job analysis in hrm assignment

Chapter 3: Analyzing and Designing Work

10 Job Analysis

1. job analysis.

Job Analysis is a systematic process used to identify and determine, in detail, the particular job duties and requirements and the relative importance of these duties for a given job. It allows HR managers to understand what tasks people actually perform in their jobs and the human abilities required to perform these tasks. Job analysis aims to answer questions such as:

What are the specific elements of the job?
What physical and mental activities does the worker undertake?
When is the job to be performed?
Where is the job to be performed?
Under what conditions is it to be performed?

A major aspect of job analysis includes research, which may mean reviewing job responsibilities of current employees, researching job descriptions for similar jobs with competitors, and analyzing any new responsibilities that need to be accomplished by the person with the position.

For HRM professionals, the job analysis process represents the foundation needed to design every other HR process. For this reason, job analysis is often referred to as the ‘building block’ of HRM. Here are some examples of how the results of job analysis can be used in HRM:

Production of accurate job postings to attract strong candidates;
Identification of critical knowledge, skills, and abilities required for success to include as hiring criteria;
Identification of risks associated with the job responsibilities to prevent accidents;
Design of performance appraisal systems that measure actual job elements;
Development of equitable compensation plans;
Design training programs that address specific and relevant knowledge, skills, and abilities.

Figure 3.1. This flowchart shows the process of conducting a job analysis.

1.1. The Job as Unit of Analysis

Any job, at some point, needs to be looked at in detail in order to understand its important tasks, how they are carried out, and the necessary human qualities needed to complete them. As organizations mature and evolve, it is important that HR managers also capture aspects of jobs in a systematic matter because so much relies on them. If HRM cannot capture the job elements that are new and those that are no longer relevant, it simply cannot build efficient HRM processes. Take the job of university professor for example. Think of how that job has changed recently, especially in terms of how professors use technology. Ten years ago, technology-wise, a basic understanding of PowerPoint was pretty much all that was required to be effective in the classroom. Today, professors have to rely on Zoom, Moodle, YuJa and countless other pedagogical platforms when they deliver their courses. These changes point to a profound change in the job. It is critical that this change be captured by Concordia HR department in order for Concordia to achieve their educational mission. With this information, departments can now select professors based on their level of technological savvy, develop training programs on various platforms, and evaluate/reward those professors who are embracing the technological shift, etc.

While job analysis seeks to determine the specific elements of each job, there are many studies that have looked at how jobs are evolving in general . These mega trends (see picture) are interesting because they not only point towards new characteristics of jobs but also towards an acceleration in the rate of change. For example, Artificial Intelligence (AI) has just begun to make its impact on the world of work. In the next decade, many tasks will be replaced and even enhanced by algorithms. Project yourself, if you can, 50 years from now. Do you really think that transportation companies will rely on truck drivers? Autonomous vehicles are already a reality, this promises to be incredibly efficient. Do you really think that customer service representatives will be required? We are already having conversations with voice-recognition automated systems without realizing it. Let’s push this to more sophisticated jobs: medical doctors. The diagnosis of illness requires a vast amount of knowledge and, in the end, judgment. Who would bet against the ability of computers able to process billions of bits of information per second not to outperform the average doctor? Bottom line: the AI revolution is not coming, it is already here.

1.2. Determine Information Needed

The information gathered from the job analysis falls in two categories: the task demands of a job and the human attributes necessary to perform these tasks. Thus, two types of job analyses can be performed: a task-based analysis or a competency- or skills-based analysis.

Task-based job analysis

This type of job analysis is the most common and seeks to identify elements of the jobs. Tasks are to be expressed in the format of a task statement. The task statement is considered the single most important element of the task analysis process. It provides a standardized, concise format to describe worker actions. If done correctly, task statements can eliminate the need for the personnel analyst to make subjective interpretations of worker actions. Task statements should provide a clear, complete picture of what is being done, how it is being done and why it is being done. A complete task statement will answer four questions:

Performs what action? (action verb)
To whom or what? (object of the verb)
To produce what? or Why is it necessary? (expected output)
Using what tools, equipment, work aids, processes?

When writing task statements, always begin each task statement with a verb to show the action you are taking. Also, do not use abbreviations and rely on common and easily understood terms. Be sure to make statements very clear so that a person with no knowledge of the department or the job will understand what is actually done. Here are some examples of appropriate task statements:

Analyze and define architecture baselines for the Program Office
Analyze and support Process Improvements for XYZ System
Analyze, scan, test, and audit the network for the Computer Lab
Assess emerging technology and capabilities for the Computer Lab
Assist in and develop Information Assurance (IA) policy and procedure documents for the Program Office
Automate and generate online reports for the Program Office using XYZ System
Capture, collate, and report installation safety issues for XYZ System
Conduct periodic facility requirements analysis for the Program Office
Copy, collate, print, and bind technical publications and presentation materials for the Program Office

Competency-based job analysis

A competency-based analysis focuses on the specific knowledge and abilities an employee must have to perform the job. This method is less precise and more subjective. Competency-based analysis is more appropriate for specific, high-level positions.

1.3. Identify the Source(s) of Data

For job analysis, a number of human and non-human data sources are available besides the jobholder himself. The following can be sources of data available for a job analysis.

Figure 3.2.

1.4. Determine Methods of Data Collection

Determining which tasks employees perform is not easy. The most effective technique when collecting information for a job analysis is to obtain information through direct observation as well as from the most qualified incumbent(s) via questionnaires or interviews. The following describes the most common job analysis methods.

Open-ended questionnaire Job incumbents and/or managers fill out questionnaires about the Knowledge, Skills, and Abilities (KSA’s) necessary for the job. HR compiles the answers and publishes a composite statement of job requirements. This method produces reasonable job requirements with input from employees and managers and helps analyze many jobs with limited resources. Structured questionnaire These questionnaires only allow specific responses aimed at determining the nature of the tasks that are performed, their relative importance, frequencies, and, at times, the skills required to perform them. The structured questionnaire is helpful to define a job objectively, which also enables analysis with computer models. This questionnaire shows how an HR professional might gather data for a job analysis. These questionnaires can be completed on paper or online, many are available for free. Interview In a face-to-face interview, the interviewer obtains the necessary information from the employee about the KSAs needed to perform the job. The interviewer uses predetermined questions, with additional follow-up questions based on the employee’s response. This method works well for professional jobs. Observation Employees are directly observed performing job tasks, and observations are translated into the necessary KSAs for the job. Observation provides a realistic view of the job’s daily tasks and activities and works best for short-cycle production jobs. Work diary or log A work diary or log is a record maintained by the employee and includes the frequency and timing of tasks. The employee keeps logs over a period of days or weeks. HR analyzes the logs, identifies patterns and translates them into duties and responsibilities. This method provides an enormous amount of data, but much of it is difficult to interpret, may not be job-related and is difficult to keep up-to-date. See Job Analysis: Time and Motion Study Form .

1.5. Evaluate and Verify the Data

Once obtained, job analysis information needs to be validated. This can be done with workers performing the job or with the immediate supervisor, for accuracy purposes. This corroboration of the data will ensure the information’s accuracy, and can also help the employees’ acceptance of the job analysis data.

1.6. Using the Data to Yield a Job Analysis Report

Once the job analysis has been completed, it is time to write the job description. These are technical documents that can be very detailed. For example, here is a job analysis report conducted in the US by the Federal Aviation Administration (FAA) within strategic initiatives focusing on four occupations with primary responsibilities for safety and risk data collection, analysis, and presentation: Operations Research Analyst, Engineer, Economist, and Mathematician. In a totally different category of work, here is another one describing the job of Amusement and Recreation Attendant .

Hackman J. R. and Greg R. Oldham, “Motivation through the Design of Work: Test of a Theory,” Organizational Behavior and Human Performance 16, no. 2 (August 1976): 250–79.

Human Resources Management - Canadian Edition by Stéphane Brutus and Nora Baronian is licensed under a Creative Commons Attribution-NonCommercial-ShareAlike 4.0 International License , except where otherwise noted.

Module 5: Workforce Planning

What is job analysis, learning outcomes.

Describe the purpose of job analysis
Identify the steps in the job analysis process
Identify sources of information for job analysis

OPM (United States Office of Personnel Management) describes job analysis as “a systematic procedure for gathering, documenting, and analyzing information about the content, context, and requirements of the job.” [1]

Purpose of Job Analysis

A man looking at a tablet with charts and graphs on it.

The purpose of job analysis is to establish what a job entails, including the required knowledge, skills and abilities or KSA as well as job duties and responsibilities and the conditions of the job. Job analysis is essential documentation and a fundamental resource for human resources management actions including recruiting, compensation, training and assessment and performance evaluation. As OPM notes, “a job analysis is the foundation of human resources management. A valid job analysis provides data that should be used to develop effective recruitment, qualification and assessment, selection, performance management, and career development methodologies.” [2]

Job analysis serves four primary purposes:

Establish and document job-related competencies
Identify the job-relatedness of essential tasks and competencies
Establish the legal basis for assessment and selection procedures/decisions
Establish the basis for determining relative worth

Practice Question

Steps in job analysis.

Fundamentals of Human Resource Management authors DeCenzo, et.al. identify the following job-specific steps in the job analysis process: [3]

Establish the organizational relevance of the specific role. Identify how the job relates to the organization’s strategy. Reality check: If there isn’t a clear connection, the job may not be necessary.
Benchmark positions, if necessary. If it’s impractical to conduct an analysis of every role, jobs can be grouped into categories that have similar characteristics. This is analogous to grouping jobs into categories for compensation purposes, as discussed in Module 8: Compensation and Benefits .
Identify inputs. Determine what data sources will be used and how information will be collected. Review data and information; clarify any questions.
Draft the job description. Formats vary, but there are common and required elements, discussed in Job Descriptions .
Finalize the job description. Review the draft job description with the job supervisor and make revisions as appropriate. The supervisor should approve the final job description.

Summary: The Job Analysis Process

The job analysis process, including inputs and output, are listed below. [4]

Organization Chart
Observations
Questionnaires

Position Data / Information

Purpose of Role
Reporting Relationship
Key Accountabilities
Internal & External Communication
Machines & Equipments
Knowledge & Experience
Job Description

Sources of Information

As noted above, determining what a job consists of involves identifying sources of information and determining how data will be collected. Internal sources of information include published information including organizational charts, job announcements, position descriptions; direct or indirect (e.g., review of video) observation; input from management, employees and/or a relevant subject matter expert, obtained through interviews or via questionnaires. An additional option for collecting data is the diary method, where a job incumbent keeps a diary or log of daily activities.

Information obtained from internal sources can be supplemented with or compared with external data. A key source of information—relevant for career exploration and job analysis, as the site’s welcome notes—is the O*Net OnLine database. O*Net’s About states the site “is the nation’s primary source of occupational information. O*Net’s database is updated on a continual basis and “contains hundreds of standardized and occupation-specific descriptors on almost 1,000 occupations covering the entire U.S. economy.” The section of particular interest to job analysts and human resource management in general is the Content Module, which provides the “anatomy” or distinguishing characteristics of an occupation including knowledge, skills and abilities and other job dimensions.

O*Net data is organized in the following six major domains:

Worker Characteristics. Enduring characteristics that may influence both performance and the capacity to acquire knowledge and skills required for effective work performance.
Worker Requirements. Descriptors referring to work-related attributes acquired and/or developed through experience and education.
Experience Requirements. Requirements related to previous work activities and explicitly linked to certain types of work activities.
Occupational Requirements. A comprehensive set of variables or detailed elements that describe what various occupations require.
Workforce Characteristics. Variables that define and describe the general characteristics of occupations that may influence occupational requirements.
Occupation-Specific Information. Variables or other Content Model elements of selected or specific occupations.

O*Net’s Content Model page is interactive; data can be accessed by clicking on a particular section or domain. For example, clicking on Worker Requirements links to a page with four primary folders: Abilities, Occupational Interest, Work Values and Work Styles. Nested under Abilities, defined as “Enduring attributes of the individual that influence performance” are four folders: Cognitive Abilities, Psychomotor Abilities, Physical Abilities and Sensory Abilities.

Completing Job Analysis

Conducting a job analysis includes the following processes:

Collecting Data. Gathering information from published sources, observation, interviews, online databases, such as O*Net or career sites.
Developing Tasks. Developing a description of the “activities an employee performs on a regular basis in order to carry out the functions of the job.” [6]
Developing Competencies. Describing the knowledge, skills, abilities, behaviors, and other characteristics required for successful performance of the role or occupational function. For information on how to write competencies, refer to OPM’s Competencies Quick Tips sheet.
Validating & Rating Tasks & Competencies. Subject matter expert (SME) review and rating of tasks and competencies. A director supervisor or highly accomplished incumbent would be considered SMEs.
Finalizing Tasks & Competencies. Finalization of tasks and competencies; those that are not rated by SMEs are required to successfully perform the job are dropped. The job analysis should be documented for validity and dated to provide a reference for updates.

To elaborate on the rating point, the OPM recommends that tasks that are rated as both frequent (every few days to weekly) and important (on a scale from Not Important to Extremely Important) be considered critical for the job. The OPM ranks competencies based on importance and when the skill is needed—for example, on entry or within 6 months, recommending that competencies be considered critical if considered at least Important and needed within the first 3 months.

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U.S. Office of Personnel Management. “ Frequently Asked Questions Assessment Policy .” U.S. Office of Personnel Management. OPM. Accessed October 14, 2019. ↵
" Delegated Examining Operations Handbook: A Guide for Federal Agency Examining Offices. " U.S. Office of Personnel Management. June 2019. Accessed September 10, 2019. ↵
DeCenzo, David A., Stephen P. Robbins, and Susan L Verhulst. 2016. Fundamentals of Human Resource Management . New York, NY: John Wiley & Sons ↵
People Excellence Team. " What is Job Analysis ." pesync. August 28, 2018. Accessed September 10, 2019. ↵
" Job Analysis ." United States Office of Personnel Management. Accessed September 10, 2019. ↵
Ibid. ↵
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Job Analysis

Job analysis.

What are the specific elements of the job?
What physical and mental activities does the worker undertake?
When is the job to be performed?
Where is the job to be performed?
Under what conditions is it to be performed?

For HRM professionals, the job analysis process results feed job design, work structure and process engineering, as well as team and department structure. The data collected informs a multitude of HR policies and processes. For this reason, job analysis is often referred to as the ‘building block’ of HRM. Here are some examples of how the results of job analysis can be used in HRM:

Production of accurate job postings to attract strong candidates;
Identification of critical knowledge, skills, and abilities required for success to include as hiring criteria;
Identification of risks associated with the job responsibilities to prevent accidents;
Design of performance appraisal systems that measure actual job elements;
Development of equitable compensation plans;
Design training programs that address specific and relevant knowledge, skills, and abilities.

Figure 3.1. This flowchart shows the process of conducting a job analysis.

The Process for Writing the Job Analysis: select jobs to study; determine information needed; identify sources of data; determine methods of data collection; evaluate and verify data; use data to begin the process of writing the analysis, then the job description

The Job as Unit of Analysis

Any job, at some point, needs to be looked at in detail in order to understand its important tasks, how they are carried out, and the necessary human qualities needed to complete them. As organizations mature and evolve, it is important that HR managers also capture aspects of jobs in a systematic matter because so much relies on them. If HRM cannot capture the job elements that are new and those that are no longer relevant, it simply cannot build efficient HRM processes. Take the job of university or college professor, for example. Think of how that job has changed recently, especially in terms of how professors use technology. Ten years ago, technology-wise, a basic understanding of PowerPoint was pretty much all that was required to be effective in the classroom. Today, professors have to rely on Zoom, Moodle, and countless other pedagogical platforms when they deliver their courses. These changes point to a profound change in the job. It is critical that this change be captured by the organization’s HR department in order for the organization to achieve their educational mission. With this information, departments can now select professors based on their level of technological savvy, develop training programs on various platforms, and evaluate/reward those professors who are embracing the technological shift, etc.

Figure 3.2 – This infographic summarizes what the future of work looks like

The Evolution of Work. The PAST: Hierarchy, Fixed Working hours, hoarded information, command & control - fear based leadership, on-premise technology, email is primary form of communication, corporate ladder, siloed and fragmented company, work at office. THE FUTURE: flattened structure, flexible working hours, shared information, engaging, empowering and inspiring leadership, cloud technology, email is secondary form of technology. create the ladder, connected and engaged company, work from anywhere (mobile)

While job analysis seeks to determine the specific elements of each job, there are many studies that have looked at how jobs are evolving in general . These mega trends (see Figure 3.2) are interesting because they not only point towards new characteristics of jobs but also towards an acceleration in the rate of change. For example, Artificial Intelligence (AI) has just begun to make its impact on the world of work. In the next decade, many tasks will be replaced and even enhanced by algorithms. Project yourself, if you can, 50 years from now. Do you think that transportation companies will rely on truck drivers? Autonomous vehicles are already a reality, this promises to be incredibly efficient. Do you think that customer service representatives will be required? We are already having conversations with voice-recognition automated systems without realizing it. Let’s push this to more sophisticated jobs: medical doctors. The diagnosis of illness requires a vast amount of knowledge and, in the end, judgment. Who would bet against the ability of computers able to process billions of bits of information per second not to outperform the average doctor? Bottom line: the AI revolution is not coming, it is already here.

Determine Information Needed

The information gathered from the job analysis falls into two categories: the task demands of a job and the human attributes necessary to perform these tasks. Thus, two types of job analyses can be performed: a task-based analysis or a skills-based analysis.

Job analysis is comprised of task and skills based analysis

Task-based job analysis

Performs what action? (action verb)
To whom or what? (object of the verb)
To produce what? or Why is it necessary? (expected output)
Using what tools, equipment, work aids, processes?

Analyze and define architecture baselines for the Program Office
Analyze and support Process Improvements for XYZ System
Analyze, scan, test, and audit the network for the Computer Lab
Assess emerging technology and capabilities for the Computer Lab
Assist in and develop Information Assurance (IA) policy and procedure documents for the Program Office
Automate and generate online reports for the Program Office using XYZ System
Capture, collate, and report installation safety issues for XYZ System
Conduct periodic facility requirements analysis for the Program Office
Copy, collate, print, and bind technical publications and presentation materials for the Program Office

Competency-based job analysis

Identify the Source(s) of Data

For job analysis, a number of human and non-human data sources are available besides the jobholder themselves. The following can be sources of data available for a job analysis.

Figure 3.3.

Determine Methods of Data Collection

Open-ended questionnaire Job incumbents and/or managers fill out questionnaires about the Knowledge, Skills, and Abilities (KSA’s) necessary for the job. HR compiles the answers and publishes a composite statement of job requirements. This method produces reasonable job requirements with input from employees and managers and helps analyze many jobs with limited resources. Structured questionnaire These questionnaires only allow specific responses aimed at determining the nature of the tasks that are performed, their relative importance, frequencies, and, at times, the skills required to perform them. The structured questionnaire is helpful to define a job objectively, which also enables analysis with computer models. This questionnaire shows how an HR professional might gather data for a job analysis. These questionnaires can be completed on paper or online, many are available for free. Interview In a face-to-face interview, the interviewer obtains the necessary information from the employee about the KSAs needed to perform the job. The interviewer uses predetermined questions, with additional follow-up questions based on the employee’s response. This method works well for professional jobs. Observation Employees are directly observed performing job tasks, and observations are translated into the necessary KSAs for the job. Observation provides a realistic view of the job’s daily tasks and activities and works best for short-cycle production jobs. Work diary or log A work diary or log is a record maintained by the employee and includes the frequency and timing of tasks. The employee keeps logs over a period of days or weeks. HR analyzes the logs, identifies patterns and translates them into duties and responsibilities. This method provides an enormous amount of data, but much of it is difficult to interpret, may not be job-related and is difficult to keep up-to-date. See Job Analysis: Time and Motion Study Form .

Evaluate and Verify the Data

Using the Data to Yield a Job Analysis Report

Hackman J. R. and Greg R. Oldham, “Motivation through the Design of Work: Test of a Theory,” Organizational Behavior and Human Performance 16, no. 2 (August 1976): 250–79.

Human Resources Management - 2nd Ontario Edition Copyright © 2022 by Elizabeth Cameron is licensed under a Creative Commons Attribution-NonCommercial-ShareAlike 4.0 International License , except where otherwise noted.

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How do I conduct a job analysis to ensure the job description matches the duties performed by the employee in the job?

Job analysis is the process of gathering, examining and interpreting data about a job's tasks and responsibilities. It generally includes tracking an employee's duties and the duration of each task, observing the employee performing his or her job, interviewing the employee, managers and others who interact with the employee, and comparing the job to other jobs in the same department and job grade or job family. An important concept in job analysis is that it is an evaluation of the job, not the person doing the job. The final product from a job analysis includes a thorough understanding of the essential functions of the job, a list of all duties and responsibilities, a percentage of time spent for each group of tasks, the job's relative importance in comparison with other jobs, the knowledge, skills and abilities (KSAs) needed to perform the job, and the conditions under which the work is completed.

There are many ways to perform a job analysis, but all require the cooperation of the employee in the position, his or her manager(s) and others the employee works closely with while performing his or her job duties.

The following steps will help provide the best analysis of a particular job:

Have employees complete a job analysis questionnaire.
Interview employees, asking them specific questions about their job duties and responsibilities.
Obtain log sheets from employees with information about each of their tasks and the time spent on each task for at least one full work week.
Complete desk audits where you observe employees doing their jobs at different times of the day and days of the week and track what they do and for how long.
Interview supervisors and managers, and other employees, clients and customers the employee may interact with while performing the job.
Compare the job to other jobs in the department as well as the job grade or job family to show where it falls on the pay scale.

If there is more than one person doing the same job, make sure to observe and obtain feedback and information from more than one person. You will want to review your findings with the employees who do the job as well as their supervisors and managers to tweak your findings until you have an accurate reflection of the job duties and responsibilities.

Once an accurate overview of a position is developed, employers should update the job description to match the results of the job analysis.

Job descriptions can be used as a tool for recruiting, determining salary ranges and levels or grades, establishing job titles, creating employee's job goals and objectives, and conducting performance reviews. They can also be used for career planning, creating reasonable accommodations and meeting legal requirements for compliance purposes. Because of this, it is important to have written job descriptions that accurately reflect the employees' current job duties and responsibilities.

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Job Analysis: Meaning, Importance, Components, Methods, Process

Job Analysis is an essential part of human resource management. It determines the skills, ability, duties, authority, and accountabilities a job should have. Let’s learn and understand the meaning of job analysis and its components, methods, tools, processes, and uses in HRM.

Meaning of Job Analysis

Job analysis is the process of determining and reporting pertinent information relating to the nature of a specific job. It is the determination of the tasks that comprise the job and the skills, knowledge, abilities, and responsibilities required of the holder for successful job performance.

Job analysis is studying and collecting information relating to the operations and responsibilities of a specific job.

The information thus collected is analyzed, and the facts about the nature of job working conditions and qualities of an employee can be easily known.

Job analysis defines the jobs within the organization and the behaviors necessary to perform these jobs.

Job Analysis is a systematic exploration, study, and recording of a job’s responsibilities, duties, skills, accountabilities, work environment, and ability requirements.

It also involves determining the relative importance of a job’s duties, responsibilities, and physical and emotional skills.

Definition of Job Analysis

Job analysis gathers and analyzes information about job content, human requirements, and the context in which jobs are performed.

Dessier (2005) defines job analysis as the procedure through which a job analyst determines the duties of different positions of an organization and the characteristics of the people to hire them.

Dale Yoder (1983) defines job analysis as “a process in which jobs are studied to determine what tasks and responsibilities they include, their relationships to other jobs, the conditions under which work is performed, and the personnel capabilities required for satisfactory performance.”

In the opinion of Strauss and Sayles (1977), job analysis consists of two parts, a statement of work to be done (Job description) and the skills and knowledge which must be possessed by anyone filling the job (Job Specification)”.

According to Gary Dessler, “Job analysis is the procedure for determining the duties and skills requirements of a job and the kind of person who should be hired for it.”

According to Edwin B. Flippo, “Job Analysis is the process of studying and collecting information relating to the operation and responsibilities of a specific job.”

Job analysis is a systematic way to gather and analyze information about the content and the human requirements of jobs and the context in which jobs are performed.

Job analysis involves collecting data about the performance of the job in an organization.

However, this definition is probably too simplistic when all of the different types of information that must be collected are considered.

For example, the data collected should clearly describe what is required to perform a specific job.

This should include the:

Knowledge: Knowledge is the degree to which a job holder must know specific technical material.
Skill: Skill is defined as adequate performance on tasks requiring tools, equipment, and machinery.
Abilities: Abilities refers to the physical and material capabilities needed to perform tasks not requiring the use of tools, equipment, and machinery. Further, where the job is completed must be considered.

Types of information to be collected by a job analysis are shown below:

Work activities.
Work-oriented activities.
Machines, tools, equipment, and work aids are used.
Job-related tangible and intangible.
Work performance.
Job context.
Personal requirement.

15 Terminology Used In Job Analysis

Task: An identifiable work activity carried out for a specific purpose. For example, typing a letter.
Duty: Several tasks that are related to some sequence of events. For example, pick up, sort out, and deliver incoming mail.
Position: A collection of tasks and duties which are performed by one person. For example, the P.A. to Chairman receives visitors, takes dictation , operates the computer, answers queries, attends to complaints, and helps students.
Job: A group of positions similar in their significant duties. For example, the job of salesmen, technical assistants, computer programmers, etc.
Job Families: Groups of different jobs that need similar skills. For example, sales jobs and clerical jobs in different departments.
Job Code: A job code uses numbers, letters, or both to provide a quick summary of a job and its content.
Job Classification: The grouping of jobs on some basis, such as the nature of work done or the level of pay. For example, skilled, semiskilled, and unskilled Grade II and III officers in a Bank .
Job Analysis: The process of gathering information about a job.
Job Description: A written summary of tasks, duties, and responsibilities of a job.
Job Specification: The minimum skills, education, and experience necessary for an individual to do a job.
Job Evaluation: A systematic procedure for finding the relative worth of a job.
Job Sharing: It is a scheduling innovation that allows two or more workers to share a job.
Job Design: A conscious effort to organize tasks, duties, and responsibilities into a unit of work to achieve a certain objective.
Job Rotation: Moving employees horizontally or vertically to expand their skills, knowledge, or activities.
Job Enrichment: Adding more responsibilities, autonomy, and control to a job.

Historical Context and Modern Approaches to Job Analysis

Job analysis has a long history within the HR field. Efficiency expert Fred Taylor’s scientific management studies were key contributions to the evolution of contemporary job analysis methods.

Taylor’s industrial engineering approach was focused on reducing costs and improving the efficiency of the manufacturing worker. In particular, his analysis process concentrated on finding the “one best way” to do any job.

This approach, still a central feature of present-day job analysis, examines two main aspects of each job in the organization;

the methods employed, and
the time measurement for task completion.

The first aspect is concerned with how the job incumbent performs the job – that is, with the minimum requirements for success in the job.

These requirements include;

the individual’s knowledge of production techniques and processes, cognitive (mental) abilities, mechanical abilities, and psychomotor abilities, and
the working conditions in which the job is performed (e.g., whether the work is done by the individual alone or in conjunction with other members of a team).

The second aspect, common to all job analyses, is time measurement, or the cycle/production time required to produce the goods or services to the organization’s performance standards. This time standard completely depends on the first aspect, concerned with the methods employed (or how the job is performed).

Changing the process from individual to team-based production and modifying the number of raw material inputs or steps in the production process will substantially change the output or number of items that can be produced on a time basis per hour, shift, or day.

4 Features of Job Analysis

From the definitions in the preceding section, we can list the features of job analysis as follows:

Job analysis is gathering relevant information about various aspects of a job and identifying tasks required to be performed as part of it.
It systematically defines the role, context, conditions, human behavior, performance standards, and responsibilities of a job.
It helps establish the job’s worth to an organization. In other words, it measures a job’s value and contribution to the organization’s growth.
It establishes job-relatedness, which is crucial for HR decisions involving recruitment, selection, compensation, training, health, and safety.

6 Importance of Job Analysis

Job analysis has been described as a fundamental instrument in the manpower management program. However, its importance may be well understood by narrating the areas of its concentration as under:

Ensuring similarity in job title

If the same job is described or titled in different ways in different organizations, the management finds great difficulty in selecting personnel and pricing the jobs. Job analysis helps minimize this problem by introducing similarities in job titles in different organizations.

Clarifying methods and procedures of work

The jobs are studied scientifically to study the duties and the tasks of the workers doing a particular job. Job analysis helps the management to get a clear picture of workers’ requirements regarding the types of supply of tools, machines, and equipment.

It indicates how much training, responsibilities, and supervision the worker should receive to perform the job efficiently. It helps the industrial engineer improve methods or procedures of work and determine the production standards.

Improving physical conditions of the work environment

Job analysis helps the management provide the worker with optimum conditions for work by providing an adequate workplace with good illumination and ventilation.

It also helps the management decide the ways by which it can avoid unnecessary noise, humidity, and dangerous, unhealthy, and hazardous conditions of work.

Delineating the relation of one job to other jobs

Job analysis describes the skill involved in doing a job as well as the characteristics required by the worker to do the job efficiently.

Thus, it helps the management to grade the jobs and to coordinate the work of a job with other jobs. It also helps the management to keep auxiliary workforces in the form of job families to meet any emergency.

When the best characteristics required by the workers are more or less identical in different jobs, then the jobs can be classified under one family. Inter-job, inter-department, and even inter-plant transfer of employees are common under conditions of industrial growth. Scientifically studying the job facilitates economic, efficient, and equitable transfer.

Similarly, men cannot be advanced from position to position and asked to take more responsibilities as they move upward in the organizational ladder unless the nature of the job under question and the human characteristic requirements of higher positions are definitely known.

Job analysis not only informs the management about the blockade of the promotional opportunities in some cases but also links up with other positions in the same or other departments that can offer opportunities.

Determining conditions of employment

Job analysis helps the industrial engineer determine the length and hours of work as well as the responsibilities for a particular job.

It helps the personnel department in pricing the job as well as in determining whether the job can be made permanent or seasonal. Last but not least, it helps the management to have a scientific procedure to provide every employee with opportunities for promotions and advancement.

Reducing grievances

At present, an appreciable amount of labor unrest is due to the absence of adequate information about jobs. Because of this situation, management and unions, in most cases, do not agree upon wage fixation, transfer, and promotion.

Gross inequalities in rates of wages, poor promotion plans, inability of heads of the department to understand fully the intricacies of the job, and lack of scientific analysis of human qualities create discontentment among employees and sometimes lead to serious grievances.

Job analysis supplies systematic information through job evaluation, job specification, job description, job schedule, etc., and thus helps avoid discontentment.

Basically, job analysis and job standardization are service tools; they are the means to an end.

It is closely connected with research studies on time and motion, industrial health and fatigue, causation of industrial accidents, determination of standards of performance and production standards, improvement of methods of procedure in machine operation, adjustment, and maintenance.

KSAs of Job Analysis

Job analysis can be defined as an examination of the jobs in an organization with a view to documenting the knowledge, skills, and abilities (KSAs) associated with the successful performance of those jobs. The written outcomes of this process are referred to either as a job description or a job specification.

The difference between these two items centers on whether the emphasis is on the duties or tasks to be carried out on the job (i.e., the job description) or on the competencies or KSAs the jobholder must possess to be a successful performer in a specific job (i.e., the job specification). KSAs are elaborated as follows:

Knowledge : Knowledge is the body of information, usually of a factual or procedural nature, that allows an individual to perform a task successfully.

Skill : Skill is the individual’s level of proficiency or competency in performing a specific task. The level of competency is typically expressed in numerical terms.

Ability : Ability is a more general, enduring trait or capability an individual possesses at the time when he or she first begins to perform a task.

Other attributes : Other attributes include work experience.

9 Objectives of Job Analysis

A sound human resource management practice dictates that a thorough job analysis should be done, as it may provide a deeper understanding of the behavioral requirements of jobs.

This, in turn, creates a solid basis on which to make job-related employment decisions.

9 main objectives of job analysis;

Organizational structure and design

Human resource planning, work simplification, setting up of standards., support for personnel activities, job description, job specification, job classification system, job evaluation and compensation.

By clarifying job requirements and interrelationships among jobs, responsibilities at all levels can be specified, promoting efficiency and minimizing overlap or duplication.

Job analysis is the foundation of forecasting the needs for human resources and plans for such activities as training, transfer, or promotion.

Job analysis information is incorporated into a human resource information system.

Job analysis provides information related to the job, and this data can be used to make the process or job simple.

Work simplification means dividing the job into small parts, i.e., different product lines or process operations, improving production or job performance.

Standard means minimum acceptable qualities, results, performance, or rewards regarding a particular job.

Job analysis provides information about the job, and each standard can be established using this information.

Job analysis supports various personnel activities like recruitment, selection, placement, training and development, wage administration, performance appraisal , etc.

A job description is a job profile that describes the job’s contents, environment, and condition . It is prepared based on data collected through job analysis. It provides information about the activities and duties to be performed in a job.

Job description differentiates one job from another by introducing unique characteristics of each job.

A job specification is another notable objective of job analysis. It includes information about the requirements of skills and abilities to perform a specific task.

It states the minimum acceptable qualifications an incumbent must possess to perform the assigned duty successfully.

The job specification statement identifies the knowledge, skills, and abilities needed to perform that task effectively .

Selection, training, and pay systems are often key to job classification.

Without job analysis information, it is impossible to determine the relationships among jobs in an organization reliably.

Job analysis also provides the required information that is necessary for evaluating the worthiness of jobs.

After preparing the job description and job specification statements, it assists in evaluating actual performance against the predetermined standard. Then the deviation (if any) is found that has taken place during action.

Moreover, it helps establish the value of different jobs in a hierarchical order, comparing jobs to one another.

These, in turn, are valuable in helping managers identify the kinds of employees they should recruit, select, and develop and provide guidance for decisions about training and career development, performance appraisal, and compensation administration.

Strategic Choice of Job Analysis

The following strategic guidelines should be examined when deciding whether to conduct a job analysis;

The primary purpose for conducting a job analysis should be specified (such as establishing wage rates or recruiting) to help ensure that all relevant information is examined.
The primary purpose of conducting a job analysis should be to input the types of information collected (for example, work activities, machines & tools used, or job context).
The purpose of the job analysis, the types of information required, the time & cost constraints, the level of employee involvement & the level of detail desired should be specified before choosing one or more of the available data collection methods .
Managers should follow or include the following steps when conducting a job analysis.
Determine the purpose of the job analysis.
Identify the jobs to be analyzed.
Determine the data collection method.
Explain the process to employees & involve them.
Collect job analysis information.
Process the job analysis information.
Review & update frequently.
The job analysis should be designed so that job descriptions & job specifications can be derived easily.
Managers should communicate all relevant information to employees concerning the job analysis to prevent unnecessary uncertainty & anxiety.
If major organizational changes occur, managers should consider conducting a job analysis.
If major organizations are anticipated, managers should consider conducting a more future-oriented job analysis.

3 Purposes of Job Analysis

The data collected from the job analysis can be used for three purposes.

3 purposes of job analysis are;

Job Description

Job specification, job evaluation.

Job descriptions describe the duties, responsibilities, working conditions, and activities of a particular job. Job descriptions vary in terms of the level of detail provided.

However, several components are present in virtually every job description—for example, the job title, type of summary, and worker requirements.

One valuable source for locating standardized job descriptions is the Dictionary of Occupational Titles (DOT), published by the US Department of labor, providing more than 12,000 occupations. Managers can adapt the standardized job descriptions from the DOT to the specific jobs within their firm.

Job specifications detail the knowledge, skills, and abilities relevant to a job, including the education, experience, specialized training, personal traits , and manual dexterity required. The job specification is important for several reasons.

First, certain jobs have the qualifications required by law.

For example, airline pilots, attorneys, and medical doctors must be licensed. Another type of job specification is based on professional tradition.

For example, university professors must usually hold a Ph.D. or equivalent degree if they are in a tenure track position.

Finally, job specifications might involve establishing certain standards or criteria for successful performance.

The information gathered during a job analysis can be used as input for the organization’s job evaluation system. The job evaluation determines the worth of a particular job to the organization .

This information is primarily used to determine the pay for the job. Thus, employees should be paid more for working more difficult jobs.

7 Components of Job Analysis

A job can be broken into several components and arranged into a hierarchy of work activities. This hierarchy is depicted in the following figure;

7 components of job analysis are;

Job Family.

The smallest practical unit into which any work activity can be subdivided.

An identifiable unit of work activity is produced by applying a Composite of methods, procedures, and techniques.

An individual performs several distinct tasks to complete a work activity for which he or she is responsible.

The combination of all the duties required of one person performed a job.

A group of positions that are the same enough or their job elements tasks and others to be covered by the same job analysis.

Jobs are combined across organizations based on the skills, exhaustion, and responsibilities required by the jobs.

A category in which similar cocoons are grouped.

6 Steps or Stages of The Job Analysis Process

There are six steps in the job analysis process. Let’s look at each of them. The steps are shown in the following figure:

Decide how we will use the information.
Review relevant background information
Select representative positions
Analyze the job
Verify the job analysis information.
Develop a job description and job specification

Step 1: Decide how we will use the information.

Decide how we will use the information since this will determine the data and how we collect them. Some data collection techniques – like interviewing the employee and asking what the job entails – are good for writing job descriptions and selecting an employee for the job.

Other techniques, like the position analysis questionnaire , do not provide qualitative information for a job description.

Instead, they provide numerical ratings for each job: these can be used to compare jobs for compensation purposes.

Step 2: Review relevant background information

Review relevant background information, such as organization charts, process charts, and job descriptions.

Organization charts show the organization-wide division of work , with titles of each position and interconnecting lines that report to and communicate with whom.

A process chart provides a more detailed picture of the workflow. A process chart shows the flow of inputs to and outputs from the job we analyze in its simplest form.

Finally, the existing job description usually provides a starting point for building the revised job description.

Step 3: Select representative positions

Select representative positions. There may be too many similar jobs to analyze them all. For example, it is usually unnecessary to analyze the jobs of 200 assembly workers when a sample of 10 jobs will do.

Step 4: Analyze the job

Analyze the job by collecting data on job activities, required employee behaviors, working conditions, and human traits and abilities needed to perform the job. For this step, use one or more of the job analysis methods.

Step 5: Verify the job analysis information.

Verify the job analysis information with the worker performing the job and with his immediate supervisor. This will help confirm that the information is factually correct and complete.

This review can also help gain the employee’s acceptance of the job analysis data and conclusions by giving that person a chance to review and modify our description of the job activities.

Step 6: Develop a job description and job specification

Develop a job description and job specification.

The job description is a written statement describing the job’s activities and responsibilities and its important features, such as working conditions and safety hazards.

Job specification summarizes the personal qualities, traits, skills, and background required to complete the job. It may be in a separate document or the same document as the job description.

7 Job Analysis Methods

An organization uses different methods to collect information and conduct job analysis.

7 job analysis methods are;

Observation method

Job performance, work sampling, individual interview, structured questionnaire, critical incident method, diary method.

In this method, the observer observes a worker or a group of workers doing a job. He lists all the duties performed by the worker and the qualities required to perform those duties.

It is a direct method. Direct exposure to jobs can provide a richer and deeper understanding of job requirements than workers’ descriptions of what they do.

Observations alone may reveal little useful information if the work in question is primarily mental.

With this approach, an analyst does the job understudy to get firsthand exposure to what it demands.

With this method, there is exposure to actual job tasks and the jobs’ physical, environmental, and social demands. It is suitable for jobs that can be learned relatively quickly.

Its main limitation is that the employee becomes conscious when the employee’s work is observed. This method is inappropriate for jobs that require extensive training or are hazardous.

Under this method, a manager can determine the content and pace of a typical workday through a statistical sampling of certain actions rather than through continuous observation and timing of all actions.

A manager or job analyst visits each job site and talks with employees performing each job. A standardized interview form is used most often to record the information.

Frequently, both the employee and the employee’s supervisor must be interviewed to understand the job completely. In some cases, a group of experts conducts the interview.

They ask questions about the job, skill levels, and difficulty levels.

They ask questions and collect information, and based on this information, job analysis is prepared.

This method can provide information about standard and non-standard activities and physical and mental work.

In short, the worker can provide the analyst with information that might not be available from any other source. Its main limitation is that workers may be suspicious of interviewers and their motives.; interviewers may ask ambiguous questions.

Thus, the distortion of information is a real possibility.

A survey instrument is developed and given to employees and managers to complete.

The main advantage of this method is that information on many jobs can be collected inexpensively in a relatively short time. This method is usually cheaper and quicker to administer than other methods.

Questionnaires can be completed off the job, thus avoiding lost productive time. Its main limitation is that it is time consuming and expensive to develop.

The rapport between analyst and respondent is impossible unless the analyst is present to explain and clarify misunderstandings.

Such an impersonal approach may have adverse effects on respondent cooperation and motivation .

In this method, the employee is asked to write one or more critical incidents that has taken place on the job .

The incident will explain the problem, how it is handled, the qualities required, difficulty levels, etc. The critical incident method gives an idea about the job and its importance.

A critical means important, and an incident means anything that takes place on the job . This method focuses directly on what people do in their jobs, and thus, it provides insight into job dynamics.

But this method takes much time to gather, abstract, and categorize the incidents.

It may be difficult to develop a profile of average job behavior as this method describes particularly effective or ineffective behavior.

Under this method, companies can ask employees to maintain log records or daily diaries, and job analysis can be done based on information collected from the record.

A log record is a book in which employee records /writes all the activities performed by him on the job.

The records are extensive and exhausted and provide a fair idea about the duties and responsibilities in any job.

In this method, the worker does the work himself, and the idea of the skill required, the difficulty level of the job, and the efforts required can be known easily.

6 Job Analysis Tools

Job Analysis supports all other management activities, including recruitment and selection , training and development need analysis, performance analysis, and appraisal, job evaluation, job rotation, job enrichment and enlargement, the right job-individual, creation, and regulation of entry and exit of talent in an organization.

There are various tools and techniques, such as the O-Net model. PAQ model. FJA model.

F-JAS model and competency model help HR managers to develop genuine job description and job specification data.

Though not very new, a few high-profile organizations use these specialized tools and techniques.

Not very common in use, but once understood, these systematic approaches prove extremely useful for measuring the worth of any job in an organization.

6 tools for Job Analysis are;

O*Net Model

F-jas model, competency model.

The beauty of this model is that it helps managers or job analysts in listing job-related data for a huge number of jobs simultaneously.

It helps collect and record basic and initial data, including educational, physical, and mental and emotional requirements to some extent.

It also links the compensation and benefits, perks, and advantages to a prospective candidate for a specific job.

FJA stands for Functional Job Analysis and helps collect and record job-related data to a deeper extent. It is used to develop task-related statements.

The technique developed by Sidney Fine and his colleagues helps determine the complexity of duties and responsibilities involved in a specific job.

This work-oriented technique works based on the relatedness of job data, where the complexity of work is determined on a scale of various scores given to a particular job.

The lower scores represent greater difficulty.

PAQ represents the Position Analysis Questionnaire . This well-known and commonly used technique analyzes a job by getting the questionnaires filled by job incumbents and their superiors.

Designed by a trained and experienced job analyst, the process involves interviewing the subject matter experts and employees and evaluating the questionnaires on those bases.

Representing Fleishman Job Analysis System is a basic and generic approach to discovering common elements in different jobs, including;

verbal abilities,
reasoning abilities,
idea generation,
quantitative abilities,
attentiveness,
spatial abilities,
visual and other sensory abilities,
manipulative abilities,
reaction time,
speed analysis,
flexibility,
emotional characteristics,
physical strength,
perceptual abilities,
communication skills,
coordination, and
movement control abilities.

This model discusses employees’ competencies in knowledge, skills, abilities, behaviors, expertise, and performance.

It also helps understand what a prospective candidate requires at the time of entry into an organization at a particular designation in a given work environment and schedule.

The model also includes basic elements such as qualifications, experience, education, training, certifications, licenses, legal requirements, and a candidate’s willingness.

This technique defines personality dynamics and suggests an ideal job model.

However, it does not discuss the individual competencies, such as intellect, experience, or physical and emotional characteristics of an individual required to perform a specific job.

Different tools can be used in different situations. The selection of an ideal job analysis tool depends upon job analysis needs and objectives and the amount of time and resources.

8 Key Factors in Job Analysis

Task identity.
Responsibility.

Working environment

Interaction with others, recognition and support, outcomes and performance measures, task identity.

Employees receive more satisfaction from doing a ‘whole’ piece of work. This is likely to happen when the job has a distinct beginning and end, visible to the employee and others.

Employees must see the work results they have produced either independently or as a part of a team .

Employees who perform repetitive tasks that offer no challenge may lose interest and become bored and dissatisfied.

Greater variety can improve interest, challenge, and commitment to the task. Variety means more than simply adding an extra but similar task.

For example, processing different forms would not make the work more meaningful as there would be no extra challenge.

Too much variety can also be frustrating and a source of conflict and dissatisfaction. The optimum amount of variety will differ from person to person and could depend on the level of the position.

Responsibility

Employees need to feel responsible for a significant part of the work they perform, either individually or as part of a team.

Work should be identified, enabling employees to see that they are personally responsible for the successes and failures of their actions.

This goes hand in hand with responsibility. Employees should have some areas of decision-making within the framework of their job.

Autonomy means giving more scope to employees to regulate and control their work.

A job should provide a safe and healthy working environment that is free from discrimination and harassment. It is also important to consider the types of work aids and equipment required to perform the role.

Employees need to understand their reporting relationships.

For example, employees must know to whom they report. It is important to identify the level of interaction that is required with key internal and external customers.

Employees need jobs that contribute to self-respect, particularly through acceptance and recognition by fellow workers and supervisors.

Jobs should permit relationships between individuals and encourage teamwork; otherwise, the employee can feel isolated, resulting in negative feelings about their work and work environment.

Employees need to know their particular targets and how they relate to the organization’s overall operation. This will involve identifying the outcomes required of the position.

The standard of performance also needs to be identified, along with performance measures. This feedback will provide employees with an equitable capacity for ongoing learning and advancement.

Guidelines for Performing Job Analysis

Before actually analyzing the job, using one or more of the tools we turn to in the following section, keep four practical guidelines in mind.

Make the job analysis a joint effort by a human resources specialist, the worker, and the supervisor. The human resource manager might observe the worker doing the job and have the supervisor and worker fill out job questionnaires. The specialist lists the job duties and required human traits based on all that. The supervisor and worker then review and verify the HR manager’s list of the job’s activities and duties.
If several employees are doing the same job in different departments, collect job analysis information from employees in different departments, not just one. The way someone with a particular job title spends his time is not necessarily the same from department to department.
Make sure the questions and processes are clear to the employees. (For example, some might not know what we mean when we ask about the job’s “mental demands.”) Catch problems early.
Use several different tools for job analysis. Generally, try not to rely on a questionnaire but perhaps supplement the survey results with a short follow-up interview. The problem is that each tool has potential drawbacks.

4 Techniques for Designing Jobs

Basically, there are four techniques used in the design of jobs;

job simplification,
job enlargement,
job enrichment, and
job rotation.

Job Simplification

Job simplification is a design method whereby jobs are divided into smaller components and subsequently assigned to workers as whole jobs.

Simplification of work requires that jobs be broken down into their smallest units and then analyzed. Each resulting sub-unit typically consists of relatively few operations. These subunits are then assigned to the workers as their total job.

There appear to be two major advantages to using job simplification.

First, since the job requires very little training, it can be completed by less costly unskilled labor.

Second, job speed increases because each worker is performing only a small portion of the previously large job and thus is able to master a smaller, less complicated job unit.

On the negative side, job simplification results in workers experiencing boredom, frustration, alienation, lack of motivation, and low job satisfaction . This, in turn, leads to lower productivity and increased cost.

Job Enlargement

Job enlargement expands a job horizontally. It increases job scope; that is, it increases the number of different operations required in a job and the frequency with which the job cycle is repeated.

By increasing the number of tasks an individual performs, job enlargement increases the job scope or job diversity . Instead of only sorting the incoming mail by department, a mail sorter’s job could be enlarged to include physically delivering the mail to the various departments.

Job Rotation

Job rotation refers to the movement of an employee from one job to another. Jobs themselves are not actually changed; only the employees are rotated among various jobs.

An employee who works on a routine job moves to work on another job for some hours/days/months and returns to the first job. This measure relieves employees from boredom and monotony, improves employees’ skills regarding various jobs, prepares workers’ self-image, and provides personal growth.

However, frequent job rotations are not advisable in view of their negative impact on the organization and the employee.

Job Enrichment

Job enrichment, as it is currently practiced in industry , is a direct outgrowth of Herzberg’s Two Factor Theory of motivation.

It is, therefore, based on the assumption that to motivate personnel, the job itself must provide opportunities for achievement, recognition, responsibility, advancement, and growth. The basic idea is to restore to jobs the elements of interest that were taken away under intensive specialization.

Job enrichment tries to embellish the job with factors that Herzberg characterized as motivators: achievement, recognition, increased responsibilities, opportunities for growth, advancement, and increased competence. There is an attempt to build a higher sense of challenge and achievement through vertical loading into jobs.

“Enrichment means building challenge and achievement into workers’ jobs by changing their jobs’ content—letting them order and inspect their own good day schedule, and so forth.”

Vertical job loading entails redesigning jobs to provide:

Greater responsibility,
Greater autonomy,
More immediate feedback to the individual or group.

Job enrichment might include transferring some of the superior’s activities to subordinates.

8 Reasons Why Job Analysis Is Important For HRM!

Job analysis is a process. 8 importance of job analysis are;

Planning and organizing of program

Obtaining current information, conducting needs research.

Establishing_priorities
Collecting. job data

Preparing job description

Developing.job specification

Maintaining and updating the job description and job specification.

The first step is to plan and organize the job analysis program. Planning is done before gathering data from the employees. It is important to identify the objectives of the job analysis.

Top management support is needed to make job analysis a success . A person is designated as in charge of the program, and required authority and responsibility are assigned.

The schedule of the program and budget estimation is prepared.

Current job design information is collected, and the analyst studies job descriptions, job specifications, processes used, manuals, and organization flow charts.

The analyst determines which manager, the department requires the job analysis.

Research is conducted to determine the purpose of the job analysis and the method used to gather relevant information.

Establishing priorities

With the help of various related department managers, an HR manager will identify and prioritize the jobs to be analyzed.

Collecting job data

The next step is collecting the data related to the job selected for the analysis as they are being performed in the organization.

Using job information obtained from job analysis, a job description is prepared.

It states the full information about the job, including the working conditions, nature of the job, processes, machines, and materials used.

Developing job specification

Job specifications are developed using the information given in the job description.

A job specification is a statement regarding the human qualities required to perform a particular job. Such information is used to select the person matching the job requirements.

Once a job description and job specification have been completed and reviewed, a system must be developed to keep them current.

Job and employee requirements may change over time, and accordingly, job descriptions and specifications need to be adapted.

Why is job analysis the Foundation of HR Practices?

HR practitioners refer to job analysis as the foundation for all HR activities, and there are extremely valid reasons for this assertion.

Before we can meaningfully advertise jobs and attract desired individuals to fill job vacancies identified by the HR planning process , we must be able to specify the individual competencies that we are looking for.

Once we have developed a pool of high-quality job applicants, the selection process will incorporate employment tests and interview questions based on the need to choose the individual who best meets the formal requirements for success identified by our job analysis process.

The selection criteria that follow out of the job analysis process are also used in succession planning to appraise the organization’s internal candidates for possible transfer or promotion to management or executive jobs.

Once we have selected an individual to fill a job, he or she should be given a copy of the job description or specification for the job, which provides specific guidance on how to perform the job in accordance with the wishes of the organization.

The performance appraisal process compares the individual’s accomplishments over a predetermined period with the desired standards specified in the job description or specification.

If the performance appraisal process reveals that the individual has deficiencies that can be rectified by training and development, specific programs or courses can be offered to help the individual reach the desired standards.

Furthermore, compensation systems in organizations typically use a classification process based on knowledge and skills, effort, responsibility, and working conditions – the four indispensable factors of the job that are explicitly noted and formalized by the job analysis process.

Finally, successful career planning programs also draw heavily on the front-end requirement of a comprehensive job analysis.

In planning future career moves, the individual and the organization note the employee’s current KSAs and level of performance and compare these to the KSAs required in various target jobs for which the employee would like to apply.

Once this information is provided by job analysis, the employee is informed of the explicit education and skills development that will be required prior to being considered for the target job.

Job analysis, therefore, is not only a critical requirement for the proper implementation and operation of the HR planning process, as examined in this book, but is also an essential prerequisite for the success of virtually all other HR functions.

4 Major Problems With Job Analysis

Having noted the process of job analysis, let’s now turn to an examination of the frequent problems associated with job analysis.

Job Analysis that is neither updated nor reviewed

One must consider the topic of computer technology to recognize the impact that an extremely rapid rate of change has on how work is being performed.

Job analyses must be reviewed regularly by incumbents, supervisors, HR staff, and so on to ensure that the written job requirements reflect the reality of contemporary job performance. Recent changes in technology, materials, and processes must be incorporated into the amended job description or specification.

Obsolete job descriptions not only fail to provide job incumbents with meaningful guidance as to their required duties and tasks but also result in an HR planning process attempting to match individuals to jobs based on no longer valid information.

Job description or specification that is too vague

If job analysis is to provide important information to allow us to select the individual who best meets job requirements, we must be specific as to what those exact requirements are.

For example, organizations often specify that applicants must have a certain number of years of experience in a certain functional area instead of specifying the exact skills or competencies the applicant should have learned over that period.

Without this specific information, experience or time spent on the job has little relevance for selection.

Similarly, organizations may mistakenly include elements such as “dependability” as one of their job requirements without giving specific examples of what constitutes dependable behavior (e.g., the individual arrives on time for meetings with all preparatory work properly completed).

To be an effective component of HR planning, the job analysis process must produce detailed, specific behavioral examples of successful job performance for each job in the work process.

Contamination and deficiency

Although brevity and clarity are definite virtues with respect to job analysis (a short, clear job description is of great use to both job incumbents and the HR staff), taken to an extreme, these characteristics may cause problems during job analysis efforts.

If our job description or specification fails to incorporate important aspects of the job that are required for success, this error of omission is referred to as deficiency.

Conversely, if we include peripheral, unimportant aspects of a job in the formal job description, we run the risk of contaminating it by diverting attention from valid, important correlates of success.

Contamination of our job analysis process may also lead to legal consequences if we use the information to select individuals based on factors not related to the job.

For job analysis, therefore, we should try to be as brief and clear as possible but not at the expense of excluding any important behavioral or performance element of the job.

Time and costs of job analysis

Some organizations are deterred from conducting job analysis due to the significant time and start-up costs perceived to be associated with the process.

Typical costs include consulting fees for job analysis (if the organization does not have in-house HR staff with relevant qualifications), licensing fees associated with usage of copyrighted job analysis methods, the costs of lost production (or overtime) involved with interviewing and surveying job incumbents, managers, and so on, and the administrative costs involved with codifying, analyzing, drafting, revising, and disseminating the information that results from the process.

However, many organizations that bemoan the large time and cost expenditures associated with job analysis do so only because they have not conducted a proper cost-benefit analysis with respect to this decision.

For example, organizations should also consider the time and cost savings that result from the following:

better matching of individual skills to organizational requirements (e.g., reduced costs and often lower absenteeism and turnover associated with training and development),
incorporation of the benefits of organizational learning with respect to product and process improvements,
reduced job ambiguity and wastage,
clarification of operating procedures and job relationships,
explicit definition of performance expectations for individuals and teams, and
facilitation of other HR programs.

If organizations consider the full costs and benefits associated with entering into the job analysis process, the decision to proceed is invariably very clear!

Conclusion: Job Analysis is an essential prerequisite for the effective management

Information is the basic material used by an industry for many kinds of job-related planning. The nature of job information varies from industry to industry, from department to department, and from purpose to purpose. Information used for job analysis must be accurate, timely, and tailor-made.

Job analysis is the process of determining by observation and study and reporting pertinent information related to the nature of a specific job. It is the method used to determine what types of manpower are needed to perform the jobs of the organization.

Job analysis is composed of—(i) Job description, (ii) Job specification, and (iii) Job evaluation.

Employee turnover is a severe problem in most industries.

Turnover is harmful because it causes serious inconveniences, high costs, wastage of trained workforce, and reduces morale and motivation. It occurs mainly due to frustration for the following reasons:

A mismatch between expectation and reality, like work,
A mismatch between the requirements of the job and capabilities,
A mismatch between responsibility and compensation.

This mismatch has arisen because the work has not been properly defined, designed, and disclosed.

This leads to the concept of job analysis. F.W. Taylor, the father of Scientific Management , also emphasized conducting and studying each part of the job scientifically to develop the best way of doing a task.

Let us now define a job.

Organizations consist of positions that have to be staffed by the right person.

A job is defined as a collection of duties and responsibilities given to an individual employee. Jobs are important to individuals.

They help determine living standards, places of residence, status, and even one’s sense of self-worth. Jobs are important because they are the vehicles through which work is accomplished.

Job analysis is an essential prerequisite for the effective management of the human resources of an organization . It is the process of gathering relevant information about a job. It specifies the tasks involved in a job and the factors that influence the performance of that job.

As a process, it can produce results with great practical relevance for human resource management .

Job analysis has applications in almost all the HR activities of an organization .

It acts as the basis for decisions involving human resource planning, recruitment and selection, training and development, compensation fixation, job evaluation, performance evaluation , career management , and the health and safety of employees.

The end product of a job analysis is a written description of the actual requirements of the job.

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A Comprehensive Guide to Doing a Job Analysis for HRM

Employee Management Tips
Sep 15, 2022
By Traqq Team

The hiring process is an integral part of human resource management (HRM). Of course, before you can attract top talent, you need to define the job. This procedure, referred to as a “job analysis,” helps simplify and fine-tune the pre-employment phase. So, we’ve created this article to serve as a comprehensive guide to conducting a job analysis. We’ll discuss all aspects involved in the process while sharing some useful tips and best practices.

What Is a Job Analysis in HRM?

A job analysis involves systematically examining and analyzing work roles. This procedure is necessary for identifying the skill requirements and duties of a particular job. Moreover, it determines the kind of talent needed in a role. HR practitioners create job specifications and descriptions, which they use in the recruitment process. They also use the information when selecting and compensating candidates. What’s more, the details are instrumental in training and performance appraisals.

What Is the Importance of Doing a Job Analysis?

When assessing the resources necessary for a role, HR practitioners must perform a job analysis. It also helps in developing the strategies needed to achieve the objectives and goals of a business. For an organization to become successful, it needs to develop effective employee role descriptions. They will serve as communication tools that will attract and retain the right talent .

A job description must contain all the details related to the responsibilities and duties that come with a particular role. Meanwhile, a job specification lists the qualities, qualifications, knowledge, and skills that a person needs to be able to do a particular job. So, conducting a job analysis enables the employer or recruiter to gain a deep insight into the vacant role. This way, they can easily find candidates who have the required qualifications.

One of the objectives of a job analysis is determining whether an individual needs training. By understanding the core responsibilities and duties of a role, they can identify if an employee needs to expand their skill set. What’s more, conducting a job analysis provides the information needed in developing suitable training materials for a role.

Another core function of HRM is salary administration or compensation management. Factors like duties, skills, qualifications, and experience determine the salary for a particular role. These details can be acquired accurately by performing a job analysis.

Of course, objectives and goals are always part of an organization. In line with this, employees must maintain performance standards to ensure that they are contributing to a business’s growth. HR practitioners and managers can conduct a job analysis to know whether the outcome the workforce generates is in tune with the company’s objectives and goals. The process also entails determining evaluation criteria and the length of the probationary period.

Factors to Consider When Collecting Job Analysis Data

Before you start conducting a job analysis, there are various factors you need to consider. Here are some of them:

1#The Right Method for Collecting Data

When performing a job analysis, selecting the ideal data collection method is crucial. Your best bet is to choose one that works best for your company culture.

2#Inaccurate Information

At times, respondents tend to exaggerate the complexity of their role and their skill set. Meanwhile, others tend to conceal details because they fear that the organization may suspect their competency. Both hiding facts and exaggerating details will lead to inaccurate data. So, the facilitator must ensure that this type of bias does not occur.

3#The Worries of the Respondents

Some respondents may look at a job analysis as something that the management may use to harm them in the long run. As such, it is crucial to alleviate such worries and fears to ensure the consistency and accuracy of data.

4#Insufficient Data

It’s natural for respondents to discuss certain aspects of their role. At the same time, they forget to consider other dimensions of their job. The job analysis facilitator must find a way to avoid such errors. They must guide the respondents in a way that will help them overcome such bias.

5#Dedication to the Process

For a job analysis to be successful, the top management, HR practitioners, and concerned employees must be dedicated to the entire process. So, proper communication and streamlining must be put in place.

How to Perform a Job Analysis as Part of HRM

An organization must take a step-by-step approach to performing a job analysis. Keep in mind that this process will generate a lot of data. The information you acquire will be instrumental in creating a list of competencies an individual needs to successfully carry out a role. Here are the steps in conducting a job analysis:

Step 1: Plan Carefully

The purpose of a job analysis is to acquire accurate data, and you cannot do that without careful planning. So, your team has to establish the specific steps to follow, the resources needed, and the people involved in the process. All these elements must be committed to the procedure and the time frame for completing the task. Careful planning will ensure that the job analysis is accurate and thorough.

Step 2: Collect and Assess all the Details about the Role

The next thing to do is conduct research on all the details of the duties involved in the role. Using internal and external sources, the team will acquire all the information they need, including job ads posted in the past, existing role descriptions, training materials, and performance plans, among others. They can also gather details about the job by consulting subject matter experts, industry data, online staffing resources, and performance standards. By using all types of resources, you can come up with a list of standardized criteria for job evaluation.

Step 3: Select Job Representatives

Choose a group of employees who are currently performing the duties that new hires will manage. Remember to use the standardized criteria you developed from the data you previously acquired. Moreover, the sample population must be dependent on the job’s complexity.

Step 4: Collect the Details about the Demographics of the Current Job Holders

You can collect demographic data in different ways. For instance, you can ask the job representatives to keep a performance log for evaluation. They must take note of how certain skills and experiences can be utilized in particular situations. You can also gather relevant data by observing the employees who are currently performing the job. Aside from that, you can conduct surveys and job sampling to generate data on the personal qualities required for a role.

Pro Tip: If you want a better understanding of the duties and responsibilities that a role covers, we recommend that you use a time tracker like Traqq . By using this tool, you will be able to monitor the tasks and activities that your sample job holders do on a daily basis. Traqq functions like a timesheet that logs the websites and apps that an employee uses.

Another way of gathering demographic data is by conducting structured interviews. You can collect relevant information, including the interviewee’s experience, level of education, personal skills, and qualifications. People currently holding the job can be asked questions related to the role. Keep in mind that you should follow a structured approach when collecting employees’ answers.

Step 5: Collect Details from the Supervisors of the Job Holders

You can also get useful information about the role’s requirements and objectives by asking the job holders’ supervisors. They will have first-hand knowledge of individuals who were unsuccessful in their roles and those who exceeded expectations. Remember to maintain consistency in the interviews, especially if multiple supervisors are involved.

Step 6: Collect Details from Senior Managers

At this point, you need to use a more strategic approach to gathering information. You need to ask yourself how the role will contribute to the general success of the organization. For instance, if you’re hiring for a contact center position, you must know the importance of maintaining a positive reputation with clients. Senior managers will give you an insight into how every individual role within a unit or department can affect the entire company.

Step 7: Develop an Initial List of Job Skills and Competencies

When you get to this phase, you will have collected a large amount of data and information. As such, it is time to create a list of competencies that the role requires to ensure success. Job competencies involve measurable behaviors that determine how a worker will perform once they are hired. The information will include duties, tasks, responsibilities, abilities, and skills. Basically, it will mention essential characteristics for ensuring successful job performance.

Step 8: Finalize the List of Job Skills and Competencies

The last step is to evaluate and validate the competencies to create a final list. There are various ways to use this set. Your team can utilize it in supporting pre-hire assessment tests, developing a job description, and recruiting candidates, among others.

A job analysis is an integral component of HRM and, ultimately, an organization’s success. However, to ensure its efficiency, you need to take a structured approach to conducting it. Moreover, you must gather all the resources, tools, and manpower necessary to complete it.

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Job Analysis in HRM

Everything you need to know about job analysis. Job analysis is a systematic and detailed examination of jobs. It is a procedure for determining the duties and skill requirements of a job and the kind of person who should be hired for it.

Job analysis is the procedure through which you determine the duties and nature of the jobs and the kinds of people who should be hired for their goal. It provides to write job descriptions and job specifications, which are utilized in recruitment and selection, compensation, performance appraisal, and training.

It is defined as the process of studying and collecting information relating to the operations and responsibilities of the specific job. The immediate products, of this analysis are Job description and Job specification.

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Learn about:-

1. Meaning and Definition of Job Analysis 2. Concepts of Job Analysis 3. Factors to be Considered in Collection of Data 4. Aspects 5. Importance

6. Information and Its Sources 7. Steps 8. Techniques 9. Questionnaire 10. Competency Approach 11. Uses 12. Advantages 13. Problems.

Job Analysis in HRM – Meaning, Definition, Concept, Methods, Process, Techniques, Uses and Other Details

Meaning and Definition of Job Analysis
Concepts of Job Analysis
Factors to be Considered in Collection of Job Analysis Data
Aspects of Job Analysis
Importance of Job Analysis
Job Analysis Information and Its Sources
Process of Job Analysis
Techniques of Job Analysis
Job Analysis Questionnaire
Competency Approach of Job Analysis
Uses of Job Analysis
Advantages of Job Analysis
Problems of Job Analysis

Job Analysis in HRM – Meaning and Definition

Job analysis is a systematic and detailed examination of jobs. It is a procedure for determining the duties and skill requirements of a job and the kind of person who should be hired for it.

Job analysis is a formal and detailed examination of jobs. It is a systematic investigation of the task, duties and responsibilities necessary to do a job.

A task is a distinct work activity carried out for a distinct purpose. Examples would include type a letter, preparing a lecture, or unloading a mail truck.

A duty is a large work segment consisting of several tasks, related by some sequence of events that are performed by an individual.

A position refers to one or more duties performed by one person in an organization. There are at least as many positions as there are workers in the organization.

Job responsibilities are obligations to perform certain tasks and duties. Thus, job analysis is a procedure and a tool for determining the specified tasks, operations and requirements of each job.

It is a complete study of job, embodying every known and determinable factor, including the duties and responsibilities involved in its performance, the conditions under which the performance is carried on, the nature of the task, the qualities required in the worker and such conditions of employment as pay, hour, opportunities and privileges. It also emphasizes the relation of one job to others in the organization.

Job analysis is a process of studying, examining and collecting detailed information relating to the components and various operations of job. It is a process of collecting and analysing data relating to a job. It is defined as the process of studying and collecting information relating to the operations and responsibilities of the specific job. The immediate products, of this analysis are Job description and Job specification.

According to Scott, Clother and Spriegel “job analysis is the process of critically evaluating the operations, duties and responsibilities of the job”.

In the words of Yoder “job analysis is the procedure by which the facts with respect to each job are systematically discovered and noted”.

Thus, job analysis is a process of collecting information about the job.

The job analysis may include these activities:

(a) Reviewing the job responsibilities of current employees,

(b) Doing Internet research and viewing sample job descriptions online or offline highlighting similar jobs,

(d) Researching and sharing with companies that have similar jobs, and

(e) Articulation of the most important outcomes or contributions needed from the position.

Job Analysis in HRM – 5 Important Concepts : Job, Job Description, Position Description, Job Specification and Job Design

The important concepts of job analysis are:

In simple language, a job may be understood as a division of total work into packages/positions. According to Dale Yoder, “A job is a collection or aggregation of tasks, duties and responsibilities as a whole, is regarded as a regular assignment to individual employees and which is different from other assignments”.

Thus, a job may be explained as a group of positions involving some duties, responsibilities, knowledge and skills. A job may include many positions. A position is a particular set of duties and responsibilities regularly assigned to an individual.

2 . Job Description :

Job descriptions are written statements that describe the:

(a) Duties,

(b) Responsibilities,

(d) Required qualification of candidates, and

(e) Reporting relationship and co-workers of a particular job.

Job descriptions are based on objective information obtained through job analysis, an understanding of the competencies and skills required to accomplish needed tasks, and the needs of the organization to produce work.

Job description clearly identifies and spells out the responsibilities of a specific job. Job descriptions also include information about working conditions, tools, equipment used, knowledge and skills needed, and relationships with other positions.

The best job descriptions are living, breathing documents that are updated as responsibilities change. The best job descriptions do not limit employees, but rather, cause them to stretch their experience, grow their skills, and develop their ability to contribute within their organization.

3 . Position Description :

The Human Resource Director Guide and managers the overall provision of Human Resources services, policies and programs for the entire company.

The major areas directed are:

(a) Recruiting and staffing;

(b) Organizational and space planning;

(d) Organization development;

(e) Employment and compliance to regulatory concerns;

(f) Employee orientation, development, and training;

(g) Policy development and documentation;

(h) Employee relations;

(i) Company-wide committee facilitation;

(j) Company employee and community communication;

(k) Compensation and benefits administration;

(l) Employee safety, welfare, wellness and health;

(m)Charitable giving; and

(n) Employee services and counselling.

The Human Resources Director originates and leads Human Resources practices and objectives that will provide an employee-oriented, high performance culture that emphasizes empowerment, quality, productivity and standards, goal attainment, and the recruitment and on-going development of a superior workforce.

The Human Resource Director coordinates implementation of services, policies, and programs through Human Resources staff; reports to the CEO and serves on the executive management team; and assists and advises company managers about Human Resources issues.

4 . Job Specification :

It is a standard of personnel and designates the qualities required for an acceptable performance. It is written record of the requirements sought in an individual worker for a given job. It refers to a summary of the personnel characteristics required for a job. It is a statement of the minimum acceptable human qualities necessary for the proper performance of a job.

5 . Job Design :

Job design is the division of the total task to be performed into the manageable and efficient units- positions, departments and divisions-and to provide for their proper integration. The sub-division of work is both on a horizontal scale with different tasks across the organization being performed by different people and on the vertical scale, in which higher levels of the organization are responsible for the supervision of more people, the co-ordination of sub-groups, more

Job Analysis in HRM – 5 Different Factors to be Considered in Collection of Job Analysis Data: Freedom from Bias, Allaying Anxiety Respondents and a Few Others

The different factors to be considered while collection of job analysis data are:

1. Freedom from Bias (Exaggeration/Hiding of Facts):

Respondents at times tend to exaggerate the facts to show the complexity of their jobs and consequently their mastery over the same. Vice-versa few also tend to hide the facts emanating out of their fear as they suspect that the organization may find him/her incompetent. Both exaggeration and hiding of facts will lead to erroneous data and hence care should be taken by the data collector that such bias do not occur.

2. Allaying Anxiety Respondents:

Some respondents look at this activity with suspicion and think that it may be a management’s covert strategy which may harm them in the long-run. Allaying all such fears and anxieties is very important to ensure correctness and consistency of data.

3. Use of Right Data Collection Method:

Choosing a right data collection method is very important in conducting job analysis. Out of the various methods available the method which suits best must be selected and not necessarily the ‘best method’.

4. Recency Impact:

Respondents tend to talk about their job aspects more which have occurred recently or they have been more involved in the recent past, while ignoring other dimensions. Interviewer must ensure that such errors do not occur and guide the respondents in overcoming this bias.

5. Commitment:

The commitment of the top management, line functions and finally of the HR department is paramount to ensure the success, of job analysis.

Job Analysis in HRM – Aspects

Aspects of job analysis are brought out as follows:

1. Job analysis establishes the structural- functional delineation of an organisation, according to the classical paradigm of administrative theory.

2. Job analysis deals with responsibilities, defining roles, delineating scope and authority at each level of the organisation.

3. It answers the important utilitarian call of optimizing organisational efficiency through maximising individual capabilities, as per the systems paradigm of organisational theory.

4. It basically deals with job study. It studies very detailed, specific and exhaustive on job.

5. As per scientific management precepts, the job analysis describes work process in detail on physical demands at work, physical conditions of work and also human relations and behavioural

6. Job analysis answers the important utilitarian call of optimising organisational efficiency through maximizing individual capabilities, as per the systems paradigm of organizational theory.

Job Analysis in HRM – Importance of Job Analysis to HR Managers: Work Redesign, Human Resource Planning, Selection, Training and a Few Others

Job analysis is so important to HR managers that it has been called the building block of everything that personnel does.

The fact is that almost every human resource management program requires some type of information that is gleaned from job analysis:

1. Work Redesign:

Often an organization seeks to redesign work to make it more efficient or to improve quality. The redesign requires detailed information about the existing job(s). In addition, preparing the redesign is similar to analyzing a job that does not yet exist.

2. Human Resource Planning:

As planners analyze human resource needs and how to meet those needs, they must have accurate information about the levels of skill required in various jobs, so that they can tell what kinds of human resources will be needed.

3. Selection:

To identify the most qualified applicants for various positions, decision makers need to know what tasks the individuals must perform, as well as the necessary knowledge, skills, and abilities.

4. Training:

Almost every employee hired by an organization will require training. Any training program requires knowledge of the tasks performed in a job, so that the training is related to the necessary knowledge and skills.

5. Performance Appraisal:

An accurate performance appraisal requires information about how well each employee is performing in order to reward employees who perform well and to improve their performance if it is below standard. Job analysis helps in identifying the behaviours and the results associated with effective performance.

6. Career Planning:

Matching an individual’s skills and aspirations with career opportunities requires that those in charge of career planning know the skill requirements of the various jobs. This allows them to guide individuals into jobs in which they will succeed and be satisfied.

7. Job Evaluation:

The process of job evaluation involves assessing the relative dollar value of each job to the organization in order to set up fair pay structures. If employees do not believe pay structures are fair, they will become dissatisfied and may quit, or they will not see much benefit in striving for promotions. To put dollar values on jobs, it is necessary to get information about different jobs and compare them.

Job analysis is also important from a legal standpoint. The government imposes requirements related to equal employment opportunity. Detailed, accurate, objective job specifications help decision makers comply with these regulations by keeping the focus on tasks and abilities. These documents also provide evidence of efforts made to engage in fair employment practices.

For example, to enforce the Americans with Disabilities Act, the Equal Employment Opportunity Commission may look at job descriptions to identify the essential functions of a job and determine whether a disabled person could have performed those functions with reasonable accommodations.

Likewise, lists of duties in different jobs could be compared to evaluate claims under the Equal Pay Act. However, job descriptions and job specifications are not a substitute for fair employment practices.

Besides helping human resource professionals, job analysis helps supervisors and other managers carry out their duties. Data from job analysis can help managers identify the types of work in their units, as well as provide information about the work flow process, so that managers can evaluate whether work is done in the most efficient way.

Job Analysis in HRM – Information Provided and Its Sources

Job analysis information also supports managers as they make hiring decisions, review performance, and recommend rewards.

The job analysis provides the following information:

i. Job Identification – Job title, job code number

ii. Characteristics of the Job – Job location, Physical setting, supervision levels required, union jurisdiction, and hazards associated etc.

iii. Job Duties (Principal activities) – A detailed list of the duties along with the probable frequency of occurrence of each duty.

iv. Equipment and materials used

v. How a Job is done – Focus lies mainly on the nature of operations associated with the job.

vi. Required Personnel Attributes – Experience levels, trainings undertaken, apprenticeships, physical strength, coordination levels, mental capabilities, social skills, communication skills etc.

vii. Job Relationships – Opportunities for advancement, working conditions, essential cooperation etc.

There are mainly five sources of job information which are as follows:

1. Job holders’ questionnaires – Information may be gathered from the job holder personally or through a job questionnaire which should be as short as possible, simple, should explain for what purpose the questionnaire is being used and should be tested before using it.

2. Other employees who know the job – This may include supervisors and foreman who may be given special training and be asked to analyse the job under their supervision.

3. Independent observer – This is the person who observes the employee performing the job. Special job-reviewing committees or technically trained job analysts can be assigned the job and necessary information collected from them.

4. Job incumbent diary or log – If the job incumbent keeps his/her diary or log updated recording his/her job duties, his/her frequency and also when the duties are performed, these can also provide very useful information.

5. Interviews – Information may also be gathered through interviews of the people concerned.

Job Analysis in HRM – 5 Steps Involved in the Process of Job Analysis

Job analysis involves different steps which are described below:

1. Determination of uses of job analysis

2. Strategic choices in job analysis

3. Information collection

4. Information processing, Job description and Job specification.

Step # 1. Determination of Uses of Job Analysis:

Job analysis begins with determination of uses of job analysis. Job analysis has variety of uses. Earlier it was used for recruitment and selection and later its coverage increased. Therefore, before analyzing the job, the organization should define the uses of job analysis.

Because, without knowing the purpose, required information cannot be collected. In large organizations, it is undertaken in comprehensive, systematic and in written form. But in small organizations the process is generally informal and is used for limited purposes.

Step # 2. Strategic Choices in Job Analysis:

There are certain strategic choices with regard to job analysis which are described below:

(a) Employees Involvement:

Before analyzing the job, it is advisable to know the extent of employee’s involvement in the job, because a job holder knows better about the job and it is easy to collect the information about the job from job holders. But the question is whether job holder should be involved in the process as there are every possibilities of inflating the duties and responsibilities of his job by the job holder.

If employees are not involved, they tend to become suspicious about the process undertaken by the organization. Therefore, extent of employees involvement in the job should be understood along with the adverse effect on employees before job is being analyzed. Action should be taken to convince the employees, the object of conducting the job analysis programme and their co-operation should be sought.

(b) Level of Details of Analysis:

Job analysis may be made in-depth or it can be completed without going in to the details. It is therefore necessary to define the level of details of analysis. Generally, objectives and use of analysis determine the level of details of analysis along with nature of job. Job of routine nature with limited responsibilities requires fewer details whereas dynamic and non-repetitive job requires detailed analysis.

Frequency of job analysis and time during which analysis is to be undertaken is also another important factor to be considered while analyzing the job.

Generally job analysis is conducted under the following circumstances:

(i) When an organization is newly established or new job is created in an organization or

(ii) When job restructuring and rationalization is initiated in the organization or

(iii) When there is no relation between job demand and remuneration or

(iv) When there is a change in technology, method & procedure of doing a job.

(d) Past Oriented vs. Future Oriented:

Generally job analysis is made on the basis of past performance. But due to rapid change in the technology a future oriented approach may have to be initiated depending upon the change in the nature of job requirements. Future oriented job analysis allows an organization to initiate the process of acquiring and developing employees in advance. For example in many organizations, typewriters are replaced with computers and organization have to prepare & develop their employees accordingly.

Step # 3. Information Collection:

The next step to be followed in the process of job analysis is information collection for job analysis which involves the following sub steps:

(a) The type of information to be collected

(b) Method to be adopted to collect the information

(a) Type of Information to be Collected:

In deciding the type of information to be collected, all details about the job need to be gathered. It may be related to description of work like why, when and how, task is performed, machines, tools, and equipment used, job contents, personal requirement of job holder etc.

(b) Method to be Adopted to Collect the Information:

With regard to method to be applied to collect the data, there are several methods like observation, interview method, questionnaires, checklists, technical conference etc. Use of a particular method depends on type of information required for job analysis.

Persons generally involved for gathering information are – trained job analysts, supervisors, job incumbents or job holders. Trained job analysts maintain objectivity, consistency in information collection and reporting but intrinsic factors of job may be missed by them. Supervisors ensure speedy collection of information and there will be better familiarity with job contents and contexts but they have time constraints and they lack skill required for job analysis.

Job holders provide information with greater familiarity but their opinion may be biased and they lack skills in providing relevant information for job analysis. However, type of persons to be involved in the process of data collection ultimately depends on the purpose of job analysis and the nature of job to be analyzed.

Step # 4. Information Processing, Job Description and Job Specification:

The last step in the process of job analysis is processing of information collected which involves editing and classification of information in to different relevant components which are helpful in the preparation of job description and job specification. Job description refers to the description of duties, responsibilities, and requirement of a particular job. Job specification is the statement that describes the minimum acceptable qualifications that a job holder should possess to perform the job successfully.

Job Analysis in HRM – Top 4 Methods Used for Job Analysis: Questionnaire Method, Written Narratives, Observations and Interviews

There are a number of methods used for job analysis. These methods are meant to collect data about job.

These are as follows:

Method # 1. Questionnaire:

This is a widely used method for collecting data pertaining to job. The questionnaire is structured in such a fashion that all data about nomenclature of jobs, description of duties, machines and equipment used, working conditions etc. can be collected.

The questionnaire is filled both by employees/subordinates and supervisors. The questionnaire should be very clear, understandable and relevant. If the questionnaire is not able to bring out responses of employees/managers, it should be discarded and fresh questionnaire should be made.

Method # 2. Written Narratives:

In this system, the employee keeps a daily record of major duties performed, marking the time when each task is started and finished. This forms the basis of narratives which become a tool in getting the information relating to different jobs. They may be incomplete and unorganized, thus you need to supplement it with interviews etc.

Method # 3. Observations:

In this method the job analyst personally observes the job while people are doing it. He checks the tasks performed on the job, the pace of work, working condition, job hazards involved etc. in any one work cycle. Based on these observations he makes a job analysis. This method has one major limitation. It is that the analyst has to be very careful about what information to observe and what not to observe. Also after observation, he should know how to analyze.

Method # 4. Interviews:

The analyst in this method personally interviews the employees while they are performing the job. A standard format is used to collect data collected from different employees. The analyst asks standard job related questions. These interviews are often used with observation tool to clarify all questions related to the jobs being analyzed. In this analysis, employees may not always come out with the real information about job but an intelligent analyst has the ability to shift relevant information from irrelevant one.

Pros and Cons of Interviews:

(a) It is very simple and quick method of getting information which might never come through in written.

(b) A very tactful interviewer can take out some information about group/activities informally which are never depicted on organizational charts.

(c) Interviews may reflect dissatisfaction with the job for various monetary or safety reasons which may help management in re-analyzing it.

Cons of Interviews:

(a) There is a tendency among employees to inflate their jobs importance. This leads to a different perception about the job needs of analysts.

(b) Respondents often take interviews as some kind of efficiency evaluation which may affect their pay. Thus, they may tend to exaggerate certain responsibilities of their job and minimize others.

(d) The prudent analysts may not be able to get that information and if he is getting multiple inputs to his questions it may become difficult for him to get the valid responses. It is a very slow process.

Job Analysis in HRM – 4 Types of Questionnaire Used for Analysing Job: Job Related Questionnaire, Position Analysis Questionnaire and a Few Others

Information regarding- (1) Job knowledge, (2) Scope of Responsibility, (3) Work environment, and (4) Personal constraints are, therefore, the required data for a job analysis, which should be collected through a well-designed questionnaire.

Types of JA Questionnaires :

The questionnaires used to collect data for job analysis are generally of four types, depending upon the nature of the job, such as:

1. JRQ – Job Related Questionnaire

2. PAQ – Position Analysis Questionnaire

3. MPDQ – Management Position Description Questionnaire

4. FJAQ – Functional Job Analysis Questionnaires.

1. JRQ – (Job Related Questionnaire) – These questions disseminate the data regarding job elements and job complexity for an analysis of the job performance requirements.

2. PAQ – (Position Analysis Questionnaire) – These questions cover six major areas such as type and nature of source of information, mental process applied in performance, physical activities involved to perform, relationship with other jobs/ job and workers, work environment or culture prevailing, and other relevant information for improving job performance.

These data enable the management to scientifically analyze the elements of groups or activities interrelationships into job dimensions.

3. MPDQ – (Management Position Description Questionnaire) – These questions are designed to analyze the managerial jobs and therefore the questions are aimed at collecting all possible information from the managers/executives so as to examine the importance of the job, its significance to the organization or the position and the desired responsibilities and accountabilities for a said job.

4. FJAQ – (Functional Job Analysis Questionnaires) – It is a worker-oriented job analysis where the questions are designed to gather information from the worker in the said job or a similar job in another industry to define the personality required to perform the job in question.

Job Analysis in HRM – Competency Approach

Competency approach of job analysis (also known as competency-based job analysis) is a comparatively newer practice in human resource management. Competency-based job analysis involves analyzing a job in terms of competencies required for performing the job effectively.

Thus, the job is not defined in terms of duties and responsibilities as is done in traditional job analysis but in terms of competencies required. Competency of an individual is the combination of his knowledge, skills, attitudes, values, and interest.

Competency approach of job analysis is based on the assumption that competencies of people influence organizational performance. Therefore, instead of thinking of individuals having jobs that are relatively stable and can be written up into typical job descriptions, it may be more relevant to focus on the competencies used in performing the job.

There are three main reasons why organizations adopt competency approach of job analysis:

1. Communicating needed behaviors throughout the organization.

2. Raising overall competency level of the organization.

3. Emphasizing competencies of people to enhance organizational competitive advantage.

Process of adopting competency approach of job analysis is as follows:

1. A team of senior managers identifies future performance result areas critical to the organization, for example, customer orientation, innovation, employee productivity, etc.

2. Panel groups of individuals having knowledgeable about the jobs in the organization are constituted. This group may include both high- and low-performing employees, supervisors, managers, trainers, and others.

3. A facilitator either from HR department or an outside consultant interviews the panel members to get specific examples of job behaviors and actual occurrences on the jobs.

4. The facilitator develops detailed descriptions of each of the competencies using relevant concepts of behavioral science. This phase provides clarity and specifics so that employees, supervisors, managers, and others in the organization have a clearer understanding of the competencies associated with jobs.

5. The competencies are rated and levels needed to meet them are identified. The competencies are specified for each job.

6. Standards of performance are identified and tied to the jobs. In the light of this, appropriate employee selection screening, training, and compensation processes focusing on competencies are developed and implemented.

Job Analysis in HRM – Top 5 Uses of Job Analysis

A sound job analysis programme is an essential ingredient of good HR management. Job analysis data recorded in the form of job description, provide most valuable information needed to accomplish many of the other personnel.

The uses of job analysis may be summarized below:

(i) It is helpful in forecasting of human resources of the organization.

(ii) For recruiting purposes, job analysis must provide information on personal qualifications necessary to perform job related behaviour.

(iii) It helps for placing right person on the right job at the right time.

(iv) It is used as a foundation for job evaluation.

(v) It provides necessary information to the management for training and development programmes of employees.

(vi) It helps in establishing clear-cut standards for the development of performance appraisal system of the organization.

(vii) It helps management to look objectively at the hazards associated with the machinery and tools required to be handled as well as with the work environment.

(viii) It provides helps in redesigning jobs to match with mental make-up of the employees.

Job Analysis in HRM – 10 Main Advantages

The main advantages of job analysis are:

1. Job analysis facilitates the selection and placement, of right personnel in each job.

2. Management can provide adequate training to the needy employees.

3. Reasonable wage rate is fixed with the help of job analysis.

4. Job analysis helps in job evaluation and merit rating.

5. Job analysis helps the superiors to take timely decisions. The decision may be related to promotion, transfer, selection, etc.

6. Industrial disputes may be put an end to with the help of job analysis.

7. Adequate disciplinary action may be taken by the management.

8. The selection of right personnel ensures job satisfaction and morale among the employees.

9. Job analysis helps in reducing labour turnover, absenteeism and removing inequalities in pay fixation.

10. It provides a basis of performance appraisal and facilitates the control function of the management.

Job Analysis in HRM – 4 Major Problems: Lack of Support from Top Management, Single Method, Lack of Training /Motivation and Distortion of Activities

In job analysis there are several grave problems:

Problem # 1. Lack of Support from Top Management:

In majority of crises little support from top management is received instead of describing in unequivocal words they describe in a roundabout way what an employee is supposed to do in the company and thus create confusion in the minds of employees. The top management should make it clear to all employees that their full and honest participation is crucially important for the process.

Problem # 2. Single Method:

Often, job analyst relies on only one of the methods whereas combination of two or more methods might provide a better idea. Consequently the analysis made by him remains one-sided and incomplete and hence of little useful.

Problem # 3. Lack of Training/Motivation:

Job holders are a great source of information about the job, but they are not trained or motivated to generate quality data for job analysis. Moreover, job holders are rarely made aware of the importance of the data and are never rewarded for providing accurate data.

Problem # 4. Distortion of Activities:

In the absence of training or preparedness job holders tend to submit distorted data, either intentionally or inadvertently. Another reason for the negative attitude is the feeling that “as long as someone does not know precisely what I am supposed to be doing, I am safe”.

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Job Analysis in Human Resource Management: A Comprehensive Guide

Blog Page On ob Analysis in Human Resource Management.webp

Job analysis in HRM has evolved over the years to become a vital tool in organisational success. So, what is job analysis in HRM? The Job Analysis process in Human Resource Management (HRM) involves a systematic examination of roles within a company. It forms the foundation upon which HR strategies are built, ensuring the right people are placed in the right roles. This helps to optimise productivity and performance. In this article, we'll uncover the essence of job analysis in HRM.

Understanding the Concept of Job Analysis

Job analysis in HRM is a systematic method for establishing the duties and skill requirements of a job in this field, as well as the type of person who should be employed for it. This detailed understanding allows HR professionals to craft job descriptions, aid recruitment, and tailor training programs.

Essentially, it's a compass guiding HR decisions. For instance, if you're recruiting for a customer service role, job analysis reveals the necessary communication and problem-solving abilities. It's akin to a blueprint informing training programmes, ensuring they align with job requisites

Importance of Job Analysis in HRM

Job analysis in HRM is fundamental. It provides a structured lens to comprehend roles and responsibilities within an organisation. Here's why the Job Analysis process in HRM is crucial:

Strategic Alignment

Job analysis ensures that roles align with organisational goals.

Efficient Recruitment and Selection

Understanding job requirements aids in crafting precise job descriptions and person specifications, enhancing hiring accuracy . For example, a software development firm can tailor job adverts to attract candidates with specific programming skills.

Training and Development Planning

Job analysis identifies skill gaps, enabling targeted training programmes.

Performance Appraisals and Feedback

Clear job expectations from job analysis facilitate objective performance assessments. Constructive feedback becomes more precise, encouraging growth and motivation.

Job Satisfaction and Employee Engagement

Aligning job roles with employees' skills and interests, as identified through job analysis, enhances job satisfaction and engagement . Employees are more likely to feel fulfilled when their skills are effectively utilised.

Compensation and Benefits Management

Job analysis provides insights into the relative worth of different jobs, enabling fair compensation and benefits structure. Roles with higher complexity and responsibilities can be appropriately rewarded, ensuring equitable pay scales.

Conflict Resolution and Team Dynamics

By clarifying job roles and responsibilities, job analysis minimises role ambiguity and potential conflicts within teams . Employees understand their roles, reducing misunderstandings and promoting smoother teamwork.

Steps Involved in Conducting Job Analysis

Here are essential steps to conduct a thorough job analysis in HRM:

Planning and Preparation : Begin by outlining objectives and identifying roles for analysis. Define the scope and purpose of the analysis within your organisation.
Selecting Job Analysts : Choose individuals with expertise in HRM, often HR professionals, to conduct the analysis. Train them on job analysis techniques and tools.
Collecting Job Information : Gather data on job roles through methods like interviews, questionnaires, and direct observations. This includes tasks, responsibilities, skills required, and working conditions.
Analysing Job Data : Examine collected data to identify commonalities and patterns. Categorise tasks and skills essential for each job role.
Documenting Results: Compile all analysed job information into detailed job descriptions and specifications. Review and validate them with employees and supervisors.
Continuous Review and Update : Regularly revisit and update job analyses to keep them current and reflect evolving roles within the organisation.

Outcomes: Job Descriptions and Job Specifications

Two significant outcomes of the job analysis process in HRM are job descriptions and job specifications.

Job Descriptions: These concise documents outline the duties, responsibilities, and tasks associated with a particular role. Job analysis in HRM guarantees precise job descriptions.
Job Specifications: These focus on the qualifications, skills, and experiences required for a role. Job specifications assist in matching the right candidates to the right positions. The job analysis process in HRM guarantees accurate job descriptions.

Challenges and Limitations of Job Analysis

Job analysis in HRM is undoubtedly beneficial. It does, however, have its own set of obstacles and restrictions.

Time and Resource Demands

Conducting a job analysis can be quite time-consuming and requires an allocation of resources. For instance, gathering employee feedback through surveys and observing work patterns can be resource-intensive.

Subjectivity and Bias

The process may involve subjectivity and biases when collecting and analysing data. Different analysts may perceive job roles in ways which can impact the accuracy and consistency of the results.

Evolution of Job Roles

With advancements in technology and structure changes, job roles are constantly evolving. This challenges HR professionals to keep up with these changes, potentially making the collected data outdated. One of the examples of this is the introduction of AI in the recruitment process .

Resistance and Employee Concerns

Employees may be apprehensive about the implications of job analysis, fearing job redefinition or restructuring. This can lead to resistance and hinder the process.

Inability to Capture Dynamic Aspects

It may be difficult to capture dynamic aspects of a role, such as adaptability and creativity, which are crucial in modern job scenarios.

Integrating Job Analysis into Broader HR Strategies

Integrating job analysis into broader HR strategies is crucial for effective human resource management (HRM). It aids in recruitment and provides many more benefits. Here's how to seamlessly integrate job analysis into HR strategies:

Alignment with Organizational Goals : Ensure that job analysis is aligned with the broader organisational objectives.
Talent Acquisition and Recruitment : Use job analysis insights to craft accurate job descriptions and specifications, aiding the hiring process. Highlight specific qualifications and skills required for each role, improving recruitment outcomes.
Training and Development Programs : Tailor training programs based on job analysis findings to address identified skill
Performance Appraisals and Feedback : Leverage job analysis data to establish clear employee performance expectations. Align appraisal criteria with job requirements to provide constructive feedback for growth and development.
Succession Planning and Career Development : Use job analysis results to identify potential future leaders within the organisation.

Recognising the significance of job analysis in HRM allows HR to maximise the potential of an organisation's workforce. By customising HR strategies based on the insights gained from job analysis, you improve recruitment procedures and foster employee development. Strategically prepare for the future. Human resource courses provide professionals with in-depth knowledge and skills to conduct effective job analyses, align organizational goals with workforce capabilities, and implement strategic HR initiatives that drive overall organizational success.

Ultimately, incorporating job analysis into your HRM practices enables informed decision-making. It contributes to a more productive and streamlined workforce. This brings you closer to accomplishing your objectives. Follow Top Courses for Human Resource Management to learn more.

Frequently Asked Questions (FAQs)

How does job analysis affect hiring and selection.

Job analysis directs recruiting by outlining job characteristics and requirements in detail. It guarantees that job advertisements effectively reflect the position's requirements, assisting in recruiting candidates with the necessary skills and credentials for successful hiring.

Can job analysis help an organisation find career paths?

How frequently should job analysis be performed in human resource management, about the author.

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7 Job Analysis

Dr Anurodh Godha

1. Learning Outcome:

After completing this module, you will be able to:

Define job analysis.
Understand the basic steps in a Job analysis.
Understand the basic use of Job analysis for an organization
Identify the major methods of collecting Job analysis data.
Recognize the major elements of job descriptions
Explain how to prepare job descriptions and job specification and their use.

2. Introduction

Manpower planning is concerned with determination of quantitative and qualitative requirements of manpower for the organization. Determination of manpower requirements is one of the most important problems in manpower planning. Job analysis in this module and job design in next module put a light on this knowledge to clarify the concept. Before going through the mechanism of job analysis and job design, it is relevant to understand the terms which are used in job analysis and job design.

Job: A job may be defined as a “collection or aggregation of tasks, duties and responsibilities which as a whole, are regarded as a regular assignment to individual employees,” and which is different from other assignments, In other words, when the total work to be done is divided and grouped into packages, we call it a “job.” Each job has a definite title based upon standardized trade specifications within a job; two or more grades may be identified, where the work assignment may be graded according to skill, the difficulty of doing them, or the quality of workmanship. Thus, it may be noted that a position is a “collection of tasks and responsibilities regularly assigned to one person;” while a job is a “group of position, which involve essentially the same duties, responsibilities, skill and knowledge.” A position consists of a particular set of duties assigned to an individual.

Source: https://corehr.files.wordpress.com/2012/08/job.jpg

Decenzo and P. Robbins define other terms as follows:

Figure 7. 1: Job Analysis Information Hierarchy

(Adapted from Decenzo and P. Robbins, Personnel/Human Resource Management)

Task: It is a distinct work activity carried out for a distinct purpose.

Duty: It is a number of tasks.

Position: It refers to one or more duties performed by one person in an organization, There are at least as many positions as there are workers in the organization; vacancies may create more positions than employees.

Job: Group of position, with same duties responsibilities, skills and knowledge.

Job Family: It is group of two or more jobs that either call for similar worker characteristics or contain parallel work tasks as determined by job analysis.

Occupation: It is a group of similar jobs found across organizations.

Career: It represents a sequence of positions, jobs, or occupations that a person has over his working life.

3. Defining Job Analysis

Developing an organizational structure, results in jobs which have to be staffed. Job analysis is the procedure through which you determine the duties and nature of the jobs and the kinds of people (in terms of skills and experience) who should be hired for them.’ It provides you with data on job requirements, which are then used for developing job descriptions (what the job entails) and job specifications (what kind of people to hire for the job).

Source: https://i.ytimg.com/vi/7dWoP8f0rUM/maxresdefault.jpg

Some of the definitions of job analysis ate given as follows, to understand the meaning of the term more clearly:

According to Michael L. Jucius , “Job analysis refers to the process of studying the operations, duties and organizational aspects of jobs in order to derive specifications or as they called by some, job descriptions.”

According to DeCenzo and P. Robbins , “A job analysis is a systematic exploration of the activities within a job. It is a basic technical procedure, one that is used to define the duties, responsibilities, and accountabilities of a job.”

According to Herbert G Herman “A job is a collection of tasks that can be performed by a single employee to contribute to the production of some product or service provided by the organization. Each job has certain ability requirements (as well as certain rewards) associated with it. Job analysis process used to identify these requirements.”

Flippo has offered a more comprehensive definition of job analysis as, “Job analysis is the process of studying and collecting information relating to the operations and responsibilities of a specific job. The immediate products of the analysis are job descriptions and job specifications”

Thus, job analysis involves the process of identifying the nature of a job (job description) and the qualities of the likely job holder (job specification).

4. Uses of Job Analysis

As summarized in Figure 7.2 the information generated by the job analysis is used as a basis of several interrelated personnel management activities:

Figure 7.2: Uses of Job Analysis

1. Achievement of Goals : Weather and Davis have stated, “Jobs are at the core of every organization’s productivity, if they are designed well and done right, the organization makes progress towards its objectives. Otherwise, productivity suffers, profits fall, and the organization is less able to meet the demands of society, customer, employees, and other with a stake in its success.”

2. Organizational Design: Job analysis will be useful in classifying the jobs and the interrelationships among the jobs. On the basis of information obtained through job analysis, sound decisions regarding hierarchical positions and functional differentiation can be taken and this will improve operational efficiency.

3. Organization and Manpower Planning: It is helpful in organization planning, for it defines labour in concrete terms and co-ordinates the activities of the work force, and clearly divides duties and responsibilities.

4. Recruitment and Selection: Job analysis provides you with information on what the job entails and what human requirements are required to carry out these activities. This information is the basis on which you decide what sort of people to recruit and hire.

5. Placement and Orientation: Job analysis helps in matching the job requirements with the abilities, interests and aptitudes of people. Jobs will be assigned to persons on the basis of suitability for the job. The orientation programme will help the employee in learning the activities and understanding duties that are required to perform a given job more effectively.

6. Employee Training and Management Development: Job analysis provides the necessary information to the management of training and development programmes. It helps in to determine the content and subject matter of in training courses. It also helps in checking application information, interviewing test results and in checking references.

7. Job Evaluation and Compensation: Job evaluation is the process of determining the relative worth of different jobs in an organization with a view to link compensation, both basic and supplementary, with the worth of the jobs. The worth of a job is determined on the basis of job characteristics and job holder characteristics. Job analysis provides both in the forms of job description and job specification.

8. Performance Appraisal: Performance appraisal involves comparing each employee’s actual performance with his or her desired performance. Through job analysis industrial engineers and other experts determine standards to be achieved and specific activities to be performed.

9. Health and Safety: It provides an opportunity for identifying hazardous conditions and unhealthy environmental factors so that corrective measures may be taken to minimize and avoid the possibility of accidents.

10. Employee Counselling : Job analysis provides information about career choices and personal limitation. Such information is helpful in vocational guidance and rehabilitation counselling. Employees who are unable to cope with the hazards and demands of given jobs may be advised to opt for subsidiary jobs or to seek premature retirement.

5. Steps in Job Analysis

The six steps of job analysis are shown in figure 7.3:

Figure 7.3 : Job Analysis Process

1. Determine the Use of the Job Analysis Information: Start by identifying the use to which the information will be put, since this will determine the type of data you collect and the technique you use to collect them.

2. Collection of Background Information: According to Terry, “The make-up of a job, its relation to other jobs, and its requirements for competent performance are essential information needed for a job evaluation. This information can be had by reviewing available background information such as organization charts (which show how the job in question relates to other jobs and where they fit into the overall organization); class specifications (which describe the general requirements of the class of job to which the job under analysis belongs); and the existing job descriptions which provide a starting point from which to build the revised job description”.

3. Selection of Jobs for Analysis: To do job analysis is a costly and time consuming process. It is hence, necessary to select a representative sample of jobs for purposes of analysis. Priorities of various jobs can also be determined. A job may be selected because it has undergone undocumented changes in job content. The request for analysis of a job may originate with the employee, supervisor, or a manager.

When the employee requests an analysis it is usually because new job demands have not been reflected in changes in wages. Employee’s salaries are, in part, based upon the nature of the work that they perform. Some organizations establish a time cycle for the analysis of each job. For example: A job analysis may be required for all jobs every three years. New jobs must also be subjected to analysis.

4. Collection of Job Analysis Data: Job data on features of the job, employee qualification and requirements, should be collected either from the employees who actually perform a job; or from other employees (such as foremen or supervisors) who watch the workers doing a job and there by acquire knowledge about it; or from the outside persons, known as the trade job analysis who are appointed to watch employees performing a job. The duties of such a trade job analyst are (i) to outline the complete scope of a job and to consider all the physical and mental activities involved in determining what the worker does.; (ii) find out why a worker does a job; and for this purpose he studies why each task is essential for the overall result; and (iii) the skill factor which may be needed in the worker to differentiate between jobs and establish the extent of the difficulty of any job.

5. Processing the Information: Once job analysis information has been collected, the next step is to place it in a form that will make it useful to those charged with the various personnel functions. Several issues arise with respect to this. First, how much detail is needed? Second, can the job analysis information be expressed in quantitative terms? These must be considered properly.

6. Preparing Job Descriptions and Job Classifications: Job information which has been collected must be processed to prepare the job description form. It is a statement showing full details of the activities of the job. Separate job description forms may be used for various activities in the job and may be compiled later on. The job analysis is made with the help of these description forms. These forms may be used as reference for the future.

7. Developing Job Specifications : Job specifications are also prepared on the basis of information collected. It is a statement of minimum acceptable qualities of the person to be placed on the job. It specifies the standard by which the qualities of the person are measured. Job analyst prepares such statement taking into consideration the skills required in performing the job properly. Such statement is used in selecting a person matching with the job.

6. Methods for Collecting Job Analysis Data

As discussed earlier, information is to be collected for job analysis. Such information may be collected by the trained job analyst, superiors concerned and job holders themselves. Job information is collected through the following methods:

1. Participant Diary/Logs: Workers can be to keep participant diary/log or lists of things they do during the day. For every activity he or she engages in, the employee records the activity (along with the time) in a log. This can provide you with a very comprehensive picture of the job, especially when it’s supplemented with subsequent interviews with the worker and his or her supervisor. This method provides more accurate information if done faithfully. However, it is quite time consuming. Further, each job holder may maintain records according to his own way which presents problems in analysis at later stage. Therefore, it has limited application.

2. Interview : There are three types of interviews you can use to collect job analysis data: individual interviews with each employee; group interviews with groups of employees having the same job; and supervisor interviews with one or more supervisors who are thoroughly knowledgeable about the job being analyzed. The group interview is used when a large number of employees are performing similar or identical work, since this can be a quick and inexpensive way of learning about the job. As a rule, the worker’s immediate supervisor would attend the group session; if not, you should interview the supervisor separately to get that person’s perspective on the duties and responsibilities of the job.

Source: http://www.jobhuntersbible.com/assets/images/uploads/Screen%20Shot%202014-12-04%20at%2012.04.42%20AM.png

3. Critical Incidents: In this method, job holders are asked to describe incidents concerning the job on the basis of their past experience. The incidents so collected are analyzed and classified according to the job areas they describe, A fairly picture of actual job requirements can be obtained by distinguishing between effective and ineffective behaviors of workers on the job. However, this method is time consuming. The analyst requires a high degree of skill to analyze the contents of descriptions given by workers.

4. Questionnaires: The method is usually employed by engineering consultants. Properly drafted questionnaires are sent out to job-holders for completion and are returned to supervisors. However, the information received is often unorganized and incoherent. The idea in issuing questionnaire is to elicit the necessary information from job –holders so that any error may first be discussed with the employee and, after corrections, may be submitted to the job analyst

Source: http://starfishenvy.typepad.com/.a/6a0115718934aa970b0120a8ff1fbd970b-pi

This technique is time consuming and generally does not yield satisfactory results because many employees do not complete the questionnaire or furnish incorrect information because of their own limitations. The use of questionnaire is recommended only in case of those technical jobs where the job contents are not completely known to the supervisor or the operation is too complex to observe.

There are certain standardized questionnaires developed by a few agencies which are used by various organizations for job analysis. Most of these questionnaires are of two types: position analysis questionnaire and management position description questionnaire that are described as follows:

a. Position Analysis Questionnaire. Position analysis questionnaire (PAQ) is a highly specialized instrument for analyzing a job in terms of employee activities. The PAQ developed by Purdue University is a comprehensive questionnaire for collecting information for job analysis.

In this questionnaire, various job elements have been grouped into six categories with each category containing relevant job elements resulting into 195 elements as shown in Table 7.1.

The advantage of PAQ is that it provides a quantitative score or profile of any job in terms of how that job rates on the basic activities. The PAQ’s real strength is, thus, in classifying jobs. PAQ’s results can be used to compare the jobs relative to one another and pay levels can be assigned for each job.

The major problem with PAQ is the time it takes for a job analyst to fill out the ratings. However, PAQ has been widely researched and tested and appears to be both reliable and valid.

b. Management Position Description Questionnaire: Management position description is a highly structured questionnaire containing 208 items relating to managerial responsibilities, restrictions, demands and other miscellaneous position characteristics. W.W. Tomov and P.R. Pinto have developed the following Management position Description factors:

Product, marketing and financial strategy planning
Coordination of other organization units and personnel
Internal business Control
Products and services responsibility
Public and customer relations
Advanced consulting
Autonomy of actions
Approval of financial commitments
Staff Service
Supervision
Complexity and stress
Advanced financial responsibility
Broad personnel responsibility

5. Technical Conference Method : This method utilizes supervisors with extensive knowledge of the job. Here, specific characteristics of a job are obtained from the “experts.” Although it is a good data gathering method, it often overlooks the incumbent worker’s perception about what they do on their job.

6. Job Performance: Under this method, the job analyst actually performs the job under study to get first-hand experience of the actual tasks, and physical and social demands of the job. This method can be used only for jobs where skill requirements are low and can be learnt quickly and easily. This is a time- consuming method and is not appropriate for jobs requiring extensive training.

Source: http://www.learningspy.co.uk/wp-content/uploads/2014/03/performance.jpg

7. Functional Job Analysis: Functional job analysis (FJA) is employee- oriented analytical approach of job analysis. This approach attempts to describe the whole person on the job. The main features of FJA include the following:

The extent to which specific instruction are necessary to perform the task
The extent to which reasoning and judgment are required to perform the task
The mathematical ability required to perform the task and
The verbal and language facilities required to perform the task.

8. Observation Method: Using this method, a job analyst watches employees directly on the job. Observations are made on various tasks, activities, the pace at which tasks are carried out, and the way different activities are performed. This method is suitable for jobs that involve manual, standardized, and short job cycle activities. This method also requires that the entire range of activities be observable; possible with some jobs.

The above methods are the most popular ones for gathering job analysis data. They all provide realistic information about what job incumbents actually do. They can thus be used for developing job descriptions and job specifications. Caroll L. Shartle, Otis and Lenhert have provided the following suggestions for making the job analyst’s task simple.

Introduce yourself so that the worker knows who you are and why you are there.
Show a sincere interest in the worker and the job that is analyzed;
Do not try to tell the employee how to do his job.
Try to talk to the employee and supervisors in their own language;
Do a complete job study within the objectives of the programmer: and
Verify the job information obtained.

7. Job Description

Job description is the immediate product of job analysis process; the data collected through job analysis provides a basis for job description and job specification.

Job Description: is a written record of the duties, responsibilities and requirements of a particular job. It is concerned with the job itself and not with the job holders. It is a statement describing the job in such terms as its title, location, duties, working conditions and hazards.

Flippo has Defined Job Description as , “A job description is an organized, factual statement of duties and responsibilities of a specific job. In brief, it should tell what is to be done. How it is done why. It is a standard of function, in that defines the appropriate and authorized content of a job.

According to Pigors and Myres, “ Job description is a pertinent picture (in writing) of the organizational relationships, responsibilities and specific duties that constitutes a given job or position. It defines a scope of responsibility and continuing work assignments that are sufficiently different form that of other jobs to warrant a specific title.”

Source:http://cdn.halogensoftware.com/uploads/learn/how-to/creating-best-practice-job-description-templates/_thumb/800/creating-best-practice-job-description-templates.png

According to Zerga, who analyzed 401 articles on job description about 30 years ago. A job description helps us in:

(i) Job grading and classification

(ii) Transfers and promotions.

(iii) Adjustments of grievances;

(iv) Defining and outlining promotional steps:

(v) Establishing a common understanding of a job between employers and employees;

(vi) Investigation accidents ;

(vii) Indicating faulty work procedures or duplication of papers;

(viii) Maintaining, operating and adjusting machinery;

(ix) Time and motion studies;

(x) Defining the limits of authority;

(xi) Indicating case of personal merit;

(xii) Studies of health and fatigue;

(xiii) Scientific guidance;

(xiv) Determining jobs suitable for occupational therapy;

(xv) Providing hiring specifications; and

(xvi) Providing performance indicators.

“Job description” is different from “performance assessment.” The former concerns such functions as planning, co-ordination, and assigning responsibility; while the latter concerns the quality of performance itself. Though job description is not assessment, it provides an important basis establishing assessment standards and objectives.

8. Writing Job Description

A Job description is a written statement of what the job holder actually does, how he or she does it, and under what conditions the job is performed. This information is in turn used to write a job specification, which lists the knowledge, abilities, and skills needed to perform the job satisfactorily. While there is no standard format you must use in writing a job description, most descriptions contain at least sections on:

1. Job Identification : It includes the job title, alterative title, department, division, plant and code number of the job. The job title identifies and designates the job properly, the department, division, etc., indicate the name of the department where it is situated – whether it is the maintenance department, mechanical shop etc. Location gives the name of the place. This portion of job description gives answer to two important questions: to what higher level job is this job accountable. And who is supervised directly?

2. Job Summary: Job summary describes the contents of the jobs in terms of activities or tasks performed. Job summary should clear the nature of the job. Primary, secondary and other duties to be performed on the job should clearly be indicated separately.

3. Duties and Responsibilities: This is the most important phase of job description and should be prepared very carefully. It describes the duties to be performed along with frequency of each major duty. Responsibilities concerning custody of money, supervision and training of staff etc. are also described in this part.

4. Supervision: Under it is given number of persons to be supervised along with their job titles, and the extent of supervision involved –general, intermediate or close supervision.

5. Relation to Other Jobs: It describes the vertical and horizontal relationships of work flow. It also indicates to whom the jobholder will report and who will report to him. It gives an idea of channels of promotion.

6. Machine , tools and equipment define each major type or trade name of the machines and tools and the raw materials used.

7. Working Conditions : The working environment in terms of heat, light, noise, dust and fumes etc, the job hazards and possibility of their occurrence and working conditions should also be described. It will be helpful in job evaluation.

8. Social Environment: It specifies the social conditions under which the work will be performed. In this part the size of work group, interpersonal interactions required to perform the job and development facilities are mentioned

9. Job Specification: The job specification states the minimum acceptable qualifications that the incumbent must possess to perform the job successfully. Based on the information acquired through job analysis, the job specification identifies the knowledge, skills, and abilities needed to do the job effectively. Individuals possessing the personal characteristics identified in the job specification should perform the job more effectively than individuals lacking these personal characteristics. The job specification, therefore, is a important tool in the selection process, for it keeps the selector’s attention on the list of qualifications necessary for an incumbent to perform the job and assists in determining whether candidates are qualified.

Source: https://www.holyrood.com/sites/www.holyrood.com/files/styles/original_-_local_version/entityshare/13606%3Fitok%3D6Tv_lujj

According to Dale Yoder, “The job specification, as such a summary properly described is thus a specialized job description, emphasizing personnel requirement and designed especially to facilitate selection and placement.”

Flippo has defined job specification as , “Job specification is 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.”

In is clear from the above definitions that job specification is a statement of summary of personnel requirements for a job. It may also be called “standard of personal for the selection”

A Job Specification should include:

(i) Physical characteristics, which include health, strength, endurance, age, height, weight, vision, voice, eye, hand and foot co-ordination, motor co-ordination, and colour discrimination.

(ii) Psychological and social characteristics such as emotional stability, flexibility, decision making ability, analytical view, mental ability, pleasing manners, initiative, conversational ability etc.

(iii) Mental Characteristics such as general intelligence, memory, judgement, ability to concentrate, foresight etc.

(iv) Personal Characteristics such as sex, education, family background, job experience, hobbies, extracurricular activities etc.

All these characteristics must be classified into three categories:

Essential attributes which a person must possess.
Desirable attributes which a person ought to posses.
Contra indicators which will become a handicap to successful job performance.

10. Summary

The purpose of an organization is to give each person a separate distinct job and to ensure that these jobs are coordinated in such a way that the organization accomplishes its goals.
Developing an organization structure results in jobs that have to be staffed. Job analysis is the procedure through which you find out (1) what the job entails, and (2) what kinds of people should be hired for the job. It involves six steps: (1) determine the use of the job analysis information; (2) collection of background information; (3) selection of jobs for analysis; (4) collection of job analysis data; (5) processing the information; (6) preparing job descriptions and job classifications; and (7) developing job specifications.
Techniques of job analysis are – observation method, questionnaires, participant diary/logs, interview, critical incidents, technical conference method, and job performance.
Job description and job specification are products of job analysis. Job description should indicate: duties to be performed by the job holder and the manner he should complete the tasks. Job specification: answer the question “what human traits and experience are necessary to do the job. It portrays what kind of person to recruit and for what qualities that person should be tested”.
Devid A. DeCENZO, STEPHEN P. ROBBINS (2002), “Personnel/Human Resource Management”, Prentice Hall of India, New Delhi.
Prasad L.M., (2005), Human Resource Management,” Sultan Chand & Sons, New Delhi.
Dessler Gary (2010), “Human Resource Management”, Prentice Hall International Editions, New Jersey.
Carrell Michael R., Elbert Norbert F., Hatfield Robert D. (1999), “Human Resource Management,” Prentice Hall, Englewood Cliffs, New Jersey.
Burack, Elmer H. and Robert D. Smith (1982), “Personnel Management-A Human Resource Systems Approach” New York : John Wiley & Sons
Flippo, Edwarrd B. (1984), “Personnel Management”, New York : McGraw Hill
Mamoria C.B., Gankar S.V., (2006), “A Textbook of Human Resource Management”, Himalaya Publishing House, New Delhi.
Dwivedi R.S., (1997), “Personnel Management in Indian Enterprises”, Galgotia Publising Company, New Delhi.
Antony, William P. (1993), “Strategic Human Resource Management”, N.Y Dryden Press.
Beach, Dale S. (1980), “Personnel-Management of People at work”. New York : Mc Millan
http://www.mbaknol.com/human-resource-management/uses-of-job-analysis-inhuman-resource-management-hrm/ü
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http://www.openlearningworld.com/books/Job%20Analysis%20and%20Evaluation/Joü b%20Analysis%20and%20Evaluation/Uses%20of%20Job%20Analysis.html
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COMMENTS

Job-Analysis final
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The benefits of job analysis are as follows: Job analysis allows businesses to assess and understand a job role in detail. This information is necessary to create an accurate job description, identify the qualifications required for the job, and determine what tasks are included in the role. Job analysis also helps businesses to better ...
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n Define the importance of job analysis to all human resource management (HRM) activities and ... assignment is left to the course instructor based on how course grades are determined.
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For a job analysis to be successful, the top management, HR practitioners, and concerned employees must be dedicated to the entire process. So, proper communication and streamlining must be put in place. How to Perform a Job Analysis as Part of HRM. An organization must take a step-by-step approach to performing a job analysis.
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Job Analysis in HRM - Top 4 Methods Used for Job Analysis: Questionnaire Method, Written Narratives, Observations and Interviews. There are a number of methods used for job analysis. These methods are meant to collect data about job. These are as follows: Method # 1. Questionnaire: This is a widely used method for collecting data pertaining ...
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Here's why the Job Analysis process in HRM is crucial: Strategic Alignment. Job analysis ensures that roles align with organisational goals. Efficient Recruitment and Selection. Understanding job requirements aids in crafting precise job descriptions and person specifications, enhancing hiring accuracy.
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Here are several common uses for a job analysis: Workforce planning: These methods can help a company plan for the skills and expertise they need to perform the duties of the role. With detailed results, it can create more accurate job descriptions and recruit talent that better matches its needs. Performance management: As management teams ...
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Assignment on Job Analysis
HRM - Assignment on Job Analysis . Assignment on Job Analysis . Course. Human Resource Management (CP-203) 137 Documents. Students shared 137 documents in this course. University Kurukshetra University. Academic year: 2019/2020. Uploaded by: Anirudh Gill. Kurukshetra University. 0 followers. 1 Uploads 3 upvotes.
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Figure 7. 1: Job Analysis Information Hierarchy (Adapted from Decenzo and P. Robbins, Personnel/Human Resource Management) Task: It is a distinct work activity carried out for a distinct purpose. Duty: It is a number of tasks. Position: It refers to one or more duties performed by one person in an organization, There are at least as many positions as there are workers in the organization ...
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be termed as job analysis (Holst and Pancoast, 1921). It is a detailed and systematic study and. presentation of information such as skills, knowledge, abilities, and responsibilities relating to ...
Assignment #5
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Job Analysis Assignment
Job Analysis Assignment - Free download as Word Doc (.doc / .docx), PDF File (.pdf), Text File (.txt) or read online for free. 'Questionnaires' is a method used to gather information about a job. It is practical and saves time. Collected data can be easily compared and contrasted with other research.

10 Job Analysis

1.1. The Job as Unit of Analysis

1.2. Determine Information Needed

Task-based job analysis

Competency-based job analysis

1.3. Identify the Source(s) of Data

1.4. Determine Methods of Data Collection

1.5. Evaluate and Verify the Data

1.6. Using the Data to Yield a Job Analysis Report

Module 5: Workforce Planning

Purpose of Job Analysis

Practice Question

Summary: The Job Analysis Process

Position Data / Information

Sources of Information

Completing Job Analysis

Contribute!

Job Analysis

The Job as Unit of Analysis

Determine Information Needed

Task-based job analysis

Competency-based job analysis

Identify the Source(s) of Data

Determine Methods of Data Collection

Evaluate and Verify the Data

Using the Data to Yield a Job Analysis Report

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Job Analysis: Meaning, Importance, Components, Methods, Process

Meaning of Job Analysis

Definition of Job Analysis

15 Terminology Used In Job Analysis

Historical Context and Modern Approaches to Job Analysis

4 Features of Job Analysis

6 Importance of Job Analysis

Ensuring similarity in job title

Clarifying methods and procedures of work

Improving physical conditions of the work environment

Delineating the relation of one job to other jobs

Determining conditions of employment

Reducing grievances

KSAs of Job Analysis

9 Objectives of Job Analysis

Organizational structure and design

Strategic Choice of Job Analysis

3 Purposes of Job Analysis

Job Description

7 Components of Job Analysis

6 Steps or Stages of The Job Analysis Process

Step 1: Decide how we will use the information.

Step 2: Review relevant background information

Step 3: Select representative positions

Step 4: Analyze the job

Step 5: Verify the job analysis information.

Step 6: Develop a job description and job specification

7 Job Analysis Methods

Observation method

6 Job Analysis Tools

O*Net Model

8 Key Factors in Job Analysis

Working environment

Responsibility

Guidelines for Performing Job Analysis

4 Techniques for Designing Jobs

Job Simplification

Job Enlargement

Job Rotation

Job Enrichment

8 Reasons Why Job Analysis Is Important For HRM!

Planning and organizing of program

Preparing job description

Maintaining and updating the job description and job specification.

Establishing priorities