Task

•Identifiable work activity carried out for a specific

purpose.
•E.g.. Typing a letter

Duty
•Several tasks which are related by some sequence
of events.
•e.g. pick up, sort out & deliver incoming mail.

•Collection of tasks & duties which are performed

Position
by one person.
•E.g. P.A to principal receives visitors,takes
dictation,operates computer answer
queries,attends to complaints & help students.
 Job
•Group of positions similar in their significant
duties such as technical assistants,computer
programmers,managers etc.

Job •A "job family" is a group of jobs involving similar

types of work and requiring similar training, skills,
knowledge, and expertise

families •e.g. sales jobs & clerical jobs in different

departments.

Job •Uses numbers,letterrs or both to provide quick

code
summary of a job & its content.
 • Grouping of jobs on some basis such as
Job nature of work done or level of pay.
classification • e.g. skilled,semiskilled,unskilled;
grade I,II,III officers

• Process of gathering information about

Job analysis a job.

Job • Written summary of tasks,duties &

description responsibilities of a job
 Job • Minimum skills, education & experience
specification necessary for an individual to do a job.

Job • Systematic procedure for finding relative

evaluation worth of a job

• Scheduling innovation that allows 2 or more

workers to share the same job usually by
Job sharing having each working part-time.
 • Conscious effort to organise
tasks,duties & responsibilities into a
Job design unit of work to achieve a certain
objective.

Job • Moving employees horizontally or

vertically to expand their
rotation skills,knowledge or activities

Job • Adding more responsibilities ,

enrichment autonomy & control to a job.
 Process of gathering information about a job.
 A job analysis is the process used to collect
information about the duties,
responsibilities, necessary skills, outcomes,
and work environment of a particular job.
 HRP
 Recruitment
 Selection
 Placement & orientation
 Training
 Counseling
 Employee safety
 Performance appraisal
 Job design & redesign
 Job evaluation
 Organizational analysis
 Selection of representative positions to be
analyzed.
 Collection of job analysis data
 Preparation of job description
 Preparation of job specification
 Job performance
 Personal observation
 Critical incidents
 Interview
 Questionnaires
 Participation Dairy / Logs
 Position Analysis Questionnaire Techniques
 Internet Based Job Analysis
 Panel of Expert
 Information Sources:  Advantages
Interview can be done  Quick, direct way to find
with overlooked information
 Individual employees  Disadvantages
 Groups of employees  Distorted information
 Supervisors with knowledge
of the job
Interview Formats
 Structured (Checklist)
 Unstructured
 The job analyst and supervisor should work
together to identify the workers who know the
job best.
 Quickly establish rapport with the interviewee.
 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 importance and frequency of occurrence.
 After completing the interview, review and
verify the data.
 Information Source
 Have employees fill out
questionnaires to describe their
job-related duties and
responsibilities
 Questionnaire Formats
 Structured checklists
 Open-ended questions
 Advantages
 Quick and efficient way to
gather information from
large numbers of employees
 Disadvantages
 Expense and time consumed
in preparing and testing the
questionnaire
 Information Source
 Observing and noting the
physical activities of
employees as they go about
their jobs
 Disadvantages
 Advantages
 Provides first-hand
information
 Reduces distortion of
information
 Time consuming
 Difficulty in capturing entire
job cycle
 Of little use if job involves a
high level of mental activity
 Information Source
 Workers keep a
chronological diary/ log of
what they do and the time
spent on each activity
 Disadvantages
 Advantages
 Produces a more complete
picture of the job
 Employee participation
 Distortion of information
 Depends upon employees to
accurately recall their
activities
.
Employee activities in PAQ

1. Information Input: Where and how does the employee get the information he/she
uses in performing his/her job.
Examples:
Use of written materials.
Near-visual differentiation.
2. Mental Processes: What reasoning, decision making, planning and information-
processing activities are involved in performing the job?
Examples:
Levels of reasoning in problem solving.
Coding/decoding
3. Physical activities: What physical activities does the employee perform and what
tools or devices does he/she use?
Examples:
Use of Keyboard devices.
Assembling/disassembling.
Employee activities in PAQ

4. Relationships with other people: What relationships with other people are
required in performing the job?
Examples:
Instructing.
Contacts with public, customers.
5. Job context: In what physical and social context is the work performed?
Examples:
High temperature.
Interpersonal conflict situations.
6. Other Job characteristics: What activities, conditions, or characteristics other
than those described above are relevant to the job?
Examples:
Specified work pace.
Amount of job structure.
Standardized questionnaires are frequently
distributed, with instructions, via the
Internet or Intranet. The danger is that
important points may be missed or
misunderstood, clouding results.
 Written statement of what the job holder
does, how it is done under what conditions it
is done , why it is done.
 Job content
 Environment & conditions of employment
 Descriptive
 Defines purpose & scope of job
 Job title
 Job summary
 Job activities
 Working conditions
 Social environment
 Job Identification
 Job title
 Preparation date
 Preparer
 Job Summary
 General nature of the job
 Major functions/activities
 Relationships
 Reports to:
 Supervises:
 Works with:
 Outside the company:
 Responsibilities and
Duties
 Major responsibilities and
duties (essential
functions)
 Decision-making
authority
 Direct supervision
 Budgetary limitations
 Standards of
Performance
 What it takes to do the
job successfully
• Working Conditions
 Relate salary to the performance of each employee.
Conduct periodic salary surveys.
Develop and administer performance appraisal
programme.
Develop and oversee bonus and other employee
benefit plans.
Develop an integrated HR information system.
Working conditions Normal. Eight hours per day. Five days a week.
Report to Director, Human Resource Department.
 Summarises the human characteristics
needed for satisfactory job completion.
 Key qualifications
 SKAs,experience
 Essential attributes: SKAs
 Desirable attributes: qualifications
 Copntra-indicators: hindrance attributes
 Useful in selection
 PhysicalSpecification
 Mental Specification
 Emotional and social Specification
 Behavioural Specification
 Personal Specification
Specimen of job specification

Education MBA with specialisation in HRM/MA in social work/PG

Diploma in HRM/MA in industrial psychology.
A degree or diploma in Labour Laws is desirable.
Experience At least 3 years’ experience in a similar position in a
large manufacturing company.
Skill, Knowledge, Abilities Knowledge of compensation practices in competing
industries, of job analysis procedures, of compensation
survey techniques, of performance appraisal systems.
Skill in writing job descriptions, in conducting job
analysis interviews, in making group presentations, in
performing statistical computations
Ability to conduct meetings, to plan and prioritise work.
Work Orientation Factors The position may require upto 15 per cent travel.
Age Preferably below 30 years.