The document discusses job analysis which is defined as the process of determining and recording all pertinent information about a specific job. It provides key inputs for HR activities like recruitment, selection, training and performance appraisal. The common methods of job analysis include observation, interviews, questionnaires, and the critical incident technique. The main outputs of job analysis are the job description which describes the tasks and responsibilities of a role, and the job specification which outlines required qualifications and competencies. Job analysis is used for various HR and business purposes such as staffing, training, compensation, and succession planning.

1. JOB ANALYSIS

2.  Job analysis is the process of determining and recording all
the pertinent information about a specific job, including the
tasks involved, the knowledge and skill set required to
perform the job responsibilities attached to the job and the
abilities required to perform the job successfully.
CONCEPT OF JOB ANALYSIS

3. Job analysis provides the necessary
inputs for a number of HR activities like
recruitment, selection, job design,
estimating job worth, training, and
appraisal.
These activities depend on job analysis
and its end products for their own
functioning.
CONCEPT OF JOB ANALYSIS

4.  For example:
 Job description and job specification- the end products of a job
analysis – form the basis for recruitment.
 They help in evaluating a candidate against the requirements
of the job and selecting the most suitable one.
 Similarly, job analysis provides inputs for training. While
training employees for a particular position, the parameters on
which the employees need to be trained can be obtained from
job analysis.
 Job analysis also help management in evaluating the relative
worth of each job, which would be one of the basic inputs in
designing the compensation system .
CONCEPT OF JOB ANALYSIS

5. Job analysis plays a key role in designing and
managing the performance appraisal system in an
organization. it helps in identifying the key
responsibility areas (KRAs) for a position and then
setting the goals or objectives for the appraisal
period. This forms the basis for the evaluation of an
employee’s performance.
A comparison of the job specifications arrived at, at
the end of a job analysis, with the existing
competencies of an employee, helps in identifying his
training needs. Thus, job analysis contributes either
directly or indirectly to almost all the fields of human
resource management.
CONCEPT OF JOB ANALYSIS

6.  Information Gathering
 The first step in job analysis is to gather all the necessary
information. This includes information on the organization
structure; the role of the job in relation to other jobs in the
organization; the class (of jobs) to which the job belongs; and
a detailed description of the activities and responsibilities
involved in the job. This information is collected through
observation and study.
PROCESS OF JOB ANALYSIS

7.  Job-Specific Competency Determination
 Based on study and observation, the competencies required
for the job are identified. This can also be done with inputs
from the employees in the jobs being analyzed.
 Developing Job Description
 A description of the tasks, responsibilities, duties and
functions of the job is prepared. This forms the job
description.
 Developing Job Specification
 The job specification provides a complete list of competencies
and qualifications required to match the job description. This
is also prepared based on study. Comparison or direct inputs
form the job-holders.
PROCESS OF JOB ANALYSIS

8.  Observation Method
 This method is simple and can be used in conjunction with
other methods of job analysis. In this method, the individuals
performing the job are observed and relevant points are
noted. The notes might include what was done and how was
in done. Motion and Time Studies are examples of observation
methods. This method has some serious drawbacks.
 For jobs witch are not repetitive and are quite complicated, it
becomes very cumbersome and difficult to make a note of the
observations. It is important that the observer knows what
has to be noted and what has to be ignored. Otherwise, the
whole analysis might result in a lengthy but redundant
document.
JOB ANALYSIS METHODS

9.  Individual Interview Method
 This method is employed when the job in question is complex
and has varied tasks. It is very effective when the interview is
structured and the analyst is clear about what information has
to be obtained from the interview.
 Group Interview Method
 This method is similar to the individual interview method,
except that the employees performing the same job are
interviewed in groups. Information that might have been
missed out in individual interview, would come up in a group
interview; the method is also less time consuming. One
drawback of this method is the effect that group dynamics
might have on the direction of the interview.
JOB ANALYSIS METHODS

10.  Questionnaire Method
 In this method, the analyst usually gives a long sand
structured questionnaire to be filled up by the job incumbents.
This questionnaire has both objective and open-ended
questions. It is a good method to get the information from the
employee without disturbing him on the job. However, the
analysis part of it becomes quite cumbersome, especially
when there is lack of clarity. The analyst might fail to convey
what he intends to and in the process fail to obtain the
required information.
 Technical Conference Method
 This is method of gathering all the job related information
from ‘expert’ – usually supervisors – and not the job
incumbents. Though more, and perhaps unbiased, information
can be gathered, the view point of the job holder cannot be
obtained with this method.
JOB ANALYSIS METHODS

11.  Diary Method
 In this method, job incumbents make immediate note of the
activities they perform. A lot of information can be gathered
about the job and its activities, but the time and effort
required to be put in by the job holder to keep notes of this
kind is enormous.
 This exercise takes longer to complete as there may be
activities that occur only at fairly long time intervals. For
example, an Office Assistant might have the responsibility of
sending a monthly attendance report to the headquarters.
This activity, which would be performed at the end of every
month would be missing from his lost of responsibilities, if
the study were conducted for a shorter period.
JOB ANALYSIS METHODS

12.  Functional Job Analysis
 Functional job analysis was developed by the U.S. Department
of Labor. In this method, the job analyst conduct background
research, interviews job incumbents and supervisors, makes
site observations, and then prepares a detailed document.
 Position Analysis Questionnaire (PAQ)
 Ernest J. Mc Cormick’s Position Analysis Questionnaire (PAQ)
is another standard method of job analysis that describes jobs
in terms of worker activities. It generates job requirement
information that is applicable to all types of jobs. The PAQ
procedure contained 194 job elements that fall into six major
job categories
JOB ANALYSIS METHODS

13.  By analyzing the 194 elements in the PAQ for more than five
hundred different jobs, researchers identified the following
important dimensions on which jobs differed from one
another.
 Having Decision-Making/Communications/Social
Responsibilities: Activities that involve considerable amount
of communication and interaction with people, as well as the
responsibilities associated with decision-making and planning
functions are reflected by this dimension.
 Performing Skilled Activities: Skilled activities that are
performed by using technical devices or tools and in which the
emphasis is on precision, recognizing subtle differences, and
on manual control, are part of this dimension.
JOB ANALYSIS METHODS

14.  Being Physically Active/ Related Environmental Conditions:
This dimension is characterized by activities that involve
considerable movement of the entire body or major parts of it,
and by environments like those found in factories and shops.
 Operating Vehicles/Equipment: Activities that use vehicles or
equipment, and typically involve sensory and perceptual
processes and physical functions are a part of this dimension.
 Processing Information: This dimension is characterized by
activities that involve a wide range of information-processing
exercises, in some instances, accompanied by the use of
machines such as office equipment.
JOB ANALYSIS METHODS

15.  Critical Incident Technique (CIT)
 According to John Flanagan who proposed the Critical Incident
Technique in 1954, behaviors in specific situations contribute to
the success or failure of individuals or organizations. A
compilation of all the critical acts or behaviors provides a
portrayal of the job, with focus of both the action of the worker
and the context in which the behavior was noticed.
 Interviews and questionnaires can be used to collect and compile
information on these critical incidents. Though job supervisors
can be consulted, most of the information is provided by the job
incumbents. CIT is more suitable for middle and top
management level jobs as critical incidents can take place at
these levels. Hence, this technique is limited to jobs performed
by a few people, and its application to routine jobs at the lower
levels of an organization structure is restricted.
JOB ANALYSIS METHODS

16.  A well-planned and well-executed job analysis exercise results in many
effective tools for the HR function.
 Job identification
 Significant characteristics of a job.
 What the typical worker does.
 What materials and equipment the worker uses.
 How a job is performed
 Required personal attributes.
 Job relationship – Information regarding opportunities for
advancement, patterns of promotions, degree of cooperation and
coordination required with co-workers, etc.
 The information gathered through job analysis is used to prepare two
separate documents. One document, the job description, describes the
tasks and activities, the relationship, the responsibilities, the setting
etc. of the job. The ‘job specification’ documents the information about
the incumbent. It lists the qualification, knowledge, skills, experience,
personal characteristics etc. required, for the incumbent to perform
the job successfully.
JOB ANALYSIS INFORMATION

17.  The most common end product of a job analysis is a
documented job description. It is a natural outcome of job
analysis and can be described as documentation of the
results of job analysis. If the job description is based on the
finding of an analyst, the feedback on the initial draft has to
taken from the incumbents and the supervisor and
incorporated in the final draft.
 The job description describes in detail the various aspects of
a job like the tasks involved, the responsibilities of the job
and the deliverables. It also describes the setting the work
environment of the job. As explained earlier, job descriptions
are used in recruitment, training, performance appraisal and
wage and salary administration.
JOB DESCRIPTION

18.  Physical Specifications: height, weight, vision, hearing, ability
to lift and carry weights, health condition, age and the
capacity to use or operate machines, tools, equipment etc.
 Mental Specifications: analytical ability, data interpretation
ability, decision-making ability etc.
 Emotional and Social Specification: Emotional specifications
include stability adaptability and flexibility. Social
specifications include ability to work in a team lead a team,
maintain interpersonal relationships etc.
 Behavioral Specifications: The ability to make judgments,
ability to undertake research, creativity, teaching ability,
maturity, self-reliance, and the ability to be authoritative etc.
JOB SPECIFICATION

19.  Employment
 Manpower planning, recruitment, selection, placement,
orientation and induction, all of which are different areas of
employment, make use of job analysis at some point or the
other.
 Organization Audit
 Job analysis helps in identifying the loopholes, if any, in the
organization I terms of jobs, processes, organizational structure,
workflows etc.
 Training and Development
 Job analysis comes in very handy during training need
identification and design of training programs for employees.
Management development can also be undertaken if the
employee is expected to handle a different role in the future, as
the tasks and responsibilities attached with all the positions in
the organization are already available.
USES OF JOB ANALYSIS

20.  Performance appraisal
 Performance appraisal is normally based on goal-setting or
the competencies associated with a job.
 Promotion and Transfer
 Once the job responsibilities, tasks and requirements are
known, it is easier to make decisions on transfers and
promotions based on suitability. The best fit for a position can
be identified by evaluating the candidates for
transfer/promotion against the results of job analysis.
 Preventing Dissatisfaction
 Job analysis helps identify and rectify problems or
shortcomings in job design.
USES OF JOB ANALYSIS

21.  Compensation Management
 Job evaluation, used with other techniques like market surveys,
provide the inputs for wage and salary administration in an
organization. Job evaluation takes into consideration the content
of the job in terms of tasks, duties, responsibilities, risks,
hazards etc., which has a bearing on the compensation for
performing the job.
 Health and Safety
 Knowledge of hazards or harmful working conditions and the risk
of accidents associated with the job, if any, is provided by job
analysis.
 Induction
 Job description provides information regarding the job and helps
a new incumbent understand his tasks and responsibilities.
USES OF JOB ANALYSIS

22.  Industrial Relations
 Job descriptions are often used to solve industrial disputes and
to maintain sound industrial relations. As the standard job
description would be violated with the addition or deletion of
some duties, it is a matter of interest to the labor unions as well
as management.
 Career Planning
 Job analysis is essential to plan the careers of individual
employees and prepare them to progress along their career
paths. Job specifications indicate the competencies that
employees must develop to move up into higher level positions in
the organization.
 Succession Planning
 Succession planning involves identifying and grooming a
successor for a vacancy that would arise in the future. The tasks
and responsibilities of the job and the specifications of the job
help in evaluating available candidates and selecting the most
suitable one.
USES OF JOB ANALYSIS

23.  Employee productivity and satisfaction are the two important
concern of a human resource manager. The structure of
work, the activities to be performed and the responsibilities
attached to a position are the determinants of employee
productivity and satisfaction. Job design is the process of
structuring work and designating the specific activities at
individual or group levels.
 These work activities and the eventual work done have to
contribute to the organizational objectives in the most
effective and efficient manner. Job design determines the
responsibility of an employee, the authority he enjoys over
his work, his scope of decision-making, and eventually, his
level of satisfaction and his productivity.
CONCEPT OF JOB DESIGN

24.  The major components of a job design are the job content or
scope and the job depth. The job content includes the various
tasks or activities that have to be performed by the jobholder,
the responsibilities attached to the job and the relationships
with other jobs in the organizational set-up. Job depth is the
autonomy or the authority that the jobholder enjoys in
planning and organizing the work attached to the job.
CONCEPT OF JOB DESIGN

25.  Job Rotation
 An employee who has been doing the same job repeatedly
over the years, would get bored, and this would affect his
performance. Job rotation enhances employee motivation by
periodically assigning the employee to alternative jobs. This
would have benefits for both the organization and the
employee.
 The employee would be relieved from a monotonous cycle and
the organization would benefit from his motivated
performance. During job rotation, the employee will also gain
a wider knowledge of the organization and its work processes.
Job rotation also helps managers to deal with frequent
absenteeism and high turnover of workforce. Knowledgeable
employees can fill in for absent workers, and work routines
will not be affected.
MODERN MANAGEMENT TECHNIQUES

26.  Job Enlargement
 Job enlargement involves increasing the length and hence and
operating time of each cycle of work for the job holder. Basically,
different and continuous small cycles would be integrated into
one single cycle of operation. This would reduce the number of
repetitions of the operating cycle and increase the scope of work
for the employee.
 Job Enrichment
 Job enrichment is the most popular technique for enhancing
employee motivation. Organizations which employ workers with
high levels of skills and knowledge should consider
implementing job enrichment programs. Job enrichment is done
by redesigning jobs so as to increase both their scope and their
depth. The incumbent has enough autonomy to plan, organize
and control his job. There is less supervision and more self-
evaluation involved in carrying out the job.
MODERN MANAGEMENT TECHNIQUES

27.  Job enrichment techniques
 Incorporating more responsibility in the job.
 Providing wider scope, greater sequencing and increased pace of
work.
 Assigning a natural unit of work, either to an employee or to a
group of employees.
 Minimizing controls and providing freedom of work .
 Allowing the employees to set their own standards or targets.
 Allowing the employees to monitor their own performance.
 Encouraging employees to participate in planning and
innovating.
 Introducing new, difficult and creative tasks.
 Assigning specific projects to individuals or groups to enhances
their expertise.
MODERN MANAGEMENT TECHNIQUES

28.  Steps in job enrichment
 selecting jobs that can motivate the employee and eventually result in
improved performance.
 Providing scope for change and enrichment in job design.
 Making a list of changes that might enrich the jobs by brainstorming.
 Concentrating on motivational factors such as achievement,
responsibility, self-control etc.
 Changing the content of the job rather than changing the employees.
 Providing adequate training, guidance, encouragement and helps.
 Introducing the enriched jobs carefully, so that there is no resistance
towards the implementation of job enrichment programs.
 Preparing specific programs for each project and ensuring access to
information that helps management to monitor the performance of
workers.
MODERN MANAGEMENT TECHNIQUES