CHAPTER 5

JOB ANALYSIS
Chapter Dutline
" Introduction Behavioural factors in job analysis
" Benefits of job analysis " job description
" Who, when and which jobs? Job specification
" The process of job analysis Case study:Job analysis at SEMCO

INTRODUCTION
A job may be defined as a collection of tasks, duties and responsibilities. Job
analysis is a systematic and detailed examination of jobs. It deals with two
things basically-what a job holder is supposed to do (job requirements or job
description) and what skills and competencies are needed to perform a job
(worker requirements or job specification).
Job tasks (say, typing a letter)

Job Analysis Job duties (pick up, sort out and deliver mail)

Job responsibilities (of a teacher)

FIGURE 5.1: WHAT IS JOB ANALYSIS?
Job analysis is a systematic and detailed examination of jobs. It is the process
of collecting information about a job that is, what kind of knowledge, skills
and experience would be needed to carry out a job effectively.
Box 5.1: What the Experts Say?
" Mondy and Noe: Job analysis is the process of determining the skills,
duties and knowledge required for performing jobs inin an oorganization.
" Cascio, et al: The process of obtaining information about jobs, including
the tasks to be done on the jobs, as well as the personal characteristics
necessary to do the tasks
5.3
5.4 UNIT 2 : PROCUREMENT OF HUMAN RESOURCES

" Robbins, et al: It is a systematic exploration of the activities within a

job.
" Dessler, et al: It is the procedure for determining the duties and skill
requirements of a job and the kind of person who should be hired for
it

Job analysis, actually speaking, refers to the anatomy of a job. There is a de

tailed explanation about what the job holder is supposed to do in terms of
tasks, duties and responsibilities. It also specifies the qualities and qualifications
needed to perform a job. It also emphasizes the relation of one job others
in the organization.

BENEFITS OF JOB ANALYSIS

The important benefits of job analysis may be listed thus:
Human resource planning: lob analysis helps in forecasting human resource
requirements in terms of knowledge and skills. It helps in determining
quality of human resources needed in an organization.
" Recruitment: Job analysis is used to find out how and when to hire people
for future job openings. An understanding of the skills needed and the
positions that are vacant in future helps managers to plan and hire people
in a systematic way.
" Selection: It is not possible to select the right person without a proper
understanding of what is to be done on a job. If a Super Bazaar manager
has not clearly identified what a clerk is to do, it is difficult to ascertain if
the person selected is to position store items, run a cash register or keep
the account books.

" Placement and orientation: After selecting people, we have to place them
on jobs best suited to their interests, activities and aptitude. If we are not
sure about what needs to be done on a job, it is not possible to identify the
right person suited for the job. Similarly, effective job orientation cannot
be achieved without a proper understanding of the needs of each job. To
teach a new employee how to handle a job, we have to clearly define the
job.

" Training: If there is any confusion about what the job is and what is sup
posed to be done, proper training efforts cannot be initiated. Whether or
not a current or potential job holder requires additional training can be
determined only after the specific needs of the jobs have been identified
through a job analysis.
" Counselling: Managers can properly counsel employees about their careers
when they understand the different jobs in the organization. Likewise, em
ployees can better appreciate their career options when they understand
 CH. 5: JOB ANALYSIs 5.5

the specific needs of various other jobs. Job analysis can point out areas
that an employee might need to develop to further a career.
" Employee safety: Athorough job analysis reveals unsafe conditions asso
ciated with a job. By studying how the various operations are taken up in
a job, managers can find unsafe practices. This helps in rectifying things
easily.
" Performance appraisal: By comparing what an employee is supposed to
be doing (based on job analysis) to what the individual has actually done,
the worth of that person can be assessed. Ultimately, every organization
has to pay a fair remuneration to people based on their performance. To
achieve this, it is necessary to compare what individuals should do (as
per performance standards) with what they have actually done (as per
job analysis).
Job design and redesign: Once the jobs are understood properly, it is
easy to locate weak spots and undertake remedial steps. We can eliminate
unnecessary movements, simplify certain steps and improve the existing
ones through continuous monitoring. In short, we can redesign jobs to
match the mental make-up of employees.
" Job evaluation: Job analysis helps in finding the relative worth of a job,
based on criteria such as degree of difficulty, type of work done, skills
and knowledge needed, etc. This, in turn, assists in designing proper wage
policies, with internal pay equity between jobs.
JOB ANALYSIS: WHO, WHEN AND WHICH JOBS?
Who?: It is always better to use supervisors, job incumbents or some combina
tions of these to obtain information about jobs in an organization. The job incum
bents offer a clear view of what work is actually done as against what work is sup
posed to be done. Further, involving job incumbents in the job analysis process
might increase their acceptance of any work changes stemming from the results
of analysis. However, on the negative side, job incumbents might exaggerate the
responsibilities and importance of their work and, in the process, the whole effort
might suffer due to lack of objectivity. External analysts help avoid such biased
opinions. They tend to base their write-ups on a realistic view of the people, jobs
and the total organization system as a whole.
When?: Job analysis is carried out on three occasions.
" It is undertaken when the organization is established and a job analysis
programme is taken up for the first time.

" It is performed when new jobs are created.

" It is done when jobs undergo radical transformation due to changes in
new technologies, methods, procedures or systems.
5.6 UNIT 2 : PROCUREMENT OF HUMAN RESOURCES

Which Jobs?: On which jobs is analysis carried out? The answer is simple. ()
Jobs that are critical to the success of an organisation. If your reputation is built
around high quality products, you need to focus more on quality control jobs. (ii)
Next, in order would be jobs that are difficult to learn and perform, because you
have to give extensive training to people so that they carry out jobs without com
mitting mistakes. (ii) Jobs where new hires are recruited regularly demand close
attention (because job analysis offers information on how best to select those
employees) (iv) jobs created to facilitate entry of women, disabled personnel,
ex-servicemen, minorities, and displaced persons need to be examined careful
ly, to avoid violations of rules framed by government for this purpose (v) jobs
that need to be carried out diferently due to emergence of new technologies, (vi)
when completely new jobs are added, then they require attention, (vii) finally,
when some jobs are eliminated and their duties distributed to other jobs within a
firm, HR managers need to explain the nature of expanded jobs.
THE PROCESS OF JOB ANALYSIS
The major steps involved in job analysis are as follows:
" Organizational analysis: First of all, an overall picture of various jobs in
the organization has to be obtained. This is required to find the linkages
between jobs and organizational objectives, interrelationships between jobs
and contribution of various jobs to the efficiency and effectiveness of the
organization.
" Selection of representative positions to be analysed: It is not possible
to analyse all the jobs. A representative sample of jobs to be analysed is
decided keeping the cost and time constraints in mind.
Collection of job analysis data: This step involves the collection of data
on the characteristics of the job, the required behaviour and personal
qualifications needed to carry out the job effectively.
Preparation of job description: This step involves describing the contents
of the job in terms of functions, duties, responsibilities, operations, and so
on. The job holder is required to discharge the duties and responsibilities
and perform the operations listed in job description.
" Preparation of job specification: This step involves conversion of the
job description statements into a job specification. Job specifications is a
written statement of personal attributes in terms of traits, skills, training,
experience needed to carry out the job.
Methods of Collecting Job Analysis
The principal methods to collect job analysis data may be listed thus:
" Job performance: In this method, the job analyst actually performs the job
in question. The analyst thus receives first-hand experience of contextual
 CH. 5 : JOB ANALYSIS 5.7

factors on the job, including physical hazards, social demands, emotional

pressures and mental requirements. This method is useful for jobs that can
be easily learned. It is not suitable for jobs that are hazardous (e.g, fire
fighters) or for jobs that require extensive training (e.g., doctors, pharma
cists).
" Personal observation: The analyst observes the worker(s) doing the job.
The tasks performed, the pace at which activities are done, the working
conditions, etc., are observed during a complete work cycle. This method
allows for a deep understanding of job duties. It is appropriate for manual,
short period job activities. On the negative side, this method fails to take
note of the mental aspects of the job.
" Critical incidents: The critical incident technique (CIT) is a qualitative
approach to job analysis used to obtain specific, behaviourally focused
descriptions of work or other activities. Here, the job holders are asked
to describe several incidents based on their past experience. The incidents
so collected are analysed and classified according to the job areas they
describe. The job requirements will become clear once the analyst draws
the line between effective and ineffective behaviours of workers on the job.
For example, if a shoe salesman comments on the size of a customer's feet
and the customer leaves the store in a huff, the behaviour of the salesman
may be judged as ineffective in terms of the result it produced. The critical
incidents are recorded after the events have already taken place both
routine and non-routine. The process of collecting a fairly good number of
incidents is a lengthy one. Since incidents of behaviour can be quite dis
similar, the process of classifying data into usable job descriptions can be
difficult. The analysts overseeing the work must have analytical skills and
ability to translate the content of descriptions into meaningful statements.
" Interview: The interview method consists of asking questions to both
incumbents and supervisors in either an individual or a group setting. The
reason behind the use of this method is that job holders are most familiar
with the job and can supplement the information obtained through observa
tion. Workers know the specific duties of the job and supervisors are aware
of the job's relationship to the rest of the organisation. Due diligence must
be exercised while using the interview method. It is a very time consuming
and costly method. The value of data is linked to the interviewing skills of
the analyst. If the analyst puts ambiguous questions to workers, the whole
exercise proves to be wasteful. Of course, not all interviewees would be
willing to share job-related information openly and honestly. Most of these
problems could be avoided if the interviewer is properly trained to get
the requisite information from workers. It is advisable to use a standard
format so as to focus the interview to the purpose of the analyst.
6.8 UNIT 2 : PROCUREMENT OF HUMAN RESoURCES

" Panel of experts:This method utilizes senior job incumbents and superiors
with extensive knowledge of the job. To get the job analysis information,
the analyst conducts an interview with the group. The interaction of the
members during the interview can add insight and detail that the analyst
might not get from individual interviews.
" Diary method: Several job incumbents are asked to keep diaries or logs
of their daily job activities - according to this method - and record the
amount of time spent on each activity. By analysing these activities over a
specified period of time, a job analyst is able to record the job's essential
characteristics. However, it isa time-consuming and costly exercise in that
the analyst has to record entries for a painfully long time.
" Questionnaire method: The questionnaire is a widely used method of
analysing jobs and work. Here the job holders are given a properly de
signed questionnaire aimed at eliciting relevant job-related information.
After completion, the questionnaires are handed over to supervisors. The
supervisors can seek further clarifications on various items by talking to
the job holders directly. After everything is finalized, the data is given to
the job analyst. The success of the method depends on various factors. The
structured questionnaire
behaviour
must cover all job related tasks and behaviours.
Each task or should be described in terms of features such as
importance, difficulty, frequency, relationship to overall performance, etc.
The job holders should be asked to properly rate the various job factors
and communicate the same on paper. The ratings, thus, collected are then
tto close examination with a view to finding out the actual job require
ments. The questionnaire method is highly economical as it covers a alarge
number of job holders at a time. The collected data can be quantified and
processed through a computer. The participants can complete the items
leisurely. Designing questionnaires, however, is not an easy task. Proper
care must be taken to frame the questions in such a way that the respon
dents are unlikely to misinterpret the questions. Further, it is difficult to
motivate the participants to complete the questionnaires truthfully and to
return them.

Behavioural Factors in Job Analysis

While carrying out the job analysis, managers must take note of certain strong
behavioural responses from the employees. Employees may not always like the
idea of someone taking a hard look at their jobs. Let's examine the reasons behind
such negative responses more closely.
" Exaggerate the facts: Employees and managers many exaggerate the
importance and significance of their jobs during interviews. Because job
analysis information is used for compensation purposes, both managers
and employees hope that "pufing up" their jobs will result in higher pay
levels.
 CH. 5 : 1OB ANALYSIS 5.9

Employee anxieties: Most employees fear that job analysis efforts may
put them in a "straitjacket", curbing their initiative and latitude to perform.
Another reason for the negative attitude is the feeling that "as long as
someone does not know precisely what I am supposed to be doing, then
Iam safe." Asearching examination of jobs may uncover employee faults
which might have escaped the employer's attention so far.
Resistance to change: When jobs change in tune with changes in technology,
there is an urgent need to revise job descriptions and job specifications - to
make them more meaningful. This would have a significant impact on the
safe and secure job s in which employees used live comfortably.
Employees resist such changes because when jobs are redefined, they may
have to handle difficult tasks and shoulder painful responsibilities. To ward
off such threats, managers must involve employees in the revision process,
clearly stating the reasons for incorporating the latest changes.
" Overemphasis on current efforts: Job analysis efforts should not place
heavy emphasis on what the employees are currently doing. Some employees
may be gifted with unique capabilities and given a chance they may expand
the scope of the job and assume more responsibilities. The company may
have difficulty in finding someone like that person if he or she were to
leave the company. Therefore, 'the job description and job specifications
should not be merely a description of what the person currently filling the
job does.'
Management "straitjacket": Job analysis efforts may put managers in a
'straitjacket', limiting their freedom to adapt to changing needs from time
to time. To avoid this, they may even refuse to appropriately describe what
an employee is supposed to do in the company - creating, of course, further
confusion in the minds of employees.
JOB DESCRIPTION
A job description (JD) is a written statement of what the job holder does, how it
is done, under what conditions it is done and why it is done. It describes what
the job is all about, throwing light on job content, environment and conditions
of employment. It is descriptive in nature and defines the purpose and scope of a
job. The main purpose of writing a job description is to differentiate the job from
other jobs and state its outer limits.
Ajob description usually covers the following information:
" Job title: Conveys the job title, code number, and the department where
it is done. A good title will closely approximate the nature of the work
content and will distinguish the job from others.
Job summary: A brief write-up about what the job is all about.
5.10 UNIT 2 : PROCUREMENT OF HUMAN RESOURCES

" Job activities: A description of the tasks done, facilities used, extent of
supervisory help, etc.
" Working conditions: The physical environment of job in terms of heat,
light, noise and other hazards.
" Social environment: Size of work group and interpersonal interactions
required to do the job.

Box 5.2: Specimen of Job Description

Title Compensation manager
Code HR/2310.
Department Human Resource Department.
Summary Responsible for the design and administration of employee
compensation programmes.
Duties Conduct job analysis, Prepare job descriptions for current and
projected positions.
Evaluate job descriptions and act as Chairman of Job Evaluation
Committee.
Ensure that company's compensation rates are in tune with
the company's philosophy.
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.

PROBLEMS WITH JOB DESCRIPTION

Job description serves as a valuable guide for both the employees and the employ
er. Employees know what they are supposed to do well in advance. Employers, on
the other hand, can take collective steps when the duties covered by the job de
scription are not performed as required. In actual practice, several problems crop
up consciously or unconsciously while formulating job descriptions.
" It is not easy to reduce all the essential components of a job in the form
of a clear and precise document.
" Job descriptions are sometimes not updated as job duties change.
" They can limit the scope of activities of the job holder, reducing organiza
tional flexibility.
 CH. 5: OB ANALYSIS 5.11

JOB SPECIFICATION
Job specification summarizes the human characteristics needed for satisfacto
ry job completion. It tries to describe the key qualifications someone needs to
perform the job successfully. It spells out the important attributes of a person in
terms of education, experience, skills, knowledge and abilities (SKAS) to perform
specification
a particular job. The job specification is a logical outgrowth Thription.
of a job
For each job description, it is desirable to have a job: shelps the
organization to determine what kind of persons are needed to take up specific
jobs. The personal attributes that are described through a job specification may
be classified into threecategories:
" Essential attributes: skills, knowledge and abilities (SKAs) a person must
possesS.
" Desirable attributes: qualifications a person ought to possess.
" Contra-indicators: attributes that will become a handicap to successful
job performance.
Ajob specification can be developed by talking with the current job holders about
the attributes required to do the job satisfactorily. Opinions of supervisors could
also be used as additional inputs. Checking the job needs of other organisations
with similar jobs will also help in developing job specifications. Job specification
is useful in the selection process because it offers a clear set of qualifications for
an individual to be hired for a specific job. Likewise, a well-written job specifica
tion offers a clear picture to new recruits of what they will be doing in the organ
isation. A specimenen inh sr
specification is given in Box 5.3.
Box 5.8: Job Specification of a Compensation Manager
Education MBA with specialization 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, Knowledge of compensation practices in competing industries,
Abilities 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 sta
tistical computations
Ability to conduct meetings, to plan and prioritize work.
Work Orientation The position may require up to 15 per cent travel.
Factors
Age Preferably below 30 years.
5.12 UNIT 2 : PROCUREMENT OF HUMAN RESOURCES

job specification is not always easy. Regarding the human resource

requirements of ajob, there is scope for disagreement. For aclerical job, one bank
may demand high school education, another bank may demand the services of
graduates or even postgraduates. Differences may also crop up when stating an
attribute as a "desirable" or "essential" qualification. To avoid further confusion
as rightly pointed out by Mathis and any job specification,
Jackson, wnles
it is important to list only those SKAs essential for job
Box 5.4: How Jobsare structured in Indian Companies?
" Sasken Communication Technologies: Employees enjoy considerable
freedom to think, innovate and work in their own style. There is absolutely
no monitoring of anybody. There are no attendance registers and there
is no limit on sick leaves. Every employee is trusted and management is
transparent. There is no perk that CEO Rajiv Mody enjoys that a junior
employee does not.
" Monsanto India: Monsanto India is a flat organization (three to four
levels). Even these levels are often cut short through an open culture.
Everyone sits in an open office. The workstations are the same size.
The travel allowances are the same, so are the refreshments. Of course,
it sets stiff targets for employees, but trains them with a rare rigour so
that they get a fair shot at those. People identified as future leaders are
rolled over challenging positions.
" Philips Software Centre: The company's office in Bangalore, employees
could have all the comforts in the world: a variety of cuisines, a creche, a
gymnasium, bunker beds for naps, gym instructor, doctor, psychological
counsellor, a dietician. It is a whole new world of work, play, study and
rest. Not surprisingly, senior executives remain glued to their seats even
after office hours. The company had to come out with an order recently
stating that nobody should stay in the office after9 p.m. without sufficient
reason!

Source: Snapshots from the Business World's Great Places to Work Survey,
December 2004).

SUMMARY
Job analysis is a systematic investigation of the tasks, duties and respon
sibilities necessary to do a job. Job analysis information is useful for a
variety, of organisation purposes ranging from human resource planning
to career counselling.
Seven general techniques are generally used to collect job analysis data:
job performance, observation, critical incidents, interview, panel of ex
perts, diary logs and questionnaire method. Behavioural factors such as