JOB ANALYSIS

PURPOSE How to analyze a job Write job descriptions. Analyzing jobs involves determining in detail what the job entails and what kind of people the firm should hire for the job.

Job analysis- It is the accurate study of the various components of the job. It is the procedure for determining the duties and skill requirements of a job and the kind of person who should be hired for it. Job analysis produces information used for writing job descriptions and job specifications A job analysis is a vital part of working efficiency, besides promoting smooth working relationships among the employees. It can be regarded as the foundation upon which a system of efficiency is built.
Job Description a list of jobs duties, responsibilities, reporting relationships, working conditions and supervisory responsibilities. It is a product of a job analysis. Job Specifications A list of Jobs human requirements, that is the requisite education, skills, personality.

Job Analysis

Job Description and Job specification

Recruitment and Selection decisions

Performance Appraisal

Job Evaluation -wage and salary Decisions (compensation)

Training requirements

Information included in Job Analysis

Work activities information about the jobs actual work activities, this list includes the how, why and when the worker performs each activity Human Behaviors- include information like sensing, communication, deciding, and writing. Including job demands such as lifting weights or walking long distances. Machines, tools, equipment and work aids- information regarding tools used, material processed, knowledge dealt with or applied and services rendered such as counseling or repairing. Performance standards in terms of quantity or quality levels for each job duty Job context information about physical working conditions, work schedule, and the organizational and social context, eg., the number of people with whom the employee would normally interact. Information regarding incentives. Human requirements information regarding the jobs human requirements such as job-related knowledge or skills (education, training, work experience) and required personal attributes (aptitudes, physical characteristics, personality, interests).

Sample Job Analysis It includes sections on Job ID, Job Requirements (what is done in the positions) and Employee requirements (what skills are needed by the person who holds the position). The example below is for a sales person who is selling financial service products. About 75% of his/her time is spent in the office and the other 25% is out on the road making presentations to customers. The job requires a Certified Financial Planners designation and requires heavy duty lead generation. Job Title: Financial Planning Sales Classification: Full Time Exempt Employee Department/Division: Financial Product/ Western Regional Location: Orange County California Pay Grade: Level IV (Base + Commission) Job Requirements A. Summary of Position Researches and identifies target client sectors for financial product services. Develops and implements a sales process to include initial contact, follow up, presentation and closing procedures. Maintains records of contacts and sales status including contact reports, sales projections and quota ratios.

B. Job Duties 1) Research and Create targeted new client lists within Orange County California territory 2) Makes initial contact with potential clients 3) Performs routine and regular follow up with potential clients 4) Performs routine and regular follow up with former clients 5) Visits potential clients and makes sales presentations 6) Closes sales 7) Maintains regular record reporting sales activity

C. Computer Skills and Software Used 1) Windows operating system 2) MS Office including Word, Excel and PowerPoint 3) Constant Contact or other Customer Relations Management Software
D. Reporting Structure 1) Reports to regional sales manager 2) Has nobody directly reporting to this position 3) Required to participate in Annual Sales Meeting

Employee Requirements A. Education and Training 1) Bachelor Degree in business, finance or accounting or 5 Years experience and High School Diploma. Bachelors Degree Preferred 2) ABC Financial Planning - Level 3 or higher (Fictional)

B. Skills and Aptitudes 1) Fearless cold caller, 250+ Outbound calls per week 2) Ability to close a sale 3. Adapt to changing financial conditions and meet customer expectations
C. Environment and Physical 1) Work in high volume sales office 2) Be able to sit for prolonged periods of time 3) Be able to travel to client locations 25% of time D. Licenses/Certifications 1) CFP - Certified Financial Planner 2) California Drivers License

Success Factors A. Grow Sales 1) Increase market channel penetration by 30% in first Year 2) Develop 3 secondary channels in first 180 days 3) Grow referral-based sales from 15% to 20% in first year B. Develop Sales Department 1) Recruit and train 2 junior sales associates with gross sales of $500K by 3nd quarter 2) Increase number of sales presentations by 20% within 12 months 3) Implement Web-Meeting presentation System to Reduce travel costs by 20% per year Comments____________________________________________ ____________________________________________________ ____________________________________________________ HR Representative___________________________________ Department Manager__________________________________ Date Completed______________________________________

USES OF JOB ANALYSIS INFORMATION The information produced by job analysis is used extensively in HRM. It is difficult to imagine how an organization could effectively hire, train, appraise, compensate or utilize its human resources without the kinds of information derived from job analysis 1. Job Descriptions job descriptions define what a job is by identifying its content, requirements and context. Because job descriptions provide a written summary of the duties and responsibilities of the job, they help managers and current and prospective employees understand what the job is and how it is to be performed. 2. Job Specification job specifications focus on the personal characteristics and qualifications that an employee must possess to perform the job successfully.

3. Job Design job design identifies what work must be performed, how it will be performed, where it is to be performed and who will perform it. Job analysis information is invaluable in determining which tasks should be grouped together to form a job and structuring jobs so that employee satisfaction and performance can be enhanced.

4. Organisational Structure and Design job analysis by clarifying job requirements and the inter relationships among jobs means content and tasks duties and responsibilities at all levels can be specified, thus promoting efficiency by minimising overlap or duplication. Job analysis information is invaluable in determining which tasks should be grouped together to form a job and structuring jobs so that employee satisfaction and performance can be enhanced.
5. HR Planning HR or personnel planning involves getting the right number of qualified people into the right job at the right time. Job analysis information is essential for this if the number and types of employees to be recruited or exited from the organization are to be accurately determined. 6. Recruitment job analysis information helps the HR Manager attract better qualified candidates by identifying who to recruit and how and where to recruit them by establishing the job requirements that must meet. In addition, job analysis permits the HR Manager to provide realistic job previews by highlighting irrelevant and or distorted job information. 7. Selection job analysis information identifies what the job is by defining what duties and responsibilities must be performed. This facilitates the development of job related selection techniques, and increases proper matching of an applicant with a job. Finally, job analysis information can be used to validate the selection techniques.

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Orientation Effective job orientation requires a clear understanding of the work to be performed. A new employee cannot be properly taught how to do a job if job duties and responsibilities are not clearly defined. Performance Appraisal Job analysis information is essential to the establishment of performance standards. Through job analysis a thorough understanding of what the employee is supposed to do is obtained. Without this, acceptable levels of performance cannot be determined or an accurate measure of actual performance obtained. Training and Development Job analysis information is used to design and implement training and development programs. The job specification defines the knowledge, skills and abilities required for successful job performance. This allows the HR Manager to establish training and development objectives, design programs and determine whether or not a current or potential employee requires training. Career planning and Development HR Managers are better placed to offer career guidance when they have a good understanding of the types of jobs existing in an organization. Similarly, by identifying jobs and job requirements, employees become aware of their career options and what constitutes a realistic career objective for them in the organization.

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Compensation and Benefits the job description is the foundation of job evaluation. It summarises the nature and requirements of the job and permits its evaluation relative to other jobs. Once the relative worth of a job has been determined an equitable level of compensation and benefits can be assigned. Health & Safety job analysis information helps create a healthy and safe working environment. Jobs with hazardous conditions methods or procedures can be identified and redesigned to eliminate or reduce exposure to health and safety hazards. Industrial Relations Misunderstandings and disagreement among managers, employees and unions over job content is a major source of grievance and demarcation disputes. Job analysis information can help avoid such disputes by providing a clear description of tasks and responsibilities and identifying the formal qualifications, skills, abilities, knowledge and experience required to successfully perform the work. Discovering unassigned duties job analysis can also help reveal unassigned duties. Vocational rehabilitation - The field of vocational rehabilitation uses job analysis to determine the physical requirements of a job to determine whether an individual who has suffered some diminished capacity is capable of performing the job with, or without, some accommodation.

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Lawshe and Satter (1944) proposed four major uses of job analysis. The derivation of training content Setting up of personnel specifications Improvement of job efficiency and Establishment of wage structures Zerga (1943) concludes that there are 20 uses Job grading and classification Wage setting and standardization Provision of hiring specifications Clarification of job duties and responsibilities Transfers and promotions Adjustment of grievances Establishment of a common understanding between various levels of workers and management Defining and outlining promotional steps Investigating accidents Indicating faulty work procedures or duplication of effort Maintaining, operating and adjusting machinery

Time and motion studies Defining limits of authority Indicating cases of individual merit Indicating causes of personal failure Studies of health and fatigue Scientific guidance Determining jobs suitable for occupational therapy

STEPS IN JOB ANALYSIS

There are six steps in Job Analysis Step number 1: Decide how you will use the data information, since this will determine the data you collect and how you collect them. Some data collection techniques, like interviewing the employee and asking what the job entails are useful for writing job descriptions and selecting employees for the job. Step number 2: Review relevant background information such as organization charts, job descriptions and process charts. Organization chart shows the organization wide division of work, how the job in question relates to other jobs, and where the job fits in the whole organization. The chart should show the title of each position and by means of interconnecting lines, who reports to whom and who communicates to whom. A process chart provides more detailed picture of the work flow. It shows the flow of inputs to and outputs from a particular job.

Finally, the existing job description usually provides a starting point for building the revised job description.

Step number 3: Selecting representative positions: Because there may be too many similar jobs to analyze. Step number 4: Actually analyze the job: By collecting data information on job activities, required employee working conditions, human traits, abilities and employee behaviors. Step number 5: Verify the job analysis information with the employee performing the job and with his/her supervisor. This review can also help gain the employees acceptance of the job analysis data and conclusions, by giving that person a chance to review and modify the description of the job activities. Step number 6: Develop job description and specification. Both of them are two tangible products of job analysis. Job description is a written statement that describes the activities and responsibilities of the job and also working conditions and safety hazards. Job specifications underline the personal qualities, skills, traits, background required for the job needed. The above steps might include identifying the jobs broad functional or duty areas, such as administrative and supervisory and identifying tasks within each duty area

Methods for collecting job analysis information

There are various ways (interviews, or questionnaires, for instance) to collect information on the duties, responsibilities, and activities of a job. The basic rule is to use those that best fit the purpose. Thus, an interview might be appropriate for creating a listing of job duties and job description, whereas the more Quantitative Position Analysis Questionnaire may best be used for quantifying each jobs relative worth for compensation purposes.

Job analysis Guidelines First, conducting the job analysis usually involves a joint effort by a human resources specialist, the worker, and the workers supervisor. The human resources specialist (perhaps a human resources manager, job analyst, or consultant) might observe and analyze the job and then develop a job description and specification. Often the supervisor and worker fill out questionnaires listing the subordinates duties and activities. The supervisor and worker may then review and verify the job analysts conclusions regarding the jobs activities and duties.

Second, job analysis almost always requires collecting job analysis information from several people familiar with the job (called subject matter experts) such as job incumbents and their supervisors using questionnaires and interviews. For example the job incumbent or his or her supervisor alone will not suffice.

 Third, if there are several employees doing the same job (as you might find for instance with the jobs of programmer assembler or sales clerk), it is typical to collect job analysis information from several of them from different departments, and then average up your results, to determine how much time a typical employee on that job spends on each job duty. The caveat is that employees who have the same job title but work in different departments may experience very different pressures. Therefore, simply adding up and averaging the amount of time that, say, recruiters in the engineering office and assembly plant each need to devote to interviewing candidates could end in misleading results. The point is that you must understand the jobs departmental context: The way someone with a particular job title sends his or her time is not necessarily the same from department to department. Fourth, make sure the questions and surveys are clear and understandable to the respondents. Fifth, if possible, observe and question respondents early enough in the job analysis process to catch any problems while theres still time to correct the job analysis procedure (such as the questions) youre using.

METHODS
Interviews, questionnaires, observations, and diary/logs are the most popular methods for gathering job analysis data. They all provide realistic information about what job incumbents actually do. Managers use them for developing job descriptions and job specifications.
1. The Interview Interviews are popular methods for obtaining job related information. They may range from completely unstructured interviews (Tell me about your job) to highly structured ones in which job analysts follow detailed questionnaire in asked their questions. Managers may conduct individual interviews with each employee, group interviews with groups of employee who the same job, and / or supervisor interviews with one or more supervisors who know the job. They use group interviews when a large number of employees are performing similar or identical work, since it can be quick and inexpensive way to gather information. As a rule, the workers immediate supervisor attends the group session; if not you can interview the supervisor separately to get that persons perspective on the jobs duties and responsibilities. Which kind of interview you use, you need to be sure that interviewee fully understands the reason for the interview, because theres a tendency for such interviews to be viewed, rightly or wrongly as efficiency evaluations. If so, interviews may hesitate to describe their jobs accurately.

Advantages and disadvantages of the interview 1. It is a simple and quick way to collect information, including information that might not be apparent. 2. As job analysis is often a prelude to a change in a jobs pay rate, employees may exaggerate certain responsibilities while minimizing others. There may be a tendency to inflate their jobs importance when abilities are involved, so as to impress the perceptions of others. Structured interview - Many interviewers follow structured or checklist formats. It includes a series of detailed questions regarding matters like the general purpose of the job, supervisory responsibilities, job duties, skills required.

2. Questionnaires Employees fill out questionnaires to describe their job-related duties and responsibilities. It can be a structured checklist in which the employee is asked to indicate whether he or she performs each task and how much time is spent on it. On the other hand, it could be an open-ended questionnaire that simply asks the employee to describe what he does. Questionnaires often is a quick and easy way to obtain information from a large number of employees. However, developing the questionnaire can be time consuming.

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Observation Direct observation is especially useful when jobs consist mainly of observable physical activities. On the other hand, it is not appropriate when the job entails a lot of mental activity.

One approach is to observe the worker on the job during a complete work cycle. The cycle is the time it takes to complete the job.

4. Participants Diary/Logs ask the workers to keep a diary/log of what they do during the day. For every activity he or she engages in, the employee records the activity, along with the time in a log.
5. Quantitative Job analysis techniques A the Position Analysis Questionnaire (PAQ) is a very structured job analysis questionnaire. It contains 194 items each of which represents a basic element that may or may not play an important role in the job. The job analyst decides if each item plays a role and, if so, to what extent. The advantage of PAQ is that it provides a quantitative score or profile of any job in terms of how that job rates on five basic activities:a) Having decision-making/communication/social responsibilities b) Performing skilled activities c) Being physically active d) Operating vehicles/equipment and e) Processing information

The PAQs strength is in classifying jobs. It lets you assign a quantitative score to each job based on its decision-making, skilled activity, physical activity, vehicle/equipment operation, and information-processing characteristics. Therefore jobs can be compared to one another and then assign pay levels for each job. 6. Department of Labor Procedure the U.S. dept of labor provides a standardized method by which to quantitatively rate, classify and compare different jobs. The analysis is on data, people and things rating for each job. It uses a standard set of basic activities called worker functions to describe what a worker can do with respect to data, people and things. With respect to data, the basic functions include synthesizing, coordinating, and copying. With respect to people, they include mentoring, negotiating, and supervising. With respect to things, the basic functions include manipulating, tending and handling. Each worker function gets an importance level.

7. Functional Job Analysis is similar to the DOL method but rates the job not just on data, people, and things, but also on the extent to which performing the task requires specific instructions, reasoning and judgment, mathematical ability and verbal and language facilities.

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Internet- based analysis useful for internationally dispersed employees via the company intranet, with instructions to complete the forms and return them by a particular date. The Human Resource department can distribute standardized job analysis questionnaires to geographically disbursed employees via their company intranets.

7. Technical conference method- this method uses experts rather than actual job incumbents as a source of information. These expert are usually supervisors who have extensive knowledge of the job in question. They meet with the job analyst and attempt to specify all the characteristics of the job. The problem with this method is that the experts may not actually know as much about the job as the analyst would hope, since they do not actually perform the task themselves. Thus, their judgments are only estimates based upon their background experience. 8. Work participation method the job analyst actually performs the job himself. By doing the work himself he is thus able to obtain firsthand information about what characteristics comprise the job under investigation. The technique is fairly effective for simple jobs, but complex jobs usually require that the job analyst be extensively trained prior to his session of work activity. 8. Critical incident method this involves a collection of a series of statements of job behavior, based upon direct observation or memory, about good and poor job performance. In job analysis such incidents can provide information about critical aspects of the job, but the method does not provide an integrated picture of the entire task.

O*NET General Work Activities Categories 1. INFORMATION INPUT (5 elements) Where and how are the information and data gained that are needed to perform this job? Estimating the Quantifiable Characteristics of Products, Events, or Information Estimating sizes, distances, and quantities; or determining time, costs, resources, or materials needed to perform a work activity. Getting Information Observing, receiving, and otherwise obtaining information from all relevant sources. Identifying Objects, Actions, and Events Identifying information by categorizing, estimating, recognizing differences or similarities, and detecting changes in circumstances or events. Inspecting Equipment, Structures, or Material Inspecting equipment, structures, or materials to identify the cause of errors or other problems or defects. Monitor Processes, Materials, or Surroundings Monitoring and reviewing information from materials, events, or the environment, to detect or assess problems. 2. INTERACTING WITH OTHERS (17 elements) What interactions with other persons or supervisory activities occur while performing this job? Assisting and Caring for Others Providing personal assistance, medical attention, emotional support, or other personal care to others such as coworkers, customers, or patients.

Coaching and Developing Others Identifying the developmental needs of others and coaching, mentoring, or otherwise helping others to improve their knowledge or skills. Communicating with Persons Outside Organization Communicating with people outside the organization, representing the organization to customers, the public, government, and other external sources. This information can be exchanged in person, in writing, or by telephone or e-mail. Communicating with Supervisors, Peers, or Subordinates Providing information to supervisors, co-workers, and subordinates by telephone, in written form, e-mail, or in person. Coordinating the Work and Activities of Others Getting members of a group to work together to accomplish tasks. Developing and Building Teams Encouraging and building mutual trust, respect, and cooperation among team members. Establishing and Maintaining Interpersonal Relationships Developing constructive and cooperative working relationships with others, and maintaining them over time. Guiding, Directing, and Motivating Subordinates Providing guidance and direction to subordinates, including setting performance standards and monitoring performance. Interpreting the Meaning of Information for Others Translating or explaining what information means and how it can be used.

Monitoring and Controlling Resources Monitoring and controlling resources and overseeing the spending of money. Performing Administrative Activities Performing day-to-day administrative tasks such as maintaining information files and processing paperwork. Performing for or Working Directly with the Public Performing for people or dealing directly with the public. This includes serving customers in restaurants and stores, and receiving clients or guests. Provide Consultation and Advice to Others Providing guidance and expert advice to management or other groups on technical, systems-, or process-related topics. Resolving Conflicts and Negotiating with Others Handling complaints, settling disputes, and resolving grievances and conflicts, or otherwise negotiating with others. Selling or Influencing Others Convincing others to buy merchandise/goods or to otherwise change their minds or actions. Staffing Organizational Units Recruiting, interviewing, selecting, hiring, and promoting employees in an organization. Training and Teaching Others Identifying the educational needs of others, developing formal educational or training programs or classes, and teaching or instructing others.

3. MENTAL PROCESSES (10 elements) What processing, planning, problem-solving, decision-making, and innovating activities are performed with job-relevant information? Analyzing Data or Information Identifying the underlying principles, reasons, or facts of information by breaking down information or data into separate parts. Developing Objectives and Strategies Establishing long-range objectives and specifying the strategies and actions to achieve them. Evaluating Information to Determine Compliance with Standards Using relevant information and individual judgment to determine whether events or processes comply with laws, regulations, or standards. Judging the Qualities of Things, Services, or People Assessing the value, importance, or quality of things or people. Making Decisions and Solving Problems Analyzing information and evaluating results to choose the best solution and solve problems. Organizing, Planning, and Prioritizing Work Developing specific goals and plans to prioritize, organize, and accomplish your work. Processing Information Compiling, coding, categorizing, calculating, tabulating, auditing, or verifying information or data. Scheduling Work and Activities Scheduling events, programs, and activities, as well as the work of others. Thinking Creatively Developing, designing, or creating new applications, ideas, relationships, systems, or products, including artistic contributions. Updating and Using Relevant Knowledge Keeping up-to-date technically and applying new knowledge to your job.

4. WORK OUTPUT (9 elements) What physical activities are performed, what equipment and vehicles are operated/controlled, and what complex/technical activities are accomplished as job outputs? Controlling Machines and Processes Using either control mechanisms or direct physical activity to operate machines or processes (not including computers or vehicles). Documenting/Recording Information Entering, transcribing, recording, storing, or maintaining information in written or electronic/magnetic form. Drafting, Laying Out, and Specifying Technical Devices, Parts, and Equipment Providing documentation, detailed instructions, drawings, or specifications to tell others about how devices, parts, equipment, or structures are to be fabricated, constructed, assembled, modified, maintained, or used. Handling and Moving Objects Using hands and arms in handling, installing, positioning, and moving materials, and manipulating things. Interacting With Computers Using computers and computer systems (including hardware and software) to program, write software, set up functions, enter data, or process information. Operating Vehicles, Mechanized Devices, or Equipment Running, maneuvering, navigating, or driving vehicles or mechanized equipment, such as forklifts, passenger vehicles, aircraft, or water craft. Performing General Physical Activities Performing physical activities that require considerable use of your arms and legs and moving your whole body, such as climbing, lifting, balancing, walking, stooping, and handling of materials.

Repairing and Maintaining Electronic Equipment Servicing, repairing, calibrating, regulating, fine-tuning, or testing machines, devices, and equipment that operate primarily on the basis of electrical or electronic (not mechanical) principles. Repairing and Maintaining Mechanical Equipment Servicing, repairing, adjusting, and testing machines, devices, moving parts, and equipment that operate primarily on the basis of mechanical (not electronic) principles.

Writing Job Descriptions

A job description is a written statement of what the worker actually does, how he or she does it, and what the jobs working conditions are.

Most descriptions cover Job identification Job summary Responsibilities and duties Authority of incumbent Standards of performance working conditions Job specification
Job Identification Job title specifies the name of the job. location of the job in terms of its facility/division and department/section. immediate supervisors title and information regarding salary, and/or pay scale. grade/level of the job

Job Summary Summarise the essence of the job and include its major functions or activities. Should have specific functions outlined Should not include ambiguos statements such as other duties assigned. Relationships Shows the jobholders relationships with others inside and outside the organization. Eg., Reports to Supervises Works with Outside the company
Responsibilities and duties List the jobs significant responsibilities and duties. Each of the major duties should be listed separately and described in a few sentences. This section would also define the limits of the jobholders authority, including his or her decision-making authority, direct supervision of other personnel, and budgetary authority. The authority might include approving purchase requests for a certain amount, grant time off, recommend salary increase, interview and hire new employees

The Standard Occupational Classification (SOC) , the SOC classifies all workers into one of the 23 major groups of jobs. These in turn contain 96 minor groups of jobs, and these include 821 detailed occupations. The SOC and O*NET include specific tasks associated with many occupations. O*NET includes basic skills. Standards of performance and working conditions This lists the standards the employee is expected to achieve under each of the job descriptions main duties and responsibilities.

Job specification What human traits and experiences are required to do this job well. It shows what kind of person to recruit and for what qualities that person should be tested. The job specification may be a section of the job description, or a separate document entirely. For untrained personnel, information included would be physical traits, personality, interests, or sensory skills that imply some potential for performing or for being trained to do the job.

WORK BEHAVIORS
industriousness Keeps working even when other employees are standing around talking; takes the initiative to find another task when finished with regular work Cleans equipment thoroughly, creating a more attractive display; notices merchandize out of place and returns it to the proper area Accepts schedule changes when necessary; offers to stay late when the store is extremely busy Arrives at work on time; maintains good attendance Uses store phones to make personal unauthorized calls; conducts personal business during work time; lets friends be a distraction and interruption to work Threatens to bully another employee ; refuses to take routine orders from supervisors; does not cooperate with other employees Understating the price of merchandise for a friend; cheats on reporting time worked; allows nonemployees in

thoroughness

Schedule flexibility attendance Off- task behavior (reverse) Unruliness (reverse)

Theft

In developing a job description and job specification it is important to understand the reason for the job and therefore the skills a person actually needs to be competent at. Job specification based statistical analysis

a statistical relationship is made between some predictor or human trait, such as intelligence, finger dexterity and some indicator or criterion of job effectiveness such as performance as rated by the supervisor
The procedure has five steps

(1) analyze the job and decide how to measure job performance (2) select personal traits like finger dexterity that you believe should predict successful performance; (3) test candidates for these traits (4) measure these candidates subsequent job performances (5) statistically analyze the relationship between the human trait (finger dexterity) and job performance. Your objective is to determine whether the former predicts the latter

This method is more defensible than the judgmental approach because equal rights legislation forbids using traits that you cant prove distinguish between high and low job performers. For example, hiring standards that discriminate based on sex, race, religion, national origin, or age may have to be shown to predict job performance. Ideally this is done with a statistical validation study, as in the five step approach above. In practice most employers probably rely more on judgmental approaches.

Relevance of job analysis in HR Planning Jobs are the links between individuals and the organization and between organizational structure and outputs. Job analysis is the basic process on which most other HR activities depend. Its aim is to provide managers with detailed information about how the organization performs its functions and thus goes about achieving its goals and objectives.