LEARNING

MODULE
Lesson 2: (WEEK 4)
Job Analysis
Target Learning Outcomes (TLO)

● Discuss the importance of Job Analysis.

● Define and familiarize the different job terms and
specific information provided by JA.
● Explore the uses and methods of Job Analysis Information.
● Identify the steps in conducting Job Analysis.
● Demonstrate how to write Job Description and Specification.
Learning Management Tools

Multimedia presentation tools such as Microsoft

Powerpoint and Google Slides, learning
management system such as Google
classroom, free web-based social media
communication platform such as Facebook
Messenger or Viber, and electronic mail service
system such as Google Mail.
Learning Content, JOB ANALYSIS
Discussions, and
Job analysis is conducted to determine the
Illustrations responsibilities inherent in the position as well as
the qualifications needed to fulfill its
responsibilities. It is essential when recruiting to
locate an individual having requisite capabilities
and education.

Importance of Job Analysis (JA)

Successful HRM practices can lead to outcomes

that create competitive advantage. When properly
performed, job analysis can enhance the success of
HRM practices by laying the required foundation.
DEFINITION OF DIFFERENT JOB TERMS

a. Position – consists of the responsibility and duties performed

by an individual. There are as many positions in a firm as
there are employees. (1 Manager for Production, 5
Supervisors, 50 Production Workers)

b. Job Title – group of positions that are similar in their duties.

In some instances, only one position may be involved, simply
because no other similar position exists. (Senior Manager for
Sales, Senior Manager for Operations etc)

c. Occupation – group of jobs that are similar as to kind of work

and are found throughout an industry. (Manager, Accountant,
Supervisor)
d. Job analysis – the procedure used for determining/collecting
information relating to the operations and responsibility of a
specific job. The end results are job description and job
specifications.

e. Job description – organized, factual statements of the

duties and responsibilities of a specific job. It tells what is to
be done, how it is done, and why. It is a list of job duties,
responsibilities, reporting relationships, working conditions,
and supervisory responsibilities.

f. Job specifications – a written explanation of the minimum

acceptable human qualities necessary for effective
performance of a given job. It designates the qualities
required for acceptable performance, which are requisite
education, skills, personality, and so on.
g. Job classification – grouping of jobs on some specified
basis such as kind of work or pay. It can refer to a
grouping by any selected characteristics but preferably
used most often in connection with pay and job
evaluation.

h. Job evaluation – systematic and orderly process of

determining the worth of a job in relation to other jobs.
The objective is to determine the correct rate of pay.

i. Tasks – coordinated and aggregated series of work

elements used to produce an output.
j. O”Net – online resource which has
replaced the Dictionary of Job Titles; list
of job requirements for a very large
number of jobs.

k. Functional job analysis – a task-based or

work-oriented technique describing the
work performed.

l. Position analysis questionnaire (PAQ) –

an example of a job analysis method.
 Job analysis provides information in several cases
including the following:

1. How much time is taken to complete basis tasks?

2. How are tasks grouped together into a job?
3. How can a job be designed so that employee
performance can be improved?
4. What kind of skills is needed to perform a given job?
5. What kind of person is best suited to perform a certain
type of job?

All these information among others provides a foundation

for other HR activities.
Specific Information Provided by Job Analysis
1. Job title and location
2. Organizational relationship – brief explanation of the
number of persons supervised (if applicable) and job title
of the position supervised. It also reflects supervision
received.
3. Relation to other jobs – describes and outlines the
coordination required by the job.
4. Job summary – condensed explanation of the content of
the job.
5. Information concerning job requirements – usually
provides information about machines, tools, materials,
mental complexity and attention required, physical
demands, and working conditions. It varies from job to
job.
Uses of Job Analysis Information

1. Preparing the Job Description and writing the Job

Specifications.
2. Recruitment and Selection
3. Determining the rate of compensation.
4. Performance appraisal
5. Training
6. Career Planning and Development
7. Safety
8. Labor relations
Methods Used in Job Analysis

INTERVIEW

Job analysis information can be obtained by

interviewing the job incumbent or by group
interviews with the group of employees
doing the same job or by interviewing the
supervisor who knowledgeable about the job.
Interview information is particular valuable
for professional and technical jobs that mainly
involve thinking and problem solving.
OBSERVATION

Direct observation is especially useful

when jobs consist mainly of observable
physical activity. Jobs like those of a
janitor, production workers, and drivers
are examples of these. On the other
hand, observation is usually not
appropriate when the job entails
significant amount of mental activity,
such as the work of the lawyer, financial
analysis, and the like.
QUESTIONNAIRES

The use of questionnaires is usually the

least costly method for collecting large
amount of information in a short period of
time. Advantages of using the
questionnaire method include the
information gathered is quantitative in
nature and can be easily updated as the job
changes. It usually includes questions
asking the worker to describe the kind of
experiences, qualifications, and attitudes
needed to perform the job. It also includes
a detailed list of activities performed and
the importance of each activity or the
percentage of time spent in performing it.
EMPLOYEE RECORDING/USE OF
LOG BOOK

This is a recording by job incumbents of

job duties, frequency of the duties, and
when the duties are accomplished. This
can produce a complete picture of the
job, especially when supplemented with
subsequent interviews with the worker
and the supervisor.
Step 1: This to determine how the data will be used in
HRM planning. HR managers should decide what data
needs to be collected, the best method of collection, and the
uses of the information in a comprehensive HRM strategy.

Step 2: Identify the use to which the information will be

put, since this will determine the type of data to be collected
and how to collect data.

Step 3: Since it is usually too costly and time consuming

to analyze every job, a representative sample of jobs needs
to be selected. Review relevant background information
such as organization charts, process chart, and existing job
descriptions.
Step 4: This involves the actual analysis of job by
collecting data on job activities, required employee
behavior, education, training, experience requirements,
working hours, equipment used, required job duties,
process workflow, working conditions, and human traits
and abilities needed to perform the job.

The information collected in STEP 4 is then used in Step 5

and STEP 6 to develop the job description and job
specifications. A job description and a job specification are
usually two concrete products of the job analysis.
WRITING THE JOB
DESCRIPTION
1. Date written
2. Job status – full-time/part-time including salary
3. Job identification – the identification section includes
such information as job title, department, division,
plant and code number of the job.
4. Job summary – A brief one or two-sentence statement
describing the purpose of the job and what outputs
are expected from job incumbents.
5. Working relationship, responsibilities, and duties
performed – Relationship statement shows the
jobholder’s relationship with others inside and outside
the organization. These include supervision exercised
(who reports to the employee).
5. Authority of incumbent – defines the limit of the
jobholder’s authority, including his/her decision-making
authority, direct supervision of other personnel, and
budgetary limitation.

6. Competency requirements – education and experience

including special skills required to perform a given job.

7. Working condition – a list of the general working

conditions involved with the job, location of the job, and
other relevant characteristics of the immediate work
environment such as hazards and noise levels.
WRITING THE JOB DESCRIPTION
AND SPECIFICATION

Job Title: HR Manager

Reports to: Vice President of HR
Supervises: HR Assistant, Compensation, Analyst, and
Benefits Clerk
Coordinates with: All department managers and executive
management
Outside the Recruitment agencies, DOLE, union
Company: representative

Responsibilities and duties should be presented in clear

and precise statements and should include essential
functions and major tasks, duties and responsibilities
performed. The function of each job should be identified
and explained for the benefit of the jobholder.
Writing the Job Specification

The job specification uses the job description

to define the kind of human traits and experience
required to do a specific job well.

It shows what kind of person to recruit and for

what qualities that person should be tested. Job
specifications identify the minimum acceptable
qualifications required for an employee to perform
the job adequately.

The job specification may be a separate section on

the job description, a separate document entirely,
or at the concluding part of the job description.
The information contained in a job specification usually
includes the following basic criteria:
1. KNOWLEDGE – body of information one needs to
perform the job;
2. SKILLS – the capability to perform a learned motor
task such as word processing skills;
3. ABILITY – the capability needed to perform
non-motor tasks such as communication abilities;
4. PERSONAL CHARACTERISTICS – an individual’s
traits such as tact, assertiveness, concern for others,
etc;
5. CREDENTIALS – proof or documentation that an
individual possesses certain competencies;
6. TECHNICAL REQUIREMENTS – include criteria
such as education background, related work
experience, and training.
SAMPLE JOB
DESCRIPTION AND
SPECIFICATION
Learning Activities
(Activity, Analysis, Abstraction, Application)
● Topic Recitation.
● Class discussion and video clip viewing on Job Analysis
(https://www.youtube.com/watch?v=qy09Ls6NqEo,
https://www.youtube.com/watch?v=LRrl1QWMHv4,
https://www.youtube.com/watch?v=nwbKVvEQhvo).
● Writing Job Description and Specification.
● Video clip viewing: New and hot jobs for the 21at Century
(https://www.youtube.com/watch?v=DdXLlJV6kM4,
https://www.youtube.com/watch?v=lIdY4UWpp2c).
● Topic Quizzes on: Job Analysis, Job Terms, Methods in JA, Job
Description and Specification.
Assessment / Evaluation
- Assessment and evaluation shall be in the form of individual quizzes, individual or
group research work, synchronous group reporting via Google Classroom or
Facebook Messenger or through recorded group presentation or activity, Project
Requirement and Midterm and Final Term Assessment/Examination.

References
- Ibrahim N., Rue, L., Byars, L. (2015) Human Resource Management, ISBN
978-007-76-3900-6
- Corpuz, C. (2013). Human Resource Management,
ISBN 978-971-23-6262-0
- Payos, R. LLB, FPM. (2010). Human Resource Management,
ISBN 978-971-23-5643-8
- Medina, R. (2006). Personnel and Human Resource Management,
ISBN 971-23-4396-0
- Corpuz, C. (2006). Human Resource Management,
ISBN 978-971-23-4379-7