Job Analysis
Dr. Erman TÜRKMEN
Assistant Professor of HR Management
Please prepare a Linkedin Job Advertisement
for a
BORING OPERATOR
???????
© Dr. Erman Türkmen - 2018
BORING • Boring machine operators operate machinery and
equipment at mining and drilling sites, e.g. for
OPERATOR construction, exploration, extraction and
research.
ROLLER OPERATOR
© Dr. Erman Türkmen - 2018
Job
Position
Job Specification
Job Description
Definitions
➢Job - Consists of a group of tasks that must be performed for an organization to
achieve its goals.
➢Position - Collection of tasks and responsibilities performed by one person; there
is a position for every individual in an organization.
➢Job Specification: Statement of the needed knowledge, skills, and abilities
(KSAs) of the person who is to perform the job.
➢Job Description: Statement of the tasks, duties, and responsibilities (TDRs) of a
job to be performed.
7
Job Analysis
➢Job Analysis:
• Systematic process of obtaining information about the skills, duties, and
knowledge required for performing jobs in an organization.
➢Staffing managers use the information to develop job descriptions and job
specifications that are the basis for recruitment, and also other functions of HR like,
training, employee performance appraisal and career development.
Job Analysis: A Basic Human Resource Management Tool
Tasks Responsibilities Duties
▪Human Resource Planning
▪Recruitment
Job Descriptions ▪Selection
▪Training and Development
Job ▪Performance Appraisal
Analysis ▪Compensation and Benefits
Job Specifications
▪Safety and Health
▪Employee and Labor Relations
▪Legal Considerations
▪Job Analysis for Teams
Knowledge Skills Abilities
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Defining job analysis
⚫The procedure through which you determine the duties of positions
in the organisation and the characteristics of the people to hire for
them.
⚫ A systematic way of determining which employees are expected to
perform a particular function or task that must be accomplished.
Definition (cont….)
• A purposeful, systematic process for collecting information on
the important work related aspects of a job.
• Process to identify and determine in detail the particular job
duties and requirements and the relative importance of these
duties for a given job.
• A process where judgments are made about data collected on a
job.
Definition (cont….)
• Job analysis is a systematic exploration of the activities
within a job.
• This analysis involves compiling a detailed description of tasks,
determining the relationships of the job to technology and to
other jobs and examining the knowledge, qualifications or
employment standards, accountabilities and other incumbent
requirement.
Definition (cont….)
⚫The job analysis indicates what activities and accountabilities the job
entails; it is an accurate recording of the activities involved.
⚫It involves studying jobs to determine what tasks and responsibilities
they include, their relationships to other jobs, and the conditions
under which work is performed, tools and equipment used, and the
personal capabilities (job spesification / Job requirements) required
for satisfactory performance.
Definition (cont….)
• Job analysis produces information for writing job descriptions
( a list of what the job entails and job specification ( what kind
of people to hire for that job)
Definition (cont….)
• Job description –the principal product of a job analyses. It
represents a written summary of the job as an identifiable
organisation unit
• Job specification (job requirements) – a written explanation of
the knowledge, skills, abilities, traits and other characteristics
(KSAOs) necessary for effective performance on a given job
The outputs of job analysis has two
main components
• Job description: A written summary of task requirements.
This is the physical and environmental characteristics of
the work to be done.
• Job specification (job requirements): A written summary of
work requirements (knowledge, skills, aptitudes, attitudes)
© Dr. Erman Türkmen - 2018
When Job Analysis is carried out
1. When an organisation is started
2. When changes occur which require new methods and
procedures in performing the job e.g. introduction of new
technology
3. When a new job is created
Purpose of job analysis
Providing guidance in recruitment and selection:
⚫Job analysis information helps recruiters seek and find the right person for the
organisation.
⚫And to hire the right person, the selection test must access the most critical
skills and abilities needed to perform a job. This information comes from a job
analysis
Evaluating current employees for transfer or promotion
Types of information collected for job
analysis
• Work activities - such as cleaning, selling, teaching etc.
• The what? How? Why? When? Of the tasks
• Human behaviour
• Sensing, communicating, deciding , writing.
• job demands such as lifting weights or walking long distances
Information collected ( cont..)
• Machine,, tools, equipment and work aids. This category
includes information regarding tools used, material processed,
knowledge dealt with or applied and services rendered
• Performance standards - in terms of quantity and quality
levels of each job duty
Information collected ( cont..)
• Job context - such matters as physical working conditions,
work schedule, and the organizational and social working
context – for example the number of people with whom the
employee would normally interact
• Human requirements – included information such as job
related knowledge or skills (education, training, work
experience) and required personal attributes ( aptitude, physical
characteristics, personality, interest)
Steps in job analysis
1. Examine the total organisation and the fit of each job
• Provides a broad view of how each job fits into the total fabric of the
organisation
• Organizational chart and process chart are used to complete this step
2. Determine how the job analysis information will be used
• Encourages those involved to determine how the job analysis and
design information will be used – job description, recruitment, training
etc
Steps (cont…)
3. Select jobs to be analyzed. These would be representative job positions
especially if there are too many jobs to be analysed
4. Collect data by using acceptable job analysis techniques
⚫The techniques are used to collect data on the characteristics of the job,
the required behaviours and the characteristic an employee needs to
perform the job
Steps (cont..)
• Step 5: prepare job descriptions
• Step 6: prepare job specification
• Step 7: Use the information in step 1 – 6 purpose it was meant
to - recruitment, selection and training, performance evaluation,
compensation and benefits etc
Who should conduct job analysis ?
• If a organisation has only an occasional need for job analysis
information, it may hire a temporary job analysts from
outside,
• Other organisations will have job analyst experts on full time,
• Others will use supervisors, job incumbents, or some
combination these to collect job analysis information
• Each of these choices has strengthen and weaknesses
Who should conduct job analysis - use of
incumbent (cont…)
• Adv - Job incumbent are a good source of information about what
work is actually being done rather than what work is supposed to be
done
• Adv - Might increase their acceptance of any work changes
stemming form the result of the analysis
• Disadv – He/she may bring in his/her personal attributes in the
analysis
• Disadv - Tend to exaggerate the responsibilities and importance of
their work hence not achieve objectivity.
Who should conduct job analysis
(cont…)
• The choice of who should analyse a job depends therefore on
many factors:
• Location
• Complexity of the job
• How receptive incumbent might be to external analysis
• The intents purpose of the result of the job analysis
• ( read on advantages and disadvantages of each)
Methods of data collection
• There are four basic methods of data collection which can be
used separately or a combination:
• Observation
• Interview
• Questionnaire
• Job incumbent diaries or logs
Observation
• Direct observation is used for jobs that require manual,
standards, and shot-job cycle activities e.g. job of a assembly
line work, a filing clerks,
• The job analysis observes a representative sample of
individuals performing the jobs
Limitations of observation method
• Observation method is not appropriate where the job involves
significant mental activity such as work of a research scientist,
lawyer, teacher etc…
• The observation method requires that the job analyst be trained to
observe relevant job behaviors.
• He/she must also keep out of the way so that work must be
performed.
interviews
• Can be conducted with a single job incumbent, or with
group of individuals or with a supervisor who is
knowledgeable about the job.
• Involves face to face talk with the employee.
• Must be structured in such a way that answers from different
individual can be compares.
Advantages of interview
• Its relatively simple and quick way of collecting information including
information that might never appear in written form
• A skilled interviewer can unearth important activities that occur only
occasionally, or informal contacts that wouldn’t be obvious form the
organizational chart
• The interview also provide an opportunity to explain the need for and
functions of the job
• The employee might also vent frustration that might otherwise go
unnoticed by management
Limitations of interview
• However, it should be noted that interview guides are difficult to
standardize – different interviewers many ask different questions
and the same interviewer might unintentionally ask different
questions of different respondents
• There is also possibility that the information provided by the
respondents will be unintentionally distorted by the interviewer.
• Finally the cost of interviewing can be very high
Questionnaire method
• This is usually the least costly method of collecting information
• It is an effective way to collect a large amount of
information in a short period of time
• The questionnaire includes:
• Specific questions about the job
• Job requirements
• Working conditions
• Equipment
Questionnaire method (cont..)
• A less structures, more open-ended approach would be to ask
job incumbents to describe their jobs in their worn terms.
• This open-ended format would permit job incumbent to use their
own words and ideas to describe the job
FIGURE 4–3 Job Analysis Questionnaire for Developing Job Descriptions
Note: Use a questionnaire like
this to interview job
incumbents, or have them fill
it out.
FIGURE 4–3 Job Analysis Questionnaire for Developing Job Descriptions (cont’d)
FIGURE 4–4 Example of Position/Job Description Intended for Use Online
FIGURE 4–4 Example of Position/Job Description Intended for Use Online (cont’d)
Job incumbent dairy or log
• The diary or log is a record by job incumbent of job duties. It
includes:
• Frequency of the duties
• When the duties were accomplished
• This technique requires the job incumbent to keep a diary or log
• Unfortunately, most individuals are not disciplined enough to
keep such a log a diary.
Job incumbent dairy or log (cont..)
• If a diary if kept up to date, it can provide good information about a
job
• Comparison on a daily, weekly or monthly basis can be made
• This permits an examination of the routineness or nonroutininess of
the job duties
• A daily log is useful when attempting to analyse jobs that are difficult
to observe such as those performed by engineers, senior executives
etc
Which method to use
• Any or a or a combination - a multimethod job analysis
approach
• It is recommended a combination because each of the method
has its strengths and can elicit more of some specific
information
• The choice of method may also be determined by
circumstances such as the purpose of the job analysis, and time
and budgetary constraints
Job description
• A job description, is a written description of what the job entails
• Written statement of what the worker actually does, how he does or she
does it, and what the working conditions are
• job description clarifies work functions and reporting relationships, helping
employees understand their jobs.
• Job descriptions aid in maintaining a consistent salary structure.
• Performance evaluations may be based on job descriptions
Information contained in a JD
• Job title/job identification
• Job summary
• Relationships
• Responsibilities and duties
• Standards of performance
• Environmental conditions
Job identification
• Job title/job identification -Includes:
• Job title
• location of the job in terms of department, division or section.
• May also include immediate supervisor’s title
• Information regarding salary and /or pay scale
• grade/level of the job
Job summary
• Brief one or two sentence statements describing the purpose of the
job and what outputs are expected from the incumbents
• Describes general nature of the job and includes only the major
functions of the job or activities e.g. the marketing managers job is to
plan, direct and coordinate the marketing
Relationships
• Shows job holders relationship with others inside and outside
the company. Includes:
• reporting to
• Supervises
• Works with
• Outside the company
Responsibilities and duties
• List each of the job major responsibilities separately, and describes it in a
few sentences
• Responsibilities and duties , includes:
• description of the job duties, responsibilities, and behaviour performed on the job.
• Describe the social interaction associated with the work ( for example, size of the
work group, amount of dependence in the work)
• This section should also define the limits of the jobholders authority, including his or
her decision making authority, direct supervision of other personnel and budgetary
limits.
• Includes general statements like “perform other assignments as required”
purpose is to give supervisor more flexibility in assigning duties.
Standard of performance
• List the standard the employee is expected to achieve under
each of the job descriptions main duties and responsibilities .g.
accurately post accounts payables, meet daily production
targets etc
Environmental conditions
• Environment/conditions – description of the working conditions
of the job, the location an environment such as hazards and
noise levels
Job descriptions are important
because…….
1. Clarifies employer expectations for employee
2. Provides basis of measuring job performance
3. Provides clear description of role for job candidates
4. Provides a structure for company to understand and structure
all jobs and ensure necessary activities, duties and
responsibilities are covered by one job or another
5. Provides continuity of role parameters irrespective of manager
interpretation
6. Enables pay and grading systems to be structured fairly and logically
7. Prevents arbitrary interpretation of role content and limit by
employee and employer and manager
8. Essential reference tool in issues of employee/employer dispute
9. Essential reference tool for discipline issues
10. Provides important reference points for training and development
areas
11. Provides neutral and objective (as opposed to subjective or
arbitrary) reference points for appraisals, performance reviews and
counselling
12. Enables formulation of skill set and behaviour set requirements per
role
13. Enables organization to structure and manage roles in a
uniform way, thus increasing efficiency and effectiveness of
recruitment, training and development, organizational structure,
work flow and activities, customer service, etc
14. Enables factual view (as opposed to instinctual) to be taken
by employees and managers in career progression and
succession planning
Job specification
• This evolves form the JD
• It is a statement of employees characteristics and qualification
required for satisfactory performance of defined duties and tasks
comprising a specific job or function.
• It addresses the question “what personal traits and experience are needed
to perform the job effectively”
• the JS is specifically useful in offering guidance for recruitment and
selection e.g. the job for HR manager would require a university degree,
six year of experience in HRM
Components of a Job Specification
• Personal characteristics such as education, job experience, age,
sex, and extra co-curricular activities.
• Physical characteristics such as height, weight, chest, vision,
hearing, health, voice poise, and hand and foot coordination, (for specific
positions only).
• Mental characteristics such as general intelligence, memory,
judgment, foresight, ability to concentrate, etc.
• Social and psychological characteristics such as emotional
ability, flexibility, manners, drive, conversational ability, interpersonal ability,
attitude, values, creativity etc.
• Various contents of a job specification can be prescribed in
three terms:
• Essential qualities which a person must possess;
• Desirable qualities which a person may possess; and
• Contra-indicators which are likely to become a handicap to successful job
performance.
