CHAPTER- 2

JOB ANALYSIS AND DESIGN

Definition
Job analysis is a systematic analysis of each job for the purpose of collecting information as
to what the jobholder does, under what circumstances it is performed and
what qualifications are required for doing the job. It is concerned with the human
being or people aspect of organizations.

Job analysis deals with complete study of the job embodying every known and
determinable factors, including
1The duties and responsibilities involved in its performance
2The condition under which the work is carried
3The nature of the task
4The qualification required by workers and
5The condition of employment

Job analysis is the determination of the task which comprises the job and the skills,
knowledge, abilities, and responsibilities required of the worker for successful
performance and which differentiates the job from all other jobs.

The information collected through job analysis relates to the job and the jobholder. The
requirements relating to the job are termed as job description where as the qualities
demanded from jobholders are known as job specifications.

N. B. Job description and Job specification are the immediate products of job analysis.
The following chart shows the information, which appears in job description and job
specification.

JOB ANALYSIS

JOB DESCRIPTION JOB SPECIFICATION

1.Name of the job 1.Education
2.Code Number 2.Experience
3.Working Conditions 3.Initiatives
4.Supervision given 4.Training
5.Responsibility 5.Physical requirement
6.Duties performed 6.Mental and visual demand
7.Equipments, tools and machines 7.Personality

STEPS IN JOB ANALYSIS

There are six stapes in doing
job analysis
Step1. Decide the use of job
analysis information:
It is true that the information generated by job analysis can be utilized for practically all
functions of HRA. Nevertheless, it is important to focus on a few areas in which the job analysis
information is to be used. These areas can be decided on the bases of the need, priorities, and
constraints of particular organization.
Step2. Review relevant background information such as organization chart, and job descriptions
and process flow chart.
Step3. Select representative positions.
Step4. Carefully analyze the job – by collecting data on job activities, required
employees behavior, working conditions, and human traits and abilities needed to perform the
job.
Step5. Verify the job analysis information with the worker performing the job and with his or her
immediate supervisor. This review can also help gain the employee’s acceptance of the job
analysis data and conclusions, by giving the person chance to review and modify your
description of the job activities.
Step6. Develop a job description and job specification.

METHODS OF COLLECTING JOB ANALYSIS INFORMATION

Interviews, questionnaires, observations, and maintenance of records are the most popular
methods for gathering job analysis data.
A.Interview
The job analysts interview is used for obtaining information about the job. This method coupled
with observation is considered as the most satisfactory method of job analysis.
Pros
1 It’s a relatively simple and quick way of collecting information, including information
that might never appear on a written form.
2 Skilled interviewers can reveal important activities that occur only occasionally, informal
contacts that wouldn’t be known from the organization chart.
3 The interviewer also provides an opportunity to explain the need for functions of the job
analysis. And the employee can vent frustrations that might otherwise go unnoticed by
management.
Cons
1It can be extremely time-consuming because of the time required to schedule, get into, and
actually conduct the interview.
2Distortion in information whether due to out right falsification or honest
misunderstanding. Job analysis is often a prelude to chagrining a job’s pay rate.
Employees therefore may legitimately view the interview as an efficiency evaluation that may
affect their pay. They may tend to exaggerate certain responsibilities while minimizing
others.
B.Observation
Direct observation is especially useful when jobs consist mainly of observable physical activities
like assembly worker and accounting clerk. On the other hand, observation is usually not
appropriate when the job entails a lot of mental activities (lawyer, design engineer). By personal
observation, the analysts can come to know about facts relating to jobs though materials,
equipments, working condition etc.

C.Written narratives or maintenance of record

Under this method, both the employees as well as his supervisors keep a record of various facts
relating to the job. Since each employee keeps a full record of her/his daily operations starting
from the beginning till end. This method consumes more time than other methods.

D.Job questionnaires
Under this method, questionnaires are circulated among the workers who report the facts about
the job. This method is highly unsatisfactory as it places greater faith on the job holder’s ability
to provide information.
Pros
1 A questionnaire is quick and efficient way to obtain information from a large number of
employees.
2 It is appropriate to obtain information from a large number of employees in
relatively short period of time.
Cons
1Questionnaires can be time consuming and expensive to develop.
2There is a possibility that either the respondent or the job analyst will misinterpret the
information.

USES OF JOB ANALYSIS INFORMATION

♥ EEO compliance- job analysis can play a big role in EEO compliance. For
Example, employers must be able to show that their selection criteria and job performance
are actually related. Doing this, of course, requires knowing what the job entails – which in turn
requires a job analysis.
♥ Job definition – a job analysis results in a description of the duties and responsibilities of the
job. Such a description is useful to the current jobholders and their supervisors as well
as prospective employees.
♥ Orientation - Effective job orientation cannot be accomplished with out a clear understanding
of the job requirements. The duties and responsibilities of a job must be clearly defined before a
new employee can be taught how to perform the job.
♥ Employee safety –A thorough job analysis often uncovers unsafe practices and environmental
conditions associated with a job. Focusing precisely on how the job is done usually reveals any
unsafe procedures.
♥ Manpower planning –It helps in developing labor supply as labor needs are laid dawn in clear
terms.
♥ Recruitment and selection –Job analysis provides guidance in recruitment and selection of
employees, as specific requirements of the job are laid down in concrete terms. It
provides
reliable data on the bases of which the employees are selected.
♥ Promotion and transfer-Job analysis helps in evaluating current employees for
promotion and transfers. If information about the job is available –employees can be transferred
from one department to another with out any complication.
♥ Compensation –job analysis information is crucial for estimating the value of each job and an
appropriate compensation. Compensation (such as salary and bonus )usually depends on the job
required skills and education level, safety hazards, degree of responsibility, and so on-all factors
you can assess through job analysis.
♥ Training and development –The job information helps in determining the content, context
and subject matter of training and development program.
♥ Performance appraisal –The standard of performance for employees can be set on the bases
of information provided by job analysis and actual performance can be compared with
these standards. It helps the management in judging the worth of employees.
♥ Job evaluations-Job analysis provide data determining the value of the job in relation other
jobs on the bases of which actual wages for the jobs are fixed.

Job Description
It is factual and organized statement describing the job in terms of its title, location,
duties, responsibilities, working conditions, hazards, and relationship with other jobs. It tells us
what to be done, how it is to be done and why. The main objective of job description is to
differentiate a given job from other job and to set out its outer limits. Job description is an
important document as it helps to identify the job and give a clear idea of what the job is.

Contents of job description

1.Job identification: Job title, code number of the job, department or division where the job is
located. This part of job description helps to identify and designate the job.
2.Job summary: It describes the contents of the job in terms of activities or tasks
performed.
3.Job duties and responsibilities: It is the heart of job description. It describes the duties
performed along with frequency of each major duty and responsibilities concerning
custody of money, supervision, training of staff, etc. are also described in this part.
4.Working condition: The physical environment of the job is described in terms of heat, light,
noise level, dust, etc. Nature of risk and hazards and their possibility of occurrence are also given.
5.Social environment: Size of work group and inter-personal interactions required to
perform the job are given.
6.Machines, tools and equipments: The name of major machines, equipments, and
materials used in the job are described.
7.Supervision: The extent of supervision given or received is stated in terms of persons to be
supervised along with their job titles. Designation of immediate superior and subordinates
may also be described.
8.Relation with other jobs: The jobs immediately, above and below are mentioned. It
provides an idea of vertical workflow and channel of promotion. It also indicates to
whom the jobholder will report and who will report to him/her.

Specimen of job description

Job title: Manager, wage and salary administration
Code number: HR/1705
Department: Human resource division
Job summary: Responsible for company wage and salary programs, job analysis, job
evaluation, wage and salary surveys and benefit administration.
Job duties:
♣ Supervises job analysis studies and approves final form of descriptions.
♣ Acts as a chairman of company wide job evaluation committee
♣ Conduct periodic wage and salary surveys in the community and industry
♣ Administer the company’s fringe benefits program.

Working conditions:
Normal working conditions Eight hours per days a week.
Supervision:
Reports to director, human resources, and exercise supervision on officers in the wage and salary
department in human resource division of the company.
Relation ships: → with equivalent levels of other departments.
→ Maintain official social contacts with local officials.

Job Specification
It is a statement of the minimum acceptable human qualities required for the proper performance
of the job. It is a record of the physical, mental, social and psychological, and
behavioral characteristics which a person should posses in order to perform the job
effectively. Physical characteristics include height, weight, vision, hearing, health, age,
hand foot coordination. Mental characteristics consist of general intelligence, memory,
judgment, ability to concentrate, foresight etc. Social and psychological characteristic include
emotional stability, flexibility, personal appearance, pleasing manner, initiative, drive,
conversational ability etc. Other personal characteristics include sex, education, family,
background, job experience, extra-curricular activities, hobbies, etc.
Job specification tells what kind of person is required for a given job. It serves as a guide in the
recruitment and selection processes. See the typical example of job specification of
compensation manager below
Specimen of Job specification
Position title: Manager, wage and salary administration.
Department: Human resource division.
Education and training: →Bachelor degree with at least 3.00 CGPA
→A degree or diploma in law will be desirable qualification.
→ MBA with specialization in HRM.

Job Design
Job design is the logical sequence to job analysis. It integrates work content (tasks, functions,
and relationships), qualifications and rewards for each job in a way that meets the needs
of employees and the organization. The needs of the organization are productivity,
operational
efficiency, and quality of products or services. On the other hand, workers/ employees want to
satisfy their needs for interests, challenges and accomplishment.

The information provided by job analysis, job descriptions, and job specifications can be very
useful in designing jobs; that is, structuring job elements, duties and tasks in a manner
to achieve optimal performance and satisfaction. There is no one best way to design any
job. Different situations call for different arrangements of job characteristics. Two of the
many available approaches to job design are the rational approach and job enrichment.
Techniques of job design

1.Work simplification: A job is broken down into sub parts and each part is assigned to one
individual. F.W.Taylor was one of the first to reduce each job to its simplest tasks to be
performed by one worker. However, this technique has led to boredom, dissatisfaction,
alienation, and frustration.
2.Job rotation: It involves the movement of employees from one task to another to
reduce monotony by increasing variety.
Merits: Boredom is ended; Worker becomes proficient in many jobs; Worker's image improves;
Inter departmental co-operation established.
Demerits: Does not improve efficiency.

3.Job enlargement: It is opposite to work simplification. It involves combining

previously fragmented tasks into one. It increases the variety and meaning of repetitive work.
E.g. 12 hours teaching becomes 15 hours. If the task was monotonous earlier, it becomes more
monotonous now, thanks to the job enlargement.

4.Job enrichment: It involves giving employees more responsibility, authority, and control in
their jobs. An enriched job will have more responsibility and autonomy (vertical enrichment),
more variety of tasks (horizontal enrichment) and more growth opportunities. Enrichment
requires that workers do increased planning and controlling of their work, usually with
less supervision and more self evaluation. It improves task efficiency and human
satisfaction; provides greater scope of personal achievement and recognition and provides more
scope for individual growth.

5.Autonomous or self directed teams: In this arrangement, the group works without direct
supervision. The groups are allocated an overall task and given discretion over how the work is
done. It gives people autonomy and the means to control their work. Such kind of arrangement is
most successful in new plants, where it is compatible with the technology.