JOB ANALYSIS

HRM
 DEFINITION
“Process of obtaining information about jobs
by determining what the duties, tasks, or
activities of jobs are.”
“Systematic study of a job to discover its
specifications and skill requirements for
wage-setting, recruitment, training, or job-
simplification purposes.”
“Systematic way to gather and analyze
information about content, context, and
the human requirements of jobs.”
 Job analysis

Methods Sources of Conducted by

Questionnaires data Job analyst
Interviews Employees Outside consultant
Observation Supervisors Supervisors
Logs Managers Managers
Diaries Job analyst
Job Analysis Terminology
• Job
– Group of related activities and duties
– May be held by one or several employees
--Facilitate the Organization's Goals

• Job Design
– Process of dividing work into specific tasks
needed to do a job
 Position

– Tasks and responsibilities performed by one

individual
– The different duties and responsibilities
performed by only one employee
 HR Activities Relying on Job
Analysis
Improve productivity Compensation

Eliminate discrimination Quality of work life

Person-job matching Performance standards

Planning Re-design jobs

Training Performance appraisal

 Relationship of Job Requirements
to Other HRM Functions

Determine recruitment qualifications. RECRUITMENT

J
O
B Provide job duties and job specifications
SELECTION
for selection process.
R
E Determine training needs and develop TRAINING AND
Q instructional programs. DEVELOPMENT
U
I
Provide performance criteria for PERFORMANCE
R evaluating employees. APPRAISAL
E
M
E Provide basis for determining employee’s COMPENSATION
N rate of pay. MANAGEMENT
T
S LABOR
May help to determine bargaining units.
RELATIONS
Steps in Job Analysis
Step1: Identify Jobs and Review
Existing Documentation
• The first step is to identify the jobs
under review. such as existing job
descriptions, organization charts,
previous job analysis information,
and other
industry related sources. In this
phase, those who will be involved
in conducting the job analysis are
Determined and the methods that
will be used are specified.
 Step 2: Explain the Process to
Managers and Employees
• A step is to explain the process
to managers and affected employees.
Items to be covered often include: the
purpose of the job
analysis; the steps involved, the time
schedule; how managers and employees
will participate; who is
doing the analysis; and whom to contact
when questions arise.
Step 3: Conduct the Job Analysis.

• The next step is actually the

collection of job analysis
information. Questionnaires might
be distributed, interviews
conducted, and/or observations
made.
Prepare Job Descriptions
and Specifications
• On the basis of the collected job
analysis
information, descriptions and
specifications are drafted for each
job under review. The drafts are
then sent to appropriate managers
and employees for their review
Maintain and Update Job Descriptions and
Specifications

• Once job descriptions and

specifications are completed and
reviewed with all appropriate
individuals, a system must be
developed for keeping them current.
Otherwise, the entire process,
beginning with a job analysis,
ay have to be repeated. 
How to Collect the Information

• Information about jobs can be

gathered in several ways.
• Observation
• Interviewing
• Questionnaires 
• Performance evaluation
• Diaries
• Combination of these methods
frequently are used, depending on the
situation and the organization.
 OBSERVATION.

• In observation, a manager, job analyst,

or industrial engineer observes the
     individual performing the job and
takes notes to describe the tasks and
duties performed
 INTERVIEWING.
The interview method of gathering
information requires that a manager,
or HR
specialist, visit each job site and
talk with the employees performing
each job. A structured interview
  form is used most often to record
the information . Both the employee
and the
     employee's supervisor must be
interviewed to obtain a complete
understanding of the job. For
certain difficult to define jobs,
group interviews may be
used. The interview method may be
time consuming and expensive,
especially if the interviewer
     talks with two or three
employees doing the same job.
 QUESTIONNAIRE

• The questionnaire is a widely used

method of gathering data on jobs. A
survey
instrument is developed and given to
employees and managers to complete.
The typical job
questionnaire often includes questions
on the following areas:
 Panel of experts
• Expensive and time consuming
• Panel consist senior and immediate
supervisors.
• Interview with group
• Benefit: clarification of expected job
duties among the worker and supervisors
who are in jury.
 Mail questionnaires

• Fast and less costly

• Accuracy is low
• Incomplete response
 Employees log or diary

• Worker periodically summarize their task

and activities in the log.
• If entries are made over the entire job
cycle, the diary can be quite accurate.
 COMBINATION

• Since each method is faulty analyst often

rely on combination.
• Two or more techniques are used.
Application of job analysis
information

Job
Job Specifications
Descriptions • Job
Analysis
• Informatio
n

Job Job
Design Performance
Standards
 Job Description

• A recognized list of functions, tasks,

accountabilities, working conditions and
competencies for a particular occupation
or job.
• Job Description is a list of a job’s duties,
responsibilities, reporting relationships,,
and supervisory.
• There is no standard format using writing
job description but it contain:
Job Descriptions Job Title

Job Description
Job Identification
1. Title.

2. Statement.

3. Essential Functions.
1. XXX
2. XXX
3. XXX Job summary
4. XXX

4. Specifications.
1. XXX
2. XXX
3. XXX
4. XXX

Responsibilities
and duties

Working condition
JOB TITLE
• Indicates job duties and organizational level
• It specifies title of job like, marketing manager,
clerk etc
JOB ID ENT IF IC ATION
• Distinguishes job from all other jobs
• Contain several type of information.
• Job status section permits quick identification of
the exempt or non exempt status of job
• The date at which description written, the name of
a person who wrote it and name of a person who
approved it.
• The immediate supervisor title is some times also
shown in identification section.
• Job summary :
• Describes general nature of job, listing only major function
and activities.
• For example,marketing manager
Plans, direct and coordinates the
marketing of the organizational product.
• Responsibil it ies a nd dutie s
• List of major responsibilities and duties.
• All major duties should be separately and described in
few sentences.
• Example.establishes marketing goals,develop marketing
plans and programs, communicates with advertising
agencies etc.
• .
• Working conditions:
• It also explain working condition, hours of
work, safety and health hazards etc
 SAMPLE JOB DESCRIPTION

Position Title: Information Technology Manager Job Code: 1224-11

Incumbent: Georgina Antonio Business Unit/Division
Group ITS
Effective Date: 17 November 1998
Reports to: Executive Manager, Information Technology Services
Approved by: Anthony Vandenberg

Position Statement:
The Information Technology Manager, Group Information Technology
Services is accountable for supervising the planning, administration and
review of the acquisition, development, installation, implementation,
maintenance and use of computer and telecommunications systems
provided through Group Information Technology Services across all
locations.
 JOB SPECIFICATION
• Skills required to perform the job
• Physical demands of the job
• specify the minimum qualifications required of
a worker to fill specific jobs
• Describes what the job demands of
employees and the human factors and traits
required to do job well.
• It include specific tool, action, experience,
education, training, that help clarify individual
requirement for successful job performance.
 EXAMPLEOF JOB SPACIFICATION

Job Specification (Example):

➤ relevant bachelor degree or higher qualification
➤ at least 5 years managerial experience, in IT
environment
➤ demonstrated leadership and team skills
➤ ability to motivate team members
➤ good communication skills
➤ willingness to learn new skills
 Job Performance Standard
• These standard serve two function:
• First, they become target for employee’s
effort,the challenge or pride in meeting
objectives may motivate employees.
• once standard are meet employee get
sense of accomplishment and achievement.
• with out standard employee performance
may suffer.
• Second,
• standard are criteria against which job
success are measured.
• When measured performance stray from the
job standard, HR expert or line managers
intervene (come between) and corrective
action is taken.
 ASSIGNMENT

• Explain how would you conduct a job analysis in a

company that had never had job description.
• You have been hired as a job analyst by CCBIT.
The following is the assignment that you have been
given: -
o Identify different jobs in the organization.
o Explore the most effective ways in which you can
gather information about the jobs you have
identified.
o Determine the job description, job specifications and
job performance standards for these jobs.