Job Analysis

Job AnalysisJob Analysis

Job Analysis is collection of information in a logical process to determine:

1.The Essential Functions of the job– tasks, duties, responsibilities (TDRs) that are critical to performance of the job

2.Person Qualifications – minimal knowledge, skills, abilities an individual must possess to perform the essential functions

3.Job settings – the conditions wherein essential functions are performed, and physical and mental efforts required on part of the incumbent to perform the job.

Outcomes of the Job AnalysisJob analysis gives rise to :

Job DescriptionPerson Specification

Job Analysis – the key for rest of the Job Analysis – the key for rest of the HR functionsHR functions

Job AnalysisJob Evaluation

PerformanceAppraisal

Job Design

Training&

Development

Recruitment &

Selection

HR Planning

Sources of information for Job Sources of information for Job AnalysisAnalysisIncumbentSupervisorSubject Matter Experts (SMEs)Customers

Incumbent as a source of information Incumbent as a source of information

Points For Points Against

1. An elementary and natural source of information about the job being its occupier especially about the length of time spent on the job and working conditions

1. Information gathered is very much prone to be biased since the incumbent may overestimate or underestimate the TDRs, KSAs, and working conditions matching to her/his own interests.

2. Research has supported the fact that good performers usually give different ratings as compared to poor performers.

Supervisor as source of information Supervisor as source of information

Points For Points Against

1. Another natural source of information about the job especially about importance of the TDRs.

1. Information by the Supervisor regarding KSAs could be biased to the extent of his/her own qualifications as a previous incumbent of the job rather than its contemporary requirements. 2. In many cases, supervisor may

be the best source of information particularly when the incumbent is new on the job and/or supervisor has been occupier of that job for a substantial time before promotion to the present job

2. Information by the supervisor regarding TDRs could be biased to the extent of his/her personal demands of the job in matters of meeting demands of the departmental he/she is heading.

3. Overall information given by the supervisor regarding the job could be coloured by the nature of relations with the incumbent.

SMEs as source of information SMEs as source of information

Points For Points Against

1. SMEs are supposed to have exposure of variety of situations regarding a particular job hence valuable source of information.

1. If the SME has not performed the job practically, information by him/her could be more academic.

2. If SME is a consultant s/he will be the best source of contemporarily required TDRs and KSAs regarding a job.

Customers as source of information Customers as source of information

Points For Points Against

1. Customers being consumers of products and services of the jobs are usually a precious source of information as how effectively the job is being performed, what important duties are missing and/or what KSAs on part of the incumbent are needed to make the job more effective.

1. Customers’ point of interest may be excessively narrow and reliable only to that extent.

Modes of information collectionModes of information collection

ObservationQuestionnaireInterviews

Observation as a mode of information Observation as a mode of information collection collection

Points For Points Against1. It is a source of first hand

knowledge and information about the job and helps reduce the errors arising out of possible overstatement or understatement of the TDRs by the incumbents.

1. But observation as mode ofinformation collection has limited efficacy since observing employees

is easier only where job is observable and with limited

duration like, assembly line worker, machine operator, construction worker, flight attendant, bus driver, janitor etc

2. It allows the job analyst to directly observe the working conditions, degree of complexity of the job, inter-job relations etc hence greater validity of the findings that is not possible through interviews and questionnaire.

2.Whereas observing an administrative jobs, on the other hand, may not be easy because the jobs and tasks may vary widely from day to day.

Questionnaire as a mode of Questionnaire as a mode of information collection information collection

Points For Points Against

1. The use of questionnaires is most efficient means when a large number of employees are involved or when a number of widely dispersed employees are to be questioned about the job.

1. But questionnaire may result into deferred information or no information at all.

2. If well structured, the questionnaire is a simplified method of collecting job information that gives ample time to the respondent to organize their answers

Interview as information Interview as information collectioncollection

Points For Points Against

1. Interview is a source of getting then and there information from the respondents as against the questionnaires that provide only deferred information

2. Interviews, especially for the managerial and professional jobs,

is a time consuming process

4. Given the time consuming and costly nature of the interviews, job analysts may prefer to use the interview as a means to answer specific queries generated from observation and questionnaires.

3. Cost is also involved on training the interviewers.

1. The interviewees may overlook The TDRs involved in the job

during interviews.

Discussion QuestionsDiscussion Questions

1. Job analysis is key to every other HR function. Discuss.

2. Give points for and points against the incumbent/supervisor/subject matter expert/customer as a source of information for job analysis.

3. Give points for and points against the observation/questionnaire/interview as a mode of data collection for the job analysis.