Job Analysis

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Definition of JADefinition of JAJob analysis is the process of determining & Job analysis is the process of determining &

recording all pertinent information about a recording all pertinent information about a specific job, including the tasks involved, the specific job, including the tasks involved, the knowledge & skill set required to perform knowledge & skill set required to perform the job, the responsibilities attached to the the job, the responsibilities attached to the job & the abilities required to perform the job & the abilities required to perform the job successfully. Job analysis differentiates job successfully. Job analysis differentiates one job from the other, in an organization, & one job from the other, in an organization, & is based on observation &study. It is also is based on observation &study. It is also known as job review or job classification.known as job review or job classification.

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Job Analysis: A Basic Human Resource Management ToolJob Analysis: A Basic Human Resource Management Tool

Tasks Responsibilities Duties

Job Analysis

Job Descriptions

Job Specifications

Knowledge Skills Abilities

Recruitment

Selection

Training and Development

Performance Appraisal

Compensation and Benefits

Safety and Health

Employee and Labor Relation

Health & safety

Career planning

Succession plann

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Reasons For ConductingReasons For Conducting Job Analysis Job Analysis

Staffing Training and Development – if

specification lists a particular knowledge, skill, or ability, and the person filling the position does not possess all the necessary qualifications, training and/or development is needed

Compensation and Benefits – value of job must be known before value can be placed on it

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Reasons For ConductingReasons For Conducting Job Analysis (Continued) Job Analysis (Continued)

Safety and Health – helps identify safety and health considerations

Employee and Labor Relations – lead to more objective human resource decisions

Career planning Succession planning

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Steps in Job AnalysisSteps in Job Analysis1.1. Clarify why you are collecting the Clarify why you are collecting the

informationinformation2.2. Review relevant background Review relevant background

informationinformation3.3. Select representative positionsSelect representative positions4.4. Conduct the analysisConduct the analysis5.5. Verify with the worker / supervisor / Verify with the worker / supervisor /

mgmt.mgmt.6.6. Develop a job description and job Develop a job description and job

specificationspecification

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Conducting Job AnalysisConducting Job Analysis

The people who participate in The people who participate in job analysis should include, at job analysis should include, at a minimum:a minimum:

The employeeThe employee The employee’s immediate The employee’s immediate

supervisorsupervisor

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Job Analysis MethodsJob Analysis Methods

Questionnaires Observation Interviews Employee recording methods Critical incident technique Functional job analysis Position analysis questionnaire.

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Methods of Collecting Job Methods of Collecting Job Analysis Information: The Analysis Information: The

InterviewInterview Information sourcesInformation sources

Individual employeesIndividual employees Groups of employeesGroups of employees Supervisors with Supervisors with

knowledge of the jobknowledge of the job AdvantagesAdvantages

Quick, direct way to Quick, direct way to find overlooked find overlooked information.information.

DisadvantagesDisadvantages Distorted informationDistorted information

Interview formatsInterview formats Structured Structured UnstructuredUnstructured semistructuredsemistructured

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Methods of Collecting Job Methods of Collecting Job Analysis Information: Analysis Information:

ObservationObservation Information sourceInformation source

Observing and Observing and noting the physical noting the physical activities of activities of employees as they employees as they go about their jobs.go about their jobs.

AdvantagesAdvantages Provides first-hand Provides first-hand

informationinformation Reduces distortion of Reduces distortion of

informationinformation DisadvantagesDisadvantages

Time consumingTime consuming Difficulty in capturing Difficulty in capturing

entire job cycleentire job cycle Of little use if job involves Of little use if job involves

a high level of mental a high level of mental activity.activity.

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Methods of Collecting Job Methods of Collecting Job Analysis Information: Analysis Information:

QuestionnairesQuestionnaires Information sourceInformation source

Have employees fill Have employees fill out questionnaires to out questionnaires to describe their job-describe their job-related duties and related duties and responsibilities.responsibilities.

Questionnaire Questionnaire formatsformats Structured checklistsStructured checklists Opened-ended Opened-ended

questions questions

AdvantagesAdvantages Quick and efficient Quick and efficient

way to gather way to gather information from information from large numbers of large numbers of employeesemployees

DisadvantagesDisadvantages Expense and time Expense and time

consumed in consumed in preparing and testing preparing and testing the questionnairethe questionnaire

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Methods of Collecting Job Methods of Collecting Job Analysis Information: Participant Analysis Information: Participant

Diary/LogsDiary/Logs Information sourceInformation source

Workers keep a Workers keep a chronological diary/ chronological diary/ log of what they do log of what they do and the time spent and the time spent in each activity.in each activity.

AdvantagesAdvantages Produces a more Produces a more

complete picture of the complete picture of the jobjob

Employee participationEmployee participation DisadvantagesDisadvantages

Distortion of informationDistortion of information Depends upon Depends upon

employees to accurately employees to accurately recall their activitiesrecall their activities

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Critical Incident TechniqueCritical Incident TechniqueJohn Flanagan proposed the Critical John Flanagan proposed the Critical

Incident Technique in 1954.According Incident Technique in 1954.According to him behaviors in specific situations to him behaviors in specific situations contribute to the success or the failure contribute to the success or the failure of individuals or organizations.of individuals or organizations.

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Functional Job AnalysisFunctional Job Analysis

DataData PeoplePeople ThingsThings0 synthesizing0 synthesizing 0 Mentoring0 Mentoring 0 Setting UP0 Setting UP1 Coordinating1 Coordinating 1 Negotiating1 Negotiating 1 Precision 1 Precision

WorkingWorking2 Analyzing2 Analyzing 2 Instructing2 Instructing 2 Operating-2 Operating-

controllingcontrolling3 Compling3 Compling 3 supervising3 supervising 3 Driving-operating3 Driving-operating4 computing4 computing 4 diverting4 diverting 4 manipulating4 manipulating5 copying5 copying 5 persuading5 persuading 5 tending5 tending6 comparing6 comparing 6 speaking-6 speaking-

signalingsignaling6 Feeding-off-6 Feeding-off-bearingbearing

7 serving7 serving 7 handling7 handling8 Taking 8 Taking instructions-instructions-helpingshelpings

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Functional Job AnalysisFunctional Job Analysis

Functional Job Analysis (FJA) was used by Functional Job Analysis (FJA) was used by U.S. Employment Service job analysts to U.S. Employment Service job analysts to classify jobs for the DOL(Fine & Wiley, classify jobs for the DOL(Fine & Wiley, 1971). The most recent version of FJA 1971). The most recent version of FJA uses seven scales to describe what uses seven scales to describe what workers do in jobs: (1) Things, (2) Data, workers do in jobs: (1) Things, (2) Data, (3) People, (4) Worker Instructions, (5) (3) People, (4) Worker Instructions, (5) Reasoning, (6) Math, and (7) Language Reasoning, (6) Math, and (7) Language

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Position Analysis QuestionnairePosition Analysis Questionnaire The The Position Analysis Questionnaire (PAQ)Position Analysis Questionnaire (PAQ) developed by developed by

McCormick, Jeanneret, and Mecham (1972) is a McCormick, Jeanneret, and Mecham (1972) is a structured job analysis instrument to measure job structured job analysis instrument to measure job characteristics and relate them to human characteristics and relate them to human characteristics. It consists of 195 job elements that characteristics. It consists of 195 job elements that represent in a comprehensive manner the domain of represent in a comprehensive manner the domain of human behavior involved in work activities. The items human behavior involved in work activities. The items that fall into five categories: that fall into five categories:

Information input (where and how the worker gets Information input (where and how the worker gets information), information),

Mental processes (reasoning and other processes that Mental processes (reasoning and other processes that workers use), workers use),

Work output (physical activities and tools used on the Work output (physical activities and tools used on the job), job),

Relationships with other persons, and Relationships with other persons, and Job context (the physical and social contexts of workJob context (the physical and social contexts of work

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The Output of Job AnalysisThe Output of Job Analysis Job descriptionJob description

A list of a job’s duties, responsibilities, A list of a job’s duties, responsibilities, reporting relationships, working reporting relationships, working conditions, and supervisory conditions, and supervisory responsibilities responsibilities

Job specificationsJob specifications A list of a job’s “human requirements,” A list of a job’s “human requirements,”

that is, the requisite education, skills, that is, the requisite education, skills, personality, and so on.personality, and so on.

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Writing Job DescriptionsWriting Job Descriptions A job descriptionA job description

A written statement of what the worker A written statement of what the worker actually does, how he or she does it, and actually does, how he or she does it, and what the job’s working conditions are.what the job’s working conditions are.

Sections of a typical job descriptionSections of a typical job description Job identificationJob identification Job summaryJob summary Responsibilities and dutiesResponsibilities and duties Authority of incumbentAuthority of incumbent Standards of performanceStandards of performance Working conditionsWorking conditions

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The Job DescriptionThe Job Description Job identificationJob identification

Job title: name of jobJob title: name of job Grade: where it fits in the hierarchyGrade: where it fits in the hierarchy Preparation date: when the description Preparation date: when the description

was writtenwas written Prepared by: who wrote the descriptionPrepared by: who wrote the description

Job summaryJob summary Describes the general nature of the jobDescribes the general nature of the job Lists the major functions or activitiesLists the major functions or activities

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The Job Description (cont’d)The Job Description (cont’d) Relationships (chain of command)Relationships (chain of command)

Reports to: employee’s immediate supervisorReports to: employee’s immediate supervisor Supervises: employees that the job incumbent Supervises: employees that the job incumbent

directly supervisesdirectly supervises Works with: others with whom the job holder Works with: others with whom the job holder

will be expected to work and come into will be expected to work and come into contact with internally.contact with internally.

Outside the company: others with whom the Outside the company: others with whom the job holder is expected to work and come into job holder is expected to work and come into contact with externally.contact with externally.

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The Job Description (cont’d)The Job Description (cont’d) Responsibilities and dutiesResponsibilities and duties

A listing of the job’s major A listing of the job’s major responsibilities and duties (essential responsibilities and duties (essential functions)functions)

Defines limits of jobholder’s decision-Defines limits of jobholder’s decision-making authority, direct supervision, making authority, direct supervision, and budgetary limitations.and budgetary limitations.

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The Job Description (cont’d)The Job Description (cont’d) Standards of performance Standards of performance

and working conditionsand working conditions Lists the standards the Lists the standards the

employee is expected to employee is expected to achieve under each of the achieve under each of the job description’s main job description’s main duties and responsibilities.duties and responsibilities.

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Job SpecificationsJob Specifications What human traits and experience What human traits and experience

are required to do the job well?are required to do the job well? QualificationsQualifications Prior experiencePrior experience Special trainingSpecial training Personality factorsPersonality factors Physical characteristicsPhysical characteristics Other attributes/qualitiesOther attributes/qualities

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Job Analysis Information and FactsJob Analysis Information and Facts

Job Description (Job –Oriented)Job Description (Job –Oriented)Contains information and facts about:Contains information and facts about: Job Identification: Job title, location, Job Identification: Job title, location,

job code, short name ,department job code, short name ,department and unit. and unit.

Job Summary: Brief job contents, its Job Summary: Brief job contents, its authority ,responsibility, hazards, authority ,responsibility, hazards, etc.etc.

Relation to other job (Relation with Relation to other job (Relation with superiors, peers, subordinates)superiors, peers, subordinates)

Location in the hierarchy.Location in the hierarchy. Machine tools equipment used.Machine tools equipment used. Materials used.Materials used. Responsibilities.Responsibilities. Condition of work, location of work, Condition of work, location of work,

Posture-standing, sitting- walking, Posture-standing, sitting- walking, speed, accuracy, health , health speed, accuracy, health , health hazards, occupational diseases etc.hazards, occupational diseases etc.

Hazards (accident hazards) Hazards (accident hazards)

Job specification (Employee –Job specification (Employee –oriented)oriented)

Contains information and facts Contains information and facts about:about:

EducationEducation ExperienceExperience Training Training JudgmentJudgment InitiativeInitiative Physical EffortPhysical Effort Physical SkillsPhysical Skills Communication SkillsCommunication Skills Emotional CharacteristicsEmotional Characteristics Unusual sensory demands such Unusual sensory demands such

as vision , smell, hearing, etc.as vision , smell, hearing, etc.