JOB ANALYSIS

According to the US Department of

labour Job Analysis is “the process of
determining by observation & study
and reporting pertinent information
relating to the nature of a specific job.
It is the determination of the tasks
which comprise the job & skills,
knowledge & responsibilities required
of the worker of a successful
performance and which determine one
job from all others.”
 USES OF JOB ANALYSIS
1. Recruitment and selection:
Information is used to decide what
sort of people to recruit and hire.
2. Compensation: Salary, bonus etc.
depend on job’s required skill,
education level, safety hazards,
degree of responsibility. All these
factors are assesses through job
analysis.
3. Performance Appraisal: A
performance appraisal compares
 USES OF JOB ANALYSIS
each employee’s actual performance
with his performance standards.
4. Training: Job description is
developed on the basis of job
analysis. Job description indicates
what skills are required. Thus it
enables us to identify training needs.
5. Ensure complete assignment of
duties: Job analysis ensures that all
the duties that have to be done are
in fact are assigned to particular
positions.
 PROCESS OF JOB ANALYSIS
i. Collection of Background Information
The background information consists
of organisation charts that show the
relation of the job to other jobs in the
overall organisation and the class
specifications that describe the
general requirements of the class of
job to which this particular job
belongs.
ii. Selection of representative job to be
analyzed.
PROCESS OF JOB ANALYSIS
iii. Collection of Job Analysis
information: Information about the
job features, required employee
behaviour and the human
requirements of a job are collected
and analyzed.
iv. Developing Job Description: The job
contents are described in terms of
duties, responsibilities and
operation. The new entrant has to
perform as per the job description.
PROCESS OF JOB ANALYSIS
v. Developing a job specification: The
job specification takes the job
description and answers the
question, “What human traits and
experience are required to do this job
well.” It shows what kind of person
to recruit and for what qualities. This
can be a separate document. For
example, you need a qualified and
experienced person to handle finesse.
 PROCESS OF JOB ANALYSIS

vi. Developing Employee

Satisfaction: Employee
specification describes qualities
such as educational qualification,
experience etc. It specifies that
the candidate with these qualities
should also possess the minimum
human qualities.
 METHODS
i. Observation Method: Employees are
watched directly by means of
recorded films showing workers
doing their jobs. The worker may
not show real performance while
being watched. This causes
distortion. Moreover, it is not
possible to observe all the activities
of a managerial job.
ii. Individual interview method: Job
analysts select some of the
incumbents, interviews them
extensively and combine the
interviews result in a single job
analysis. It is time consuming.
 METHODS
iii. Group Interview method: This
method is similar to the individual
interview method, except that the
interviews are done simultaneously
for all the selected job incumbents.
iv. Structural questionnaire method: A
structured questionnaire should be
sent to the workers and ask them to
check the items they perform on their
job, from a long list of possible items.
 METHODS
v. Technical Conference Method: Specific
characteristics of a job are obtained
from the ‘experts’ usually supervisors
with extensive knowledge of the job.
However, worker’s perception about
what they do on their job are
overlooked.
vi. Diary Method: Job interviews are
asked to record their daily activities.
Time Consuming. No individual
method is adequate. Two or more
methods may be combined.
FUNCTIONAL JOB ANALYSIS
Functional job analysis was developed by
the US Dept of Labour (DOL). In this
method the job analyst conducts
background research, interviews job
incumbents, makes site observation and
then prepared detailed task statements
with a standard questionnaire that ask
specific questions about what gets done
on a job.
The work functions of any job can be
categorized under the headings of data,
people and things.
 SELECTION
Selection is the process of ascertaining
the qualifications, experience, skill,
knowledge etc. An applicant with the
purpose of determining suitability for a
job. Selection is quite reverse of
recruitment. Any selection decision can
result four possible outcomes – two
indicating correct decisions and two
indicating wrong decisions. Correct
decisions are those when an individual
predicted to be successful and the
individual actually proves to be
successful.
 SELECTION
Alternatively when an individual is
predicted to be unsuccessful and might
have performed. So, if selected it is also
a correct decision. In the first case the
individual is successfully accepted and
in the second case the individual is
successfully rejected in the selection
process.
A wrong decision occurs when an
individual would later perform
successfully on the job is rejected
(reject errors), or when an individual
who would perform poorly on the job is
selected (accept errors).
 SELECTION
In the former case, the organisation
misses a good candidate who can add
value to it and incurs the cost of
undertaking selection activities. In the
latter case, the organisation has to bear
the cost of training the employee, the
costs incurred due to incompetence of
the employee. Hence the main objective
of any selection activity is to reduce the
probability of making reject or accept
errors.
A secondary purpose of the selection
process is to provide information about
and sell to the candidate, the job and
organisation.
 SELECTION
This can be done at the time of
interview. If the organisation fails to
sell itself, there is little likelihood
that the applicant will accept the job
even if it is offered.
In brief selection it has two purposes:
i. To take a decision based on
prediction.
ii. To provide information about the job
and the organisation.
THE SELECTION PROCESS
Usually the process begins with
reviewing the application, gathered
through the organisation recruitment
effort. The applicants who appeared to
be qualified for the position are then
called for an initial screening, where
selections look for the minimum
requirements that are laid down for the
job specifications.
In the next step, the applicants are
asked to fill in the application blank
which standardizes information about all
those who may be considered.
 THE SELECTION PROCESS
The next step is to conduct tests that
are relevant to the job and validated by
the organisation. After conducting the
tests the applicants are usually
interviewed by the HR Dept. Next, a
background investigation of suitable
applicants is done. This involves
checking the references and
employment history of the applicant.
Finally, the applicants who successfully
pass through all these steps, are
interviewed by departmental heads or
supervisors.
 THE SELECTION PROCESS
During the in-depth interviewed, job
requirements are discussed so that the
applicant can understand what is
expected of him/her and the supervisor
can judge the applicant’s interest in the
job. If the applicant rejects the other,
the management can either offer to the
other qualified applicants or take up the
recruitment process again. If the
applicant accepts the offer, the process
of placing the applicant begins.
 EVALUATING ABILITY &
MOTIVATION
While skills and objectives can be
developed through training,
motivation cannot be developed to
the same extent. The past
performance of job applicant is one
important indicator. Therefore,
gathering accurate record of the
applicant’s past performance is
critical. The past employee may not
want to part with the current
information about an employee.
 SELECTION METHOD
STANDARDS
RELIABILITY:
a) Test – Retest Approach
b) Alternate Form
c) Split half procedure
VALIDITY: The validity means the
truthfulness of the test.
Three Methods:-
i. Criterion Validity: Criterion validity
refers to the empirical association
between sources on the selection
measure and scores on a partial
criterion of job performance. Usually
expressed as correlation coefficient.
 VALIDITY
ii. Content Validity: It is the extent to
which the content of a selection
procedure or instrument is
representative of important aspects
of job performance. This is decided
by the experts.
iii. Construct Validity: It measures how
closely an instrument follows a
theory. Like Locus of Control.
iv. Concurrent Validity: It is by
correlating it with another known
instrument on the subject.
 INTERVIEWS
An interview gives the managers to fill
the gaps in the information provided by
application blanks and tests. The
interview gives the management a
channel to influence the candidate’s
view of the organisation as well as
assess the candidate’s attitude towards
the job.
Interviews are sometimes unreliable
and inconsistent in their results due to
certain causes. One such cause is the
problem of personal biases. An
interviewee’s sex, race, religion may
influence the final decision.
 INTERVIEWS
The setting of an interview often affect
the outcome. For instance, if an
interview takes place in the morning
where the interviewer is fresh and the
other interview takes place in the
evening, the outcome may be different.
Finally, if the company intends to
interview a large number of people and
there is deadline for filling the position,
the interviewer would be under
additional pressure.
 TYPES OF INTERVIEW
i. Preliminary interview
a) Informal Interview: Can be conducted
at any place by any person to secure
non job related information. For
example, the interaction between a
personal manager & the applicant
when the latter meets him to collect
the form.
b) Unstructured interview: To know the
interviewee by giving opportunity to
talk about his self like his knowledge
in variant areas, hobbies etc. The
interviewee is generally evaluated
through his communication skills.
 CORE INTERVIEW
A core interview is normally the
interaction between the job applicant
and line managers or experts where the
applicant’s job knowledge, the talent
etc. are ascertained.
a) Background Information Interview:
To check the information that is
available in the application form and to
collect additional information. This
includes information about education,
place of domicile, family etc.
 CORE INTERVIEW
b) Job and Probing interview: To test
the applicant’s knowledge about duties,
activities and methods of doing the jobs
the applicant’s abilities in critical areas
and the methods of handling those
areas.
c) Stress Interview: The ability to
withstand stress interviews put the
interviewee under stress by repeatedly
interrupting him, criticizing his answers,
asking him unrelated questions or
keeping quiet for unduly long periods.
 CORE INTERVIEW
d) Group & Discussion Interview: All
the applicants are brought in one
room and given a topic for
discussion. The applicant’s initiative,
interpersonal skills, dynamism etc.
are evaluated.
e) Formal & Structured Interview: They
are rigidly structured. Fixing the
venue, time, panel of interviewers,
opening & closing of the interview,
intimating the applicants officially
are laid down in detail. The course of
the interview – the questions to ask,
who in the interview panel to ask,
what questions & in what sequence.
 CORE INTERVIEW
e) Formal & Structured Interview: There
is very little room for interviews to
deviate from the questions & the
sequence in which they are asked.
f) Panel Interview: Most organisations
invite a panel of experts specialized in
different areas to interview applicants.
This is because one person may not be
able to judge candidate’s overall
suitability. In a panel interview,
different experts interview each
candidate, judge his performance
individually and arrive at a consolidated
judgement.
 CORE INTERVIEW
f) Panel Interview: This type of
interview is effective because each
applicant is evaluated by experts in their
respective areas.
g) Depth Interview: In these interviews,
the applicants are questioned extensively
in the core areas of knowledge and skills
required for the job. These experts ask
relevant questions that will elicit critical
from the candidates, initiate a discussion
regarding critical areas of the job and/or
ask the applicants to explain the minute
details about the job performance. For
highly technical jobs, depth interview is
very suitable.
 DECISION MAKING
INTERVIEW
After being evaluated by the
experts including the line
managers, the applicants are then
evaluated by the departmental
heads. These are in the form of
internal discussion. The
interviewer at this level evaluates
the candidate’s adaptability to
working conditions.
 ASSESSMENT CENTRE
APPROACH
• For Selection
• For Promotion
Consists of the following:
1. In-Basket: Exercises consisting
different situations that a person
come across in day-to-day
working. Like decision making
ability, ability to prioritise, time
and resource management.
 ASSESSMENT CENTRE
APPROACH
2. Group discussion on real lite
policy/strategic issue of the
company. This is done in leaderless
situation and then he is looked for
leadership initiatives, concern for
others, communication skills,
originality of ideas and overall impact
on the group.
3. Psychological Assessment
4. Interview: Assessment is done by
superiors who receive training in
assessment before hand.
 JOB DESIGN
Highly specialized jobs are accompanied
by absenteeism turnover and decreased
productivity and quality.
JOB ROTATION: Motivation by
periodically assigning employees to
alternative jobs/tasks. For ex: An
employee may attach wheels to vehicles
for two weeks, fix ignition wire for the
next two weeks and be assigned some
other tasks thereafter.
ADV: Employees do not have to perform
the same job day after day.
 JOB ENLARGEMENT
Increases the scope of job. It tries
to eliminate short job cycles. (The
time taken for a worker to complete
the total task). Either the task being
performed is enlarged or several
short tasks are given. The training
period for an enlarged job would be
longer as there are more tasks to be
learned. Employee satisfaction
increases.
 JOB ENRICHMENT
Job enrichment increases both scope
and depth. It is an overgrowth of
Herzberg’s two factor theory of
motivation. In particular, jobs have to
include a greater variety of work
content, a higher level of knowledge &
skill. Give workers more autonomy ans
responsibility in terms of planning,
directing and controlling their own
performance and provide the
opportunity for personal growth and a
meaningful work experience.
 JOB ENRICHMENT
The job of a surgeon is an enriched
one. They need to have a variety
of skills & abilities. They monitor
the patients from beginning to end
(diagnosing, performing the
surgery, taking post operative care
& follow up).
 TECHNIQUES OF JOB
ENRICHMENT
Incorporate more responsibility
Provide wider scope
Assign a natural unit of work – To an
employee or to a group of employees.
Provide freedom when employees are
accountable for defined goals.
Allow the employees to set their own
targets
Allow the employees to monitor their
own performance by providing control
information
 TECHNIQUES OF JOB
ENRICHMENT
Participation in planning &
innovating
Introducing new, difficult &
creative tasks.
Assign specific projects.
STEPS IN JOB ENRICHMENT
1. Select jobs which permit close
relation between motivation &
performance.
2. Assuming that these jobs can be
changed.
3. Prepare a list of changes that
might enrich jobs.
4. Concentrating on motivational
factors such as achievement,
responsibility, self control.
STEPS IN JOB ENRICHMENT
5. Changing the content of the job
6. Providing adequate training &
guidance
7. Introducing the enriched jobs
carefully so that there is no
resistance towards
implementation.
8. Ensuring access to information
that helps management to
monitor the performance.