Job Analysis
Job Analysis
Job Analysis
The question is, how should the work be divided, and which people
should do which tasks? It is a question business people such as
Henry Ford and scientific management researchers such as
Frederick Winslow Taylor sought to answer at least a century ago.
Every organization wants to maximize productivity.
Changing the way jobs are done, through job re-design is very
essential.
Job Family: Group of two or more jobs with similar worker characteristics
Manager, sales and Manager, marketing may be a job family
1. WORK ACTIVITIES
• Cleaning
• Selling
• Teaching
• Painting
• How, why and when the activities are performed.
2. HUMAN BEHAVIOUR
• Sensing
• Communicating
• Deciding
• Writing
• Job demands, such as lifting, walking, etc.
3. MACHINES, TOOLS, EQUIPMENT, WORK AIDS
•Products made
•Materials processed
•Knowledge of the product
•Services
4. JOB CONTEXT
•Working condition
•Work Schedule
•Organisational context
•Social context
5. HUMAN REQUIREMENT
7. PERSONAL ATTRIBUTES
•Aptitudes
•Physical characteristics
•Personality
•Interests
HOW CAN IT BE USED IN ORGANISATION?
•Management
•Supervisors
•Job analysts
•Job incumbent
•Unions
•Consultants
REASONS FOR CONDUCTING JOB ANALYSIS
Strategic HR Planning
➢Does the firm have the right numbers and types of jobs
needed to cover the scope of its activities?
➢What jobs need to be created?
➢What skills do they require?
➢Are those skills different than the skills required by the
company’s current jobs?
Workflow Analysis and Job Design
How inputs move through the company?
How they become outputs?
Would rearranging an organization’s workflow or jobs help a company
better compete?
What about outsourcing jobs?
Can the nature of the jobs be redesigned to improve the firm’s
performance?
Apple does not outsource its major functions and the jobs
associated with them. The design of its products, operating
systems, hardware, and software—even its sales—are all done at
Apple by Apple employees.
•The information also can serve as a guide to help with the career
development of employees by indicating the type of training and
development they need and what is required for them to advance
to different jobs within the organization.
Performance Appraisal
Most workers want to know what they are supposed to accomplish and good
job descriptions provide that.
Then, employees should be evaluated in terms of how well they accomplish the
duties specified in their job descriptions.
COMPENSATION
We must know the relative value of a particular job to the company before a
dollar value is placed on it.
Jobs that require greater knowledge, skills, and abilities should be worth more
to the firm. For example, the relative value of a job calling for a master’s degree
normally would be higher than that of a job that requires a high school
diploma.
Safety and Health
When employees are considered for promotion, transfer, or demotion, the job
description provides a standard for evaluation and comparison of talent.
Information obtained through job analysis can often lead to more objective
human resource decisions.
Legal Considerations
COMPENTANCY BASED
PREPARING
•Identifying the job to analysed
•Who will be involved in conducting the job analysis
•What are the methods to be used.
•It includes communicated to the managers and employees
who will be affected by the process.
CONDUCT
•At this stage the job analyst drafts job description and job
specification.
•The draft should be reviewed by the managers, supervisors and
the employees, before they are finalised.
•Once finalised, a system must be created to communicate to
the people concerned. You may post it in the company’s
website.
METHODS OF JOB ANALYSIS
• Observation
• Interview
– Individual
– Group
• Questionnaires
• Diary
OBSERVATION METHOD
Observation Disadvantages
➢Observer may affect the job incumbent’s performance
➢Inappropriate for jobs that involve significant mental effort
➢May lack validity and reliability
➢Time-consuming
➢Requires a trained observer
INTERVIEWS
Interview Disadvantages
➢Dependent on trained interviewer and well-designed
questions
➢Workers may exaggerate their job duties
➢Time-consuming and may not be cost efficient
QUESTIONAIRE
Questionnaire Disadvantages
➢Incomplete responses
➢Responses may be hard to interpret
➢Low response rates are possible if there is no supervisory
follow-up
EMPLOYEE’S RECORD
Diary Disadvantages
O*Net
It is the use of experts to bring to the process their strong knowledge of the
jobs they evaluate.
They use their knowledge and background to identify the major tasks
associated with the jobs they are analyzing.