Job Analysis

• Presented by
• Sunil
• Amaan
• Indrajit
• Neetu
• Arun
 Contents
1. Discuss the nature of job analysis, including what it is and
how it’s used.
2. Use methods of collecting job analysis information,
including interviews, questionnaires, and observation.
3. Write job descriptions, including summaries and job
functions, using the Internet and traditional methods.
4. Write job specifications using the Internet as well as your
judgment.
5. Explain job analysis in a “jobless” world, including what it
means and how it’s done in practice.
 JOB + EVALUATION = JOB
EVALUATION .
- WHAT IS JOB ?

- WHAT IS EVALUATION ?

DEFINITION :-
Job evaluation is a systematic process that
you can use to determine the importance , complexity & value of each
job in organization.

- Each job to other job can compare by this process .

 Concept of job evaluation
- Job evaluation system depends on job analysis & job
description .
- WHAT IS JOB ANALYSIS ?
It is the process of getting information about jobs ; specifically ,
what the worker does ; how he gets it done ; why he does it ; skill ;
education & training required ; relationship to other jobs .
- WHAT IS JOB DESCRIPTION ?
It is a written record of the duties , responsibilities & conditions
of the job .
It provides the essential information on which each job is
evaluated .
 Goal: Match Person & Job
Person Job
KSAs
Tasks & Duties
Talents & Interests
Rewards
Motivation

Job Outcomes
Performance
Satisfaction

• Need information about the Person & about the Job

5
 The Nature of Job Analysis
• Job description
– A list of a job’s duties, responsibilities, reporting
relationships, working conditions, and supervisory
responsibilities—one product of a job analysis.
• Job specifications
– A list of a job’s “human requirements,” that is, the
requisite education, skills, personality, and so on—
another product of a job analysis.
Uses of Job Analysis Information
 Methods of Collecting Job Analysis Information: The Interview

• Information sources • Interview formats

– Individual employees – Structured (Checklist)
– Groups of employees – Unstructured
– Supervisors with
knowledge of the job
• Advantages
– Quick, direct way to find
overlooked information.
• Disadvantages
– unclear information
 Interview Guidelines
• 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.
• 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.
 Methods of Collecting Job Analysis Information: Questionnaires

• Information source • Advantages

– Have employees fill out – Quick and efficient way
questionnaires to to gather information
describe their job-related from large numbers of
duties and employees
responsibilities. • Disadvantages
• Questionnaire formats – Expense and time
– Structured checklists consumed in preparing
– Opened-ended questions and testing the
questionnaire
Methods of Collecting Job Analysis Information: Observation

• Information source • Advantages

– Observing and noting the – Provides first-hand
physical activities of information
employees as they go – Reduces distortion of
about their jobs. information
• Disadvantages
– Time consuming
– Difficulty in capturing
entire job cycle
– Of little use if job
involves a high level of
mental activity.
Methods of Collecting Job Analysis Information: Participant Diary/Logs

• Information source • Advantages

– Workers keep a – Produces a more
chronological diary/ log complete picture of the
of what they do and the job
time spent in each – Employee participation
activity. • Disadvantages
– Distortion of information
– Depends upon
employees to accurately
recall their activities
 Writing Job Descriptions
• A job description
– A written statement of what the worker actually
does, how he or she does it, and what the job’s
working conditions are.
• Sections of a typical job description
– Job identification
– Job summary
– Responsibilities and duties
– Standards of performance
– Working conditions
Sample Job
Description,
Pearson
Education
 The Job Description (cont’d)
• Relationships (chain of command)
– Reports to- employee’s immediate supervisor(purchase
manager)
– Supervises- employees that the job incumbent directly
supervises(
– Works with others - with whom the job holder will be expected
to work and come into contact with internally(purchase senior
manager , inventory control manager)
– Outside the company - others with whom the job holder is
expected to work and come into contact with externally.
(vendors)
 The Job Description (cont’d)
• Responsibilities and duties - A listing of the
job’s major responsibilities and duties
(essential functions)
• Standard of performance - this list the
standards the employee is expected to
achieve
• Working conditions - noise level ,hazardous
conditions or heat
 Major step in job description
• Job analyst has to write the job description
based on questionnaires(preliminary draft)

• job analyst has to complete the job

description from by actual work being done by
employee(final draft)
 Writing Job Specifications
• Specifications for trained personnel
– Focus on traits like length of previous service,
quality of relevant training, and previous job
performance.
• Specifications for untrained personnel
– Focus on physical traits, personality, interests, or
sensory skills that imply some potential for
performing or for being trained to do the job.
Writing Job Specifications (cont’d)
• Specifications Based on Judgment
– Self-created judgments (common sense)
– List of competencies in Web-based job
descriptions (e.g., www.jobdescription.com)
– O*NET online
• Specifications Based on Statistical Analysis
– Attempts to determine statistically the
relationship between a predictor or human trait
and an indicator or criterion of job effectiveness.
Writing Job Specifications (cont’d)
• Steps in the Statistical Approach
– Analyze the job and decide how to measure job
performance.
– Select personal character that you believe should
predict successful performance.
– Test candidates for these character.
– Measure the candidates’ subsequent job performance.
– Statistically analyze the relationship between the
human trait and job performance.
 Writing Job Descriptions(contd..)
• Step 1. Decide on a Plan
• Step 2. Develop an Organization Chart
• Step 3. Use a Job Analysis/Description
Questionnaire
• Step 4. Obtain Lists of Job Duties from O*NET
• Step 5. Compile the Job’s Human Requirements
from O*NET
• Step 6. Complete Your Job Description
 Job Analysis in a “Jobless” World
• Job
– Generally defined as “a set of closely related
activities carried out for pay.”

4
From Specialized to Enlarged Jobs
• Job enlargement
– Assigning workers additional same level activities,
thus increasing the number of activities they
perform.
• Job enrichment
– Redesigning jobs in a way that increases the
opportunities for the worker to experience
feelings of responsibility, achievement, growth,
and recognition.
From Specialized to Enlarged Jobs (cont’d)
• Job rotation
– Moving a trainee from department to
department to broaden his or her experience
and identify strong and weak points to prepare
the person for an enhanced role with the
company
– Systematically moving workers from one job to
another to enhance work team performance.
Example - Bank Employees
Why Managers Are Dejobbing Their Companies

• Dejobbing • External factors leading

– Broadening the to dejobbing.
responsibilities of the – Rapid product and
company’s jobs technological change
– Encouraging employee – Global competition
initiative. – Deregulation,
• Internal factors leading to – Political instability,
dejobbing – Demographic changes
– Flatter organizations – Rise of a service
– Work teams economy.
 Competency-Based Job Analysis
• Competencies
– Demonstrable characteristics of a person that
enable performance of a job.
• Competency-based job analysis
– Describing a job in terms of the measurable,
observable, behavioral competencies (knowledge,
skills, and/or behaviors) an employee must exhibit
to do a job well.
 Why Use Competency Analysis?
• To support HPWS
– Traditional job descriptions (with their lists of specific
duties) may actually backfire if a high-performance work
system is the goal.
• Maintain a strategic focus
– Describing the job in terms of the skills, knowledge, and
competencies the worker needs is more strategic.
• Measuring performance
– Measurable skills, knowledge, and competencies are the
heart of any company’s performance management process.
 Performance Management
• Performance management
– Managing all elements of the organizational process that
affect how well employees perform.
• Types of competencies
– General competencies
• reading, writing, and mathematical reasoning.
– Leadership competencies
• leadership, strategic thinking, and teaching others.
– Technical competencies
• specific technical competencies required for specific types of jobs
and/or occupations.
 HR Scorecard for
Hotel Paris
International
Corporation*

Note: *(An abbreviated example

showing selected HR practices and
outcomes aimed at implementing the
competitive strategy,“ To use superior
guest services to differentiate the
Hotel Paris properties and thus
increase the length of stays and the
return rate of guests and thus boost
revenues and profitability”)
 The Skills Matrix for One Job at BP

Note: The light blue boxes indicate the minimum level of skill required for the job.
 Conclusion

• From Job Analysis, specific details of what is

being done and the skills utilized in the job are
obtained.
• Job Analysis enables the managers to
understand the jobs and job structures to
improve workflow or develop techniques to
improve productivity.