INTRODUCTION

Job analysis is the process of collecting information about a position to be filled that helps to identify the Major Job Requirements (MJR) and links them to skills, education, training, etc., needed to successfully perform the functions of that job. Job analysis is the systematic analysis of an existing or proposed position or group of positions within an organization.

DEFINATION
It is a process of collecting and studying detailed and systematic information relating to the operations and responsibilities of a specific job. An important concept of Job Analysis is that the analysis is conducted of the job, not the person. While Job Analysis data may be collected through interviews or questionnaires, which may be answered by the person currently doing the job, the product of the analysis is a description or specifications of the job, not a description of the person.

THE PROCESS OF THE JOB ANALYSIS

The following figures illustrate the process of job analysis. The figure also points out the use of information about jobs. As may be seen from the figure, job analysis is useful for several purposes, such as personnel planning, performance appraisal and the like. Each phase in the process of job analysis is as follows: -

Strategic Choices

Gather Information

Process Information Uses of Job Description & Job Specification o o o o o o o o o o Personnel Planning Performance Appraisal Hiring Training & Development Job Evaluation & Compensation Health & Safety Employee Discipline Work Scheduling Career Planning

Job Description

Job Specification

Strategic Choices
With regards to job analysis, an organization is required to make at least five choices (1) The extent of employee involvement in the job analysis (2) The level of details of the job analysis (3) Timing and frequency of analysis (4) Past oriented versus future oriented job analysis (5) Sources of job data Employee Involvement As was stated above, the job analysis involves collecting job related information duties, responsibilities, skills and knowledge required to perform their jobs. It may be stated that in job analysis, information about a job is collected and not about incumbent, however, the jobholder is consulted. Employees are often asked to supply vital information about the content of jobs given the familiarity of it. To what extent involvement is needed to be in is an important point. To much involvement may result in biased Decision making, as the

employee is likely to inflate the duties and responsibilities of his drops, just to make it appear more important than it actually is. On the other hand, if employees are not involved or only minimal involvement, they tend to become suspicious about the motive behind the talk analysis. Besides, lack of involvement from employees may eat to in at a rate and incomplete information. The extent to which employees are involved depends upon the needs of both the organization and the employees. The Level of Details The level of the details required in job analysis also depends upon the purpose for which job related details are being collected. For example, if the primary purpose for analyzing the job is of mass input for intensive training programmes or an input for assessing how much the job is worth, the level of the details required may be great. However, if the job analysis is being done to add clarification to the rules and responsibilities of the less detailed job analysis is need. When And How Often Under the strategic choice relates to the timing and frequency of conducting the job analysis is generally conducted when (1)And the organization is newly established and that job analysis is initiated for the first time. (2)A new job is created in an established company. (3)A job is a change significantly due to change in technology, methods, procedures or system. (4)The organization is contemplating a new remuneration plan. (5)The employees or up managers feel that there exist certain inequities between job demands and the remuneration it carries.

Past Oriented/ Future Oriented If an organization is changing rapidly due to fast growth or technological change, a more future oriented approach to job analysis may be desired. Traditional job analysis information describes how the job has been done in the past and the manner in which it is being currently done. If necessary, a future orientation can be given to the job analysis and predictions may be made as to how the job will be done in the future and the way it should be done. This will allow organizations to begin hiring and training people for these jobs prior to the actual changes. For example, personal computers began to replace electronic typewriters, thus changing the characters of many typist jobs. Many companies anticipated these changes and began retraining their typist before changing over to PC's. Sources Of Job Data Although the most direct source of information about the job is the jobholder, a number of other human and non-human sources are available. These sources may be providing information, which an average job holder cannot, thereby enabling the job analyst to question the job holder more effectively. In deciding the source to be used in a given. Analysis, the analysis showed a follow up its least two guidelines (1) For non-human sauces, you as such sources which are most in recent, (2) Use several sources for information whenever possible. Care should be taking interview both males and females if both the sexes are performing the job. It is also desirable to collect information from both high and low performers, although type of

information provided by them may not be significantly different. It is particularly important to collect job related details from groups of individuals with varying levels of experience on the job. This is because the duties performed by individuals with more experience tend vary substantially from those having a lesser experience. Pertaining to human sources, the person who provides data is important for a two reasons. First, since data used for several purposes, the information should be collected from reliable sources. Second, when firms find themselves defending their HR practice in court of law (as in case of sex, race, or age discrimination suits), the judges are particularly interested in the adequacy of job analysis information. The relevance of job analysis is becoming vague more now than even before. Firms are becoming increasingly de- jobbed-jobs are becoming more amorphous and more difficult to define. Methods Of Collecting The Information: There are five prominent methods to collect the information. They are: 1) Interview: In this method the analyst interviews the jobholder and the supervisor to extract the information about the job. Usually structured interview form is given to record the information. 2) Questionnaires: In this method the jobholders fill the questionnaires, which are then approved by the supervisor. They provide enough data of the job. 3) Checklists: They are similar to questionnaires, but the response sheet contains more subjective questions. They can cover about 100 activities but the jobholders have to tick on the task, which are included in their job.

4) Observation: In this method the analyst observes the jobholder at work, what he/she does, how much time is needed for the completion of the given task. 5) Diary methods: This method requires the jobholders to record in their day-today details.

JOB ANALYSIS
A Process of obtaining all pertinent job facts.

Job Description. A statement items Such as: o o o o o o contains

Job Specification. A statement of human qualifications necessary to do the job. Usually contains such item as:o o o o o o o o o o o Education Experience Training Judgment Initiative Physical efforts Physical skills Responsibilities Communication skills Emotional characteristics Usually sensory demands such as sight, smell, hearing etc.

Job Title Location Job Summary Duties Hazards Machines, Tools & Equipments o Materials & Forms used o Supervision given or Received.

JOB DESIGN
Job design is next to job analysis. It is always done after job analysis. The definition of job design is that it integrated work content (task, functions, and relationship), the reward (extrinsic and intrinsic) and the qualifications required (skills, knowledge, abilities) for each job in a way that makes the needs of employees and the organization. Job analysis deals with the collection of information, while job design uses this information to form a unit job. In simple words, it answers the questions of how the job is to be performed, which is to perform it and where it is to be performed. Job design involves three steps: 1. The specification of individual task, 2. The specification of the methods of performing each task, and 3. The combination of task into specific jobs.

Steps 1 and 3 determine what the job is made of i.e. they determine the job content. While step 2 indicates how the job is to be performed.

It is necessary to take into consideration the requirements of employees and the organization while designing a job. The more balanced these requirements are, the more successful will be the job designing process. The designing of a job has an impact on the organization costs and productivity. Jobs that are not satisfying or too demanding are difficult to fill.

Techniques of Job Design The popular techniques of job design are: 1.Work/Job Simplification Each given job is broken into number of task and each task is assigned to a person The characteristics of such jobs are: 1. The work done is mechanical in nature 2. There is a repetition of work 3. The tools and techniques to be used are pre-determined 4. There is less interaction among employees This technique is advantageous when the workers are less trained and on less- paid jobs. The biggest disadvantage is that overspecialization leads to boredom and monotony that in turn leads to errors and resignation. 2.Job Rotation This can be a solution to the problem of boredom. Job rotation implies systematic movement of employees from one job to another. Jobs

remain unchanged but employees performing them shift. The following are the advantage of job rotation:1. Improves the ability of the employee to perform different jobs. 2. Improves inter-departmental co-operation, as employees understand each other problem more clearly 3. Reduces boredom 4. Develops wide skills among employees, which benefit the whole organization

The following are the disadvantages: 1. There is no effect on employee enthusiasm and efficiency as job rotation does not improves jobs. 2. Employees loose interest in the job as there is no feeling of belongings 3. Increases training costs. For example, in Videocon, the technique of job rotation is adopted. The reasons for this, as they say, is so as to ensure that all the employees get an overall exposure to various facets of work atmosphere in the organization thus ensuring total clarity of roles and responsibility. 3.Job Enlargement It means expanding the number if task or duties assigned to a given job. In job enlargement there is only horizontal expansion. In other word, job enlargement, in practically, only increases the quantum of work to be done. This is naturally not desired by employees as adding more tasks or duties to a job does not mean that new skills and ability are needed to perform it. Job enlargement is said to contribute to employee motivation. Instead, it only increases the level of monotony.

4.Job Enrichment Job Enrichment is a direct outgrowth of Herzbergs Two Factor Theory of motivation. It therefore, based on the assumption that in order to motivate personnel, the job itself must provide opportunity for achievement recognition, advanced and growth. Job Enrichment means making the job rich in its contents so than an employee will get more satisfaction while performing that job, it aims to make every employee a manager

The following are Characteristic of Job Enrichment: 1. Variety: This makes challenging. the jobs more interesting as well as

2. Task Identity: An employee will be able to identify himself with result of his efforts if he is allowed to identify himself with the task assigned. 3. Task Significance: The employee, because of higher responsibility, feels he is important to the organization and his contribution to the organization is significant. This creates a sense of satisfaction in him. 4. Autonomy: Job Enrichment allows the person to work in his/her own style. The employee, thus, feels responsible for the success or failure of job. 5. Feedback:

Job enrichment employees to carry out such evolution. This gives them an opportunity to make changes in their working style to yield better results.

The following are the advantages: 1. Benefits employee in terms of increase motivation, better performance, jobs evolvement, job satisfaction and reduce employee absenteeism 2. Satisfies the psychological needs of the employees

3. Different areas of the organization are improved and errors are corrected. 4. Creates a sense of ownership and control over the job.

FACTORS AFFECTING JOB DESIGN

Job design is dependent upon the following factors: 1. Organizational Factors 2. Environmental Factors 3. Behavioral factors

Organizational Factors:
This includes characteristics of task, workflow, ergonomics and work practices.

Characteristics of Tasks: Job design depends upon the task to be carried out. The designs may differ if one person carries various tasks or if the task is to be performed by together Work Flow: The flow of work in an organization strongly influenced by the nature of product or service. Jobs must be designed in such a way the flow of work is not obstructed and the employee movement is least. Ergonomics: Ergonomics is the study of peoples efficiency in the working environment. Ergonomics helps the employer to design jobs in such a way that the workers physical abilities and job demands are balanced.

Work Practices: Work Practices are the set of ways of performing a task. Work practices develop over a period of time. Therefore all the jobs must be designed so as to confer to the existing practices.

Environmental Factors
Environmental factors include employee abilities and availability, social and cultural expectations. Employees Abilities and Availability: Efficiency consideration must be balanced against the abilities and availability of the people who are to do the work to be done efficiently.. Also the design depends upon the availability of persons to

do a particular job. For example an organization, which does not have employees with the knowledge to operate a computer, cannot design a job, which requires the employee to necessarily work on the computer and therefore in order to do the same amount of work in time it must employ additional employees. Another example can When Henry Ford made use of the assembly line, for e.g., he was aware that most potential workers lacked any automobile making experience. So, jobs were designed simple and required little training.

Social and Cultural Expectations: With the inflow of globalization the expectations of the employees with regards to their jobs has raised. Hence it is necessary to create or design jobs that fulfill their expectations. Hence it is necessary to create or design jobs that fulfill their expectations. Also the employees respect certain social needs like religious beliefs, sophistication in the work etcsuch needs must keep in mind while designing jobs.

Behavioral Factors
Behavioral factors include feedback, autonomy, and use of abilities, variety. Feedback:

Ideally a job must be designed such that a single person must be able to do it completely or at least a significant part of it. This helps him to get meaningful feedback, which in turn helps him to do the job better. Autonomy: Every job must be designed in such a way that the concerned person has a certain amount on autonomy to take his own decisions. This makes him feel responsible for the job thus increasing his self-esteem and his performance.

Use of abilities: The job must be designed in such a way that the abilities of the employees are used to there fullest. This will not only improve the quality of the job but also give the employee selfsatisfaction. Variety: Monotony of work causes boredom, which is directly related to their performance and also employee turnover. Thus employees must be given an opportunity to try their abilities at different jobs depending upon skills.

Job Evaluation
Job Evaluation uses information from job analysis to evaluate each job valuing its components and ascertaining relative job worth. Meaning:

It involves a formal and systematic composition of job in order to determine the worth of the job related to another job so that a wage/ salary hierarchy can be established.

It is the process of analyzing and assessing various jobs systematically to ascertain their relative worth in a organization.

Definition: The ILO defines Job Evaluation as an attempt to determine and compare demands which the normal performance of a part job makes on the normal workers without taking into account the individual ability or performance of the workers concerned. Objectives: Decide the relative values of different jobs in an organization: The main objective for a organization for doing Job Evaluation is to find out the value/ worth of a job in the organization and establish a rational and uniform pay structure. Clarifies responsibilities and authority connected with the job: The organization can establish responsibilities and authority connected with each job so that the employees know what exactly they are supposed to do and to avoid any scope of confusion and overlapping of responsibilities and authority. Improve employer - employee relationship and reduce employee turnover: -

Fair amount of participation is given to the employees while doing Job Evaluation and so the chances of confrontations on this issue are minimal. So employees are satisfied with the organization with employee turnover.

PROCEDURE OF JOB EVALUATION

Gaining acceptance and creating job evaluation committee

Finding jobs to be evaluated and analyzing and preparing job description

Selecting the method and classifying the jobs accordingly

Installing the program

Review periodically

Methods of job evaluation

1.Ranking Method This is one of the simplest methods of job evaluation, Each job is compared to every other job in the organization, Based on overall worth of the job to the organization, The worth of a job is usually based on the judgments of skill, efforts, responsibility and working condition. 2.Classification method Jobs are categorized into existing grade/category structure of hierarchy Each level in the grade/category structure has a description and associated job title Each job is assigned to the category providing closest match to the job

 The classification of position is decided by comparing the whole job with the appropriate job grading standards To ensure equity in job grading and wage rates, a common set of job grading standards and instructions are used Factor Comparison Method :This is the more scientific and systematic method of Job Evaluation. Here instead of ranking complete jobs, each job is ranked according to the series of factors such as skill, responsibilities, working conditions and efforts. Pay will be assigned by comparing the weights of the factors required for each job. Point Method: Each organization identifies its key factors and points are assigned to each factor in order of importance. The points are summed up to determine the wage rate for the job. Jobs with similar points totals are placed in similar pay grades.

CASE STUDY: 3 Global Services - BPO

3 Global Services- BPO
3 Global (3G) is a subsidiary of Hutchison Essar group and operates back-office work of 3G mobile services in Australia. In India it is located in Mindspace, Malad. In this country this sector thrives on the availability of quality HR. Hence, this company is the best example for knowing about the application of techniques like job analysis, job evaluation, and job design. Job Analysis at 3G

An operations manager heads each and every process in 3G. He analyses the process and then lists down his requirements with regards to manpower, both technical and non-technical. He then works with the HR department and selects the employees from their database of job applicants. The recruitment is then done for various designations like CCE, TL, QL, training personnel etc, but a major chunk i.e. about 90% of it is done for the position of CCE. The minimum requirements for the post of CCE as given out by the operations manager are as follows:

1. Should be above 18 yrs of age. 2. Should have at least completed HSC. 3. Knowledge of Excel and basic computing is preferred. 4. People with prior experience in this field are an added advantage. Once the job applicants are recruited the HR department imparts the necessary training and within a span of two to three weeks the employees become ready to take calls. Job Design at 3G 3G mainly practices job rotation as a part of job design. This is because many of their employees complain about the monotonous nature of work. Suppose the main job of an employee at 3G is taking customer calls; but for some days the operations manager shifts him to some other work like assisting the team leader. This kind of movement among jobs ensures that the morale of employees is always high and also increases employee efficiency. Promotions are a part of job design, but this is done only after the employee has completed at least 2 yrs at 3G.

Job Evaluation at 3G In any company remuneration has to be paid according to the work done by the employee. For this, evaluation of the work done becomes important. Here the employees are paid their basic salary according to their designations and add-ons and performance incentives and attendance incentives are also paid. The quality management department mainly does the job evaluation in this company and later it gives the report to the HR department and then the salaries are given according to the reports given to them.