Job Analysis

Ankita Sood
Department of MBA
Govt. PG college Dharamshala
 Job Analysis
 Job is a bundle of related tasks
 Job analysis is the process of collecting job
related information
 Process of job analysis results in two sets of
data:
a) Job Description- tasks and responsibilities
associated with a job
b) Job Specification- education, experience and
capabilities required for performing a job
 Job Analysis
 Job Description  Job Specification
 Job Title  Education and
 Location Qualification required
 Job Summary  Experience
 Duties  Training
 Machines tools and  Physical skills & efforts
equipment  Responsibilities
 Materials to be used  Communication Skills
 Supervision  Emotional
 Working Conditions characteristics
 Hazards  Initiative
Benefits/ Purpose of Job Analysis
 Foundation For Human Resource Planning
 Foundation for employee hiring
 Foundation for training and development
 Foundation for performance appraisal
 Base for salary and wage fixation
 Foundation for various safety measures to be
incorporated
Process Of Job analysis

Strategic Information Information

Choices Gathering Processing

Job Job
Specification Description
1)Strategic Choices (that an organization
have to make)
 Employee Involvement- Extent of employees
involvement in process of analysis has to be decided.
Too much involvement may result in bias in favor of
job as employee may inflate a job or because of
minimum involvement in job analysis they try to make
them less important
 Level of details of analysis- It depends on purpose
for which information is being collected. May vary
from detailed (time and motion study) to broad
(general duties) The nature of job being analyzed also
determines the level of details in job analysis
Strategic Choices
 Timing and Frequency of analysis- When and
how often analysis is done. Conducted when:
 Organization is newly established and job analysis
initiated for first time.
 New job is created in organization
 Job changed because of technological changes
 Organization is planning for new remuneration plan
 There is inequality between job demand and
remuneration it carries
Strategic Choices
 Past oriented v/s Future oriented analysis- how
job was done in past and how it is carried out at
present. Future orientation on the basis of
predictions is required because of changing
environment
 Source of Job Data- existing Job description and
specification, Training manuals, blueprint of work area,
videos of employee working, Job analysts, job
incumbent, supervisors etc. several sources of
information may be used and most recent & reliable
sources should be used. Info should be collected from
high & low performer , more or less experienced
people
 2) Information Gathering
 What type of information is to be gathered -
depends on time and budget constraints and purpose for
which information is to be used
 Methods of data collection- observation,
interview, questionnaire, checklists, dairy method, etc.
 Who should collect the data- trained job analysts
(objectivity, expertise maximized but too expensive),
supervisors (fast data collection, intangible aspect also
covered but needs training and no standardization) or job
incumbents (less cost, familiarity is more, fast but
ambiguous response and poor standardization)
Information Processing
 Information is processed using various
functions. Processed information is used for
preparing Job Description and Job
specification
 Job description implies objective listing of job
title, tasks, duties and responsibilities
involved in a job
 Job specification involves listing of employees
qualification and abilities.
 Methods of collecting Job Data
 Observation- Job analyst observes job holder
and records positive and negative aspects of the job
and time taken for completing it
 Interview- Analyst interviews job holders and
supervisors to record info about the job. It is time
consuming and analyst must analyze the degree of
importance of information.
 Questionnaire- Job holders fill structured
questionnaires. It collects information regarding
job title, role or purpose of job, no. of reporting
staff, main tasks and duties
 Checklists- similar to questionnaire but collects
response in the form of yes and no. job holder
check the tasks he performs for a job and time
required for performing a job.
 Technical Conference method- Data is
collected from supervisors who possess
extensive knowledge. A discussion is carried out
to collect data.
 Dairy Method- Job holders record the details of
their activities each day It is time consuming in nature.
 Position Analysis Questionnaire- PAQ
analysis jobs in terms of employee activities. It contains
194 job elements on which job depends. These are
classified under 6 categories- extent of use, importance
the job, amount of time, possibility of occurrence,
applicability, special code.
 Management Position Description
Questionnaire- It is structured questionnaire
containing 208 items relating to managerial
responsibilities, restrictions, demands etc
PROBLEMS WITH JOB ANALYSIS

Support
Single Means
from Top
and Source
Management

No Training Activities
or May be
Motivation Distorted
 Job Design
 “Job Design is the Process which integrates
work content(tasks, functions), the reward and
the qualification required (knowledge, skills and
abilities) for each job in a way that meets needs
of employee and organization”
 It helps in integrating needs an individual with
needs of an organization
 It leads to job satisfaction among employees,
leads to high productivity, high efficiency and
better quality of work
 It attempts to create a map between job
requirements and human attributes
 Methods of Job Design
 Job Simplification- job is broken down into small
subparts so that employees can perform them without special
training (Time and motion studies are used for it)
 Job Rotation- shifting from one job to another within a
working group. It is horizontal transfer. It breaks monotony.
 Job Enlargement- process of increasing scope of the job
by adding more tasks. It means more duties to employees at
same level ( Horizontal)
 Job Enrichment- implies increasing the contents of a job
and increasing scope and responsibility of work. (vertical)
Dejobbing
 Broadening the responsibilities of
company's jobs and encouraging
employees not to limit themselves to
their job description.
THANK YOU