Job Design

&
Job Analysis
Learning Objectives

• To explain the meaning, purpose and use of job

design and job analysis.
• To understand various methods of collecting
information on job analysis.
Job Design
• 1st operative activity of HRM is Job Design & Job Analysis
• Other functions are performed based on JD & JA.

Definition of Job Design:

• JD is the process of deciding on the content of a job
in terms of;
 duties and responsibilities of the jobholders;
 methods to be used in carrying out the job,
 techniques, systems and procedures and
 relationships that should exist between the job holder and
his superiors, subordinates and colleagues
Factors Affecting Job Design
• Job design is affected by:
1. Organizational factors:
 Characteristics of Task ( an integrated job
will include planning, executing and
controlling)
 Work flow
 Ergonomics (physical abilities & job
demands are balanced)
 Work practices ( set ways of performing
works –determined by time & motion –
flexibility is limited due to union resistance)
Factors Affecting Job Design
2. Environmental Factors:
 Employee abilities & availability
 Social & Cultural Expectations (designed to
meet the expectation of workers)

3. Behavioral Factors:
 Feedback
 Autonomy
 Use of abilities
 Variety
Important Goals of Job design

• To meet the organizational requirements

such as;
 higher productivity ,
 operational efficiency,
 quality of product/service
• To satisfy the needs of the individual
employees like interests, challenges,
achievement or accomplishment etc
• To integrate the needs of the individual with the
organizational requirements
 Approaches to Job Design
• Engineering approach: studies the work scientifically, is
based on scientific management principles
• Human approach: recognizes the need to design the jobs
which are interesting and rewarding
• Job characteristics approach: assumes employees will work
hard when they are rewarded for work they do & when work
gives them satisfaction;
 Jobs with skill variety, task identity, task significance,
autonomy and feedback are called core job dimensions
which will;
 Motivate the employees and
 result in job satisfaction and
 High performance
Why Job Analysis ?
Hiring 1st time or Hiring replacements quickly
• Approaching recruitment consultants – need to know what
EXACTLY you want?
• He will ask for Job Description
• What type of person, what qualifications, experience, etc
• What will be KSAs/Competencies?
• Who they will report to?
• What will be the salary?
• What will be the growth path?
The above (Job Analysis):
• Helps to decide the ideal occupant of position
• JA helps in interviewing candidates, training & development,
performance appraisal, etc
Defining Job Analysis

• A systematic process of determining the

knowledge, skills and abilities (Competencies)
required for performing jobs in an organization
 Knowledge refers to organized body of
information, which applies directly to the
performance of the function.
 Skill the proficiency to perform a certain task.
 Abilities/attributes are an enduring,
underlining trait useful for performing tasks
The Basics of Job Analysis: Terms
• Job Analysis
 The procedure for determining the duties and skill
requirements of a job and the kind of person who should
be hired for it.
• 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.
(Job Analysis = Job Description+ Job Specifications)
Steps in Job Analysis
Steps in Job Analysis

1. Planning the Job Analysis:

• Identify the objectives of job analysis:
 Objective can be simple like revision of job
description or complex like review of
compensation system
• Obtain top management support:
 Otherwise it becomes another futile exercise
with money & time wasted
Steps in Job Analysis
2. Preparing & Introducing Job Analysis:
• Identifying jobs & methodologies:
 Identifying the jobs to be analyzed .
 Deciding the methods to be used for gathering data
• Reviewing existing job documentation:
 Existing documentation to be collated – could be job
descriptions, previous job analysis information, etc
 Listing out all those people who would be involved in the
process
• Communication process to managers/employees:
 All concerned need to be informed about JA process, its
purpose & scope – for their whole-hearted participation
Steps in Job Analysis
3. Conducting the Job Analysis - very exhaustive,
needing lot of detailing & hard work:
• Gather the Job Analysis data:
 Meeting selected employees (manager & incumbents) to
explain the process/method.
 Make sure they understand how detailed they should be
while answering.
 Important to also get narrative information from the
incumbents & managers to get full account of how jobs
done.
• Review and compile data:
 Information to be sorted out by job, organizational unit,
position, duty and task.
 Sorted out data to be compiled
 Steps in Job Analysis
4. Developing Job Descriptions and Job Specifications:
• Draft Job Descriptions & Job Specifications:
 Design & develop a template for JD & JS
 JD describes the tasks & activities that have to be done
 JD explains the reason for the existence of job, how &
where it should be done
 JS describes the Knowledge, Skills & Abilities required to
do the job
 Both JD & JS documents put together contain all
information unearthed by JA
• Review draft with managers & employees:
 Verify JA information with the actual employee & immediate
supervisor – ascertaining correctness & completeness and
 To gain their acceptance
Steps in Job Analysis
• Finalize job descriptions & recommendations:
 JD should be finalized with a ‘sign off’’ by the manager

5. Maintaining and Updating JD and JS:

• Whenever new jobs come up or nature of jobs
changes JD & JS have to be updated
• System to be in place to revisit JD & JS as &
when required
• Include these documents as part of day to day
HR activities (e.g. JD to be shared with potential
candidates inside and outside)
Characteristics of a Good Job Analyst

• Be properly trained in JA techniques

• Have a working knowledge of the organization
and the job in question
• Have good interpersonal skills
• Be comfortable working as a group facilitator
Job Description and Job Specification
JD
• Statement in which
purpose, scope, duties,
tasks & responsibilities are
summarized
• Analysis of tasks, working
conditions & accountability
• Focused on the task
JS
• Indicates the
qualifications, experience
and qualities required by
employee for successful at
job
• Analysis of abilities,
characteristics and
qualifications
• Focused on the
qualities/profile of the
employee
 Types of Information Collected
Work
activities
(how, why & when
performs)

Human requirements Human

(KSA) behaviors
(personality traits)
Information
Collected Via Job
Analysis
Job Machines, tools,
context equipment, and work
(working conds, work schdl,
aids
incentives

Performance standards
 Uses of Job Analysis Information

Recruitment
and selection

compliances Job Evaluation

/Compensation
Information
Collected via
Job Analysis
Discovering Performance
unassigned duties appraisal

Training
 Collecting Job Analysis Information

Methods for Collecting Job Analysis Information

Interviews Questionnaires Observations Diaries/Logs

Job Analysis: Interviewing 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 and provides space for
answers.
• 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 for 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
• Disadvantage
 Distorted information
Methods for Collecting Job Analysis
Information: Questionnaires
• Information Source
 Have employees fill out
questionnaires to describe
their job-related duties and
responsibilities
• Questionnaire Formats
 Structured checklists
 Open-ended questions
• Advantages
 Quick and efficient way
to gather information
from large numbers of
employees
• Disadvantages
 Expense and time
consumed in preparing and
testing the questionnaire
Methods for 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
about their jobs by of information
managers.
• Disadvantages
 Time consuming
 Reactivity response distorts
employee behavior
 Difficulty in capturing
entire job cycle
 Of little use if job involves a
high level of mental activity
Methods for Collecting Job Analysis
Information: Participant Diaries/Logs
• Information Source • Advantages
 Workers keep a  Produces a more complete
chronological diary or log picture of the job
of what they do and the  Employee participation
time spent on each activity
• Disadvantages
 Distortion of information
 Depends upon employees
to accurately recall their
activities
Thanks........