cons

It is a relatively simple and quick way to collect information,

including information that might never appear on a written form.

The interview also provides an opportunity to explain the need for

and function of the job analysis.

Distortion of the information is the main problem whether due to

outright falsification or honest misunderstanding.

Job analysis is often a prelude to changing a jobs pay rate.

Employees therefore may legitimately view the interview as the

efficiency evaluation that may affect their pay.

Typical
Questions
What is the job being
performed?
What are the major duties of your position? What exactly do you do?
What physical location do you work in?
What are the education, experience, skill and (where applicable) certification

and licensing requirements?

In what activities do you participate?
What are the job responsibilities and duties?
What are the basic accountabilities or performance that typifies your work?
What are your responsibilities? What is the environmental and working

condition involved?
What are the jobs physical demands? The emotional and mental demands?
What are the health and safety condition?
Are you exposed to any hazards or any unusual working conditions?

 There are several things which should be kept in mind while

Interview Guidelines

conducting a job analysis interview.

The job analyst and supervisor should work together to identify the

workers who know the job best.

Quickly establish rapport with the interviewee. Know the persons

name, speak in easily understood language.

Follow a structured guide or checklist. One that lists questions and

provides space for answers.

 When duties are not performed in a regular manner.

Finally, after completing the interview, review and verify the data.

Specifically review the information with the workers immediate

supervisor and the interviewee.

Questionnaires
Having employees fill out questionnaires

to describe their job-

related duties & responsibilities is another good way to obtain job

analysis information.

We have to decide how structured the questionnaire should be and

what question to include. Some questionnaires are very structured

checklists.

Whether structured or unstructured, questionnaires have both pros

& cons. A questionnaire is a quick and efficient way to obtain

information from a large number of employees.

Observation
Direct observation is specially useful when jobs consist mainly of

observable physical activities assembly line worker and

accounting clerk are examples.

On the other hand, observation is usually not appropriate when the

job entails a lot of mental activities (lawyer, designengineer).

Manager often use direct observation and interviewing together

accumulating as much information as possible, you interview the

worker.

Participant Diary/Logs
Another approach is to ask workers to keep a diary/log of what

they do during the day.

The employee records the activity in a log. This can produce a very

complete picture of the job

Some firms take a hi-tech approach to diary/logs. They give

employees pocket dictating machines and pagers.

Quantitative Job Analysis

Techniques
Qualitative approaches like interviews and questionnaires are not

always suitable. For example, if your aim is to compare jobs for pay
purposes, you may want to be able to assign quantitative values to
each job.

The position analysis questionnaire, and functional job analysis.

Position analysis questionnaire

PAQ is a very structured job analysis questionnaire.

Providing a quantitative score or profile of any job in terms of how

that job rate on the five basic activities.

Having decision making

Performing skilled activity

Physically active

Processing information

FUNCTIONAL JOB ANALYSIS

Rate the job on the basis of four dimensions:

Specific instruction are necessary to perform the task.

Reasoning and judgment are required to perform the task.

The mathematical ability.

Verbal and language facilities required .

Job Specification
Summarises human characteristics needed for satisfactory job

completion

Logical outgrowth of a job description

Lays down the attributes of a person in terms of education, skills

etc.

 Personal attributes for job specification can be classified in

three categories
Essential Attributes : KSAs a person must possess
Desirable attributes : Qualifications a person ought to

possess
Contra-indicators : Attributes that will become a handicap

to successfully job performance

Writing Job Specifications

1. For Trained Vs Untrained Personnel

2. Based On Judgement
3. Based on Statistical Analysis

Specification based on statistical Analysis

Aim is to statistically determine relationship between a human trait

such as height , intelligence

and some criterion of job

effectiveness as rated by the supervisor.

It has five steps
Analyse the job and decide how to measure job performance
Select personal traits to predict successful performance
Test candidates for these traits
Measure Candidates job performance
Statistically analyse the relationship between the human trait

and job performance.

Job Analysis in a Jobless World

Job was traditionally defined as A set of closely related activities
carried for pay.

Over the past years , the concept of job has been changing dramtically

Dejobbing is a major phenomenon in the present world

it encompasses
Job Enlargement
Job Rotation
Job Enrichment

Factors for Dejobbing

Flatter Organizations
Work Teams
Boundaryless Organizations
Re engineering

Competency Based Job Analysis

Describing the job in terms of the measurable, observable and

behavioral competencies( Knowledge,skills and /or behaviors) that

an employee doing that job must exhibit to do the job well.
Comparison with Traditional Job Analysis
Traditional Analysis is more job oriented .
To Achieve High Performance Work System
More Strategic in Nature
The

basis for an organizations Performance Management

Process (employees training , rewards etc)

 Competencies can be divided into three kinds

General Competencies (Reading, Writing, Mathematical thinking )
Leadership

Competencies (Leadership, Strategic Thinking and

Teaching Others)
Technical

Competencies

(Focus

on

the

specific

technical

competencies required for specific types of jobs or occupations)

Job Design
Job design involves efforts to organise
tasks, duties and responsibilities into a
unit of work to achieve certain objectives.
Job design follows job analysis.

Job design involves three steps

The specification of individuals tasks.
The specification of the method of performing each task.
The combination of tasks into specific jobs to be assigned to
individuals.

FACTORS AFFECTING JOB DESIGN

FEEDBACK

ORGANISATIONAL
FACTORS

ENVIROMENTAL
FACTORS

BEHAVIOURAL
FACTORS

JOB DESIGN

PRODUCTIVE
AND
SATISFYING
JOB

Organizational factors
Characteristics of Tasks (Planning, Execution and Controlling

of Task)
Work Flow (Process Sequences)
Ergonomics (Time & Motion Study)
Work Practices (Set of ways of performing tasks

Environmental Factors
Employee Abilities and Availability :- Efficiency consideration

must be balanced against the abilities and availability of the

people to do the work.

Social and Cultural Expectations:- During the earlier days,

securing a job was the primary consideration. The worker was

prepared to work on any job and under any working conditions.

Behavioural Element
Feedback
Autonomy
Use of Abilities
Variety

JOB DESIGN
APPROACHES
SOCIO-TECHNICAL
SYSTEMS
JOB ENRICHMENT
JOB ENLARGEMENT
JOB ENGINEERING
JOB ROTATION

Job Rotation
Job rotation involves moving employees from

job to job to add variety and reduce boredom.

TASK1
DRILL HOLES

WEEK 1
WEEK3

TASK2

TASK3

ASSEMBLE
PARTS

TEST
COMPONENT

WEEK2

Job Engineering
Job engineering focuses on the tasks to be performed, methods to

be used, workflows among employees, layout of the workplace,

performance standards , and interdependencies among people and
machines. Although job engineering can also create boring jobs, it
remains an important job design approach cause the resulting cost
savings can be measured immediately and easily.

Job Enlargement
Increasing the number of tasks a worker performs but keeping all

of the tasks at the same level of difficulty and responsibility; also

called horizontal job loading.

Advantage: Adds variety to a workers job.

Disadvantage: Jobs may still be simple and limited in how much

control and variety workers have.

Employee 1

Tasks
Drill holes
Assemble
parts
Test

Employee
2
Tasks
Drill holes
Assemble
parts
Test

Employee
3
Tasks
Drill holes
Assemble
parts
Test

Job Enrichment
Job enrichment involves adding more motivators to a job to

make it more rewarding. Job becomes enriched when it

gives

job-holder

controlling powers.

more

decision-making,

planning

and

Employee
1
Task 2
(Controllin
g)

Task 1
(Doing)

Ordering
material
Planning workload

Drill holes
Assemble parts
Test
Components

Direct
Feedback
Client
Relationshi
p

Personal
Accountability

Direct
Communication
Authority

Enriche
d Job

New
Learning
Scheduling
of Own
work

Control Over
Resources

Unique
Experience

Socio-technical systems & Ergonomics

Ergonomics
The

socio-technical
systems approach focuses
on organisations as being
made up of people with
various competencies who
use tools, machines and
techniques
to
create
goods or services valued
by customers and other
stakeholders.

is another
approach to job design.
Ergonomics focuses on
minimising the physical
demands and risks of
work. This approach helps
ensure that demands are
consistent with peoples
physical capabilities to
perform them with least
risk.

CONTEMPORARY ISSUES IN JOB

DESIGN
Alternative Work Pattern:

Telecommuting:
Telecommuting

growing

is

alternative

traditional

rapidly
to

office-bound

work pattern. It involves two people

the
work

style.

Job sharing is an example of alternative

sharing a full-time job.

One advantage of job sharing is that it

enables

There are problems associated

with

telecommuting.

firm

to

retain

valued

employees who. for personal reasons,

These

include the loss of creativity, as

no longer want to work full-time.

Absenteeism

is

much

less

as

employees are not interacting

employees can avoid the leisure time

with

during the week to attend to their

other

employees

on

personal needs.

regular basis. the difficulty of

developing appraisal systems to
appraise tele-workers.

a single job is held by one employee

and it sounds rather strange that one
post is shared by two individuals.

 Technostress:Technostress is stress caused by new and

advancing technologies in the workplace, mostly by information
technology.
The widespread use of electronic bulleting boards as a forum

for rumours of layoffs may cause feelings of uncertainty and

anxiety.
Performance is electronically monitored.

Task Revision: Task revision is an innovative way to modify

an incorrectly specified role or job.

Knowledge Work : work is no longer about the mass

production of tangible commodities but is concerned with the
firm's intangible assetshuman brains.

DIFFERENCES
TRADITIONAL WORK

KNOWLEGDE WORK
In group and projects.

Locus of control- Around individual

Costumers,problems,issue
Focus of control- Task, objectives,

performance
Skill obsolescence- Gradual
Impact on company success- many

small contribution that support the

master plan.
Employees loyalty- To organization

& his career system

Rapid

A few major contributions of strategic

& long term importance.

To professions, networks & peers.

WORK SCHEDULING
The increase in the workforce of dual-career couples with children and the

increased realization by employees that production needs may be better

served by varied schedules, have been largely responsible for the shift in
work week Scheduling.
Week work schedule: the compressed work week , flexible working hours,

job sharing and part-time work. Each of these approaches shares a

common concern for making the work day and its time requirements more
compatible with inchridual needs and non-work activities.

Compressed work-week: A compressed work-week is any

scheduling of work that allows a fulltim.e job to be completed in fewer than
the standard five days. The most common form of compressed work week
is the .4-40', that is, 40 hours of work accomplished in four 10-hour days.
A 4-40 schedule for a work unit of two employees is shown below

BENEFITS
The individual often benefits from increased leisure time, more 3-day weekends, free

weekdays to pursue personal business, and lower commuting costs.

The organization can benefit, too, in terms of reduced energy consumption during 3-

day shutdowns, lower employee absenteeism, improved recruiting of new employees

and having extra time available for building and equipment maintenance.
DRAWBACKS
The disadvantages may include increased fatigue from the extended workday and

family adjustment problems for the individual and increased work scheduling
problems and possible customer complaints due to breaks in work coverage for the
organisation.

Flexible working hours (Flexitime)

Any work schedule that gives employees daily choice in the timing between work
and non-work activities

 Flexible working hours, or 'flexitime', increases individual autonomy in work

scheduling.
Types of flexitime schedules
Flexitour: Workers choose starting and stopping times, which must be

adhered to for a set period of time, from among lists provided by the
organisation.
Gliding time: Workers may vary their starting and finishing times daily,

but must work a set number of hours per day.

Variable working hours: Workers are free to choose hours irrespective of

core time, provided they contract a set number of hours with their
supervisors.
Maxtflex: Workers have the freedom to vary their hours daily irrespective

of core times. Maxiflex is similar to a compressed work week.

Flexiplace: Workers may work part of the time outside the workplace,

such as home.

Job Sharing:
Organisations can benefit from job sharing when they are able to attract

talented people who would otherwise be unable to work. An example is

the qualified school teacher who is also a parent. This person may feel
unable to be away from the home full day, but able to work a half day.
Through job sharing, two such persons can be employed to teach one
class. Many other opportunities for job sharing exist.

Part-time work
Part-time work is done on a schedule that classifies any employee as

'temporary' and requires less than the standard 40-hour work-week.

Part-timers are usually easy to release and hire as needs dictate.
Because of this, many organisations use part-time work to hold down
labour costs and help smooth out peaks and valleys in the business
cycle.

 Employers fi nd that the use of part-time employees allows for greater

fl exibility in scheduling, more accurate matching of the workforce to

the workload and substantial cost saving because a part-time worker
usually

receives

no

voluntary

benefi ts.

Society

benefi ts

because

involuntary unemployment, consequently the draw on social welfare

benefi ts, are reduced by providing opportunities to workers who would
otherwise be unable to obtain employment.

The major disadvantage to part-time work is felt by employers in

increased costs and union opposition. Benefi ts mandated by the

government, such as unemployment compensation and social security
must be paid for each worker regardless of his or her working status.
Consequently, several part- time employees fulfi lling the job of one
full time worker may be more costly in benefi t administration. Finally,
unions sometimes object to the use of part-time employees because it
reduces the job opportunities available for their members.