Session 5 & 6 job analysiss

• 1. JOB ANALYSIS Session 5 6Sonali R Saldanha Asst Prof FMS NIFT - Mumbai1

2. Concept of Job Analysis Definition : Job analysis is the procedure for determining theduties and skill requirements of a job and the kind of personwho should be hired for it. Organizations consist of positions that have to be staffed. Jobanalysis is the procedure through which you determine theduties of these positions and the characteristics of the peoplewho should be hired for them. The analysis produces information on job requirements,which is then used for developing job descriptions (what thejob entails) and job specifications (what kind of people to hirefor the job). 3. Job Analysis: A Basic Human Resource Management ToolHuman ResourceTasks Responsibilities Duties PlanningRecruitmentSelectionTraining and JobDevelopmentDescriptionsJob Performance AppraisalAnalysisCompensation and Job Specifications BenefitsSafety and HealthEmployee and LaborRelationsKnowledge Skills AbilitiesLegal ConsiderationsJob Analysis for Teams3 4. Definitions Job - Consists of a group of tasks thatmust be performed for an organization toachieve its goals Position - Collection of tasks andresponsibilities performed by one person;there is a position for every individual inan organization4 5. Definitions (Continued) Job analysis - Systematic process ofdetermining the skills, duties, and knowledgerequired for performing jobs in anorganization Job description document providinginformation regarding tasks, duties, andresponsibilities of job Job specification minimum qualifications toperform a particular job5 6. Job Design Process of determining the specific tasks tobe performed, the methods used inperforming these tasks, and how the jobrelates to other work in the organization Job enrichment - Basic changes in thecontent and level of responsibility of a job,so as to provide greater challenge to theworker6 7. Job Design Job enlargement - Changes in the scope of a job toprovide greater variety to the worker Job Rotation Job rotation is a managementapproach where employees are shifted between twoor more assignments or jobs at regular intervals oftime in order to expose them to all verticals oforganisation Reengineering Fundamental rethinking and radicalredesign of business processes to achieve dramaticimprovements in critical, contemporary measures ofperformance, such as cost, quality, service and speed7 8. Job rotation Job rotation involves moving employees from job tojob so as to give them more variety. Job rotation requires that employees have relatively broad skills. This means the supervisor and organization must provide forcross-training or training in the skills required to performmore than one job. The opportunity to learn new skills can in itself motivateemployees. 9. Job enlargement Job enlargement means that duties are addedto a job. For example, in a factory a machine operator maybe given the added task of setting up the machine. 10. Job enrichment Job enrichment is the incorporation ofmotivating factors into a job. The kinds of factors that are considered to enricha job are the ones Herzberg called motivators. Specific factors include giving employees more responsibility to make decisions, more recognition for good performance, and making jobs more challenging. 11. Sources of job analysis information Manager Incumbent SME ( Subject Matter Expert ) Job analyst DOT (Dictionary of Occupational Titles ) O*NET ( O*NET OnLine has detailed descriptions of the world of work for use by job seekers,workforce development and HR professionals, students, researchers, and more! )11 12. Job Analysis Methods Questionnaires PAQ(Position AnalysisQuestionnaire) Functional job analysis Observation Critical incident technique Interviews ( Individual / Group ) Employee recording Combination of methods12 13. Timeliness of Job AnalysisRapid pace oftechnological changemakes need foraccurate job analysiseven moreimportant now andin the future.13 14. Job Analysis and the Law Fair Labor Standards Act employees categorized as exempt or nonexempt Equal Pay Act similar pay must be provided if jobs are not substantially different as shown in job descriptions14 15. Job Analysis and the Law (Continued) Civil Rights Act basis for adequate defenses againstunfair discriminations charges in selection,promotion, and other areas of HR administration Occupational Safety and Health Act specify jobelements that endanger health or are consideredunsatisfactory or distasteful by most people Americans with Disabilities Act make reasonableaccommodations for disabled workers 15 16. Types of Information CollectedWork activities Human HumanrequirementsbehaviorsInformation Collected Via Job AnalysisMachines, tools, Job equipment, andcontext work aidsPerformance standards416 17. Summary of Types of Data Collected Through Job Analysis Work Activities work activities and processes; activity records (in filmform, for example); procedures used; personal responsibility Worker-oriented activities human behaviors, such as physical actions andcommunicating on the job; elemental motions for methods analysis;personal job demands, such as energy expenditure Machines, tools, equipment, and work aids used Job-related tangibles and intangibles knowledge dealt with or applied (asin accounting); materials processed; products made or services performed Work performance error analysis; work standards; work measurements,such as time taken for a task Job context work schedule; financial and nonfinancial incentives; physicalworking conditions; organizational and social contexts Personal requirements for the job personal attributes such as personalityand interests; education and training required; work experience17 18. Use of Job Analysis Information Recruitment andSelection Legal ComplianceCompensationInformation Collected Via Discovering Job Analysis Performance UnassignedAppraisalDutiesTraining418 19. FIGURE 41 Uses of Job Analysis Information419 20. FIGURE 42 Process Chart for Analyzing a Jobs WorkflowSource: Compensation Management: Rewarding Performance by Richard J.Henderson. Reprinted by permission of Pearson Education, Upper Saddle River, NJ.420 21. Steps in Job Analysis Steps in doing a job analysis:1 Decide how youll use the information.2 Review relevant background information.3 Select representative positions.4 Actually analyze the job.5 Verify the job analysis information.6 Develop a job description and job specification.421 22. Methods of Collecting Job AnalysisInformation: The Interview Information Sources Interview Formats Individual employees Structured (Checklist) Groups of employees Unstructured Supervisors with knowledge of the job Advantages Quick, direct way to find overlooked information Disadvantages Distorted information422 23. FIGURE 43 Job Analysis Questionnaire forDeveloping Job DescriptionsNote: Use a questionnairelike this to interview jobincumbents, or have themfill it out.Source: www.hr.blr.com. Reprinted withpermission of the publisher, Business and LegalReports, Inc., Old Saybrook, CT423 24. FIGURE 43 Job Analysis Questionnaire forDeveloping Job Descriptions(continued) Note: Use a questionnaire like this to interview job incumbents, or have them fill it out.Source: www.hr.blr.com. Reprinted withpermission of the publisher, Business and LegalReports, Inc., Old Saybrook, CT 424 25. Job Analysis: InterviewingGuidelines The job analyst and supervisor should work together toidentify the workers who know the job best. It is advisable to quickly establish rapport with theinterviewee. Follow a structured guide or checklist, one that lists open-ended questions and provides space for answers. Ask the worker to list his or her duties in order of importanceand frequency of occurrence. After completing the interview, review and verify the data.425 26. Methods of Collecting Job Analysis Information: Questionnaires Information Source Advantages Have employees fill out Quick and efficient way to questionnaires to describegather information from their job-related duties andlarge numbers of employees responsibilities Disadvantages Questionnaire Formats Expense and time consumed Structured checklists in preparing and testing the Open-ended questionsquestionnaire426 27. Areas in which Job Analysis Information is used Recruitment and Selection : Job analysis provides information about whatthe job entails and what human characteristics are required to carry outthese activities. Such job description and job specification information isused to decide what sort of people to recruit and hire. Compensation : Job analysis information is also essential for estimatingthe value of and appropriate compensation for each job. This is sobecause compensation. (such as salary and bonus) usually depends on thejobs required skill and education level, safety hazards, degree ofresponsibility and so on-all factors that are assessed through job analysis.Job analysis provides the information determining the relative worth ofeach job so that each job can be classified. . 28. Areas in which Job Analysis Information is used Ensure Complete Assignment of Duties : The job analysis is also useful forensuring that all the duties that have to be done are in fact assigned toparticular positions. For example, in analyzing the current job of yourcompanys production manager, you may find she reports herself as beingresponsible for two dozen or so specific duties including planning weeklyproduction schedules, purchasing raw materials, and supervising the dailyactivities of each of her first-line supervisors. Training & Development : Job analysis information is also used for designingtraining and development programs because the analysis and resulting jobdescription show the skills-and therefore training-that are required. Performance Appraisal : A performance appraisal compares eachemployees actual performance with his or her performance standards. It isoften through job analysis that experts determine the standards to beachieved and the specific activities to be performed. 29. Areas in which Job Analysis Information is used Promotion and Transfer Preventing Dissatisfaction Compensation Management Health & Safety Induction Industrial Relations Career Planning Succession Planning