CONCEPT OF JOB ANALYSIS

 Process of determining and recording all the pertinent information about

a specific job including the tasks involved ,the knowledge and skills
required to perform the job, the responsibilities attached to the job and
the abilities required to perform the job successfully.
 Also called job review and job classification
 Involves the following
 Detailed description of the tasks
 Determining the relationship of the job to the technology and to other
jobs
 Examining the knowledge, qualifications or employment standards
 Job analysis is the recording of the activities of the job and the
knowledge requirements of the performer of the job

 The end products of job analysis are job description and job specification
Terms used in job analysis
 Micro motion = simplest unit of work
 Element = aggregation of two or more micro
motions.
 Task = logical and necessary element in
the performance of the job
 Position = a group of tasks and responsibilities
given to a single employee
 Job = a group of identical positions
 Occupation =a group of jobs that are similar

 Job description

 Job specification

 Job classification
Process of Job Analysis
 Information gathering
 Information about the Organisation structure

 Role of job in relation to other jobs

 Class of jobs to which it belongs

 Detailed description of environment

 Job specific competency determination

 Competencies required to perform the jobs are collected

with inputs from employees and employers

 Developing a Job description
 Description of tasks,responsibilities,duties and functions of

the job are prepared

 Developing a Job specification
 Complete list of competencies and qualifications required to

match the job description is made

 JOB ANALYSIS INFORMATION
 JOB DESCRIPTION  JOB SPECIFICATION
EMPLOYEE ORIENTED
JOB ORIENTED
 EDUCATION
 JOB IDENTIFICATION  EXPERIENCE

 JOB SUMMARY  TRAINING

 JUDGEMENT
 RELATION TO OTHER JOBS
 INITIATIIVE
 JOB HEIRARCHY  PHYSICAL EFFORT

 RESOURCES  PHYSICAL SKILLS

 COMMUNICATION
 RESPONSIBILITY
 SENSORY DEMANDS
 ACCOUNTABILITY

 CONDITIONS OF WORK

 HAZARDS
 Job descriptions
 Most common end product of the job analysis.
 Documentation of the results of the job analysis based on
findings of analyst
 Contains detailed of the job like the tasks, responsibilities and
expectations and also describes the setting and the work
environment of the job
 A good Job description should describe -
 Scope and nature of the work

 Duties and responsibilities clearly laid down

 Degree of complexity, skills required and accountability

 All work relationships and resources

 Job specifications
 A written document of the minimum acceptable
qualifications, knowledge, skills, traits, physical and
mental characteristics that an incumbent must
possess to perform the job successfully
 Specifications include
 Physical specifications
 Height , weight , vision , hearing , health , age
 Mental specifications
 Analytical ability, decision making, data interpretation
 Emotional and social specifications
 Stability, flexibility, team working
 Behavioural specifications
 Judgment, creativity, teaching ability, maturity
 Uses of Job Analysis
1. EMPLOYMENT 1 .PREVENTING DISSATISFACTION
2. JOB EVALUATION 2. COMPENSATION MANAGEMENT
3. ORGANISATION AUDIT 3. HEALTH & SAFETY
4. TRAINING & 4. INDUCTION
DEVELOPMENT
5. PERFORMANCE 5. INDUSTRIAL RELATIONS
APPRAISAL
6. PROMOTION & 6. SUCESSION PLANNING
TRANSFER
7. CAREER PLANNING 7. JOB DESIGN
METHODS OF JOB ANALYSIS
 OBSERVATION METHOD
 INDIVIDUAL INTERVIEW METHOD
 GROUP INTERVIEW METHOD
 QUESTIONAIRE METHOD
 PAQ –POSITION ANALYSIS QUESTIONAIRE
 TECHNICAL CONFERENCE METHOD
 DIARY METHOD
 FUNCTIONAL JOB ANALYSIS
 CIT- CRITICAL INCIDENT METHOD
 OBSERVATION METHOD
Direct Observation of incumbents performing
their jobs, enables the trained job analyst to
obtain first-hand knowledge and information
about the job being analysed.
Jobs in which the Observation method is successful
include

 Machine Operator/Adjuster
 Construction Worker
 Police Officer/Patrol Officer
 Flight Attendant
 Bus Driver
 Housekeeper/Janitor
 Skilled Crafts Worker
 Interview method : collect a variety of information from an
incumbent by asking the incumbent to describe the tasks and
duties performed.
Interview Methods
 Unstructured Interviews Here the interview is a conversation with no
prepared questions or predetermined line of investigation. However, the
interviewer should explain:
 The purpose of the study is and
 The particular focus of this interview

The roles and the purposes give structure. The interviewer generally uses a
questioning strategy to explore the work the job holder performs. Listening
and taking notes are very important. These enable follow up questions to be
posed. The questions and responses - with summaries enable the interview
to be controlled. The conversation takes on a structure with areas being
considered, explored, related to each other and revisited to secure the depth
of information required in job analysis.
Structured Interviews : A structured interview may
assume a definite format involving:

*Charting a job-holder's sequence of activities in

performance .

*An inventory or questionnaire may be used

Care is needed to set up such interactions. Notes and
records may be needed for subsequent analysis. A
structured interview may be akin to a staff appraisal or
job evaluation interview carried out by a manager with a
subordinate. The manager is the analyst.
 Questionnaire

 There are two types of questionnaires: The structured

questionnaire uses a standardized list of work activities,
called a task inventory, that job incumbents or
supervisors may identify as related to the job. In
addition, the respondent may also identify additional
information such as how much time is spent on the task,
the amount of supervision required, and/or the expertise
required. The open-ended questionnaire asks the job
incumbent to describe the work in his or her own words.
The Common Metric Questionnaire (CMQ) is targeted toward both exempt
and non-exempt jobs. It has five sections:
(1) Background,
(2) Contacts with People,
(3) Decision Making,
(4) Physical and Mechanical Activities, and
(5) Work Setting.
The Background section asks 41 general questions about work requirements
such as travel, seasonality, and licensure requirements.
The Contacts with People section asks 62 questions targeting level of
supervision, degree of internal and external contacts, and meeting
requirements.
The 80 Decision Making items in the CMQ focus on relevant occupational
knowledge and skill, language and sensory requirements, and managerial
and business decision making.
The Physical and Mechanical Activities section contains 53 items about
physical activities and equipment, machinery, and tools.
Work Setting contains 47 items that focus on environmental conditions and
other job characteristics.
The CMQ is a relatively new instrument. It has been field tested on 4,552
positions representing over 900 occupations in the Dictionary of
Occupational Titles (DOT), and yielded reasonably high reliabilities
 Position Analysis Questionnaire (
PAQ)
The Position Analysis Questionnaire (PAQ) developed by McCormick, Jeanneret, and
Mecham (1972) is a structured job analysis instrument to measure job characteristics
and relate them to human characteristics. It consists of 195 job elements that represent
in a comprehensive manner the domain of human behavior involved in work activities.
The items that fall into five categories:

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

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

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

Relationships with other persons, and

Job context (the physical and social contexts of work

TECHNICAL CONFERENCE METHOD

 Technical Conference:
 Several experts (often called "subject matter
experts") on the job collaborate to provide
information about the work performed. A job
analyst facilitates the process and prepares
the job description based on the consensus of
the technical experts
 DIARY METHOD

This method is a useful tool of job analysis to

ask worker maintaining and keeping daily
records or list of activities they are doing on
every day.
 FUNCTIONAL JOB ANALYSIS
The functional job analysis (FJA) is a comprehensive, structure
process that identifies and quantifies the physical components of
jobs. The FJA includes :
 Identifying the essential functions and critical demands of a job.

 Identifying tools and other equipment used.

 Taking all appropriate work site measurements such as forces,

distances and repetitions, and identifying potential modifications
 Process of FJT
A functional job analysis begins with :
 Basic overview of the job, including the duties and responsibilities involved,
and the education and experience required
 Several analyses are done, beginning with an environmental and exposure
analysis
 Activity analysis : provides a basic description of the physical demands of
the job
 Biomechanical analysis : examines forces, weights, distances, tools and
equipment
 Finally, a task analysis offers a detailed breakdown of the elements of the
task cycle, including postures, forces, frequency and duration of significant
physical, mental and environmental demands.
After these analyses are completed, recommendations are made for
job design modification, and engineering and administrative controls for job
redesign are identified.
 CIT –CRITICAL INCIDENT METHOD
 The critical incident technique involves observation and recording of
examples of particularly effective or ineffective behaviours.
Behaviours are judged to be "effective" or "ineffective" in terms of
results produced by the behaviour.
 The following information should be recorded for each "critical
incident" of behaviour:
 (1) what led up to the incident and the situation in which it occurred;
 (2) exactly what the employee did that was particularly effective or
ineffective;
 (3) the perceived consequences or results of the behaviour; and
 (4) a judgment as to the degree of control an employee had over
the results his or her behaviour produced (to what degree should
the employee be held responsible for what resulted?).
CHECKLIST FOR JOB ANALYSIS FORMS DESIGN
Job title
Department
Location or facility
Number of incumbents

WORK PERFORMED
What duties/responsibilities are performed
How they are performed
Why they are performed
Frequency and scope of specific duties

KNOWLEDGE REQUIRED
Areas of knowledge
General disciplines
Specialized expertise
Formal education (how much)
Experience (how long)

SKILLS REQUIRED
Mental (computational, analytical, abstract, etc.)
Physical (visual, dexterity, etc.)
Interpersonal (selling, counselling, supervising, etc.)
PHYSICAL DEMANDS
Exertion; availability of support equipment
Motion
Environment; heat, cold, humidity, noise
Hazards
Exposure to unpleasant conditions

SPECIAL DEMANDS
Work hours
Travel
Isolation

SOURCES OF WORKERS FOR THIS JOB

From other jobs (identify)
Job posting
Apprenticeship programs (how long)
Other companies; what type of work
Hands-on training

ACCOUNTABILITY
Equipment value
Assets
Budgets and expenditures
Outside relations