Unit: 3 (Three)

JOB ANALYSIS
Job analysis:
The process of studying and collecting informations relating to the
operations and responsibilities of a specific job. The immediate
product of this analysis are job description and job specification.
It analyze the content & characteristics of the job and requirements/
qualifications needed to perform those jobs.
Job description:
Job description is an organized, factual statement of the duties and
responsibilities of a specific job.
It should tell what is to be done, how it is done, and why. It is a
standard of function. It defines the authorized content of the job. It
contains : job title, location, job summary, duties, machine, tools and
equipments, materials used, supervision given or received, working
conditions, hazards etc.
Job specification
A statement of the minimum acceptable human qualities necessary to
perform a job properly. It is a standard of personnel and designates
the qualities required for acceptable performance.
A statement of human qualifications necessary to do the job. Usually
contains such items: education, experience, training, judgement,
initiative, physical effort, physical skills, communication skills,
emotional characteristics, sensory demands such as sight, smell,
hearing and many others depends upon the nature of job.
Uses of Job analysis
HRP- number & types of human resource are determined by the jobs
which need to be staffed. Job related information is provided by JA.
Recruitment & selection- an understanding of the types of skills
needed and the types of job that may open in future helps HR
manager to plan recruitment and knowledge about the work to be
done and qualifications needed helps to select right person- match the
right people with the right job.
Training & development- what a given job demands from the
incumbents in terms of knowledge & skills? Training & development
programmes can be designed depending on the job requirements.
Job evaluation- determination of relative worth of each job to
determine wage & salary differentials. Relative worth is determined
mainly on the basis of job description & specification.
Remuneration- remuneration should be based on relative worth of
each job. Employee need to be compensated on the grades of the job
which they occupy. Otherwise feeling of inequity may arise.

 Performance appraisal- Job Analysis helps to fix standards for

performance in relation to which actual performance is compared and
assessed.
Safety & health- provides information regarding hazardous
conditions, unhealthy environmental factors. So that corrective
measures can be taken to minimize and avoid the possibility oh human
injury.
Personnel
information- planning,
acquisition,
development,
utilization and remuneration purpose Job Analysis helps by providing
information.

Methods of collecting Job information

Observation- job analyst carefully observes the job holder at work
and records what & how s/he does and how much time is needed for
completion of given task.
Interview- job analyst interviews the job holder & supervisor about
the job. Generally structured form is used. The analyst must make
judgements about the informations to be included and its degree of
importance.
Questionnaire- job holder fill in the given structured questionnaire,
which are then approved by their supervisor.
Checklists- similar to questionnaire, but the response-sheet contains
fewer subjective judgements and tends to be either yes-or-no variety.
It can cover many activities but job holder has to tick only those tasks
that are included in their jobs.
Technical conference method- a conference of supervisor who
possess extensive knowledge about a job are used.
Diary method- job holders records in detai their activities each day in
a diary.

JOB ANALYSIS TECHNIQUES

1.
Job focused techniques
Functional job analysis (FJA) - used to analyze the nature of jobs in
terms of data, people and things. Information collected is categorized
under those three associated functions.
Management position description questionnaire (MPDQ) designed to
analyze managerial position. Job analyst use a checklist containing
197 job factors related to managerial concern & responsibilities. A
statistical analysis on job factors will be conducted to find the
different job factors relating to the position of individual managers.
2.
Job analysis techniques
The hay plan- analyse managerial jobs. since executives are engaged
in numerous tasks it is difficult to specify their duties and
responsibility. Hay plan is based on interview between job analyst &

i)
ii)
iii)
iv)
v)

1.

i)
ii)
iii)
iv)
v)
vi)

the person in the job. Information gathered using Hay plan relates to
four aspects of managerial job: i) objective of the job ii) dimensions to
be covered by the job holders in that position iii) nature & scope of
the position iv) accountability
Purpose : recruitment, selection, placement, job evaluation,
management development & organizational analysis.
Metods analysis analysis of non managerial job. Studies motion at
work. Method analysis is used in organizations that rely heavily on
human labour to carry out repetitive and routine tasks accurately &
efficiently.
Person or behaviour- focused technique.
Position analysis questionnaire (PAQ) to find the personal or
behavioral requirements for performing a job. PAQ contains 194
items. 194 job items are categorized in 5 job dimensions:
Job dimension relating to decision making /communication/ social
responsibilities
Relating to performing skilled activities
Relating to physical activities/ environmental conditions
Relating to operating vehicles/ equipment
Job dimension relating to information processing.
All jobs are categorized under above 5 job dimensions. Information is
collected through using a position questionnaire.
Person or behaviour- focused technique.
2.
Physical abilities analysis (PAA) analyse the physical
abilities/ strengths required by job holders to perform the jobs.
3.
The critical incident technique (CIT)- critical job incidents
that represents effective or ineffective performance. This
techniques identifies the crical incidents that occured durung
last 6 to 12 months. Desirable or undesirable.
4.
Guidelines-oriented job analysis (GOZA)- GOZA techniques
analses job after completion of following steps:
Listing the job domains of the incumbents
List the important or critical duties typically requiring person to
perform in a job
Determine how frequently these critical duties are required to be
performed & their importance
Determine requisite skills/ knowledge
Determine physical characteristics
Describe other characteristics
JOB ANALYSIS PROCESS
Six steps in doing job analysis- According to Dessler
1.
Decide how you will use the information- it helps to
determine the types of data and methods to collect.

2.
Review relevant background information- such as
organization chart, process chart & job description
3.
Select representative positions- because there may be too
many similar jobs to analyse. Eg. It is usually unnecessary to
analyse the jobs of 200 assembly workers when a sample of 10
jobs will do
4.
Actually analyse the job- by collecting data on job
activities, required employee behavior, working conditions and
human traits and abilities needed to perform the job. Use one
ore more methods and techniques of Job Analysis.
5.
Verify the job analysis information- with job holder &
immediate supervisor to confirm that informations is factually
correct & complete.
6.
Develop a job description and job specification-

JOB ANALYSIS
Procurement is the first operative function of personnel
management, which can be sub-divided into various subfunctions like human resources planning, recruitment and
selection. Management should determine the kind of
personnel required for a job and the number of persons to
be employed. The organization should also find out the
right man for the right job in the right time. The knowledge
of the job is essential to perform these functions.
In addition, establishment of the scientific standard in
advance is comparing the applicants with the job and to

select the suitable personnel. This standard stipulates the

minimum acceptable qualifications, skills and qualities
required for adequate job performance. Stipulating the
standard requires the knowledge regarding job design,
study of the job duties and responsibilities, requirements
of the job, human abilities and qualities etc. job analyst is
needed to know al these functions and to perform various
functions of HRM.
Job Terminology: Description of technical terminology is
highly necessary in order to facilitate the study of a job
analysis. So, it is desirable to define the terms related to
job analysis like task, position, job, occupation, job
analysis, job description, job specification and job
classification.
Task: A task is an action or related group of action
designed to produce a definite outcome or result.
Position: A position is a group of similar tasks and
responsibilities assigned to one individual. The term is
used in this narrow technical sense to facilitate more
precise discussion of the job analysis technique.
Job: A job is a group of positions that are similar as to the
kind and level of work. In some instances, only one
position may be involved, simply because no other similar
position exists. For example, in the small firm the position
of personnel manager also constitutes a job since there is

only one personnel manager position in the organization.

Further, there may be six employees, all of whom are
classified under the same title, yet each may perform
slightly different work. For example, there may be five or
six cashiers in a large commercial balk branch who may do
different work.
Occupation: An occupation is a group of jobs that are
similar as to the kind of work land are found throughout an
industry or the entire country. An occupation is la
category of work found in many firms.
Job Analysis: The U.S. Department of Labour defined job
analysis as the process of determining, by observation
and study and reporting pertinent information relating to
the nature of a specific job. It is the determination of the
tasks which comprise the job and of the skills, knowledge,
abilities and responsibilities required of the worker of a
successful performance and which differentiate one job
from all others.
The aspects of job analysis include job description and job
specification as shown Fig
Job Analysis
i. Job Description
ii. Job Specification
Job Description: A job description is an organized, factual

statement of the duties and responsibilities of a specific

job. In brief, it should tell what is to be done, how it is
done and why? It is a standard of function, in that it
defines the appropriate and authorized content of a job.
Job Specification: A job specification is a statement of the
minimum acceptable human qualities necessary to
perform a job properly. In contrast to the job description,
it is a standard of personnel and designates the qualities
required for acceptable performance.
Job Classification: A job classification is a grouping of jobs
on some specified basis such as the kind of work or pay.
For example, a clerk, a teacher, an engineer, a chemist
etc.
Process of job Analysis
Job can be analysed through a process, which consists of
seven basic steps. These steps consist of strategies, a
collection of background information, selection of
background information, selection of job to be analysed,
collection of job analysis data, developing a job
description, job specification and employee specification.
i. Strategies: The strategies of the company are the basis
for any organizational activity including job analysis. If the
strategy implementation needs innovative skills and
autonomy, they should be included in the job analysis.

According to William P. Anthony the companies have to

make four strategic choices viz.
The extent of employee involvement in job analysis
The level of details of job analysis
Timing and frequency of analysis and
Past-oriented vs. future-oriented job analysis.
ii. Collection of Background Information: Background
information consists of organization charts class
specifications and existing job descriptions. Organization
charts show the relation of the job with other jobs in the
overall organizations. Class-specifications describe the
general requirements of the class of job to which this
particular job belongs. The existing job description
provides a good starting point for job analysis.
iii. Selection of Representative Position to be analysed: It
would be too difficult and too time consuming to analyse
all the jobs. So, the job analyst has to select some of the
representative positions in order to analyse them.
iv. Collection of job Analysis Data: This step involves
actually analyzing a job by collecting data on features of
the job, required employee behaviour and human
requirements.
v. Developing a job Description: This step involves
describing the contents of the job in terms of functions,

duties, responsibilities, operations etc. The incumbent of

the job is expected to discharge the duties and
responsibilities and perform the functions and operations
listed in job description.
vi. Developing a job Specification: This step involves
conversion of the job description statements into a job
specification. Job specification or job requirements
describe the personal qualities, traits, skills, knowledge
and background necessary for getting the job done.
vii. Developing Employee Specification: This final step
involves conversion of specifications of human qualities
under job specification into an employee specification.
Employee specification describes physical qualification,
educational qualifications, experience etc., which specify
that the candidate with these qualities possesses the
minimum human qualities listed in the job specification.
JOB DESCRIPTLION
Job description is an important document which is basically
descriptive in nature and contains a statement of job
analysis. It serves to identify a job for consideration by
other job analysts. It tells us what should be done, why it
should be done, and where it should be performed.

Characteristics of Good job Description

Earnest Dale developed the following hints for writing the
job description:
(i) The job description should indicate the scope and
nature of the work including all important relationships.
(ii) The job description should be clear regarding the work
of the position, duties etc.
(iii) More specific words should be selected to show (a) the
kind of work, (b) the degree of complexity, (c) the degree
of skill required, (d) the extent t which problems are
standardized, (e) the extent of workers responsibility for
each phase of the work and (f) the degree and type of
accountability. Action words such as analyse, gather, plan,
confirm deliver, maintain, supervise and recommend
should be used.
(iv) Supervisory responsibility should be shown to the
incumbents.
Brief and accurate statements should be used in order to
accomplish the purpose.
(v) Utility of the description in meeting the basic
requirements should be checked from the extent of
understanding the job by reading the job description by a
new employee
The Content of Job Description

The job description normally contains the information on

the following lines:
Job title
Organizational location of the job
Supervision given and received
Materials, tools, machinery and equipment worked with
Designation of the immediate superiors and subordinates
Salary levels: Pay , D.A., other allowances, bonus,
incentive wage, method of payment, hours of work, shift
and break
Complete list of duties to e performed separated
according to daily, weekly, monthly and casual, estimated
time to be spent on each duty
Definition of unusual terms
Conditions of work: location, time, speed of work,
accuracy, health hazards and accident hazards
Training and development facilities and
Promotional chances and channels.
JOB SPECIFICATION
It is a written statement of qualifications, traits, physical
and mental characteristics that an individual must possess
to perform the job duties and discharge responsibilities
effectively.

Job Specification Information

The first step in the programme of job specification is to
prepare a list of all the jobs in the company and where
they are located. The second step is to secure and write up
the information about each of the jobs in a company.
Usually, this information includes:
i. physical specifications,
ii. mental specifications,
iii. emotional and social specifications and
iv. behavioural specifications.
i. Physical specifications: Physical specifications include
the physical qualifications or physical capacities which
vary from job to job. Physical qualifications or capacities
include physical features like height, weight, chest, vision,
hearing, ability to lift weight, ability to carry weight,
health, age, capacity to use or operate machines, tools
equipment etc.
ii. Mental specifications: Mental specifications include
ability to perform, arithmetical calculations to interpret
data, information blueprints, to read electrical circuits,
ability to plan, reading abilities, scientific abilities,
judgment, ability to concentrate, ability to handle variable
factors, general intelligence, memory etc.
iii. Emotional and social specifications: Emotional and

social specifications are more important for the post of

managers, supervisors, foremen etc. These include
emotional stability, flexibility, social adaptability in human
relationship, personal appearance including dress, posture,
poise, features and voice required by the job.
iv. Behavioural specifications: Behavioural specifications
play an important role in selecting the candidates for
higher level jobs in the organizational hierarchy. This
specification seeks to describe the acts of managers rather
than the traits that cause the acts. These specifications
include judgments, research, creativity, teaching ability,
maturity (capable of accepting responsibility) trial of
conciliation, self-reliance (self-starter sticks to own
decisions), dominance (giving orders in a personal way)
etc.

Job Analysis and Design

Job Analysis is the process by which data, with regard to each job, is systematically
observed and noted.

It provides information about the nature of the job and the characteristics or qualifications
that are desirable in the job holder.
Job analysis provides precisely what the duties, responsibilities, working environment
and other requirements of a job are and to present these in a clear, concise and systematic
way
Job Analysis study attempts to provide information in seven basic areas:
Job Identification or its title, including the code number, if any.
Distinctive or significant characteristics of the job, its location setting, supervision, union
jurisdiction and hazards and discomforts, if any.
What the typical worker does: specific operations and tasks that make up the assignment
and their relative timing and importance; the simplicity, the routine or complexity of
tasks, responsibility for others, for property, or for funds.
What materials and equipment the worker uses: Metals, plastics, grain, yarns; and lathes,
milling machines, electronic ignition testers, corn huskers, punch presses and
micrometers are illustrative.
How the job is performed: the emphasis here is on the nature of operations and may
specify such operations as handling, feeding, removing, drilling, driving, setting up and
many others.
Required personnel attributes: Experience, training apprenticeship, physical strength,
coordination or dexterity, physical demands, mental capabilities, aptitudes, and social
skills are some attributes.
The conditions under which the work is performed: Working conditions and work
environments is a major contributing factor in the performance of the job, and the
satisfaction of the employee.
Job Analysis: Process
To be meaningful and useful for personnel related decision-making, job analysis must be
carried more at frequent intervals.
Jobs in the past were considered to be static and were designed on the basis that they
would not change.
People working on these jobs were different, the jobs remained unchanged.
For higher efficiency and productivity, jobs must change according to the employees who
carry them out. Some of the major reasons leading such changes are:
Technological Change: The pace of change in technology necessitates changes in the
nature of job as well as the skills required. E.g. Word processing has drastically changed
the nature of secretarial jobs.
Union-Management Agreements: The agreements entered between management and the
union can bring about change in the nature of job, duties and responsibilities. For
example, under employees participation scheme, the workers are encouraged to accept
wider responsibilities.
People: Each employee brings with him his own strengths and weaknesses, his own style
of handling a job and his own aptitude.

Steps in Job Analysis Process

Organization Analysis: The first step is to get an overall view of various jobs in the
organization with a view to examine the linkages between jobs and the organizational
objectives, interrelationships among the jobs and the contribution of various jobs towards
achieving organizational efficiency and effectiveness. The organization chart and the
work flow or process charts constitute an important source of information for the
purpose.
Use of Job Analysis Information: Depending on organizational priorities and constraints,
it is desirable to develop clarity regarding the possible uses of the information pertaining
to job analysis. It is important to focus on a few priority activities in which the job
analysis information could be used.
Selection of Jobs for Analysis: Carrying out job analysis is a time-consuming and costly
process. It is therefore, desirable to select a representative sample of jobs for purposes of
analysis
Collection of Data: Data will be collected on the characteristics of the job, the required
behaviour and personal attributes needed to do the job effectively. Several techniques for
job analysis are available. Care needs to be taken to use only such techniques, which are
acceptable and reliable in the existing situation within the organization.
Preparation of Job Description: The information collected in the previous step is used in
preparing the job description for the job highlighting major tasks, duties and
responsibilities for effective job performance
Preparation of Job Specification: Likewise, the information gathered in the Collection of
Data is also used to prepare the job specification for a job highlighting the personal
attributes in terms of education, training, aptitude and experience to fulfill the job
description.
Job Analysis thus carried out provides basic inputs to the design of jobs so that it is able
to meet the requirements of both the organization (in terms of efficiency and
productivity) as well as the employees (in terms of job satisfaction and fulfillment).
Developing appropriate job design is then the outcome of the job analysis process.
JOB DESCRIPTION
Data collected for job analysis provides the basis for preparing job description. It refers to
the job contents and the expectations that an organization has from its employees. Job
descriptions usually outline the minimum requirements of jobs for many reasons:
First, despite all the attempts, a perfect and fully inclusive job description is not possible.
In fact, as one moves up in the hierarchy of an organization, a detailed job description
becomes very difficult.
Secondly, most organizations would prefer not to describe the job fully, if it is possible,
because employees would then stick to what has been described and would not do
anything beyond it.
Thirdly, if a job were fully described, supervision would automatically be taken care of
by the duties performed, making some of the duties of the supervisory staff redundant.

Fourthly, technology is ~hanging fast and hence the nature of job is also changing.
Unless an organization continuously updates the job description, it would be difficult to
monitor the performance of the employees.
DESIGN OF JOB DESCRIPTION
A primary output or result of job analysis is job description. Information obtained by job
analysis is shifted and recorded concisely, clearly and fully in the job description.
The job description must assemble all the important elements of a job, such as essential
tasks, responsibilities, qualifications required and the functional relation of the job to
other jobs.
There is no universally accepted standard format for job descriptions for the reason that
the form and structure of the job descriptions must depend on the kind of work being
analyzed and the job evaluation plan being used. For example, if the job evaluation form
comprises factors such as physical and intellectual effort, knowledge, skills, and
responsibilities and working conditions, it follows that job description should be
structured to reflect these factors so as to facilitate factor by factor comparison and
evaluation of the jobs. With non- analytical methods, job description may be more
flexible and simpler but most specify the title of the job and its position in the
organization, summarizes the tasks performed and list the skills and abilities required.
It is helpful to follow the following guidelines when writing a job description:
I. Always be accurate about what is expressed.
Omit expressions which are attributes- such as uninteresting, distasteful, etc.
Personal pronouns should be avoided- if it is necessary to refer to the worker, the word"
operator" may be used.
Do not describe only one phase of the job and give the impression that all phases are
covered.
Generalized or ambiguous expressions, such as 'prepare', 'assist', 'handle' etc. should be
omitted unless supported by data that will clarify them.
All statements should be clearly defined and simply set down- promiscuous use of
adjectives only reflects one's own opinion.
Describe the job as is being done, by the majority of workers holding the designation.
Write in simple language-- explain unusual technical terms.
Description of a job, which is part of teamwork, should establish the team relationship.
The length of description is immaterial; it is not expected even with printed form!: that all
job descriptions should be of equal length but write concisely.
When the job analyst finds that the data he has to work with is insufficient, s/he should
stop until sufficient data is available.
Put the date of completion of each description and revise it as often as changes in jobs
and occupation require.
Job description should have the concurrence of the concerned supervisor.
Description should contain the initials of the persons who compile them.
USES OF JOB DESCRIPTION
Apart from being a basis for job evaluation, the job descriptions can be put to many uses.
They are as under:

Supervisor- Employee Communication: The information contained in the job description

outlines the work, which the incumbent is expected to perform. Hence, it is an extremely
useful document for both the supervisor and the subordinate for purposes of
communication. Furthermore, it helps employees to understand just what work their
associates are expected to perform, thus, facilitating integration of efforts at the work site
by the employees themselves.
Recruitment, Selection, Promotion, Transfer: Information pertaining to the knowledge,
skills and abilities required to perform the work to an acceptable standard, can be used as
a sound basis on which to base standards are procedures for recruitment, selection,
promotion and transfer.
Work Performance Appraisal: To be sound and objective, a performance appraisal system
must be rooted in the work performed by the employee; such
. work is indicated by the duties in the job description. In such an approach, using each
duty as the basis for discussion, the employee and the supervisor agree on work
performance goals for the period to be covered by the subsequent evaluation report; they
also agree on the criteria to be used to determine the extent to which the goals have been
attained. The reports resulting from this methodology minimize subjectivity by focusing
attention on the job, as distinct from the personality traits, habits or practices of the
employee. As a consequence, the results are more factual; valid and defensible than is
the case in other types of systems.
Manpower Planning, Training and Development: These three processes are closely
interrelated. The job description showing, in specific terms, the knowledge, skill and
ability requirements for effective performance of the duties, is a sound and rational basis
for each of these processes. Analysis of various types of jobs at progressively more senior
levels will indicate logical sources of supply for more senior posts, as part of manpower
planning. It will also indicate the gap to be bridged in terms of knowledge, skill and
ability, thus providing a sound basis for preparingj0b- related training and development
programmes.
Industrial Relations: Frequently, issues arise in the industrial relations field, which have
their origin in the work to be undertaken. In these instances the job description may be
used to form a factual basis for discussion and problem resolution.
Organization and Procedure Analysis- The duties and responsibilities outlined in the job
description may be used to a great advantage by management in analyzing organisation
and procedures, because they reveal how the work is organized, how the procedure
operate and how authority and responsibility are appointed.
A Job Description should include a:
I. Job Title: It represents a summary statement of what the job entails.
Job Objective or Overall Purpose Statement: This statement is generally a summary
designed to orient the reader to the general nature, level, purpose and objective of the job.
The summary should describe the broad function and scope of the position and be no
longer than three to four sentences.
List of Duties or Tasks Performed: The list contains an item-by-item list of principal
duties, continuing responsibilities and accountability of the occupant of the position. The
list should contain each and every essential job duty or responsibility that is critical to
the successful performance of the job. The list should begin with the most important
functional and relational responsibilities and continue down in order of significance. Each

duty or responsibility that comprises at least five percent of the incumbent's time should
be included in the list.
Description of the Relationships and Roles: the occupant of the position holds' within the
company, including any supervisory positions, subordinating roles and/or other working
relationships.
JOB SPECIFICATION
Workload analysis helps in identifying the minimum qualification needed to perform a
particular job. These may include academic qualifications, professional qualifications,
age, years of experience, relevance and nature of previous experience, and other skills
and attitudes. They form the minimum eligibility requirements, which the candidate must
have, for the appointment to a job. A clear indication of specifications helps in generating
eligible applications, because of self-selection. The candidates who do not possess those
qualifications do not apply. On the other hand, lack of clear- cut specifications may
generate a large number of applications, leading to high costs, in terms of man-hours, in
processing them.
There is a great deal of disagreement with regard to developing complete and correct job
specification unlike the job description, which provides more objective assessment of job
requirements. The decision to specify minimum human requirements for ajob is a
difficult one as it involves considerable degree of subjectivity. There is a general feeling
that organisations generally tend to establish relatively high requirements for formal
education and training, resulting in a situation where highly qualified people end up
doing jobs of routine nature. Particularly, in India, highly qualified personnel are
recruited for jobs where their abilities, skills and knowledge are under- utilized.
Despite these problems, however, minimally acceptable human requirements need to be
specified for various jobs and category of jobs. The format for job specification should
include the following items:
Position Title
Education/ Training
Experience
Knowledge
Abilities
Skills
Aptitude
Desirable Attributes
Contra-indicators, if any any.
From job analysis to jobless world
Job enrichment means redefining in a way that increases the opportunities for workers to
experience building of responsibility, achievement, growth and recognition by doing job
well.
Analysing together the job
Establishing client recognition
Vertical loading
Job-Sharing
Flexible job doing pattern etc.
Open feedback channels.

Whether specialised, enlarged or enriched, workers skill generally likes to have specific
job to do and the job require job descriptions. But in the emerging organisation today jobs
are becoming more amorphous and more difficult to define. In other "words' the trend is
towards "do-jobbing in many modern organisation. Given this general description of
organisation, roles that are clearly defined play a significant part in accomplishing the
goals of the organisation. Roles can be seen in a variety of ways.
Role and Role Dynamics
A role is a set of expectations associated with a job or a position. When roles are unclear
or complicated performance problem can occur. Role ambiguity occurs when someone is
uncertain about what is expected of him or her. To do any job; the people need know
what is expected of them. Role clarity is important for every member of the group, but
that is more important for new members. Role ambiguity creates problems and the whole
efforts is either wasted or of appreciated.
Expecting too much or too little may create problem. Role overload occurs when too
much is expected and individual feels overloaded with work/responsibility. Role
underload occurs when too little is expected and the individual feels underutilized
therefore, a balanced and realistic role load is expected.
Role conflict occurs when a person is unable to meet the expectations of others. The
individual understands what needs to be done but for some reasons can not comply. The
resulting tension can reduce job satisfaction, affects both work performance and the
relationship with other groups members. The Common forms of role conflict are:
intra sender role-conflicting which occurs when the same person sends conflicting
expectations.
inter sender role-conflict occurs when different people send conflicting expectations.
Person-Job-conflict-occurs when one's personal values & needs come into conflict with
role expectations.
inter role conflict occurs when the expectations of two or more roles held by the same
individual becomes incompatible-such as conflict between work & family demands.
One way of managing role-dynamics in any group or work setting is the rolenegotiation.
This is the process through which individual negotiate to clarify the role expectation each
holds for the other.
7.2 ROLE DESCRIPTION
Well-written role descriptions define the work of the organisation and its reasons for
existence as an employer of human resources. Moreover, they define and help quantify
the relative importance of work, what each position contributes to a process and the
organisation as a whole. This definition illustrates an important point regarding role
descriptions. Used in today's work environment, they describe not only what the role is
all about but also how it contributes to the work of the organisation. They describe the
nature of the work to be done by stating the purpose and main responsibilities. They may
also include information on the type of person who is best suited to perform the job. Role
descriptions are a valuable resource. They have the potential to be useful organisational
tools; however, to realize their potential they must be properly monitored. There are two
main types of role descriptions, the generic or general and the specific or individual.