Human Resource Management – TYBMS

JOB ANALYSIS
Job Analysis forms the basis for scientific recruitment and selection in an
organization. To recruit the right people for the job, the organization must be
aware of the duties and functions to be performed in the job, as well as the
qualities and qualifications required by the person performing the job.

A job typically means a task or activity performed in one or the other

department of a business unit. It is a group of positions involving same
duties, responsibilities, knowledge and skills. Each job has a definite title and
is different from other jobs within the same organization. Job Analysis, also
known as job study, is the process or collecting information to give a clear
understanding of the job.

DEFINITIONS
- Job Analysis is the process of studying and collecting information
relating to the operations and responsibility of a specific job.
- Job Analysis is a step-by-step specification of an employment position’s
requirements, functions, and procedures.
- Job Analysis is the process to identify and specify in detail the
particular job duties and requirements and the relative importance of
these duties for a given job. It is the process where judgments and are
made about data collected on a job.

COMPONENTS OF JOB ANALYSIS

JOB ANALYSIS

JOB DESCRIPTION JOB

SPECIFICATION
-Emphasizes the job -Sets forth requirements
requirement. sought in the person who
is to perform the work.
-Describes the details of
the job to be performed -States the minimum
acceptable human
qualifications and qualities
necessary for the job.
 Human Resource Management – TYBMS

JOB DESCRIPTION
Job Description is a statement describing the job and gives all necessary
details of the job for which the recruitment is to be made. It is typically a
written record of the duties, responsibilities and requirements of a particular
job.

A Job Description generally contains the following aspects:

JOB DESCRIPTION

JOB TITLE

DUTIES

LOCATION

MACHINES, TOOLS & EQUIPMENT

SUPERVISION GIVEN OR RECEIVED

PHYSICAL EFFORT

HAZARDS

WORKING CONDITIONS

Typically, Job Descriptions are used especially for advertising to fill an open
position, determining compensation and as a basis for performance reviews.
 Human Resource Management – TYBMS

JOB SPECIFICATION
Job Specification is also known as man specification. Job Specification
summarizes the human characteristics needed for satisfactory job
completion. It spells out the important attributes of a person in terms of
education, experience, skills, knowledge, and abilities to perform a particular
job. It is a logical outgrowth of a jobs description.

A Job Specification generally contains the following aspects:

JOB SPECIFICATION

EDUCATION

EXPERIENCE

TRAINING

INITIATIVE

COMMUNICATION SKILLS

PERSONALITY

RESPONSIBILITY

JUDGMENT
 Human Resource Management – TYBMS

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 Specification offers a clear picture to new recruits of what
they will be doing in the organization.

PROCESS OF JOB ANALYSIS

Job Analysis consists of the following steps:

IDENTIFY THE PURPOSE OF JOB

ANALYSIS

SELECTION OF SPECIFIC JOB FOR

ANALYSIS

STRATEGIC CHOICES

COLLECTION OF REQUIRED
INFORMATION

PERSONS COLLECTING
INFORMATION

METHODS OF COLLECTING
INFORMATION

PROCESSING OF COLLECTED
INFORMATION

PREPARATION OF JOB DESCRIPTION

+ JOB SPECIFICATION

STEP 1: IDENTIFY THE PURPOSE OF JOB ANALYSIS

It is important to start off the process by identifying the need for conducting
a Job Analysis. This will help you determine the methods to be used, the type
of information to the collected, the persons to be interviewed, etc. Also, the
 Human Resource Management – TYBMS

reasons for Job Analysis should be clearly communicated to the employees in

the organization. This will reduce any unfamiliarity in their mind and make
the process more transparent.

STEP 2: SELECTION OF SPECIFIC JOB FOR ANALYSIS

Once you have identified the reasons for conducting Job Analysis, you must
select the job that will be analyzed. This selection will help give your
procedure a clearer path. Changes taking place in the Industry, recruitment
of new individuals for the jobs, changing certain aspects of the job are some
of the reasons why jobs are selected to the analyzed.
While selecting the jobs to the analyzed, the organization has to make
certain choices known as ‘Strategic Choices’. These choices include:

(a) The extent of employee involvement in job analysis

Since, in Job Analysis information about a job is collected, the job
holder is consulted. Employees are often asked to supply vital
information about the contents of job, given their familiarity with it.
However, the extent to which employees are involved depends upon
the needs of both the organization and the employees. Too much
involvement may result in a bias towards the job. The employee may
tend to inflate the duties and responsibilities just to make it appear
more important than it actually is.
On the flipside, if employees are not involved or only minimally
involved, they tend to become suspicious about the motives behind
the analysis and it may lead to inaccurate and incomplete information.
Therefore, it is necessary for the organization to strike a fine balance
between the two, keeping the needs of both the organization and its
employees in mind.

(b)The level of details of the analysis

The level of analysis may vary from job to job and may vary from
detailed to broad. The following two factors affect the level of detail:
- The nature of the job being analyzed
For example, analyzing the number of movements an employee makes
and the frequency of job-related movements would be more relevant
for a crane operator’s job than a personnel manager’s position. It
would be more appropriate and informative to analyses a personnel
manager’s job by describing the various duties and responsibilities the
job requires.

- The purpose or which the Job Analysis is being done

For example, if the primary purpose of analyzing the job is or a mass
 Human Resource Management – TYBMS

input for intensive training programs or an input for assessing how

much the job is worth, the level of details required may be great.
However, if the job analysis is being done to add clarification to the
rules and responsibilities of job holders, a less-detailed job analysis
may be needed.

(c) Timing and frequency of analysis

Different organizations conduct analysis at different times. While some
may conduct it every year, some may only do so every 5 years, while
some may do so when the need arises. Job Analysis is generally
conducted when:
- The organization is newly established and the job analysis is initiated
for the first time.
-A new job position is created in the organization.
- A job is changed significantly due to change in technology, methods,
or systems.
-The organization is considering a new remuneration plan.

(d)Past oriented versus future oriented job analysis.

Future oriented analysis usually tells us how the job will be done in the
future and the way it should be done. This is usually conducted if an
organization is changing rapidly due to fast growth of technological
change. This allows companies to hire and train people for these jobs
prior to the actual change.
Past oriented describes how the job has been done in the past and the
manner in which it is being currently done. If the organization does not
feel that the job is going to change too much in the future a Past-
Oriented approach can be adopted.

STEP 3: COLLECTION OF REQUIRED INFORMATION

Once you have identified and selected the job to be analyzed, you must start
collecting information relating to the job. Usually organizations collect
information on job activities, employee behavior, working conditions, and
human traits and abilities needed to perform the job. This information can be
collected by various methods and by different people. Each method of
information collection depends on the organization, its needs, its budget, etc.

(A) PERSONS COLLECTION THE INFORMATION

Typically there are 3 types of people who can be used to collect
information. Each come with their own pros and cons. The table below
gives us a clearer understanding:

PERSONS ADVANTAGES DISADVANTAGES

COLLECTING JOB
 Human Resource Management – TYBMS

ANALYSIS DATA

-Objectivity is -Expensive
maximized -May overlook certain
1. Trained Analyst -Consistent reporting intangible aspects of
of information the job because of
-Expertise in the lack of familiarity
method used

-Familiarity with jobs -Require training for

being analyzed effective analysis.
2. Supervisor -Fast data collection -Severe time-burden
-Intangible aspects imposed
are also collected -Objectivity may be a
problem

-Greater familiarity -Data collected may

with the job be ambiguous
3. Job Holder -Fast data collection -Poor standardization
-Less expensive of data
-Restrictive job
sample

(B)METHODS OF COLLECTING INFORMATION

There are several methods by which organizations can collect the

information required for Job Analysis. It is usually advisable to use more
than one method so that the information collected is more accurate. The
choice of methods depends entirely upon the company and the type of
job that is being analyzed, along with the budgets. Some methods of
collecting information are mentioned below:

SR. METHODS USED ADVANTAGES DISADVANTAGE

NO. S

1. Observation Method – The -Simple Method. -Time consuming.

analyst carefully observes the
job holder at work and
records what he / she is doing
and how. He also records the
time taken.
-Data collected is -Analyst needs to
accurate because be trained, which
of direct incurs additional
observation. cost.
-Can’t be used on
jobs containing
mental activities.

2. Interview Method – The -Involves talking -Time consuming.

 Human Resource Management – TYBMS

analyst interviews the job to the job holder -Can be biased.

holder and the supervisor to who can give a This in turn
elicit information about the clear picture of clouds the
job. A structured interview what they do on accuracy and
form is used. the job, as well as objectivity of the
the qualifications data.
required.

3. Questionnaire Method – -Reduces the -Information is

The supervisors provide amount of staff often
questionnaires to the job required to carry unorganized and
holders. The filled-in out the analysis. incoherent.
questionnaires provide -All job holders -Answers may be
enough information about the participate in this vague and
job. method. misleading, and
-Can collect info have to be
about many jobs. checked.
-Questions may
be difficult to
phrase.

4. Checklist Method – It is -Useful in large -Information may

similar to the questionnaire organizations not be as
method but the questions are that have a large accurate as
more objective. number of people required.
assigned to one
job.
-Electronic data
processing
equipment can
be used and
helps in making
the task easier.

5. Technical Conference -Good method of -Lack accuracy as

Method – Supervisors who data collection. the job holders
are well aware about the job opinions are not
are used in this method. It is taken into
from them, that details about consideration.
a job are obtained. The
analyst initiates a discussion,
which helps provide info
about the job.

6. Diary Method – In this -Tends to -Time consuming

method, the job holder is eliminate errors as it is spread
 Human Resource Management – TYBMS

given a diary in which he as it is a day to over a period of

records his daily activities day account. time.
over a period of time.

STEP 4: PROCESSING OF COLLECTED INFORMATION

Once all the data has been collected, it needs to be processed. All the data
that is not required must be discarded and the data that is needed has to be
checked and tabulated. It is important to review all the data.

STEP 5: PREPARATION OF JOB DESCRIPTION + JOB SPECIFICATION

Once the data pertaining to the job has been tabulated and checked, you can
prepare the Job Description and Job Specification. It is this that will help
companies start off the recruitment and selection process.

IMPORTANCE / PURPOSE / USES / NEED / BENEFITS OF JOB

ANALYSIS
Job Analysis is an important aspect of HRM and is useful to most
organizations in more ways than one. It is useful for overall management of
all personnel activities. Some of the uses of Job Analysis are elaborated
below:
1. Organizational structure and design
Job analysis helps the organization to make suitable changes in the
organizational structure, so that it matches the needs and
requirements of the organization. Duties are either added or deleted
from the job.

2. Selection of psychological tests

Job Analysis helps in identifying the required psychological tests given
out to candidates during the recruitment process.

3. Ensures purposeful personal interviews

Interviewers can be given the details of job analysis before
interviewing the candidate. In the light of these details, the interviews
can be made more relevant and the selection of suitable candidates
becomes quick and accurate.
 Human Resource Management – TYBMS

4. Recruitment and selection

Job analysis helps to plan for the future human resource. An
understanding of the types of skills needed and types of job that may
open in the future enables managers to have a better continuity and
planning in staffing their organization. It helps to recruit and select the
right kind of people. It provides information necessary to select the
right person for the right job. Proper placement is guaranteed.

5. Performance appraisal and training/development

Based on the job requirements identified in the job analysis, the
company can chalk out an appropriate training program. Training is
given in those areas which will help to improve the performance on the
job.

6. Remuneration
Employees need to be compensated on the basis of the grades of jobs
which they occupy. Clearly, remuneration must be based on the
relative worth of each job, and this is got through Job Analysis. This
helps in fixing fair and rational wage rates for different categories of
workers.

7. Job evaluation
Job evaluation refers to studying in detail the job performance by all
individual. The difficulty levels, skills required and on that basis the
salary is fixed. Information regarding qualities required, skilled levels,
difficulty levels are obtained from job analysis.

8. Promotions and transfer

When we give a promotion to an employee we need to promote him on
the basis of the skill and talent required for the future job. Similarly
when we transfer an employee to another branch the job must be very
similar to what he has done before. To take these decisions we collect
information from job analysis.

9. Health and safety

Most companies prepare their own health and safety plans and
programs based on job analysis. From the job analysis company
identifies the risk factor on the job and based on the risk factor safety
equipments are provided. It also helps to avoid the possibility of
accidents by removing unhealthy environmental factors.

10. Acceptance of job offer

When a person is given an offer/appointment letter the duties to be
performed by him are clearly mentioned in it, this information is
collected from job analysis, which is why job analysis becomes
important.
 Human Resource Management – TYBMS

LIMITATIONS OF JOB ANALYSIS

Certain problems come up while conducting job analysis. Some important
problems are listed below:

1. Support from top management

in most cases, top management support is missing. It should be made
clear to all employees that their full support and participation is
extremely important for the process. This message is often no
communicated.

2. Single means and source

there are several proven methods and sources of collecting data.
Usually, analysts rely on only one of the methods when a combination
of two or more methods might provide more accurate information.

3. Ambiguity
Mental activities performed on the job and the knowledge, skill, ability
and other characteristics are not all directly observable, and this
makes collecting and analyzing information difficult.

4. Bias
Bias towards the job may occur in the process of data collection.

5. Lack of training
job holders are a great source of information about the job. But they
are not trained or motivated to generate quality data.
Alternatively, those carrying out job analysis do not always possess the
appropriate skills and have not always undergone the necessary
training to do to the job right.

6. Activities may be distorted

Where training and preparedness do not exist, job holders tend to
submit distorted data, either intentionally or inadvertently. Example:
employees may speed up their work if they know they are being
watched.