A

PROJECT REPORT
ON

“A study on Job Analysis and It’s Effect on

Organizational Performance”
AT
PEOPLEWIZ CONSULTING LLP , PUNE

PROJECT REPORT SUBMITTED TO:

SAVITRIBAI PHULE UNIVERSITY OF PUNE

IN PARTIAL FULFILMENT OF REQUIREMENT FOR THE AWARD OF DEGREE

MASTER OF BUSINESS ADMINISTRATION

SUBMITTED BY

MS. AISHWARYA A. SATPUTE

UNDER THE GUIDANCEOF:

Dr . Sneha Arekar
THROUGH

SMT. HIRABEN NANAVATI INSTITUTE OF MANAGEMENT & RESEARCH FOR

WOMEN (HNIMR), PUNE

Dist. Pune – 411052

YEAR: 2020 – 2021

 CERTIFICATE

I, hereby, certify that the work which is being submitted as a Project Report
entitled “A study on Job Analysis and It’s Effect on Organizational
Performance ”, in partial fulfilment of the requirements for the award of the
Masters in Business Administration to the University of Pune is an
authentic record of my own work carried out during a period from May 2020
to Aug 2020 under the guidance of Dr . Sneha Arekar.

The matter presented in this Project Report has not been submitted by me for
the award of any other degree elsewhere.

Signature of Student

(Aishwarya Satpute)

This is to certify that the above statement made by the student is correct to the
best of my knowledge.

Date Signature of Faculty Guide

(Dr. Sneha Arekar)

 CERTIFICATE

This is to certify that Ms. Aishwarya Anil Satpute has successfully completed
her summer internship on the project titled “Study of Job Analysis and It’ s
Effect on Organizational Performance” in the partial fulfilment of MBA
Programme.

Sign of the Director Sign of the Faculty Guide

 COMPANY CERTIFICATE

Date : - 14/09/2020

To Whomsoever It May Concern

This is to certify that Ms. Aishwarya Anil Satpute, a student of Smt. Hiraben
Nanavati Institute of Management and Research for Women, has successfully
completed her internship at Peoplewiz Consulting LLP from 8th June 2020 to
7th Sept 2020.

During the internship she has been involved in researching, analysing , and
creating Job Descriptions of critical roles in identified sectors.

We found her to be a quick learner, enthusiastic and resourceful while meeting

our desired expectations.

We wish her all the best in her future endeavours

Thanking you.

For Peoplewiz Consulting LLP

Protima Sharma
Managing Partner
Office No. 101, Platinum Square, next to Hotel Hyatt Regency, opposite
Weikfield, Viman Nagar, Pune, Maharashtra 411014
 ACKNOWLEDGEMENT

I would like to place on record my deep sense of gratitude to Ms . Claudette

Samson for her generous guidance, help and useful suggestions.

I express my sincere gratitude to Dr. Sneha Arekar her stimulating guidance,

continuous encouragement and supervision throughout the course of present
work.

I am extremely thankful to Dr . Mihika Kulkarni, Director, HNIMR, Pune, for

continuously motivated me, without which this work would not have been
possible.

Signature of Student
(Aishwarya Satpute)
 TABLE OF CONTENT

SR. NO. CHAPTER NAME PAGE NO

1 LIST OF TABLES 7

2 LIST OF FIGURES 8

3 ABBREVIATIONS 9

4 EXECUTIVE SUMMARY 10

5 INTRODUCTION 12

6 LITERATURE REVIEW 28

7 COMPANY PROFILE 33

8 RESEARCH METHODOLOGY 39

9 DATA ANALYSIS & INTERPRETATION 42

10 LEARNING OUTCOME OF THE PROJECT 60

11 CONTRIBUTION TO THE ORGANISATION 61

12 FINDINGS 62

13 CONCLUSION,SUGGESTIONS,LIMITATION 63

14 BIBLIOGRAPHY 66

15 APPENDIX A:QUESTIONAIRE 67-71

APPENDIX B: WORK SAMPLE

 LIST OF TABLES
SR NO TITLE PAGE NO

1 DEPARTMENT TABLE 42

2 AGE TABLE 43

3 GENDER TABLE 44

4 WORK EXPERIENCE TABLE 44

5 JOB STATUS TABLE 45

6 MODE APPOINTMENT TABLE 46

7 JOB LEVEL TABLE 47

8 JOB ANALYSIS TABLE 48

9 YEAR TABLE 49

10 PERFORMANCE TABLE 50

11 TRAINING PROGRAM TABLE 51

12 ADMINISTRATIVE EFFICIENCY TABLE 52

13 CHAIN OF COMMAND TABLE 53

14 KSA TABLE 54

15 EMPLOYEE PERFORMANCE TABLE 55

16 STRATEGIC HR TABLE 56

17 HRIS TABLE 57

18 COMPETENCY APPROACH TABLE 58

19 JOB DESCRIPTION TEMPLATE 71-72

 LIST OF FIGURES

SR NO TITLE PAGE NO

1 JOB ANALYSIS PROCESS 13

2 COMPONENTS OF JOB ANALYSIS 18
3 CONCEPTUAL MODEL 24
 ABBREVIATIONS

1. KRA - Knowledge Result Area

2. HRIS - Human Resource Information System

3. JA - Job Analysis

4. KSA - Knowledge Skills Ability

5. HR - Human Resource

6. CTC - Cost To Company

7. CPM - Continuous Performance Management

8. OKR - Objective Key Results

9. BSC - Balance Score Card

10. KPI - Key Performance Indicator

11. OD - Organizational Design

 EXECUTIVE SUMMARY
ABSTRACT

The study was conducted to do a complete Job Analysis of the Organization which covered
all aspects like Performance standards, Reporting relationship, Job Conditions, Hazards
involved, Skills and traits required, training required etc. During the Job Analysis all
employees of each designation were interviewed in order to develop a more clear idea about
the Job Contents. Practice of proactive job analysis was strongly related to organizational
performance.

This relationship was strongest to the extent that HR information systems, accorded HR
greater involvement in strategic planning and emphasized competency-based characteristics
of employees in the job analysis approaches is used.

It was found that all the employees are really efficient in their areas and with a more clear
idea about their job contents they will be able to perform outstanding. Therefore every
department in the organization must have a complete hierarchy and Job Analysis of all the
designations in the department.

OBJECTIVES OF THE STUDY

 To study and understand concepts of Job analysis and total Job analysis Process.

 To recognize and analyse Effect of job analysis on Organizational performance.

 To Determine the contribution of HRIS, HR involvement and competency-focused job

analysis approaches to organizational performance.

 To give a clear, concise and readily understandable picture of the whole job.
 SCOPE OF THE STUDY
 It helps to bridge the gap between academic theory and practical application.
and allows opportunity to explore a career in any field.
 It helps to obtain knowledge of the organization structure and operations.
 The main reason behind making or researching this project is to know how Job analysis
useful to achieve organizations goals and growth.
 To Know the view of the employees regarding job analysis and it will be beneficial for
organization or not.
 To know how the HRIS, HR involvement and competency-focused job analysis approaches
contribute to organizational performance.
LIMITATIONS
 Some Information kept confidential which was not disclosed.
RESEARCH METHODOLOGY
 For this project I have used Descriptive research Methodology. The study follows primary as
well as secondary research method. Primary data are collected from Questionnaires and
Secondary data are collected from websites and Books etc. Sample size is 30.
FINDINGS OF STUDY
 Findings were based on the data analysis and interpretation. The Effect of job analysis
program on organization.
DATA ANALYSIS AND INTERPRETATION
 Simple Random sampling method is sometimes also known as method of chances. Simple
random sampling is a very basic sampling method. I have used this method to analysis the
data.
CONCLUSION AND SUGGESTIONS
 This study finds the importance of Job analysis and It’ s Effect on several measures of
performance suggests that job analysis is indeed a cornerstone of HR activities and a vital
strategic management practice to gain competitive advantage.

 Company should arranged a training program from time to time.

 CHAPTER 1

INTRODUCTION

Employee’s effectiveness and efficiency directly leads to realization of Organizational Goals.

Organizational Hierarchy and Job Description enable the employees in understanding their
region of responsibility and line of authority. This helps the employees in furnishing their
duties more efficiently as the Job Description gives more clarity about their respective jobs.
Job Specifications help in recruiting those candidates who exactly match the requirements of
the job and the culture of the organization.

1.1 JOB ANALYSIS

A job may be defined as a “collection of tasks, duties and responsibilities which as a
whole, are regarded as a regular assignment to individual employees,” and which is different
from other assignments. A task is an identifiable work activity carried out for a specific
purpose. A duty is several tasks, which are related by some sequence of events. A
responsibility is a collection of tasks, duties that are performed by a person.
Job Analysis (JA) refers to complete and organised study of jobs to understand the
characteristics of people to be hired for vacant positions in an organisation. It is a process of
gathering essential job related information and its analysis. It gives the basis to determine the
kind of information to be extracted from the applicant, past employers, and from various
other sources. It is the main element of whole human resources practices, so it is very crucial
in every organization. It helps the organization in transforming the functional goals being
developed into some specific human activity.
According to Edwin B. Flippo , “Job Analysis is the process of studying and Collecting
information relating to the operations and responsibilities of specific job”.
According to Donald, “Job Analysis is a method of scientifically dissecting a job in
order to determine the component elements and their influence upon the length of learning
period of the worker, production and labour turnover”.
According to Dale Yoder, “Job Analysis is the procedure by which the facts with
respect to each job are systematically, discovered and noted. It is also called as ‘Job Study’
suggesting the care with which tasks, processes, responsibilities and personnel requirements
are investigated”.
1.2 PROCESS OF JOB ANALYSIS
The data obtained from a job analysis can be used in a variety of ways, e.g. recruiting
and selecting employees, developing and appraising employees, compensation, job and
organizational design .
There are several ways of performing a job analysis. According to Dessler identifies
six steps in doing a job analysis, namely :
Step 1: Identify the use to which the information will be put
Step 2: Review relevant background information
Step 3: Select representative positions to be analysed
Step 4: Actually analyse the job by collecting data on job activities, required employee
behaviour , working condition etc.
Step 5: Review information with job incumbent
Step 6: Develop a job description and job specification

As shown in Diagram as follows:

Figure1. Job Analysis Process

1.3 DETERMINATION OF USES OF JOB ANALYSIS

It is desirable to develop clarity regarding the possible uses of the information pertaining to
job analysis. It is important to focus on a few priority activities, which the job analysis
information could be used for.

1.4 JOB ANALYSIS METHODS

The methods that can be used in determining the Job Elements of knowledge, skills and
abilities necessary for successful performance include the following:

1.4.1 OBSERVATION METHOD

Using this method, a job analyst watches employees directly or reviews films of workers on
the job. Although Job analysis through observation provides first hand information about the
job but in many cases the employees do not function efficiently when they are being watched
and also it is not possible for all the jobs to be observed as in case of managerial jobs.

1.4.2 INDIVIDUAL INTERVIEW METHOD

Using this method job incumbents are selected and intervened extensively. The results of all
these job analysis are combined into a single job analysis. Although it a very effective
method but is very time consuming.

1.4.3 GROUP INTERVIEW METHOD

In this method a number of job incumbents are interviewed simultaneously. Although it is
time saving but group dynamics may hinder its effectiveness.

1.4.4 STRUCTURED QUESTIONNAIRE METHOD

In this method of data collection structured questionnaires are prepared and administered
amongst the employees. This technique is excellent for gathering information about the jobs.

1.4.5 TECHNICAL CONFERENCE METHOD

This method utilizes Supervisors with extensive knowledge of the job. Specific
characteristics required for the job are obtained from the experts. This method requires job
incumbents to record their daily activities. This diary method is most intrusive of the job
analysis methods requiring much work on the part of incumbent requiring much time.
1.5 METHODS OF DATA COLLECTION

1.5.1 JOB PERFORMANCE

This method involves the analyst actually doing the job under study to get first hand exposure
to actual tasks and physical, environmental and social demands of the job. This can be used
only in jobs where skill requirements are not high and therefore can be learnt quickly and
easily. But this method is very time consuming and the analyst is bounded by that particular
job.

1.5.2 OBSERVATION
The analyst observes, without getting directly involved in the job, the workers or a group
engaged in doing the job. Observations are made on various tasks, activities, pace at which
tasks are carried out and the way different activities are performed. It is a good method but is
very time consuming.

1.5.3 INTERVIEW
This is a widely used method particularly in those jobs that do not lend themselves either
observation or actual performance of the job on the part of the analyst. The workers are
therefore interviewed to collect data on various requirements of the job. It is desirable to use
a standard format so as to focus the interview to the purpose of the analyst.

1.5.4 QUESTIONNAIRE
These are Position Analysis Questionnaire or the Job Element Inventory. The questionnaire
reveals the duties, responsibilities, human abilities and performance standards of the jobs
investigated. This method involves developing structured questionnaires on different aspects
of job related tasks and The questionnaires are administered amongst the employees to collect
their responses.

1.6 USES OF JOB ANALYSIS

1.6.1 ORGANIZATION DESIGN

Job analysis helps in classifying job requirements and interrelationship among the various
jobs. Responsibility, commensurate authority and accountability for various jobs can be
specified so as to minimize duplication or overlap. Decisions regarding hierarchical positions
and functional differentiation or integration can be taken on the basis of data obtained
through this process for organization efficiency.

1.6.2 MANPOWER PLANNING

It provides useful information for forecasting the manpower requirements in terms of skills
and expertise and in planning of transfers and promotion.

1.6.3 RECRUITMENT
The total process of recruitment and selection is based on the principle of matching the jobs
and individuals. In this job related (tasks and responsibilities) and individual related factors
(Knowledge, skills and experience) are matched. Both types of information are provided by
the job analysis.

1.6.4 ORIENTATION AND PLACEMENT

Job analysis helps in orientation and placement by further matching the jobs and the
individuals. For example: Management trainees, their placement in specific jobs are
determined by their match with job requirements.

1.6.5 COMPENSATION DETERMINATION

It helps in determining the salaries and wages of the employees. Compensation Analysts
cannot determine a fair wage or salary without detailed knowledge about the jobs. Although
operating managers and supervisors may know the details of every job they manage, the
Human Resources Department must formalize the collection, evaluation and organization of
Job Analysis information.

1.6.6 PERFORMANCE APPRAISAL

Job analysis provides the standards as to what is expected out of the job holder and so
evaluation becomes easier against the known critical activities and standards.

1.6.7 CAREER PATH PLANNING

It provides information necessary for career planning and development efforts; hence
employees have a clear idea of the various opportunities available in the organization.
 1.6.8 TRAINING AND DEVELOPMENT
It provides useful information regarding training needs, design of various training
programmes and the evaluation of training effectiveness.

1.6.9 LABOUR RELATIONS

The information provided is helpful in resolving grievances and jurisdictional disputes.

1.6.10 SAFETY
It helps in analysing certain hazards involved in the job and hence the precautions to be
taken.

1.6.11 COUNSELLING
Vocational guidance and rehabilitation counselling is facilitated by the information provided
by the job analysis.

1.7 CONTENTS OF JOB ANALYSIS

A job analysis provides the following information:

a) Job Identification : Its title, including its code number
b) Significant characteristics of a job: Its location, physical setting, supervision, union
jurisdiction, hazards and discomforts
c) What the typical worker does: Specific operation and tasks that make up an assignment,
their relative timing and importance, their simplicity, routine or complexity, the responsibility
or safety of others for property, funds, confidence and trust
d) Which materials and equipment a worker uses: metals, plastics, grains, yarns, milling
machines, punch presses and micro-meters
e) How a job is performed: Nature of operation- lifting, handling, cleaning, washing, feeding,
removing, drilling, driving, setting up and many others
f) Required personnel attributes: Experience, training, apprenticeship, physical strength, co-
ordination or dexterity, physical demands, mental capabilities, aptitudes, social skills.
g) Job relationship: Experience required, opportunities for advancement, patterns of
promotions, essential co-operation, direction, or leadership from and for a job.
1.8 COMPONENTS OF JOB ANALYSIS

Job Analysis is a primary tool to collect job-related data. Job description and job
specification are two integral parts of job analysis. The process results in collecting and
recording two data sets including job description and job specification. Any job vacancy can
not be filled until and unless HR manager has these two sets of data. It is necessary to define
them accurately in order to fit the right person at the right place and at the right time. This
helps both employer and employee understand what exactly needs to be delivered and how.
Both job description and job specification are essential parts of job analysis information.
Writing them clearly and accurately helps organization and workers cope with many
challenges while on-board.

Figure 2. Components of Job Analysis

A job description is an organized, factual statement of duties and responsibilities of a
specific job. In brief, it should tell what is to be done, how it should be done and why. It is a
standard of function, in that it defines the appropriate and authorized content of a job.
Job description is descriptive in nature and constitutes a record of job facts in an organized
way.

1.8.1 JOB DESCRIPTION

1.8.1.1 CONTENTS OF JOB DESCRIPTION

The job contents of job description vary from organization to organization but it usually
contains the following:
1.8.1.2 JOB IDENTIFICATION

It first spells about the job title, alternative title, department, division, plant and code number.
It is also mentioned to what higher level is this job accountable and who it is supervised by
directly.
1.8.1.3 JOB SUMMARY/OBJECTIVES

It is a quick capsule explanation.

1.8.1.4 JOB DUTIES AND RESPONSIBILITIES

It provides list of duties and responsibilities connected with the job. It gives the answers for
how the job should be done and Why it should be done.
1.8.1.5 JOB TITLE

It is a short and definite suggestive of the nature of the job.

1.8.1.6 RELATION TO OTHER JOBS AND DEPARTMENTS

Here it mentions what are the departments, which are required to be coordinated by the job
holder and the coordination to be maintained thereby.
1.8.1.7 SUPERVISION

It mentions the number of persons to be supervised along with other job titles and the extent
of supervision.
1.8.1.8 JOB LOCATION

It is necessary to give the location of the job. It means the department where the job under
consideration exists.
 1.8.1.9 USE OF MACHINES

The tools, equipments and machines required to complete the job are mentioned.

1.8.1.10 WORKING CONDITIONS

It comprises of heat, cold, wetness etc., which are involved in the job conditions.

1.8.1.11 HAZARDS

It provides information about the possible hazards involved in performing the job (risk to life,
risk of getting poor eyesight etc.)

1.9 GUIDELINES FOR A GOOD JOB DESCRIPTION

A good Job Description must be up-to-date, Job Specifications should be unambiguous, and
Job Description should be easily understandable.
The following guidelines should be considered while preparing the Job Description:
 Give a clear, concise and readily understandable picture of the whole job.
 Describe in sufficient detail each of the main duties and responsibilities.
 Indicate the extent of direction received and supervision given.
 Ensure that a new employee understands the job if he reads the job description.

1.10 SIGNIFICANCE OF JOB DESCRIPTION

Job descriptions are significant in Personnel Management for the following uses:
 Job Description aids in the development of Specifications, which are necessary in recruiting
and selecting people in organizations.
 Job Description can be used in orientation programmes for newly recruited employees.
 Job Description is necessary in job evaluation, performance appraisal and wage and salary
administration.
 Job Description is an important and basic document in developing Performance standards.
 Job Description is used in-group discussion at executive level for improving the standards
and productivity.
 Job Description is a vehicle for Organizational change and improvement.
 1.11 JOB SPECIFICATION

Job specification states the minimum acceptable qualifications that the incumbent must
possess to perform the job successfully. Based on the information acquired through job
analysis, the job specification identifies the knowledge, skills, and abilities needed to do the
job effectively. Individuals possessing the personal characteristics identified in the job
specification would perform the job more effectively than individuals lacking these personal
characteristics. The job specification therefore is an important tool in selection process for it
keeps the selector’s attention on the list of qualifications necessary for an incumbent to
perform the job and assists in determining whether candidates are qualified.
The job specification spells out the attributes of a person in terms of education, experience,
abilities, skills and aptitude required to perform a particular job, requirements of which have
already been indicated in the Job Description. Before going for a job analysis, preparing a
cost-benefit analysis is must. Sometime the anticipated cost may exceed limit, whereas
benefits may not be visible enough. HR specialist need to be careful about this aspect of job
analysis. It specifies the qualities required in a job incumbent for the effective performance of
the job.
A Job Specification includes:
 Position Title
 Education
 Experience
 Knowledge
 Abilities
 Skills
 Aptitude
 Desirable Attributes

1.11.1 CONTENTS OF JOB SPECIFICATION

a) Physical Characteristics which include health, strength, age range, body size, weight,
vision, voice, height, appearance etc.
b) Personal Characteristics including emotional stability, submissiveness, introversion,
outspoken, good appearance, pleasing manners etc.
 c) Psychological Characteristics including Decision making ability, judgment, manual
dexterity, mental concentration etc
d) Responsibilities including supervision of others, responsibility for process, equipment and
production, responsibility for preventing monetary loss etc.
e) Other features including Knowledge of special languages, desired experience, age, gender,
education etc.

1.11.2 JOB EVALUATION - WHAT IS IT?

Job Evaluation is a systematic process of determining the worth of one job in relation to
another job in the organisation. During job evaluation, the relative worth of various jobs are
assessed so that wages can be paid depending upon the worth of the job. To improve the
performance and maintain the high level of efficiency in work, employee should be
compensated with wages and salaries depending upon the job he is performing.
Job Evaluation is concerned with measuring the demands the job places on its holder.
Most factors that contribute to this job pressure, e.g. physical strength required, knowledge of
mathematics required, are assessed and the result is a numerical estimate of the total job
pressure. When evaluations are carried out on all hourly paid personnel the technique’s uses
include establishing relative wage rates for different tasks. It is possible to use it for all grades
of personnel, even senior management.

1.11.3 PRINCIPLES OF JOB EVALUATION

 Clearly defined and identifiable jobs must exist. These jobs will be accurately described in an
agreed job description.
 All jobs in an organization should be evaluated using an agreed job evaluation scheme.
 Job evaluators should gain a thorough understanding of the job
 Job evaluation is concerned with jobs, not people. It is not the person that is being evaluated.
 The job should be assessed as if it were being carried out in a fully competent and acceptable
manner.
 Job evaluation is based on judgment and is not scientific. However if applied correctly it can
enable objective judgments to be made.
 It is possible to make a judgment about a job's contribution relative to other jobs in an
organization.
 The real test of the evaluation results is their acceptability to all participants.
 Job evaluation can aid organizational problem solving as it highlights duplication of tasks and
gaps between jobs and functions.

1.11.4 JOB EVALUATION METHODS

1.11.4.1 RANKING

This method is one of the simplest to administer. Jobs are compared to each other based on
the overall worth of the job to the organization. The 'worth' of a job is usually based on
judgements of skill, effort (physical and mental), responsibility (supervisory and fiscal), and
working conditions.

1.11.4.2 CLASSIFICATION

Jobs are classified into an existing grade/category structure or hierarchy. Each level in the
grade/category structure has a description and associated job titles. Each job is assigned to the
grade/category providing the closest match to the job. The classification of a position is
decided by comparing the whole job with the appropriate job grading standard.

1.11.4.3 FACTOR COMPARISON

A set of compensable factors are identified as determining the worth of jobs. Typically the
number of compensable factors is small (4 or 5). Examples of compensable factors are: Skill,
Responsibilities, Effort ,Working Conditions. Next, benchmark jobs are identified.
Benchmark jobs should be selected as having certain characteristics.

1. equitable pay (not overpaid or underpaid)

2. Range of the factors (for each factor, some jobs would be at the low end of the factor while
others would be at the high end of the factor).

1.11.4.4 POINT METHOD

The point method is an extension of the factor comparison method. Each factor is then
divided into levels or degrees which are then assigned points. Each job is rated using the job
evaluation instrument. The points for each factor are summed to form a total point score for
the job.
1.12 INFLUENCE OF JOB ANALYSIS ON ORGANIZATIONAL PERFORMANCE

Figure3. conceptual model depicting the relationships between job analysis,

moderators(HRIS, HR involvement, competency focus) and organizational performance

1.12.1 Practice Of Job Analysis

Companies that regularly conduct job analysis possess a much better knowledge of their
employees strengths and limitations, and can take timely corrective action to improve any
deficiencies in their skills and job behaviour. A regular or proactive job analysis is the best
practice can help a company in creating a proper infrastructure by defining the tasks to be
performed as well as the timelines for performing them. Timely and accurate information on
job duties and responsibilities as well as level of performance required to achieve results
provides workers with clear direction and definite targets to pace their performance efforts
efficiently.
 Job descriptions and performance standards regularly updated with this the recent job
analysis can immensely help the HR professionals to the identify and eliminate unnecessary
job requirements areas of the conflict or dissatisfaction As a result workers develop an better
understanding of the company expectations relating to customer treatment, production and
service delivery standards. This role clarity improves worker’s morale, job satisfaction and
productivity. In recent it is observed that most companies indicates a positive Effect of job
analysis leading to greater administrative efficiency and cost savings and better
organizational climate and improved productivity in form of sales and profit growth.

1.12.2 Job analysis, HRIS and organizational performance

In order to make proactive human resource decisions, a company needs an effective HR

information system (HRIS). A well-designed HRIS must provide current and accurate data
on both the external challenges facing the organization and the internal organizational
resources and needs. Job analysis, which offers useful insight into actual job characteristics
found in each job, is an integral part of an effective HRIS. The key documents based on job
analysis, which provide a foundation for all HR planning activities, namely, job descriptions,
job specifications and job standards, are usually included in a company’s HRIS.
HRIS with such valuable planning ingredients would certainly improve administrative
efficiency, organizational climate and performance. HRIS is found particularly useful to
monitor customer complaints, employee grievances, absenteeism and turnover. Most
computerized HR information systems contain inventories of employee skills and
programmes for tracking applicants , they can serve as a valuable source for recruitment,
selection and a number of other HR functions. Use of HRIS is likely to enhance the Effect of
job analysis on organizational performance by way of improving the speed and quality of HR
decisions.

1.12.3 Job analysis, HR involvement and organizational performance

HR involvement in corporate planning and top management support is critical to

materialize the outcome of HR policies and practices. Even a proactive job analysis policy is
unlikely to achieve its intended purpose if it is not properly implemented or the information
generated by job analysis is not effectively used for HR planning. Thus, it would appear that
job analysis would play a more significant role in shaping human resource strategies in
companies where HR management is viewed as an integral part of corporate planning and
strategic decision making. This level of integration not only builds a more positive image of
HR professionals but also empowers them actively to initiate programmes and policies to
improve a firm’s relation with its internal and external stakeholders, increase its efficiency
and strengthen its overall performance and competitive position.
Many other companies with greater HR involvement in strategic planning, base their
decisions on solid and verifiable data generated through different sources, including job
analysis. In these companies, HR and line managers work together in close partnership to
obtain such data and use it to address employee and customer complaints and concerns, and
enhance performance. Strategic role to its HR function, insists on making HR decisions by
using first-hand job analysis and performance data. Strategic involvement of HR in corporate
planning can empower HR personnel to seek a strategic application of job analysis to enhance
administrative efficiency, reduce absenteeism and turnover, and improve organizational
climate and performance.

1.12.4 Job analysis approaches and organizational performance

Companies conduct job analysis is an important factor in organizational performance, the

approach used in collecting the job-related information adds another important dimension to
the Effect of job analysis practice. A number of job analysis instruments are currently
available and have been used to address different organizational needs. Job-related data on
these instruments may be obtained via interviews, questionnaires, observations and employee
logbooks. the performance outcome of different job analysis approaches, one may identify
from the current literature two broad job analysis approaches, which may be referred to as
‘standard or conventional job analysis approach’ and ‘competency-focused job analysis
approach’.
In a standard job analysis approach, basic job-related data (task responsibilities,
knowledge, skills and abilities or KSA needed to perform the job and working conditions,
etc.) are usually recorded in an in-house form or checklist developed by the HR department.
In most cases, the in-house forms are designed around the procedures outlined in the
Dictionary of Occupational Titles or National Occupational Classification. The competency-
focused approach, by contrast, places greater emphasis on motivation, adaptability, teamwork
orientation and other similar characteristics of employees considered essential for successful
job performance. Most companies use some variant of the critical incident approach to collect
such information. It is observed that Companies using a competency-based approach to job
analysis will show higher organizational performance than companies using a standard job
analysis approach

1.12.5 Company background characteristics and performance

There are several other factors that might influence organizational performance and,
therefore, their possible Effect on the expected job analysis–performance relationship must be
controlled for. In the context of the present study, the following four variables were
considered relevant: the size and age of the organization, the nature of business ownership,
and its training and development resources. With respect to company size, it has been shown
that larger companies tend to be equipped with better HR expertise, and are more likely to
place HR specialists in specific positions. Older companies, likewise, have the advantage of
longer business experience and technical know-how to achieve greater operating efficiency.
Being well established in the industry, older companies are likely to have highly committed
long-term employees as well as loyal customers and suppliers.
In terms of ownership status, it is commonly held that companies where the ownership
rests with private individuals tend to be more innovative and aggressive in setting and
achieving higher performance targets. Regarding training and development, there is now a
considerable consensus on the assertion that companies with better training and career
development opportunities for their employees outperform companies where such
opportunities are limited. organizational size, age, ownership status and training and
development activity is each expected to have a positive relationship with organizational
performance. Since each of these variables is expected to influence performance. Their Effect
will be statistically controlled for to assess the unique contribution of job analysis to
performance.
 CHAPTER 2
LITERATURE REVIEW

2.1 RESEARCH PAPER 1

RESEARCH PAPER NAME: EFFECTS OF JOB ANALYSIS ON ORGANIZATIONAL

PERFORMANCE: AN INQUIRY ON INDIAN PUBLIC SECTOR ENTERPRISES

AUTHOR NAME: By BK Suthar , T Latha Chakravarthi , Dr . Shamyal Pradhan ,

ISSN2212-5671,Volume 11, 2014

In this paper Researcher examine the relationship between organizational performance and
employee job analysis in context to Bharat Sanchar Nigam Limited, Vadodara Telecom
District, Gujarat. In this paper I learned that employee job analysis can be a powerful tool to
enhance organizational performance. The objectives of this study have been achieved by
using factors like organizational performance, job design, job description, organizational
policies and practices, job specification and job evaluation focuses on characters of
organizational performance and job analysis. In this research paper BSNL management
should focus on the factors like : maximum utility of available human power, make suitable
skill set of employees by giving training, feedback on training, development of human capital
and social prestige during formulating organizational policies.

CONCLUSION

At the conclusion it is observed that strong Effect of job analysis on several measures of
performance that job analysis is a cornerstone of HR activities and a vital strategic
management practice to gain competitive advantage. Organizational performance and job
analysis are positively related with each other.

2.2 RESEARCH PAPER 2

RESEARCH PAPER NAME: THE INFLUENCE OF JOB ANALYSIS ON

ORGANIZATIONAL PERFORMANCE : EMPIRICAL EVIDENCE FROM
MANUFACTURING COMPANY IN INDONESIA USING PLS-SEM
AUTHOR NAME: By Mulyana Dede Hendri , Muhyi Herwan Abdul, Rizal Muhamad ,
ISSN 2229-5518, volume 8,May 2017

In this paper study on examines the influence of Job Analysis on a manufacturing

company. There are two factors that affect a Job Analysis of manufacturing companies.
These factors were mainly derived from Job Description and Job Specification. These
factors influence organizational performance with six dimensions, namely Job Quality an
Quantity, Timeline, Cost Effectiveness, Supervision, and Effect.

CONCLUSION

The conclusion of the results of this paper ensures that PT. Indonesia TRC Industry have
been able to create good performance. Problems faced by company such as human resources
and job of employees can be overcome by strengthening job analysis. If the job analysis in
the company is strong, then the company will have the opportunity to improve performance.

2.3 RESEARCH PAPER 3

RESEARCH PAPER NAME: JOB ANALYSIS AS A TOOL FOR IMPROVED

ORGANIZATIONAL PERFORMANCE OF SME IN LAGOS , NIGERIA

AUTHOR NAME: By Chukwunonye Anyakoha , ISSN 2644-4542, 30 March 2019

This study explored the influence of job analysis on organizational performance among
180 small and medium scale enterprises in Lagos, Nigeria. In this paper I learned that Proper
job analysis improves productivity at work, efficiency and organizational profitability.
Finding from this study also shows that faster understanding of the rudiments of a job reduces
training costs for the organization, increases efficiency and leads to more productivity, thus
giving the organization an edge over its competitors. Researcher also mentioned that there is
a need to properly educate employees on the value and need for job analysis in order for it to
be implemented effectively.

CONCLUSION
Conclusion of this study have shown that the job analysis is an important strategic
management decision for business organizations. Human resource departments play a key
role in organizational development by ensuring that only skilled and qualified candidates are
recommended for job positions. human resource management principles and activities that
will help their organizations to achieve strategic goals.

2.4 RESEARCH PAPER 4

RESEARCH PAPER NAME: JOB ANALYSIS: A STRATEGIC HUMAN RESOURCE

MANAGEMENT PRACTICE

AUTHOR NAME: By C.M. Siddique , ISSN: 0958-5192,Feb 2007

The researcher examined the Effect of job analysis on organizational performance among
148 companies based in United Arab Emirates (UAE), a Gulf region country. After
conducting the Survey result indicate that a practice of proactive job analysis was
strongly related to organizational performance. This study was designed to achieve
two objectives. The first objective was to explore the Effect of job analysis on organizational
performance. The second objective was to determine the extent to which certain important
HR practices such as HRIS, HR involvement and the competency-based job analysis
approach moderate the job analysis–performance relationship.

CONCLUSION

The results of this study advance the field of HRM by showing a link between job analysis
and organizational performance. The strong Effect of job analysis on several measures of
performance suggests that job analysis is indeed a cornerstone of HR activities and a vital
strategic management practice to gain competitive advantage. This study focuses on the
possible contribution of HRIS, HR involvement and competency-focused job analysis
approaches to organizational performance.

2.5 RESEARCH PAPER 5

RESEARCH PAPER NAME: INFLUENCE OF JOB ANALYSIS PROGRAM ON
EMPLOYEES: A STUDY ON SELECTED COMPANIES OF BANGLADESH

AUTHOR NAME: By Abdullah Mohammad Sharif, Md. Mobarak Karim ,ISSN 2229-
5518,Volume 8,May-2017
 In this paper researcher examine what employees are feeling about job analysis and their
perception regarding job analysis program is important for the organization or not.
The program helped participants to identify job duties and responsibilities properly,
making them aware of their career development. To keep up employees energetic and
participative, job analysis has to be conducted regularly.

CONCLUSION

Job analysis has always been and will continue to be in the important in future, a valuable
Informational tool in human resource management. A good workplace consists of harmony
between management and employees. The result of study indicate that employees consider
job analysis program as important It helps in clarifying job description and making
employees aware of their career development. So, there is a need to continue job analysis
program in a periodic basis.

2.6 RESEARCH PAPER 6

RESEARCH PAPER NAME: A STUDY ON JOB DESCRIPTION AND ITS EFFECT

ON EMPLOYEE PERFORMANCE: CASE OF SOME SELECTED MANUFACTURING
ORGANIZATIONS IN THE CITY OF PUNE, INDIA

AUTHOR NAME: By Dr . K. Krishnam Raju , Dr . Sweta Banerjee, ISSN 2278-2540,

Volume VI, Feb 2017

This study focuses on assessment of the role of job description in determining the
Employee performance particularly in some selected manufacturing organizations in the city
of Pune, India. Many organizations are working hard to make sure that job descriptions
that they have are effective in term of productivity and in achieving the
organization’s objectives. Job description and job analysis are the core stone for many
functions of human resources. Therefore, well developed job description is needed to clear
all the obstacle that the employee will faced while performing their tasks and duties.
CONCLUSION

The result of this study shows that Relationship between job description and employees
performance, the majority of the respondents agree that unclear job description led to poor
performance of an employee in the commission, and that implies that the commission is
facing challenges of organization performance and employees dissatisfaction. It is possible to
conclude that unclear job description led to poor performance of an employee in the
commission.

2.7 RESEARCH PAPER 7

RESEARCH PAPER NAME : JOB ANALYSIS FOR CHANGING A WORKPLACE

AUTHOR NAME : By Dr . L . Usha , B . Arthi , ISSN: 0958-5192 ,Volume : 4,September

2014

In this paper described about the Job analysis is a family of procedures and how to identify
the content of a job in terms of activities involved and attributes or job requirements needed
to perform the activities. The process of job analysis involves the analyst describing the
duties of the incumbent, then the nature and conditions of work, and finally some basic
qualifications. Job analysis helps in preparing the organization chart and the organizational
structure. Classification of the jobs relation of each job with one another and various
positions and hierarchy of the positions is determined.

CONCLUSION

Based on theory describe in this paper it proves that Organizations need to allow for
considerable flexibility in their job analysis to accommodate for rapid changes in today’s
workplace. As a result, job analysis should incorporate general and broad traits instead of
specific skills and behaviours . In addition, a job analysis that is strategic in focus is also
proactive in that organizations are always monitoring and updating themselves to allow for
such changes in the environment.
 CHAPTER 3
COMPANY PROFILE

Peoplewiz Consulting LLP is a management consulting firm, dually headquartered in

Pune & Singapore with branch office in Bengaluru, focused on providing Organization
Building solutions for growing organizations. Born from the belief that business advantages
can only be gained by the collective knowledge of an engaged workforce, the firm guides its
clients in their growth and transformation keeping people at the core.

 WEBSITE

http://www.peoplewizconsulting.com

 INDUSTRIES

Management Consulting

 COMPANY SIZE

11-50 employees

 HEADQUARTERS

Pune, Maharashtra

 TYPE

Partnership

 FOUNDED

2011
 LOCATION

Primary
Next to Hotel Hyatt Regency, Viman Nagar
Pune, Maharashtra 411 014, IN

A9-506, Bramha Avenue

NIBM Crossing, Kondhwa
Pune, Maharashtra 411048, IN

100 Tras street

#16-01-100 AM
Singapore, SG

3.1 SPECIALTIES

Organization Design Consulting, Change Management Consulting, Managed HR service:

HR-on-Wheels, Subscription based HR, HR Process Outsourcing, HR Process Consulting,
SME HR Consulting, HR for SMEs, Competency Framework Development, Assessment
Center , Policy Manual Development, Performance Management Scheme, Management
Consulting Firm, Workplace transformation, Talent Management, Workforce Analytics,
Employer Branding, and organization building specialists.

3.2 5D ENGAGEMENT APPROACH

3.2.1 PARTICIPATIVE ENGAGEMENT APPROACH
Peoplewiz Consulting LLP uses 5D engagement approach i.e. Diagnose, Discover, Design,
Deploy, Drive.
1) DIAGNOSE:

 Understand the aspirations and

challenges Research and Identify
the issues and opportunities
2) DISCOVER:

 Research & learn from

the best

3) DESIGN::

 Co-create meaningful
and high Effect solutions

4) DEPLOY:

 Use Change management

principles to deploy
5) DRIVE:

 Monitor, test, iterate

and continuously learn

3.3 SERVICES

The services provided by Peoplewiz Consulting LLP are as following :

3.3.1 ORGANIZATION DESIGN CONSULTING:

A leader has three levers of change

SET THE VISION CHOOSE THE CORE TEAM DESIGN THE ORGANIZATION

Organization design (OD) includes the design and implementation of the organization's
structure, governance, roles, competencies and skills that are required to support strategic,
business and transformational goals.

3.3.2 HR ON WHEELS:
PeopleWiz offers contactless, digitally enabled, subscription based, managed HR services. A
fully Functional HR Department when needed and within budget.It is the People philosophy
of the company that determines the culture, values, and behaviour of its employees. This
philosophy has to be embedded into the business strategy on day zero. Whether you are a
start-up, micro, mini, small, medium or a large corporate, you need People Management
expertise to survive as well as scale. Any organization that empowers people and treats them
as a competitive advantage witnesses high customer engagement and business benefits.
 3.3.3 WORKFORCE TRANSFORMATION:

HR Process Redesign Employee Playbook Culture Cultivation

Teal Organization

3.3.4 TALENT MANAGEMENT:

Peoplewiz’s Talent Management portfolio comprises of a set of integrated organizational

HR processes designed to attract, develop, motivate, and retain productive, engaged
employees.

Competency Modelling Assessment & Development Continuous Performance

Center Management (CPM)

OKR(Objective & Key Results) Balance Score Card(BSC) Compensation and

and KPI Reward Strategy
3.3.5 EMPLOYEE BRANDING:

Employee Value Organization Value People Philosophy and

Defination Proposition Brand Playbook

Employee Experience
3.3.6 WORKFORCE ANALYTICS:

360 Degree Feedback Workforce Forecast & Performance Modeling

Surveys Modeling & Utilization

Training Effectiveness Employee Pulse Surveys Attrition Modeling

 CHAPTER 4

RESEARCH METHODOLOGY

4.1. MEANING OF RESEARCH:

Research is considered as at endeavor to arrive at answer to intellectual & practical problem

through the application of scientific method to the knowable universe. Research is common
parlance refers to a search for knowledge. Research is original contribution to the existing
stop of knowledge marking for its advancement. It is finding out truth with the help of study,
observation, comparison and experiment. In short, the research for knowledge through
objective & systematic method of finding solution to the problem is called research.

4.2. DEFINITION OF RESEARCH:

“The research is defined as, the process which includes defining & re-defining problems,
formulating hypothesis or suggested solutions, collecting organizing and evaluation data
making deduction and reaching conclusions at east carefully testing the conclusions to
determine whether they fit the formulating hypothesis.”

4.3. TYPES OF RESEARCH:

Descriptive research:

Descriptive research includes surveys and fact-finding enquiries of different kinds. The major
purpose of descriptive research is description of the state of affairs, as it exists at present.
Descriptive research is used to describe characteristics of a population or phenomenon being
studied. It does not answer questions about how/ when/ why the characteristics occurred.
Defining the population:

The population or universe can be finite or infinite. The population is said to be finite if it
consists of a fixed number of elements so that it is possible to enumerate it in it totality.

Population for the project: 30

Data collection:

There are two types of data collection:

A] Primary data

B] Secondary data

A] Primary data

The primary data are those which are collected a fresh & for the first time. Primary data is
also called basic data or original data.

Tool for collecting primary data are as follows: -

Structured questionnaire

The information is collected through the primary sources like: - • Employees

• Getting information through observations

B] Secondary data

The secondary data means data are already in various reports, diaries, letters, books,
periodically, etc., the secondary data are those which been used previously for any research
& now used for second time. In short, the data presented in research report when used again
for further research the data are to be said as “secondary data.”

The data is collected through the secondary sources like: - Books , Websites , Magazines
Sample technique: Simple random sampling

Simple random sampling is a sampling technique where every item in the population has an
even chance and likelihood of being selected in the sample. Here the selection of items
completely depends on chance or by probability and therefore this sampling technique is also
sometimes known as a method of chances.

This process and technique is known as simple random sampling, and should not be confused
with systematic random sampling. A simple random sample is a fair sampling technique.

Simple random sampling is a very basic type of sampling method and can easily be a
component of a more complex sampling method. The main attribute of this sampling method
is that every sample has the same probability of being chosen.

Statistical tool used:

a) Table

b) Bar diagram

c) Graph

d) Histogram
 CHAPTER 5

DATA ANALYTICS AND INTERPRETATION

5.1 You are in which Department?

Table No.5.1

Department No of Respondents
HR 15
IT 8
Administrative 3
Finance 3

Table: Department Table

(Source: Primary Data)

16

14

12

10

0
HR IT Administrative Finance
No of Respondents 15 8 3 3

Analysis: 15 Employees are in HR Department, 8 Employees are in IT Department, 3

Employees are in administrative Department, 3 Employees are in Finance Department.

Interpretation: Most of the employees are in HR Department.

5.2 How old are you?

Table No.5.2

Particulars No of Respondents

18-15 13
26-35 11
36-45 3
45 Above 3

Total 30
Table: Age Table

(Source: Primary data)

Age Group
14

12

10

0
18-25 26-35 36-45 45 Above
No of Respondents 13 11 3 3

Analysis: 13 Employees are 18-25age, 11 Employees are 26-35age, 3 Employees are 36-
45age, 3 Employees are 45above age.

Interpretation: Maximum employees belongs to 18-25 age group .

5.3 What is your gender?

Table No.5.3

Gender No of Respondents(%)

Male 60

Female 40

Table: Gender Table

(Source :Primary data)

No of Respondents(%)
Male Female

40%

60%

Analysis: There are total 30 employees where only 40% female are working other 60% male
are working.

Interpretation: There is gap between male and female employees. Male employees are more
as compared to female.

5.4 How many years experience you have in corporate?

Table No 5.4

Year No of Respondents
0-1yrs 8
2-4yrs 8
3-7yrs 8
More than 7yrs 6

Table: work Experience Table

(Source: Primary Data)

0
0-1yrs 2-4yrs 3-7yrs More than 7yrs
No of Respondents 8 8 8 6

Analysis: Under 0-1yrs,2-4yrs and 3-7yrs experience have 8 employees each and 6
employees are under more than 7yrs experience.

Interpretation: Almost equal employees are have different years of experience

5.5 What is your Job Status?

Table No.5.5

Job Status No of Respondents

Permanent 8
Contractual 13
Temporary 7

Part Time 2

Table: Job status Table

(Source :Primary data)
 7%

27%
23%
Permanent
Contractual
Temporary
Part Time

43%

Analysis: There are total 30 employees out of that 27% employees are Permanent,43%
employees are Contractual,23% employees are Temporary and 23% employees are Part
Time.

Interpretation: Basically most of the employees have Joined the organization on basis of
contract.

5.6 Mode of appointment in your current position?

Table No.5.6

Mode of Appointment No of Respondents

Direct Recruitment 18
Promotion 10

Deputation 2

Table: Mode_Appointment Table

(Source :Primary data)
 Mode Of Appointment
20
18
16
14
12
10
8
6
4
2
0
Direct
Promotion Deputation
Recruitment
No of Respondents 18 10 2

Analysis: For recruiting the employees for organization in that 18 Respondents are appointed
through the direct Recruitment,10 Respondents are appointed through promotion and 2 are
appointed through Deputation

Interpretation: Majority of Employees are appointed through a Direct Recruitment.

5.7 What is the Job level of Your Position In the Organization?

Table No.5.7

Job Level No Of Respondents

Top Level Management 6

Middle Level Management 16

Low Level Management 8

Table: Job level Table

(Source :Primary data)
 20%
27%

Top Level Management

Middle Level Management
Low Level Management

53%

Analysis: From the questionnaires that distributed to the respondents. The position of
respondents of top management are 6(20%),middle management are 16(53%) and low level
management are 8(27%).

Interpretation: Most of the employees are from middle level management 16(53%).

5.8 How important is to conduct Job Analysis?

Table No 5.8

Particulars No of Respondents

Not Important 4

Somewhat important 9

Very Important 16

Essential at the time of recruitment only 1

Table: Job Analysis Table

(Source :Primary data)
 18

16

14

12

10

0
Essential at the
Somewhat
Not Important Very Important time of
important
recruitment only
No of Respondents 4 9 16 1

Analysis: Job Analysis is very important as voted by 16 employees, Not Important as voted
by 4 employees, 9 employees voted for somewhat important and only 1 employee voted for
essential at time of recruitment only.

Interpretation: Job Analysis is very Important for growth of organization so that most of the
employees are voted as very Important.

5.9 If it is Important then how often the company conducted job analyses?

Table No. 5.9

Particulars No of Respondents

Every Year 16
Every Two Years 4

After Every three years 7

After Four to Five years 3

Table: Year Table

(Source :Primary data)

18

16

14

12

10

0
After Four
Every Two After Every
Every Year to Five
Years three years
years
No of Respondents 16 4 7 3

Analysis: Job Analysis is important for an organization and it is observed that mostly higher
position employees are voted for every year i.e 16 voted for every year,4 responded as a
every two year,7 voted for after three years and 3 voted as a after four to five years.

Interpretation: Majority of employees wanted to conduct job analysis for every year .

5.10 Will Job Analysis helps you to Improve your Performance?

Table No.5.10

Particulars No of Respondents

To a great extent 19
To some extent 6

Not at all 5

Table: Performance Table

 (Source :Primary data)

17%

To a great extent
20% To some extent
Not at all
63%

Analysis: Job Analysis will helps to improve performance of employee 63% are agree to
great extent,20% to some extent and 17% are not all agree.

Interpretation: Yes Job analysis will helpful somewhere to great extent.

5.11 How is the Job Analysis training program beneficial for Organization?

Table No. 5.11

Particulars No of Respondents
To increase productivity 11
Develop sense of responsibility 7
Improve Employee Employer Relationship 1
Gain competitive advantage 11

Table: Training program Table

(Source :Primary data)
 12

10

0
To increase Develop sense of Improve Employee Gain competitive
productivity responsibility EmployerRelationship advantage
No of Respondents 11 7 1 11

Analysis: 11 employees each responded for both to increase productivity and gain
competitive advantage and 7 voted for develop sense of responsibility and 1 voted for
improve employee-employer relationship.

Interpretation: Job Analysis training program is beneficial for both to increase productivity
and to gain competitive advantage in market.

5.12 Do you think Job Analysis have a greater Effect on Organization's administrative
efficiency and Productivity?

Table No.5.12

Particulars No Of Respondents

Yes 26

No 4

Table: Administrative Efficiency Table

(Source :Primary data)

 13%

Yes No

87%

Analysis: 87% Employees are voted for Job analysis is beneficial for organization and 13%
employees responded to No.

Interpretation: Yes, Job Analysis training program is beneficial for Organization.

5.13 Can Employee's current job description clears about the chain of command in the
Organization?

Table No. 5.13

Particulars No of Respondents
Strongly Agree 16
Agree 9
Somehow Agree 7
Disagree 0
Strongly Disagree 0

Table: Chain of command table

(Source :Primary data)

 18

16

14

12

10

0
Strongly Somehow Strongly
Agree Disagree
Agree Agree Disagree
No of Respondents 16 9 7 0 0

Analysis: 16 Employees are strongly agree that job description clears the chain of command,

9 voted as agree,7 responded as somehow agree and No one voted for disagree and strongly
disagree.

Interpretation: It is cleared that job description considered the chain of command for better
reporting and accountability process of an employee.

5.14 Do you think employees are required to have particular knowledge, skills and
ability to perform his/her job?

Table No. 5.14

Particulars No of Respondents
Very Low Level 0
Low Level 1
Moderate Level 10
High Level 19

Table: KSA Table

(Source :Primary data)
 20

18

16

14

12

10

0
Very Low Level Low Level Moderate Level High Level
No of Respondents 0 1 10 19

Analysis: For performing a job employees required to have knowledge, skills and ability 19
employees think as a High level KSA required,10 voted as moderate level,1 employee voted
as low level and 0 responded as a very low level.

Interpretation: Employees are required to have particular knowledge, skills and ability to
perform his/her job.

5.15 Does awareness about the Job Description content is used to Enhance Employee's
performance in Organization?

Table No. 5.15

Particulars No of Respondents
Yes 27
No 3

Table: Employee performance Table

(Source :Primary data)

 10%

Yes

No

90%

Analysis: 90% employees are voted for yes that Job description content is used to Enhance
Employee's performance in Organization and 10% employees are responded as a No

Interpretation: Yes, awareness about the Job Description content is used to Enhance
Employee's performance in Organization.

5.16 How do you rate the Effect of strategic involvement of HR in corporate planning to
improve organizational climate ?

Table No. 5.16

Particulars No of Respondents
Highly Satisfactory 14
Satisfactory 11
Average 4
Dissatisfactory 1
Highly Dissatisfactory 0

Table: Strategic HR Table

(Source :Primary data)

 16

14

12

10

0
Highly Highly
Satisfactory Average Dissatisfactory
Satisfactory Dissatisfactory
No of Respondents 14 11 4 1 0

Analysis: 14 employees are voted as they are highly satisfactory,11 employees are
satisfactory,4 employees are voted as Average and 1 employee responded as Dissatisfactory
and no one voted for highly Dissatisfactory.

Interpretation: Employees are highly satisfactory that Effect of strategic involvement of HR

in corporate planning is to improve organizational climate.

5.17 Does HRIS System enhance the Effect of Job Analysis on organizational
performance?

Table No.5.17

Particulars No of Respondents
Strongly Disagree 0
Disagree 1
Neither disagree or agree 4
Agree 13
Highly agree 14
Table: HRIS Table

(Source :Primary data)

 16
14
12
10
8
6
4
2
0
Neither
Strongly
Disagree disagree or Agree Highly agree
Disagree
agree
No of Respondents 0 1 4 13 14

Analysis: 14 employees voted as highly agree, 13 employees responded as Agree,4

employees neither disagree or agree and no one disagree.

Interpretation: Employees are highly agree that HRIS System enhance the Effect of Job
Analysis on organizational performance.

5.18 What do you think competency-based approach to job analysis will show higher
organizational performance than standard job analysis approach?

Table No.5.18

Particulars No of Respondents
Yes 26
No 4

Table: Competency Approach Table

(Source :Primary data)

 13%

Yes No

87%

Analysis: 87% employees are voted as yes and 13% employees are responded as No.

Interpretation: Yes, competency-based approach to job analysis will show higher

organizational performance than standard job analysis approach.
 CHAPTER 6

LEARNING OUTCOMES OF PROJECT

 It supports the recruitment team during the selection process

 It helps to formulate proper structure for the interview process

 It allows the prospective employee to determine their role or standing

 It helps in clarifying employees overall Job responsibilities and making employees

aware of career development

 It is essential to conduct Job analysis training program in organization from time to

time

 Job analysis as a HR planning strategy tool is used to give an gain of competitive

advantage in market and increase productivity in market
 CHAPTER 7
CONTRIBUTION TO THE ORGANIZATION

 Conducting a secondary research on jobs and skills requirements across

assigned sectors.

 Identification of Sector Roles across industries.

 Successful creation of job Descriptions of positions in various industries like retail,

banking, transportation, engineering, procurement, healthcare and constructive by

communicating to specialists in the same.

 Ensure data accuracy and integrity.

 CHAPTER 8

FINDINGS
 There is huge gap in male and female employees.
 Company has lesser number of female employees.
 Maximum employee group is having age in between 18-25 years.
 Maximum employees having work experience more than 1 year.
 Few of the less experience employee has common belief that Job analysis program is not
Important.
 Except few less experience, all of the respondents agreed that it is an important activity,
which should be regularly administered. So, the view has changed completely, from not
important to important.
 Employee’s find Job analysis helps to understand duties and responsibilities properly.
 Majority of employees agreed that to perform particular job it is essential to know the
specific knowledge, skills and ability.
 Respondents of the organizations noticed that some of them have skill gap which is to be
corrected and updated. Thus, there is a training need although the organization arranges
training programs.
 The job analysis in the company is strong, then the company will have the opportunity to
improve performance.
 Most of the employee satisfied with the fact that Effect of strategic involvement of HR in
corporate planning to improve organizational climate.
 HRIS with have valuable information for planning ingredients would certainly improve
administrative efficiency, organizational climate and performance.
 According to survey it is found that jobs and the skills needed to perform task successfully
are changing so rapidly, the competency-focused approach is viewed as an essential
improvement over the standard approach to achieve organizational goals.
 Basically it’s a HR outsourcing company so maximum employees belongs to production HR
Department.
 CHAPTER 9

The study reveals that the Importance Job analysis program of employee at
PEOPLEWIZ CONSULTANCY LLP is satisfactory and valuable informational tool in
human resource management to achieve the organizational goals and objectives. It helps in
clarifying conflict and making employees aware of their career development. Results of this
study showing a link between job analysis and organizational performance. The strong Effect
of job analysis on several measures of performance suggests that job analysis is indeed a
cornerstone of HR activities and a vital strategic management practice to gain competitive
advantage and increase the productivity in the organization.
The study also highlights the possible contribution of HRIS, HR involvement and
competency-focused job analysis approaches to organizational performance. Now Companies
that view job analysis as a serious policy matter might achieve more concrete results by
improving HR involvement in strategic decisions and corporate planning activities.
Development of effective computerized HR information systems should also be an important
consideration in order properly to organize and use job-analysis data. As per findings there is
transition from conventional job analysis approaches to competency-focused ones worthwhile
in view of the rapidly changing nature of jobs and job requirements in the present
environment.
 Organisation can give opportunities to female employees as there is less number of female

employees working.

 Company should actively use job analysis as a HR planning strategy tool is ultimately give

an gain of competitive advantage in market.

 Company should arranged a training program from time to time.

 Improvement of employee skill is highly required in the companies. Organizational

arrangement of skill improvement programs is required.

 The job analysis process must be continuously evaluated through feedback mechanisms like

employee adaptation and performance.

 A list of clear duties and responsibilities must be specified according to position of

employees.
 LIMITATIONS

 The time given for project was limited.

 The respondents of study are very busy and have not much time to respond and answer.

 Study area was restricted to Peoplewiz Consultancy LLP.

 Sample size is limited to 30 employees only.

 Some employees feel hesitated while sharing information.

 The average time to response was 5-6 min.

 The sample is restricted to the only employees who has left the job and may not represent the

whole employee population.

 CHAPTER 10

BIBLIOGRAPHY
BOOK REFERRED
 Job And Work Analysis
Methods, Research and Applications for Human Resources Management
(Second Edition)
Authors: Micheal T. Brannik ,Edward L. Levine, Frederik P. Morgenson
 K.Aswathappa, 5th Edition, Human Resource Management, Tata Mc.Grow Hill Puplising
Company Ltd,Delhi.
 C.R.Kothari, 2nd Edition, Research Methodology, New Age International Publishers.

ARTICALS
 Why Job Analysis Matters
Job analysis is the backbone of an essential program of disability management: return-to-
work., By Beth Kelley.

 Uses of the Job Description & Job Analysis, By Amarendra Bhushan

 Adapting Job Analysis Methodology to Improve Evaluation Practice ,Susan M. Jenkins

and Patrick Curtin American Journal of Evaluation 2006; 27; 485.

WEBSITES
 /https://www.wikipedia.org/

 /https://www.peoplewizconsulting.com/

 /https://www.google.co.in/

 https://www.sciencedirect.com/science/article/pii/S2212567114001865

 https://www.furstperson.com/blog/what-is-a-job-analysis
 CHAPTER 11
APPENDIX A

QUESTIONAIRE

1. Name
...........................................................................

2. Designation

...........................................................................

3. Department

...........................................................................

4. How Old are you?

a. 18 – 25
b. 26 – 35
c. 36 – 45
d. 45 and Above

5. What is your gender?

a. Male
b. Female

6. How many years of experience do you have in corporate?

a. 0 - 1 Years
b. 2 - 4 Years
c. 3 - 7 Years
d. More than 7 Years
7. What is your Job Status?

a. Permanent
b. Contractual
c. Temporary
d. Part Time

8. Mode of appointment in your current position?

a. Direct recruitment
b. Promotion
c. Deputation

9. What is the Job level of Your Position in the Organization?

a. Top Management
b. Middle Management
c. Supervisor
d. Non-managerial

10. How important is to conduct Job Analysis ?

a. Not Important
b. Somewhat important
c. Very Important
d. Essential at the time of recruitment only

11. If it is Important then how often the company conducted job analyses?

a. Every Year
b. Every Two Years
c. After Every three years
d. After Four to Five years

12. Will Job Analysis helps you to Improve your Performance?

a. To a great extent
b. To some extent
c. Not at all

13. How is the Job Analysis training program beneficial for Organization?

a. To increase productivity
b. Develop sense of responsibility
c. Improve Employee Employer Relationship
d. Gain competitive advantage
 14. Do you think Job Analysis have a greater Effect on Organization's administrative
efficiency and Productivity?

a. Yes
b. No

15. Employee's current job description clears about the chain of command in the
Organization?

a. Strongly Agree
b. Agree
c. Somehow Agree
d. Disagree
e. Strongly Disagree

16. Can employees have to required a particular knowledge, skills and ability to perform
his/her job?

a. Very Low Level

b. Low Level
c. Moderate Level
d. High Level

17. Does awareness about the Job Description content is used to Enhance Employee's
performance in Organization?

a. Yes
b. No

18. Does HRIS System enhance the Effect of Job Analysis on organizational performance?

a. Strongly Disagree
b. Disagree
c. Neither disagree or agree
d. Agree
e. Highly agree
 19. How do you rate the Effect of strategic involvement of HR in corporate planning to
improve organizational climate ?

a. Excellent
b. Good
c. Agree
d. Highly agree

20. What do you think competency-based approach to job analysis will show higher
organizational performance than standard job analysis approach?

a. Yes
b. No
 APPENDIX B

Sample Template used for creating Job Description

SR No Sub Heading Description

1 Job Title
2 Purpose
3 Job Level
4 Reports to
5 Key Result Areas(KRA)
6 Responsibilities
7 Span of Control
8 Key internal Interfaces
9 Key external Interfaces
10 Measure of Performance
11 - Financial
12 - Customer
13 - Process
14 - Learning & Growth
15 - Qualification
16 Min required Work Experience (Years)
17 Max Work Experience (Years)
18 - Previous Roles
19 Behavioural Competency
20 Proficiency Level of Behavioural Competency
21 Technical/ Functional Competency
Proficiency Level of Technical / Functional
22 Competency
23 Company
24 Company Address
25 Job Location
26 Work from Home
27 Job Function
28 Employment Type
29 Keywords
30 Min Annual CTC
31 Currency
32 Max Annual CTC
33 Currency
34 Fixed Pay (Percentage of CTC)
35 Variable Pay (Percentage of CTC)
36 Number of Vacancies
37 Industry
38 Sector
39 Allied Sector
40 - Job Type
41 Duration of contract
42 Specify UG Qualifications
43 specify PG Qualifications
44 Specify Doctorate/Ph.D
45 About Company
46 Working Hours
47 Weekly Offs
48 Benefits
49 Travel
50 Language
51 Language Proficiency Level
52 Contact Email
53 Contact Phone Number
54 Receive Responses on
55 Contact Address
56 Benchmark companies with similar roles
57 Specifications of authorities
58 Internal Qualification
59 Licensing

Table : Job Description Template