Job Analysis

Job analysis and design

 Job Analysis: It is the process of determining
and recording all the pertinent information
About a specific job, including the tasks involved,
the knowledge and the skill set required to
perform the job, the responsibilities attached to
the job and the abilities to perform the job
successfully
 It differentiates one job from another
 Provides the necessary inputs for number of HR
activities like recruitment, selection, job design,
estimating job worth, training and appraisal.
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 Job description and specification for the
basis for recruitment
 Provides input for training
 Helps in evaluating worth of each job
thereby serve as a tool to design the
compensation system
 Plays a key role in designing a performance
appraisal system.

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 JOB ANALYSIS
JOB Analysis
A systematic investigation into
the tasks and skills and other
information relevant to
performing a job

Employment Job evaluation Job design Training Appraisal

Select the best and Estimate the worth Improve Determine the Measure and
most suitable of the job performance training needs reward
performance

recruitment selection Job enrichment Alternative Performance Equitable

work schedules appraisal compensation
system

Job evaluation Wage

surveys Establishing formal On –the job
job requirements development

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Process of job analysis
 Information gathering
 On org structure, role of job in relation to
other jobs
 Detailed description of the activities and
responsibilities involved in the job
 Job specific competency determination
 Developing a job description
 Developing a job specification

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Job analysis methods
Observation method
 The individuals performing the job are observed
and relevant points are noted
 But for jobs that are not repetitive and are quite
complicated it becomes very cumbersome and
difficult to make a note of the observations
Individual interview method
 Used when job in question is complex and has
varied tasks . it is very effective when the
interview is structured and the analyst is clear
about what information is to be obtained
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Group interview method
 Employees performing the same job are
interviewed in groups.
 Group dynamics also play its role

Questionnaire method
 The analyst usually gives a long and structured
questionnaire to be filled up by the job
incumbents
 Has both objective and open-ended questions
 The supervisor normally vets the information
furnished by he employee to ensure that it is
accurate
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Technical conference method
 Gathers information about the job from experts-
usually supervisor and not the incumbents
Diary method
 Job incumbents make immediate note of the
activities they perform
 Time and effort required to be put in notes by the
job holder to keep notes of this kind is enormous
Functional job analysis
 The job analysts conducts background research
interviews job incumbents and supervisors,
makes site observations and then prepares
detailed document.
 Work functions and their levels of difficult
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Work Functions and their levels of difficulty

Data People Things

0 synthesizing 0 mentoring 0 SETTING UP
1 Coordinating 1. Negotiating 1. Precision working
2 Analyzing 2 Instructing 2 Operating-controlling
3 Compiling 3 Supervising 3 Driving-operating

4 Computing 4 Diverting 4 Manipulating

5 Copying 5 Persuading 5 Tending
6 Comparing 6 Speaking-signaling 6 Feeding-ff-bearing

7 Serving 7 Handling
8 Taking Instructions-
helping

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Position analysis questionnaire
 Describes jobs in terms of workers activities
 It generates job requirement information that is
applicable o all types of jobs
 Dimensions on which the jobs differ from each
other
 Having decision making/communications/social
responsibilities
 Performing skilled activities
 Being physically active/related environmental
conditions
 Operating vehicles/equipment
 Processing information
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 ACTIVITY CATEGORIES IN PAQ
Category Number of job
elements

Information input. Where and how does the worker get 35

the information he or she uses on the job?
Mental processes what reasoning, decision making, 14
planning etc are involved in the job?
Work output- what physical activities does the worker 49
perform and what tools or devices are used ?
Relationship with other persons. What relationships 36
with other people are required in the job?
Job context- in what physical and social contexts is the 19
work performed?
Other job characteristics 41
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Critical incident technique (CIT)
 According to John Flanagan who proposed the
critical incident technique in 1954, behaviors in
specific situations contribute to the success or
failure of individuals or organisations
 Interviews and questionnaires can be used to
collect and compile information on these critical
incidents
 CIT is more suitable for middle and top
management level jobs as critical incident can
take place at these levels

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Job analysis information
 A well planned and well executed job analysis
exercise results in many effective tools for the
HR function
 Some of them are
 Job identification-the title of the job and its code
number
 Significant characteristics of a job-information
regarding the location of the job, its physical
setting, the degree of supervision required for
the job, union jurisdiction, the hazards and
discomforts involved in the job

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 Information about specific operations and tasks
to be performed by a typical worker
 What materials and equipment the worker uses
 How a job is performed- information regarding
the nature o operations like lifting, handling,
cleaning, washing, feeding, removing, drilling,
driving, setting up etc
 Required personal attributes- experience prior
training, apprenticeship, physical strength,
coordination or dexterity etc
 Job relationship- information regarding
opportunities for advancement, patterns of
promotion degree of cooperation and
coordination required with coworkers etc
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 Job analysis
Information and facts

Job description (job oriented) Job specification (employee-

Contains information and facts about oriented)
Job identification: Job title, location, job code, Contains information and facts
short name, department and unit
about
Job summary: brief job contents, its authority,
responsibility, hazards, etc Education
Relation to other jobs (superiors, subordinates) Experience
Location in the hierarchy Training
Machine tools and equipment used Judgment
Materials used Initiative
Responsibilities Physical effort
Conditions of work, location of work, posture- Physical skills
standing, sitting-walking, speed accuracy, health,
Communication skills
health hazards, occupational diseases etc
Hazards (accident hazards) Emotional characteristics
Unusual sensory demands such
as vision, smell, hearing, etc.

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Job description
 It describes in detail the various aspects of a job
like the tasks involved, the responsibilities of the
job and the deliverables. Also describes the
setting and work environmental of he job.
 Drafting and maintaining job description
 Scope and nature of the work, including all
important relationships
 Work and duties of the position
 To show the kind of work, degree of complexity,
the degree of skill required, the extent to which
the problems are standardized
 Supervisory responsibility should be explained
to the incumbents

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Job specification
 Written statement of the minimum acceptable
qualifications, knowledge, skills, traits and
physical and mental characteristics that an
incumbent must possess to perform the jobs
successfully
 These specifications are as described below
 Physical specifications
 For example height weight, hearing capability
etc
 mental specification
 analytical ability, data interpretation ability,
decision making ability
 emotional and social specification
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 include stability adaptability and flexibility,
ability to work in team, lead a team
maintain interpersonal relationships
 behavioral specifications
 include the ability to make judgments,
ability to undertake research, creativity,
teaching ability, maturity (i.e. whether the
individual is capable of accepting
responsibility

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Uses of job analysis
 Employment
 Man power planning, recruitment, selection,
placement, orientation and induction
 Organisation audit
 Helps in identifying loopholes in terms of
processes organisational structure, workflow etc.
hence serves the purpose of audit and identifies
area for improvement and development
 Training and development
 Job analysis comes handy in training need
identification and design of training programme
for employees

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Performance appraisal
 It is based on goal setting and the job analysis
forms the basis for goal setting
Promotion and transfer
 The best fit for a position can be identified by
evaluating the candidates for transfer/ promotion
against the results of job analysis
Preventing dissatisfaction
 Job analysis helps in identifying and rectifying
problems or shortcomings in job design. This
helps in removing some of the possible reasons
for employee dissatisfaction
Compensation management
Health safety
Induction
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 Industrial relations
 Job descriptions are used to solve the industrial
disputes. Good job descriptions help in
maintaining harmonious industrial relations
Career planning
Succession planning
 It involves identifying and grooming a successor
for a vacancy that would arise in future.
 Thus Job analysis helps in evaluating the
available candidates and selecting the most
suitable one.

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Common terms used in job analysis
 Micromotion: it is the simplest unit of work and involves
very elementary movement
 Element: it is an aggregation of two or more elements
and is normally a complete entity
 Task: a task is a logical and necessary element in the
performance of specific work and needs effort
 Position: a group of tasks ands responsibilities assigned
constituting the work of a single employee
 Job: a group of positions that are identical in terms of
their responsibilities and tasks is termed as job. A
number of employees can be in the same job but in
different positions.
 Occupation: a group of jobs that are similar and are
found throughout an industry or the entire country is
termed occupation.
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 Responsibilities: they are the obligations to
perform certain tasks and assume certain tasks
and assume certain duties
 Job analysis: the process of determining by
observation and study and reporting pertinent
information relating to the nature of a specific
job. It is the determination of the tasks which
comprise the job and the skills, knowledge,
abilities and responsibilities required of the
worker for successful performance of the job and
which differentiate one job from all others

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 Job description: An organized factual statement of the
nature and requirements of a specific job is termed job
description
 Job specification: it is a statement of the competencies
in terms of knowledge, skills and abilities and
educational and experience qualifications necessary to
perform a job successfully
 Job classification: the grouping of jobs on some
specific basis, such as work or pay, is termed job
classification.

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Job description
 Job title: manager-technical BPO operations
 Location: New Delhi/NCR
 Job description:
 Ownership of the technical consulting operation, providing technical
services o client with regard to connectivity, specific application
support etc
 Lead the team (of assistant managers, team leaders, quality
coaches, trainers and technical support associates) and provide
support to actualize on innovative business solutions in a cost
effective manner
 Man power planning, recruiting, scheduling, training and appraising
ensuring optimum resource utilization
 Process planning and improvisation
 MIS generation and analysis for customer and organisation analysis
to track performance trends
 Co-ordinate with other departments in order to assure the smooth
running of operation
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Job specification
 5-7 years experience with at least 2-3
years in BPO
 customer service/ care BPO experience
essential
 experience of handling technical
processes in a call center
 knowledge of quote/order to delivery cycle
 excellent analytical, management, and
communication skills
 must be open to work in night shifts
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Issues in job analysis
 The Job analysis exercises are viewed with
suspicion by the employees
 In some organisations it is used by the
management for downsizing or for re-evaluating
jobs for wage administration
 Need to update the information gathered
 It is not advisable to have a very detailed and
elaborate job description, as employees tend to
draw boundaries and fix their responsibilities.
Thus extra work is being evaded by the
employees.
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Job design
 It is the process of structuring work and
designating the specific activities at individual or
group levels. It determines the responsibility of
an employee the authority he enjoys over his
work, his scope of decision making and
eventually his level of satisfaction and his
productivity.
 Also has an effect on the relationships in a
group and the productivity of the group.
 The line managers play an important role in the
job design as they understand the work
processes better

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 Job content
 It includes the various tasks or activities
that have to be performed by the job
holder, the responsibilities attached to the
job an the interrelationships with other jobs
in the organisational set up.
 Job depth
 It is the autonomy and the authority that
the job holder enjoys in planning and
organizing the work attached to the job

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 A good job design
 It facilitates involvement and development of
employees’ mental and physical characteristics
by paying attention to
 Flexibility in work/rest schedules or pace of work
 Variety and challenge in tasks to enrich the job
 A good job design
 Allows employee inputs; employees should have
flexibility in performing tasks according to
personal needs, work habits, and work place
situation

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 Gives employees a sense of pride and
satisfaction
 Trains and equips the employees
 Provides good work/rest schedules which are
not very demanding
 Allows for an adjustment period for physically
demanding jobs
 Provides timely feedback to the employees to
facilitate improvement
 Minimizes energy expenditure by incorporating
easy tasks and tools
 Balances static and dynamic work

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 Hygiene factors
Hygiene needs More money
Reflect Job Bette r supervision
Negative Level of
context and Good working Which
work dissatisfactio
lower level conditions influence
environment n
needs Job security
creates
demands for Consistent
management
Policies and rules

Positive job Level of job

Motivator opportunities performance
needs allow workers
Reflect job to achieve Motivators
content and Achievement
higher level Responsibility
needs Level of job
Growth Which satisfaction
Work itself influence
recognition

Herzberg’s Theory: factors affecting Job satisfaction

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Different approaches to job design
 Engineering approach
 Key element is the task idea that led to job specialization
 The task idea is the work of every workman that is fully
planned and laid out by the management, at least one
day in advance
 The workers are given specific instructions on what is to
be done, how is it to be done and the exact time o be
taken to complete the work
 According to principles of scientific management, the
role of management in job design is as follows
 The manager determines one best way of performing the
job
 The manager employs individuals according to their
abilities, which have to match the needs of job design
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 The manager undertakes all planning organizing
and controlling of a job
 Engineering approach focused on specialization
 Although specialization offered economic
benefits and enhanced organisational
performance, resistance to this approach grew.
 Workers felt that overspecialization hindered the
development of meaningful interpersonal
relationships with the managers as well as co-
workers

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Demerits of the overspecialization
 Repetition
 Mechanical pacing
 No end product
 Little social interaction
 No personal input
 Human relations approach
 Introduced a human touch to deal with the problem of over-
specialized jobs
 Under this approach over-specialized jobs needed to be redesigned
to become more satisfying and rewarding to the employees.
 It was felt that the workers have social needs which necessitate
casual interactions with supervisors and co-workers. So scope for
flexibility had to be introduced in job design
 Based on Hertzberg’s two factor theory of work motivation
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Job characteristics approach
 This was propounded by Hackman and Oldham
states that employees work hard when they are
rewarded for the work they do, and when the
work gives them satisfaction
 Thus motivation, satisfaction and productivity are
the three factors that should be integrated into
job design

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The core dimensions or
characteristics of a job
 Skill variety: it is the degree to which a job
necessitates the use of different skills for the
various activities to be performed
 Task identity it is the degree to which the job
requires completion of a work from he beginning
to the end. The output should be a complete and
identifiable piece of work
 Task significance it is the importance of the
task and the degree to which the job makes an
impact on the lives or work of other people
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 Autonomy: the degree to which the job
provides freedom and discretion to the
employee or worker in scheduling work
and in determining the pace and process
 Feedback: the degree to which objective
direct and timely information regarding the
progress and performance of work
reaches the employee from the job itself,
or from the superiors or from an
information system

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 Motivating potential score of the job

=((skill variety+ task identity + task

significance/3)*autonomy*feedback

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 Core job Critical psychological Outcomes
characteristics states

Skill variety
Task identity
Task significance Experienced High internal work
meaningfulness of the
work
High quality work performance

High growth satisfaction

Autonomy Experiences responsibility for
the outcomes of the work
High general job satisfaction

Feedback
from the job Knowledge of the actual Low absenteeism and turnover
results of the work
activities
High work effectiveness

Mediators
Knowledge and skill
Growth need strength
Content satisfaction

Job characteristics model

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Socio-technical approach
 Both the technical system and the social system
are emphasized. According to this view the job
should be designed taking a holistic view for
both physical and social environments
 The basic characteristics of the job according to
this approach
 A little challenging and demanding
 Variety and novelty
 Social support and recognition
 Desirable future
 Decision making authority
 Correlation with social lives

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Modern management techniques
 Job rotation
 It enhances employee motivation by periodically
assigning the employee to alternative jobs
 The employee also will also gain a wider knowledge of
the organisation and its work processes
 Job enlargement
 Involves increasing the length and hence the operating
time of each cycle of work for the job holder.
 Basically different and continuous small cycles would be
integrated into one single cycle of operation
 This reduces the no. of repetitions of the operating cycle
and increase the scope of work for employees
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Job enrichment
 It is done by redesigning the job so as to
increase both their scope and their depth. The
incumbent has enough autonomy to plan,
organise and control his job
 For example job of a sales manager
 In a consumer durables firm
 He has to identify the customer base understand
their needs, customize the product/service if
required, market the product to them, maintain
contact with them for the after sales service and
resolve any complaint that the customer migh
have
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Job enrichment techniques
 Incorporating more responsibility in the job
 Providing wider scope, greater sequencing and
increased pace of work
 Assigning a natural unit of work either to an employee
or to a group of employees
 Minimizing controls and providing freedom of work
when the employees are clearly accountable for
attaining defined goals
 Allowing the employees to set their own standards or
targets
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 Allowing the employees to monitor their
own performance by providing control
information
 Encouraging employees o participate in
planning and innovating
 Introducing new difficult and creative tasks
 Assigning specific projects to individuals or
groups to enhance their expertise

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Steps
 Selecting the jobs that can motivate the
employee and eventually result in improvement
of the performance
 Providing scope for change and enrichment in
job design
 Making a list of a changes that might enrich the
jobs by brainstorming
 Concentrating on motivational factors such as
achievement, responsibility, self control
 Changing the content of the job rather than
changing the employees
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 Job Enrichment Guidelines

Principle Method
Form natural work Apportion tasks on the basis of levels of workers, training/experience,
units meaningfulness and importance to workers
Combine tasks Encourage development of several skills by combining a number of
specialized functions into one whole task
Establish client Create opportunities for workers to interact with clients (product or service
relationships users); workers will benefit by
Direct feedback (both positive and negative) on their work output
Development of interpersonal skills and increase in self confidence
Increased responsibility for managing relationships with clients
Increase employee’s Give workers more responsibility and control by allowing them to
autonomy Decide on work methods
(vertical loading) Advise on work methods
Schedule overtime
Assign work priorities
Manage their own crises instead of relying on a supervisor
Control budgetary aspects on their own
Open feedback Workers get feedback while performing their tasks, instead of after the act.
channels Job- related feedback can come from
Direct client relationships
Worker’s responsibility for quality control inspections
Frequent and standard reports on individual performance 47