Job Analysis Module 1

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Success is the small efforts you take everyday day in and out

NET QUALIFIED IN MARKETING MANAGEMNT


( CODE 17)

MBA IN MARKETING AND HUMAN RESOURCE


MANAGEMENT

3+ YEARS OF EXPERIENCE IN EDUCATIONAL


AND INDUSTRIAL SECTOR

NEPHOPHILE, CLINOPHILE

KRISHNA VAISHNAV
1
Success is the small efforts you take everyday day in and out

2
What is job analysis
A job may be defined as a collection of different tasks, duties, and responsibilities to be
performed by individuals so that organisational goals can be met within the stipulated
time.

Each job has certain specifications as per the skills required to perform that job.
To assign the right jobs to the right people and maintain a flow of operations, it is
important for an organisation to analyse jobs.

Job analysis is a systematic process of identifying and documenting the important functions
involved in a job, tasks required for the job, and skills and abilities needed to perform those
tasks.

According to Edwin B. Flippo, Job Analysis is the process of studying and collecting
information relating to the operations and responsibilities of a specific job.
As per Dale Yoder, Job Analysis furnishes the facts which indicate what is being done and what
kind of
employees are required.
1) Defining the objectives: The foremost step in the process of job analysis is
defining the objective of the job analysis. The objective could be either of the
following:
Redesign the job description
Revise the compensation program
Change the organization structure
Redesign the job in a particular department. Once the objective is selected, it
should be well communicated to the top management because with its support
only, the changes can be made in the organization.

2)Preparing the job Analysis: After setting an objective, the kind of jobs that are to
be analyzed are selected, whether the clerical jobs, managerial jobs, division
specific job, etc. Also, the members who are included in the analysis and the
methods to be used are identified.At this stage, the complete review of the existing
job description is done to have a fair insight of the duties, responsibilities,
organization chart, working conditions, hazards, etc. that exist in a particular set of
jobs.
3) Performing the Job Analysis: The next stage in the process of job analysis is to
perform or begin with the job analysis. Here, the sufficient time should be allotted
for collecting the job details from the employees. The information from the
employees can be collected through questionnaires, interviews, or through an
observation method. Once the information gets collected it needs to be sorted on
the basis of its nature, division, department.

4) Designing Job Descriptions and Job Specifications: At this stage, the job analyst
prepares a draft of the job description and the specifications. After sorting of the
information, the changes that need to be made in the jobs is identified and is
written on paper. Once the draft gets prepared, it is circulated to the managers,
supervisors, and the employees.

5) Control Job Descriptions and Job Specifications: This is the last step in the
process of job analysis wherein the job descriptions, and the specifications are
timely checked and modified according to the changing needs of the organization.
Uses of Job Analysis
1. Human resource planning
2. Recruitment
3. Selection of personnel
4. Training and development
5. Organization audit
Uses of Job Analysis
6. Job evaluation
7. Job design
8. Performance appraisal
9. Career planning
10.Safety and health
1. Interviews:
The employees performing the job or their supervisors must be interviewed to gather
information about the job’s tasks, skills, responsibilities and outcomes.
2. Observation:
Observation of the job being performed in real-time often provides valuable insights into the
tasks, processes, and skills involved and how resources and time can be used judiciously, yet
the outcome is perfect.
3. Questionnaires:
Distribute standardised questionnaires to employees to gather information about their job
duties, skills, and knowledge.
4. Work Sampling:
Work sampling is an observation of employees performing their job tasks at random
intervals throughout the day.
5.Critical Incident Technique:
This method involves gathering information about some specific incident that occurred on
the job that was critical to its success or failure.
1. Time-consuming process:
Analyzing jobs is a time-consuming process that requires a significant
amount of effort and resources to conduct. It involves collecting data,
analyzing information, and developing job descriptions and
specifications.
2. Complex job roles:
The complexity of job roles can make analysing jobs challenging. Some
job roles require a diverse range of skills, knowledge, and abilities,
making it challenging to capture all aspects of the job in a job analysis.
3. Subjectivity:
Job analysis can be subjective, as it depends on the interpretation and
perceptions of the individuals conducting the analysis. People may
have different opinions on the same job role, leading to inconsistencies
in the process.
4. Lack of participation:
Analysing jobs requires participation from employees, supervisors, and other
stakeholders. However, some employees may not be willing to participate, or
their participation may be limited, leading to incomplete or inaccurate job
analysis results.
5. Changing work dynamics:
Job roles and responsibilities can change due to technological advancements,
organisational restructuring, or other factors. This can make analysing jobs
challenging, requiring frequent updates and revisions to keep up with the
changes.
6. Legal compliance:
Job analysis must comply with legal regulations and guidelines, such as the
Americans with Disabilities Act (ADA) and the Fair Labor Standards Act (FLSA).
Failure to comply with these regulations can result in legal consequences.
What is job design? A
definition
Job design is the process of
creating a job that enables
the organization to achieve
its goals while motivating
and rewarding the
employee. This means that a
well-designed job leads to
higher productivity and
quality of work, while also
leading to higher job
satisfaction, lower absence,
and lower employee
turnover intentions.
Poorly designed jobs often result in
• Boredom
• Increased turnover
• Reduced motivation
• Low levels of job satisfaction
• Less than optimal productivity
• Increase in organizational costs
Job Rotation
• This refers to the movement of an employee from one
job to the another over a designated period of time.
• Jobs themselves are not actually changed, only the
employees are rotated among various jobs.
• An employee who works on another job for some
days or months and returns back to the first job.
Job Rotation
• This would relieve the employee from
boredom and monotony, improves the
employee’s skills regarding various jobs and
prepares the employee to meet the
contingencies.
• This is also intended to improve worker’s
self-image and provides personal growth.
Job Rotation
• However, job rotation can have a very limited
potential.
• It does not change the basic nature of jobs. Rather
an employee is asked to perform several
monotonous jobs in place of a single job.
• Therefore, the employees who want a challenging
and satisfying job still feel frustrated.
• Moreover, frequent rotation of employees may
cause interruptions in the work routine of the
organization.
Job Simplification
• This requires that jobs be broken down into their smallest units
and then analyzed.
• Each resulting subunit typically consists of relatively few
operations. These subunits are then assigned to workers as
their total job.
• This is done so that employees can do these jobs without much
specialized training. Many small jobs can also be performed
simultaneously, so that the complete operation can be done
more quickly. Time and motion studies are often used for work
simplification
Advantages of Job Simplification
– Requires less training
– Less costly unskilled labour
– Increase in speed
– Higher productivity
– Achieves specialization
1) Determining the Objectives of Human Resource Planning: The foremost step in every
process is the determination of the objectives for which the process is to be carried on.
The objective for which the manpower planning is to be done should be defined precisely,
so as to ensure that a right number of people for the right kind of job are selected.The
objectives can vary across the several departments in the organization such as the
personnel demand may differ in marketing, finance, production, HR department, based on
their roles or functions.
2) Analyzing Current Manpower Inventory: The next step is to analyze the current manpower
supply in the organization through the stored information about the employees in terms
of their experience, proficiency, skills, etc. required to perform a particular job.Also, the
future vacancies can be estimated, so as to plan for the manpower from both the internal
(within the current employees) and the external (hiring candidates from outside) sources.
Thus, it is to be ensured that reservoir of talent is maintained to meet any vacancy arising
in the near future.
3) Forecasting Demand and Supply of Human Resources: Once the inventory of talented
manpower is maintained; the next step is to match the demand for the manpower arising
in the future with the supply or available resources with the
4) Analyzing the Manpower Gaps: After forecasting the demand and supply, the manpower
gaps can be easily evaluated. In case the demand is more than the supply of human
resources, that means there is a deficit, and thus, new candidates are to be hired. Whereas,
if the Demand is less than supply, there arises a surplus in the human resources, and hence,
the employees have to be removed either in the form of termination, retirement, layoff,
transfer, etc.
5) Employment Plan/Action Plan: Once the manpower gaps are evaluated, the action plan
is to be formulated accordingly. In a case of a deficit, the firm may go either for
recruitment, training, interdepartmental transfer plans whereas in the case of a surplus, the
voluntary retirement schemes, redeployment, transfer, layoff, could be followed.
6) Training and Development: The training is not only for the new joinees but also for the
existing employees who are required to update their skills from time to time. After the
employment plan, the training programmes are conducted to equip the new employees as
well as the old ones with the requisite skills to be performed on a particular job.
7) Appraisal of Manpower Planning: Finally, the effectiveness of the manpower planning
process is to be evaluated. Here the human resource plan is compared with its actual
implementation to ensure the availability of a number of employees for several jobs.
Objectives of HRP
Forecasting Human Resources Requirements: HRP is essential to determine the future
needs of HR in an organization. In the absence of this plan it is very difficult to provide the
right kind of people at the right time.
Effective Management of Change: Proper planning is required to cope with changes in the
different aspects which affect the organization. These change needs continuation of
allocation/ reallocation and effective utilization of HR in organization.
Realizing the Organizational Goals: In order to meet the expansion and other
organizational activities the organizational HR planning is essential.
Promoting Employees: HRP gives the feedback in the form of employee data which can be
used in decision-making in promotional opportunities to be made available for the
organization.
Effective Utilization of HR: The data base will provide the useful information in identifying
surplus and deficiency in human resources.
NEED OF HRP
Employment-Unemployment Situation: Though in general the number of educated unemployment is
on the rise, there is acute shortage for a variety of skills. This emphasis is the need for more effective
recruitment and retaining people.

Technological Change: The myriad changes in production technologies, marketing methods and
management techniques have been extensive and rapid. Their effect has been profound on the job
contents and job contexts. These changes cause problems relating to redundancies, retaining
and redeployment. All these suggest the need to plan manpower needs intensively and
systematically.

Organizational Change: In the turbulence environment marked by cyclical fluctuations and


discontinuities, the nature and pace of changes in organizational environment, activities and
structures affect manpower requirements and require strategic considerations.
Demographic Change: The changing profile of the work force in terms of age, sex, literacy, technical
inputs and social background has implications for HRP.

Skill Shortage: Unemployment does not mean that the labour market is a buyer’s market.
Organizations generally become more complex and require a wide range of specialist skills that are
rare and scare. Problems arise when such employees leave.
Governmental Influences: Government control and changes in legislation with regard to affirmative action for
disadvantages groups, working conditions and hours of work, restrictions on women and child employment,
causal and contract labour, etc. have stimulated the organizations to be become involved in systematic HRP.

Legislative Control: The policies of “hire and fire” have gone. Now the legislation makes it difficult to reduce
the size of an organization quickly and cheaply. It is easy to increase but difficult to shed the fat in terms of the
numbers employed because of recent changes in labour law relating to lay-offs and closures. Those responsible
for managing manpower must look far ahead and thus attempt to foresee manpower problems.

Impact of the Pressure Group: Pressure groups such as unions, politicians and persons displaced from land by
location of giant enterprises have been raising contradictory pressure on enterprise management such as
internal recruitment and promotion, preference to employees’ children, displace person, sons of soil etc.

Systems Approach: The spread of system thinking and advent of the macro computer as the part of the on-
going revolution in information technology which emphasis planning and newer ways of handling voluminous
personnel records.

Lead Time: The log lead time is necessary in the selection process and training and deployment of the
employee to handle new knowledge and skills successfully.
RECRUITMENT
recruitment is a process of searching for prospective employees and stimulating them to
apply for jobs of an Organization. -EDWIN B. FLIPPO

Recruitment forms the first stage in the process which continues with selection and ceases
with the placement of the candidates.
-Kempner

Definition: Recruitment is the process of examining


a vacant position in the organisation and attracting
the potential candidates to apply for the same,
within an appropriate time and at a desirable cost.
It is the introductory stage where a job applicant
gets to know about the vacancy, and the
organisation identifies the candidate’s profile.
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1. Ensures Uninterrupted Business Process: Recruitment aims at providing the required
number of skilled employees to the organisation to keep the business process going
even after labour turnover.

2. Identifies Present and Future Personnel Requirement: It is the initial step for detecting
and analysing the workforce requirement in the organisation, at present as well as in
future say within a year.

3. Acquisition of Maximum Number of Relevant CVs: It advertises the vacant position


such that a maximum number of prospective candidates apply for the same.

4. Improves Cost-Effectiveness: It is a systematic and well-planned process. Thus it has


proved to be more cost-effective.

5. Accelerates the Selection Process: It backs the selection process with a pool of
candidates’ Curriculum Vitae (CV).
1. Planned Need: When an organisation develops a requirement of hiring
new employees due to a known reason and is prepared for the same in
advance is a planned need.
E.g. retirement of an employee

2. Anticipated Need: Anticipated needs are majorly controlled by internal


and external environmental factors. Such requirements can be predicted
by the management with the help of past experiences, news updates,
etc.
E.g. technological advancement, expansion, merger, acquisition

3. Sudden Need: Sometimes, the need for recruiting personnel arises due
to an unexpected reason.
E.g. employee walkouts, accident, demise, sickness
1. Political and Legal: The government of India ensures the employability of scheduled castes
and scheduled tribes through the reservation system. The trade unions also come into
action to restrict the organisation’s recruitment process if the candidate does not fulfil its
criteria.
2. Technological: With the emergence of new technology, the organisation experience the
need for recruiting employees who are more skilled and tech-friendly.
3. Socio-Economic: The organisation functions in a society and is greatly influenced by business
ethics, no child labour and other social views of society.
4. Supply and Demand: At times, the organisation requires employees having a particular set of
skills, recruitment of such employees is affected by the demand and supply of such
personnel in the labour market.
5. Labour Market: The availability of labour in the area where the organisation is located
influences the recruitment criteria. In case, there is surplus labour in the labour market; the
organisation will relish the easy availability of human resources at a cheaper rate.
6. Organisation’s Image: The image of an organisation may attract or distract the prospective
candidates — every personnel like to work for the organisation which holds a good
reputation in the market and among the job aspirants.
1. Recruitment Policy: Every organisation have a different recruitment policy. Some
companies prefer internal recruitment of employees to appoint personnel who know the
company in a better way, while others go for external recruitment to acquire new talent.
2. Size of Business Unit: A small business unit requires less number of employees. Therefore it
involves short and simplified recruitment process. On the other hand, large business units
need a large number of employees. Thus, they prefer bulk recruitments. The recruitment
process is comparatively lengthy and complicated, involving a panel of employees to
conduct interviews in such units.
3. cost of Acquisition: Every organisation has a budget within which it needs to function. So
goes for recruitment too. The cost incurred in hiring new employees is quite high
nowadays. Therefore recruiters have to optimise this cost through different means.
4. Growth and Expansion: At the time business expansion, the organisation needs to hire
more employees.
5. Working Conditions: The organisations which provide the right working conditions and
take proper health and safety measures of the employees tend to get more attention from
the prospective candidates.
6. Effective Human Resource Planning: Effective HRP provides an appropriate elaboration on
the number of employees required as well as the skills and qualification they must possess.
1. Identifying Job Requirement: The recruiter first recognises the job opening regarding
the department in which the vacancy is, number of vacancies and urgency of hiring.
2. Preparing Job Description and Job Specification: The next step is making a job
description disclosing the job-related details like designation, location, duties to be
performed and required experience. The recruiter also chalks out the job specification
having information regarding the skills, qualification, the area of expertise, etc.
3. Advertising the Vacant Position: A job vacancy is advertised through newspapers,
brochures, job portals, consultancies, etc. It ensures that the maximum number of
relevant candidates can apply for the job.
4. Attracting Candidates to Apply for Job: The recruiter needs to provide proper
assistance and guidance to the candidates willing to apply for the job.
5. Managing Applications: The recruiter has to arrange the applications in an orderly
manner to simplify the task of scrutinizing them.
6. Scrutinizing Applications: Next step is the initial investigation of the applications to go
through the candidate’s profile thoroughly.
7. Shortlisting Candidates: By scrutinizing the applications, candidates with the matching
profile are picked out for the process of selection.
1. Present employee: Promoting employees to a higher position or
transfer within the organization.
2. Retired or formal employee: The retired employees may be
given the extension in their service in case of the non-availability
of suitable candidates for the post.
3. Previous Applicants: The organizations contact through mail or
messenger these applicants to fill up the vacancies particularly
for unskilled or semi-skilled jobs.
4. Employee referrals: The present employees can refer their
friends and family to the job. They are well aware of the
organizational culture, working conditions, and job requirements.
1. Advertisement: A wide choice for selecting the appropriate candidate for the post is
available through this source. It gives publicity to the vacant posts and the details about
the job in the form of a job description and job specification are made available to the
public in general. Nowadays social media sites are becoming a major source of
advertisements.

2. Campus recruitment: It is easy and economical. The company officials personally visit
various institutes and select students through interviews. Students get a good
opportunity to prove themselves and get selected for a good job.

3. Recruiting Firms: Recruitment agencies are outside firms that go and find candidates for
employers

4. Job portals: Job portals, or job boards, are sites where you can advertise jobs and search
for resumes. They are an integral part of almost every hiring process.
Job fairs and exhibitions: Job fairs are like speed dating for recruiting. At a set time and
place, companies and job seekers meet and try to find out if they’ll match. To make sure
you promote yourself at a job fair and attract the most qualified candidates, take some
time to plan your job fair.

Headhunting: Headhunting (also known as Executive Search) is the process of recruiting


individuals to fill senior positions in organizations.” It basically means the process of
finding highly skilled or “exclusive candidates” for special, executive, or top
management roles.

Other sources: There are some other sources of recruitment as well which companies
carry out according to their needs.
#Walk-in interview
#Employment agencies
#Talent pool database
#video interviewing
SELECTION
Selection is the process of differentiating between applicants in order to
identify and hire those with a greater likelihood of success in a job.
-STONE
“Selection is the process in which candidates for employment are
divided into two classes— those who
are to be offered employment and
those who are not”.
- Dale Yodev
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Environment
Preliminary Interview

Rejected Applicants
Selection Test
Employee Interview
Reference & Background Analysis
Selection Decision
Physical Examination
Job Offer
Employment Contract
Evaluation 53
1. Environmental factors – Selection is influenced by several
factors. More prominent among them are supply and demand of specific skills
in the labor market, unemployment rate, legal & political consideration etc.

2. Preliminary Interview – The applications received from job seekers


would be subject to security so as to estimate unqualified applicants, this is
usually followed by preliminary interview.

3. Selection Test – Job seekers who pass the screening and the preliminary
interview are called for tests. Generally, tests are used to determine the
applicant’s ability, aptitude & personality.

4. Employment Interview – The next step in the selection process is


employment interview. An interview is conducted at the beginning and at the
end of the selection process.
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5. Reference & Background Analysis – Many employers
request names, addresses and telephone number or references for the
purpose of verifying information and perhaps, gaining additional
background information on an applicant.

6. Selection Decision – After obtaining information through the


preceding steps, selection decision – the most critical of all the steps,
must be made.

7. Physical Examination – After the selection decision and


before the job offer is made, the candidate is required to undergo a
physical fitness test.
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8. Job Offer – The next step in the selection process is job offer
to those applicants who have crossed all the previous hurdles. Job
offer is made through a letter of appointment.

9. Contracts of Employment – After the job offer have been


made and the candidates accept the offer, certain documents need
to be executed by the employers and the candidates.

10. Evaluation of Selection Program – The broad test of the


effectiveness of the selection process is the quality of the
personnel hired. A firm must have competent and committed
personnel.

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BARRIER OF SELCTION
The main objective of selection is to hire people having
competence and commitment. This objective is often
defeated because of certain barriers.

57
Barriers to Effective selection

Ineffective
Gender Issue Halo Effect Validity
Recruitment

2) Perception3) 5) Age/Race
Quota System
Stereotyping Issue.

Nepotis
m/ Cost and
Reliability Pressure
Favoritis time
ms
1) Ineffective Recruitment: Sometimes selection process gets affected due to ineffective
recruitment initiatives. If the recruiter fails to attract qualified candidates (in recruitment
process) then it is obvious that right candidate will not be selected (in selection
process). Therefore, ineffective recruitment will definitely influence selection.
2) Perception: Our inability to understand others accurately is probably the most
fundamental barrier to select right candidate. Selection demands an individual or a group to
assess a candidate comparing competencies of others, in order to find out the right persons
for the jobs. But our views are highly personalized. We all perceive the world differently. Our
limited perceptual ability is obviously a stumbling block to the objective and rational
selection of people.
3) Stereotyping: This is one of the most common barrier to selection. In stereotyping, we
generally categorize the candidates such as:
• All females are basically sincere and honest
• All civil servants are boring
• Candidates with Science background are intelligent etc.
• This leads to biased selection of candidates.
4) Gender Issue: Gender issue also hampers effective selection.
In early days, men predominately held managerial jobs and if
those jobs are viewed as being primarily masculine in nature,
such stereotyping may produce negative reaction in selecting
right candidates.
5) Age/Race Issue: In many selections, age and race of the
candidates are considered rather than their skills, abilities or
experiences. This leads to bias selection.
6) Halo Effect: Another barrier to selection is halo effect, which
can be negative or positive. In hallo effect the personal
characteristics influence or overwhelms the interviewers and this
lead to wrong selection.
• 7) Quota System: Quota system also influences effective selection.

• 8) Fairness: Selection requires that no individual should be discriminated based on


religion, region, race or gender. But the less number of women and other less
privileged sections of society in the middle and senior management positions and open
discrimination in job advertisements and in the selection process would suggest that all
the efforts to minimize inequity have not been very effective.

• 9) Validity: The extent to which the technique measures the intended knowledge, skill,
or ability. In the selection context, it is the extent to which scores on a test or interview
correspond to actual job performance

• 10) Reliability: A reliable method is one, which will produce consistent results every
time it is conducted. Like a validated test, a reliable test may fail to predict job
performance with precision.
11) Pressure: This occurs when politicians, bureaucrats,
relatives, friends, and peers try to influence on the
selectors to pick particular candidate. In public sector, this
barrier mostly influenced a good selection.
12) Nepotism/Favouratism: This is one of major/common
barrier to effective selection in both public and private
sectors.
13) Cost and time: Sometimes due to insufficient time and
budget, right person cannot be selected.
Difference between Recruitment &
Selection
Basis Recruitment SELECTION
MEANING It is an activity of establishing It is a process of picking up more
contact between employers & competent and suitable employees.
applicants.
OBJECTIVE It encourages large number of It attempts at rejecting unsuitable
candidates for a job. candidates.
PROCESS It is a simple process. It is a complicated process.
HURDLES The candidates have not to cross over Many hurdles have to be crossed.
many hurdles.
ECONOMY It is an economical method. It is an expensive method.
APPROACH It is a positive approach. It is a negative approach. 63
EMPLOYEE/SELECTION TESTING
1. A test is a standardized, objective measure of a sample of
behavior.

2. Selection tests are increasingly used by companies these


days because they measure individual differences in a
scientific way, leaving very little room for Individual bias.

3. Various written tests conducted during selection procedure


are aptitude test, intelligence test, reasoning test,
personality test, etc. These tests are used to objectively
assess the potential candidate. They should not be biased.
Advantages of Selection Tests
1. Predict Future Performance : A well designed test can predict future
performance of an individual.
2.
3. Unbiased Tool : Standard, Eliminate biasness in selection process.

4. Measure the Aptitude : Psychological test measure the aptitude of


candidates and predict their success.

5. Basis for Comparison : Test provide a reliable basis for comparing


applicants ability.
Ability Test
A test designed to measure an individual’s cognitive function in a specific area, such as variety of skills, mental aptitude,
problem solving, knowledge of particular field, reasoning ability, intelligence etc. This test is used to find the suitability
of a candidate for a given job role.

1. Aptitude test
Aptitude test is a test to measure suitability of the candidates for the post/role. It actually measures whether the
candidate possess a set of skills required to perform a given job. It helps in predicting the ability and future
performance of the candidate.
2.Achievement Test
This test measures a candidate’s capacity to achieve in a particular field. In other words this test measures a candidate’s
level of skill in certain areas, accomplishment and knowledge in a particular subject. The regular examination conducted
in educational institution represents achievement test. It is also called proficiency test. This test is conducted before,
during or after a learning experience. In short it is a test conducted to find out candidate’s mastery over the subject.
Example,
a) A driver may be asked to drive a vehicle to test his driving efficiency
b) Music student may be asked to play a given instrument
c) Teacher candidate may be asked to give a demonstration
3. Intelligence Tests
Intelligence tests are one of the psychological tests, that is designed to measure a variety of mental ability, individual
capacity of a candidate. The main aim of these tests is to obtain an idea of the person’s intellectual potential.
4. Judgment Test
This test is conducted to test the presence of mind and reasoning capacity of the candidates.
B. Personality test
Personality test refers to the test conducted to find out the non-intellectual traits of a candidate namely temperament,
emotional response, capability and stability. There is no right or wrong answer in the test. It comprises of following tests.

1. Interest Test
Interest test measures a candidate’s extent of interest in a particular area chosen by him/ her so that organization can
assign the job suited to his/her in term.

2. Personality Inventory Test


Under this method standardized questionnaire is administered to the candidate to find out traits like interpersonal rapport,
dominance, intravertness, extravertness, self confidence, lower sign quality etc. This test assesses the reliability and
innate characters of the candidate concerned.

3. Projective Test / Thematic Appreciation Test


This test measures the candidate’s values, attitude apprehensive personality etc. out of the interpretation or narration
given by the candidate to the pictures, figures etc. shown to him in the test situation.

4. Attitude Test
This test measures candidate’s tendencies towards the people, situation, action and related things. For example, morale
study, values study, social responsibility study expresses attitude test and the like are conducted to measure the attitude of
the candidate.

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