JOB ANALYSIS Submitted by : Meenu Kohli Associate Prof. Dept. of Commerce
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JOB ANALYSIS
Submitted by :
Meenu Kohli
Associate Prof.
Dept. of Commerce
CONTENTS Meaning and definition of Job Analysis
Objectives of Job Analysis
Uses of Job Analysis
Process of Job Analysis
Techniques of Job Analysis
Problems in Job Analysis
Definition, contents and characteristics of Job Description
Meaning, definition and contents of Job Specification
Difference between job description and job specification
Meaning and objectives of job design
Methods of Job design
JOB ANALYSIS - Meaning
JOB ANALYSIS- definition
Job analysis is the process ofstudying and collectinginformation relating tooperations and responsibilitiesof a specific job.
-Edwin B. Flippo
JOB ANALYSIS-definition
Job analysis refers to the processof studying the operations, dutiesand organisational aspects of jobsin order to derive specifications oras they are called by jobdescriptions.
---Michael J. Jucius
OBJECTIVES OF JOB ANALYSIS
Work simplification
Establishment of standards of
performance
Support to other personnel
activities
USES OF JOB ANALYSIS
Organisational Design
Manpower Planning
Recruitment and Selection
Placement and Orientation
Training and Development
Job Evaluation
USES OF JOB ANALYSIScontd.
Performance Appraisal
Job Designing
Safety and Health
Discipline
Employee Counseling
Labour Relations
TECHNIQUES OF JOB ANALYSIS
A. OBSERVATION
Observing and noting physical
activities of employees as they go
about their jobs
OBSERVATION
ADVANTAGES Provides first hand information
Less chances of distortion of information
DISADVANTAGES Time consuming
Difficulty in capturing entire job cycle
Not suitable for jobs involving mental activities
Analyst’s calibre should match employee’s calibre
B. QUESTIONNAIRE
Information source
Have employees fill out questionnaire to describe their job-related duties and responsibilities
Questionnaire Formats
Structured checklist
Open-ended questions
QUESTIONNAIRE
Advantages
Quick and efficient way to gather information
from large number of employees
Disadvantages
Costly
Time consuming
C. INTERVIEW
Information source Individual employees
Immediate boss
Interview Format Structured
Unstructured
INTERVIEW
ADVANTAGES
Quick and direct way to find overlooked information required
May be used to cross check the information obtained with incumbents of identical or similar jobs
DISADVANTAGES
Difference in perception, attitude and aptitude of the interviewee
Analyst’s calibre should match employee’s calibre
D. RECORD
Information source
The analysts collects information
from the record maintained by
personnel department.
RECORD
AdvantagesAuthentic and objective way to gather information
Disadvantages Information such as superior worker relationship, tools
and accessories used and work conditions are not made available from records.
Complete information about work and worker cannot be obtained by this technique.
E. CRITICAL INCIDENTS
Job holders are asked to describe
incidents concerning the job on the
basis of their past experiences.
Incidents are analysed and classified
according to job areas they describe.
CRITICAL INCIDENTS
AdvantagesA fairly clear picture of actual job requirements can be obtained by distinguishing between effective and ineffective behaviour of workers on the job.
Disadvantages Time consuming
The analyst requires a high degree of skill to analyse the contents of description given by workers.
F. JOB PERFORMANCE
Job analysts actually performs the job
under study to obtain a first hand
experience of the actual tastes, physical
and social demands and the
environment of the job.
JOB PERFORMANCE
Advantage
Best suited for jobs where skill requirements are low and can be learnt quickly and easily
Disadvantages
Time consuming
Not suitable for jobs that are hazardous
Not suitable for jobs requiring extensive training
G. QUANTITATIVE METHODS
Position Analysis Questionnaire
Management Position Description Questionnaire
Functional Job Analysis
MANAGEMENT POSITION DESCRIPTION QUESTIONNAIRE (MPDQ)
The Management Position Description Questionnaire (MPDQ) is aquestionnaire used for the purpose of analysing managementpositions. It allows HR departments to establish trainingrequirements, salary bands and job groupings for new posts. It has208 items grouped in 13 categories. These categories also include197 performance elements. Due to its narrative format, the MPDQgenerally requires some degree of training before it can beproperly used. The questionnaire was created by Walter W.Tornowand Patrick R. Pinto in 1976.
(Source:https://en.wikipedia.org/wiki/Management_Position_Description_Questionnaire)
WHICH METHOD TO FOLLOW
The choice of a job analysis method
depends upon the purposes to be served by
the data
Wherever possible, multiple methods of job
analysis may be used e.g. quantitative
approach should be supported by a
qualitative approach.
JOB DESCRIPTION
METHODS OF JOB DESIGN
JOB ROTATION
Job rotation is a strategy
where employees rotate
between jobs at the same
business. Employees take on
new tasks at a different job
for a period of time before
rotating back to their
original position.
REFERENCES
Aswathappa, K. “Human Resource Management : Text and Cases”, Seventh
edition McGraw Hill Education (India)Private Limited
Bhatia, S.K., “HRM in Global Scenario-practices and Strategies for
Competition Success”, Deep and Deep Publications Pvt. Ltd.
Dessler, Gary and Varkkey, Biju, “Human Resource Management”, Eleventh
edition, Pearson
Gupta, Shashi K and Joshi, Rosy. “ Human Resource Management”, Kalayani
Publishers (2017)
Mohan, S and Elangovan, R, “Human Resource Management : Text and
Cases”, Regal Publications
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