CHAPTER THREE

JOB ANALYSIS
 3.1. Job Terminology
• Task: A task is an action or related group of action designed to
produce a definite outcome of result.
• Position: is a group of similar tasks and responsibilities assigned
to one individual.
 Jobs: is a collection of one or more similar position which share a
common outcome and job title.
 It is “a group of positions that are similar as to the kind and level
of work.”
 E.g 5 or 6 cashiers in a large commercial bank branch who may do
different work.
 E.g. in the small firm, the position of personnel manger also
constitutes a job since there is only one personnel manger
position in the organization.
 Occupation: “is a group of jobs that are similar as to the kind of
work and are found throughout an industry of the entire country”
• In a company, the sales agent’s occupation covers
several jobs: sales assistant, sales manager, etc.
The specific job of sales manager, on the other
hand, may refer to various positions, depending
on the region: e.g. Sales Manager, East districts
and Sales Manager, Northern district.
 3.2. What is Job Analysis?
 Definition 1: Job Analysis is a process of studying &
collecting information relating to operations &
responsibilities of a specific job.

 Definition 2: Job Analysis is a systematic

exploration of activities within a job.
 Definition 3:Job Analysis is a process used to identify
Job Requirements such as skill, knowledge, experience,
etc.
What Aspects of a Job are Analyzed?
• Overall purpose: Why the job exists & in essence, what the
job holder is expected to contribute.
• Job content: The nature & scope of the job in terms of tasks
& operations to be performed & duties to be carried out.
• Job context: Working conditions, health & safety
considerations, unsocial hours, mobility & ergonomic factors
relating to design & use equipment.
• Reporting relationships: To whom he or she reports either
directly (the line manager) or functionally (on matters
concerning specialist areas such as finance/HRM).
• Worker/Human requirement: The qualifications, skills level,
abilities, attitude, personality & experience that the job
holder would need to possess to perform the job successfully.
 Cont’d
 The job analysis information is finally used to prepare the
following three important documents;
1. Job description:
2. Job Specification
3. Job Evaluation
 1. Job Description
Job description is a written record of duties,
responsibilities and requirements of a particular job.
The job descriptions contain the following sections:
1. Job identification: Which includes the job title,
department, division & code number of the job.
2. Job Summary: describes the primary, secondary & other
duties to be performed on the job should clearly be
indicated separately.
3. Duties & Responsibilities: It describes the duties to be
performed along with frequency of each major duty.
4. Supervision: the number of persons to be
supervised along with their job titles
 Cont’d
5. Relation to Other Jobs: Vertical & horizontal
relationships of work flow; indicating to whom
the jobholder will report & who will report to
him.
6. Working Conditions: The working environment
in terms of heat, light, noise, dust and etc, the
job hazards and possibility of their occurrence.
7. Social Environment: It specifies the social
conditions under which the work will be
performed such as size of work group,
interpersonal interactions, etc.
 2. Job Specification
 Job specification states the minimum acceptable
qualifications that the job holder must possess to perform
the job successfully.
 A Job Specification document should include:
 Physical characteristics, which include health, strength,
endurance, age, height, weight, vision, voice, eye, hand,
etc.
 Psychological and social characteristics: such as
emotional stability, flexibility, decision making ability, etc.
 Mental Characteristics: such as general intelligence,
memory, judgmental ability, etc.
 Personal Characteristics: such as sex, education, family
background, job experience, hobbies, etc.
 3. Job Evaluation:

 It is about specifying the relative value of each

job in the organization used to design equitable
compensation program.
Job evaluation is a systematic decision of the
value of each job in relation to other jobs
 Importance of Job Analysis
o Organizational Design: Job analysis information will be useful to undertake
sound decisions regarding hierarchical positions, interrelationships and
functional differentiation among the jobs.
o Human Resource Planning: Job analysis information helps to determine the
types of personnel required for the jobs.
o Training & Development: Job Analysis can be used in training needs assessment
and to identify or develop training content.
o Compensation: It can be used to identify or determine compensable job factors.
o Performance Review: Job Analysis can be used in performance review to identify
or develop Performance standards.
o Job Evaluation: Job evaluation means determination of relative worth of each
job for the purpose of establishing wage and salary credentials.
o Recruitment & Selection: Job analysis can be used to identify or develop Job
duties, salary level and Minimum requirements that should be included in
advertisements of vacant positions.
o Safety & Health: Job Analysis helps to minimize and avoid possibility of human
injury.
 Methods for Collecting Job Analysis Data
 Job information is collected through the following methods:
1. Observation Method: Using this method, a job analyst watches employees
directly on the job.
2. Interview Method: job analysis data can be gathered through interview from
Individual interviews, Interviews with groups of employees and Supervisor
interviews.
3. Questionnaires Method: Properly drafted questionnaires are sent out to job-
holders for completion and are returned to supervisors.
4. Job holder Diary/Logs (Diary method): Workers can keep diary or lists of things
they do during the day.
5. Technical Conference Method: This method utilizes supervisors with extensive
knowledge of the job. Specific characteristics of a job are obtained from the
“experts.”
6. Job Performance Method: Under this method, the job analyst actually performs
the job under study to get first-hand experience of the actual tasks, physical &
social demands of the job.
 Steps in Job Analysis
1. Identify how the information will be used: decide the use of
job analysis information
2. Review relevant background information: The characteristics
of a job, its relation to other jobs, & its requirements for
performance are essential.
3. Collection & Analysis of Job Data: it should be collected either
from the employees who actually perform a job; or from others
such as foremen or supervisors or from the outside persons
who are appointed to watch employees performing a job.
4. Verify the job analysis information: verify with the worker
performing the job & with his or her immediate supervisor.
5. Preparing Job descriptions and specifications: Job information
which has been collected must be processed to prepare job
description and Specification.
 Problems Relating Job Analysis
Top management support is missing
Only a single means and source are used for
gathering data.
procedures
The supervisor and the job holder do not
participate in the design of the job analysis
No training or motivation exist for job holder
Employees are not allowed sufficient time to
complete the analysis
There is failure to critique the job
 Job Design
Job design is integrates the rewards, work content
and qualifications required for each job in a way
that meets the needs of employees & the
organization.
 Methods of Job Design
The various techniques of job design are listed below:
1. Job Rotation: job rotation is the job holders shift from one
job to another. It increases intrinsic reward potential of a
job because of different skills & abilities needed to perform
it.
2. Job Enlargement: It means horizontal expansion of
tasks, or duties assigned to a given job.
3. Job enrichment: Expand job vertically and Introducing new,
difficult and creative tasks to the employees.
 The employee does more planning and controlling with less
supervision but more self evaluation.
 Allow the employee to set his own standards of
 3.3. What is HRP?
HRP is the process of forecasting an organization’s
future demand and supply of the right type of
people in the right numbers.
It is only after HRP is done, that the company can
initiate and plan the recruitment and selection
process.
 Importance of HRP
 The importance of HRP is elaborated on the basis of the key roles it
is playing in the organization.
1. Future Personnel Needs: HRP is significant because it helps to
determine the future personnel needs of the organization.
2. Part of Strategic Planning: HRP provides inputs in strategy
formulation process.
3. Cope up with changes: HRP is required to cope with changes in
market conditions, technology, products and government
regulations in an effective way.
4. Foundation of personnel functions: HRP provides essential
information for designing & implementing recruitment,
selection, personnel development, training & development etc.
5. Use existing manpower productively.
6. Promote employees in a systematic manner
 Five Key Questions in HRP
1. How many employees do we need; in terms of
numbers?
3. What are we looking for in terms of skills,
knowledge, experience, abilities etc; in terms of
quality?
4. When do we need the employees—immediately,
in the next three months, six months etc.?
5. How long do we need them—for a limited period
or for a long period?
 HRP System
HRP System as such includes following elements or
sets for planning.
1. Business Environment
2. Overall Organization Objectives
3. Forecasting Manpower Needs
4. Assessing Manpower Supply
5. Matching Manpower Demand-Supply factors
Based on these elements we can draw “HRP
System Architecture” as under.
 Steps in HRP Process
1. Environmental Scanning: It refers to the
systematic monitoring of the external forces
influencing the organization.
2. Analysis of Organizational Plans & Objectives: Specific
requirements in terms of number & characteristics of
employees should be derived from organizational
objectives.
3. Manpower Demand Forecasting: It is the process of
estimating the future quantity and quality of people
required.
 Demand forecasting influencal factors

Internal Factors External Factors

Budget constraints o Competition
Production levels environment
New products and o Economic climate
services o Laws and regulatory
Organizational bodies
structure o Technology changes
Employee o Social Factors
separation
 Cont’d
Reasons for Manpower Demand Forecasting:
To quantify jobs & determine the Staff-mix
To assess staffing levels & avoid unnecessary
costs
Prevent shortages of people
Monitor compliances of legal requirements with
regards to reservations
 Cont’d
4. Manpower Supply Forecasting: This process
measures the number of people likely to be
available from within and outside the
organization.
Reasons for Manpower Supply Forecasting:
 Clarify Staff-mixes exist in the future
 Assess existing staff levels
 Prevent shortages
 Monitor expected future compliance of legal
requirements of job reservations
 Internal Labor Supply
 Its Supply Analysis covers:
 Existing Human Resources: HR Audits facilitate analysis of existing
employees with skills & abilities.
 The existing employees can be categorized as
 Skills inventories &
 Managerial inventories (managers)
 Internal supply techniques help to assess the following:
– Inflows and outflows (transfers, separations, resignations,
retirements etc.)
– Turnover rate
– Conditions of work (working hours, overtime, etc.)
– Absenteeism (leaves, absences)
– Productivity level
 External Labor Supply
External Sources Supply are required for
following reasons
– New blood,
– New experiences
– Replenish/refill lost personnel
– Organizational growth
– Diversification
• External sources can be colleges and
universities, consultants, competitors and
unsolicited applications.
 Cont’d
5. HR programming: Once an organization’s
personnel demand and supply are forecasted
the two must be balanced in order that
vacancies can be filled by the right employees
at the right time.

6. HR Plan Implementation: Implementation

requires converting a HR plan into action.
A series of action programmes are initiated as a
part of HR plan implementation.
If there is a shortage of employees
Use overtime

Add contingent
workers

Human
Bring back recent Resource
retirees Shortage

Outsource work

Reduce turnover
If there is a surplus of employees
Early Retirement

Workforce Downsizing

Human
Attrition and Hiring
Resource
Freezes
Surplus

Voluntary Separation
Programs

Layoffs

30
 Cont’d
7. Control & Evaluation of HRP:
HR Plan must also clarify responsibilities for
control establish reporting procedures, which will
enable achievements to be monitored against the
plan.
The HR Plan should include budgets,
targets and standards.
These plans may simply be reports on the
numbers employed, recruited against
targets etc.
 Thank you!!!

End of the Chapter