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The main purpose of this chapter is to show you how

to analyze a job and write professional job descriptions

The procedures for determining the duties and skills
requirements of a job and the kind of person who should be
hired for it .

 
A list of a job¶s duties , responsibilities, reporting
relationships, working conditions, and supervisory
responsibilities. It is a product of the job Analysis.


 

A list of a job¶s human requirements those should be possessed

by the person who will perform the job. They could be education,
personality characteristics , certain level of skills, or knowledge.


Means skills , knowledge, and abilities or attitude
`   
A chart that shows the organization distribution of work and
hierarchy of positions. It includes titles of the organization¶s
jobs and the interconnecting lines which shows who reports
and communicates to whom.

 

 
A work flow chart that shows the flow of inputs of
a particular job and outputs of it.
ob analysis is considered as the basic source of information for
several interrelated HR activities:
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Information offered by the job analysis in form of job description
and job specifications , is considered as the back bone of upper
management decisions regarding selecting and hiring their staff
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?ompensation usually determined based on the required SKAs of
each job. Therefore, job analysis is considered very essential
when it comes to compensation activities.
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erformance appraisal means comparing the actual performance
of employees to the performance standards of a certain job. So
the majority are using the job analysis as a reference to determine
the specific activities and performance standards of a certain job.

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ob analysis reveals the required SKAs of a job, therefore we
depend a lot on it when designing a certain training program for
this job.
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= ½athering data is based on two essential factors, they are as
the following:
A) Which information should be collected
B) How to collect this required information
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%  : collecting info about the job¶s actual work
activities ,such as, selling, teaching, painting. The rule of 4
wives & husband
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 ) means collecting info about the conditions
under which the job is performed, such as physical demand,
location, number of direct reportees, approved budgets,
internal & external communications,«etc.
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 "  collecting info about
types of machines or other equipments are used to perform
this job, and what critical competences should be possessed
by the person who will perform.
=  

   : In terms of quantity or quality
levels for each job duty or task. This is very essential when it
comes to appraise employees. Also it helps a lot when in
comes to assess each job¶s complexity or difficulty.

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 means all issues related to the

person who will perform the job regarding having job related
knowledge, skills and / or , the required personal attributes
(physical characteristics, interests, etc..)
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There are many techniques could be used when doing the part
of information collection , those techniques are widely common
used, and we refer to them using the term of
(Qualitative Techniques), because these techniques rely on
collecting the info in comprehensively way, so, they focus a lot
on the job details regarding duties , responsibilities , and the like ,
more than assess the quantitative job factors.
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Are the most common used techniques , and usually done through
3 types:
= Individual : with only one employee

=½roup of employees : who are typically doing the same job with
the same duties and responsibilities.
=½roup of supervisors: who are fully understand the job know ±
how.
Ñ)  in all types of interviews the supervisor should
attend to verify the accuracy of information collected.

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= What is the job being performed?

=What are the major duties of your position?

=What actually do you do?

=What are your duties & responsibilities?

=What physical location do you work in?

=What are the performance standards of your job?

=What are the job¶s physical, emotional, or mental demand?

=What are the job¶s health & safety conditions?

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To simply define what is questionnaire , we can consider it as a
checklist contains a number of questions , should be answered
and filled out by the end user.

The same goes for the ob Questionnaire. As a main point is that
you have to decide how will your questionnaire¶s question will be
formed?
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= Structured questions : close ended questions , using the role of 4
wives & husband, the questions are directed toward a big number of
specific tasks and duties , and the employees are asked to indicate
whether they are performing or not.

=Unstructured questions: Open ended questions , are directed toward

having the point of view of each employee using his / her own language
and terminology. Such as, ³state your job¶s overall purpose´.
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The job analyst using this method should notice all the analyzed
job¶s related activities , record them into a certain manner
facilitates recalling, and verify them with the job performer.
The method is useful when observing a job needs mainly physical
activities , and useless when the job needs mental or logical
activities.
Observation is a handicapped method, as you can not fully rely
on it when analyzing a job, it should be used along with
interviewing method, in order to assure the accuracy of all the
information gathered.
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£og: is a list made by workers for every activity in which they
engage clarified with the time each activity takes.

This method is not that effectiveness to rely on it as a mono

methodology , because a lot of worker do not give accurate info
in this log, they whether exaggerate some activities or underplay
other , based on their own preferences ( £ikes & Dislikes).
O? : Organization chart
D : ob description
It is very essential to review all the analyzed job¶s related
organization charts, process chart, and already ± made job
description before analyzing the job.

It gives you chance to understand and recognize the volume of

the job¶s inputs & outs, the range of communication whether
internally or externally , and the appropriate place in which the
job could fit within the organization.
Question: Why is this important?
Answer : to save time & effort.
Many times you will find that there may be too many similar
positions need to be analyzed. So do not waste your time in doing
this.

Example: If there is one job done by 100 workers, you have only
to take a sample of 5 ± 10 worker to apply with them the job
analysis techniques.
This step is consider as the mid ± road of the job analysis process.
As the job analyst here starts to convert all the qualitative
information gathered into form of quantitative outputs using the
analysis techniques.
The job analysis techniques are referred by
( Quantitative techniques), this because the basic formation of
those techniques relies on a methodology called ( Rating
System).

  : giving a certain score or numeric value for a certain item

needs to be appraised or measured.
What are the quantitative techniques?

 




 ( osition Analysis Questionnaire)
= A structured questionnaire used to collect quantifiable data
concerning the duties and responsibility of a job.

= How does it work?

As we mentioned before , it is formed based on structured rating
methodology , using a scale from (0) to (5)
(0) is the lowest rating point
(5) Is the highest rating point
This system is mainly dividing each job into main 5 pillars , they
are as the following:
Decision making / ?ommunication responsibility
erforming skilled activities
hysical demand
Operating Machines / Equipments
rocessing data
And then the analyst classifies all the gathered info according to
those 5 pillars , and then start rating them using the rating scale.
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After finishing the job analysis assignment using the analyzing
techniques , the job analyst has to revise the analysis out come
with both of the job performer and his immediate supervisor ,
also he has to seek the approval of the concerned line manager.

This helps to ensure that all achieved results are correct and
accurate , also it gives the job performer a chance to revise his
job¶s duties and responsibility, and accept them in their new
form.
 ow , it is the time of the final step , here , the job analyst will
develop the 2 required outcome of the ob analysis:

‰ ob description: covering all the job¶s purpose, duties &

responsibilities, context , and working conditions

‰ ob specifications: covering all the job¶s human requirements.

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1- ob Identification :
It is a quick check ± hand or introduction about the job, contains
certain information , as the following:

= 
 : Specifies the function performed, and the name of job

For example
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Is the function performed Is the job`s name

= § 
  : means to whom the job holder should report.
=£   : means the location in which the job will performed ,
such as : main office, branch office, factory, production line , state
or zone «etc.
=
  

=
 : In case that each job in the organization has a certain

serial number or code
=a : on which the job description was developed

=

  : the rank of this job according to the grading system

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2- ob Summary:
A brief describes the general nature of the job and it includes only its
major functions or activities.

For example: if we have a job of (  ational Sales Manager) , its job

summary could be as the following:
Implement the national sales strategies and plans to accomplish sales
targets, increase volume, maximize revenues, increase the company¶s
market share, profit and execute the approved plan efficiently and
effectively. Develop good relationships with the company¶s
customers and clients. Train & develop the sales team.
3- Relationships:
It reveals the job holder¶s scope of relations with other , however,
internally or externally.

Internal relationships: reports to whom, supervises who, works with

who. ( inside the organization)

External relationships: clients, governmental institutions, suppliers,

agencies, firms , sister companies, «etc. (out side the organizations)
4- Duties & Responsibilities:
This section presents a list which reflects the major tasks , activities ,
and responsibilities of the job. This is done through listing all the
job¶s tasks in order of importance, and giving a percentage for each
task based on time consumption, frequency , priority «etc.

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5- erformance standards :
It is a list reveals the standards the employee is expected to achieve
under of the job description¶s main duties and tasks.
Those standards should be addressed in numerical manners, or through
using percentage scales.
For example
=roduce 350 units per shift.

=Reduce waste to 20% less.

=ossessing at least 15% of local market share.

=Handling customer complaint within 3 minutes.

r ± ob Dimensions:

A section that reveals the scope of the job in terms of :

1- Approved Budget or monetary value

2-  umber of direct subordinates

3- Total Head ?ount

Î- ob specifications :
Is the last step in writing the job descriptions, and it is simply the
answer of the question ³ which human¶s traits & skills are required to
perform this job accurately?´

rofessionally, the following points should be covered, to assure

accurate job specifications
= Age

=Education

=ost graduate degrees

=Years of experience

=£anguage capabilities

=?omputer skills

=Equipment / machines operating skills

=hysical demand ( health conditions)

=Mental capabilities ( analytical thinking ± conceptual thinking)

=Interpersonal skills

   
 

   


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