Unit IV : Job Analysis and Job design LH-5

4.1 Concept and nature of job analysis

4.2 The process of Job analysis

4.3 Methods of collecting job data.

4.4 Problems with job analysis

4.5 Concept of job design

4.6 Factors affecting job design

4.7 Job design approaches

 Concept and Nature of Job Analysis
Job analysis is the process of collecting information about jobs specially, what the employee
need to do; how the job activities need to be accomplished; why he does it; what special skills,
qualification and training are required; whether the job has relationship with other jobs; what
physical facilities are essential; and the special environmental conditions of done.

Thus, job analysis is process of analyzing framework i.e anatomy of the job. It includes the
identification of the tasks performed, the machines and equipment's to be used, physical
environment of the jobs, skills required, etc. for effective accomplishment of the job.

Job analysis contains job contents as well as skills specifications. It is thus, the process of
studying and collecting information relating to the operations and responsibilities of a specific
job. The immediate products of this analysis are job descriptions and job specifications.
Decenzo and Robbins (2005) "Job analysis is a systematic exploration of the activities within a
job. It is a basic technical procedure, one that is used to define the duties, responsibilities, and
accountabilities of a job.

Department of Labour, USA (2017) "Job analysis is the process of determining by observation
and study and reporting pertinent information relating to the nature of a specific job. It is the
determination of the tasks that comprise the job and of the skills, knowledge, abilities and
responsibilities required of the worker for successful performance and which differentiate the
job from all others.
 Importance of Job Analysis
a. Job description and specification: Job analysis is conducted in order to prepare job description
and the job specification which guides for employee recruitment, selection and motivation.
b. Job evaluation: Job evaluation is the process of determining job worth or value through a
systematic comparison of job elements with other. Job evaluation, thus, provides an important
tool for making decisions regarding the compensation for particular position.
c. Recruitment and selection: Recruitment is the process of attracting skill potentials towards the
organization. Thus, job analysis is important for recruitment and selection.
d. Performance review and control: Organization must evaluate its performance of individual,
group and total organization in regular basis. Job analysis can be beneficial in performance review
to meet the target goals. Thus, job analysis is essential for performance review and control.
e. Training and development: Job analysis is essential for training need assessment and
development. It also helps in deciding the training content, assessment tests to measure
effectiveness of training, equipment's to be used to conduct training, and methods of training such
as group discussion, lecture, computer-based, video, classroom, etc.
 The Process of Job Analysis
Job analysis is a systematic process of collecting and analyzing information about a job's tasks,
responsibilities, required skills, outcomes, and the working environment. It provides essential
data for various HR functions like recruitment, selection, training, and performance appraisal.

The process of job analysis are as follow:

1. Determine the Purpose of Job Analysis

• Identify why the job analysis is being conducted (e.g., for recruitment, job evaluation, or
training needs). Clarify the scope and objectives of the analysis.

2. Identify the Job to Be Analyzed

• Select specific jobs or positions for analysis. Prioritize based on organizational needs or job
complexity.
3. Select the Method of Data Collection
Common methods include:
i. Observation: Watching employees perform their jobs to understand tasks and workflow.
ii. Interviews: Discussing job roles with employees, supervisors, or managers.
iii. Questionnaires: Distributing structured or semi-structured forms to gather information from multiple
employees.
iv. Work Diaries/Logs: Analyzing employees’ daily records of activities.
v. Job Performance: Performing the job to experience the responsibilities firsthand.
4. Collect Job Information
Gather detailed information on:
i. Tasks and Duties: The specific activities performed.
ii. Responsibilities: The level of accountability.
iii. Skills and Knowledge: Required qualifications, experience, and training.
iv. Tools and Equipment: Resources used to perform the job.
v. Work Environment: Physical, social, and organizational conditions.
vi. Relationships: Interaction with supervisors, peers, and subordinates.
5. Analyze the Collected Data

Organize the data to identify patterns, redundancies, and unique aspects of the job. Classify
tasks and responsibilities into categories.

6. Prepare Job Descriptions

i. Job Title: The formal title of the position.

ii. Job Summary: A brief overview of the job.

iii. Key Responsibilities: Detailed tasks and duties.

iv. Qualifications: Required skills, education, and experience.

v. Work Conditions: Physical or environmental conditions.

7. Prepare Job Specifications

• Focus on the human requirements for the job.

• Include qualifications, skills, physical abilities, and other criteria necessary for success.

8. Validate the Job Analysis

• Confirm the accuracy of the data with employees and supervisors.

• Make revisions based on feedback.

9. Use the Job Analysis Data

• Integrate the results into HR functions like recruitment, performance evaluation, training,
and job design.
 Methods of Collecting Job Data
There are different methods to collect job data, each with its pros and cons. Here are some common methods:

a. Interviews:

i. Individual Interviews: One-on-one discussions with employees or their supervisors provide detailed
insights into job roles and requirements.

ii. Group Interviews: Discussing with groups of similar employees allows for quick information gathering
from multiple individuals simultaneously.

b. Questionnaires:

i. Structured Questionnaires: These contain fixed questions and options, making data collection and
analysis straightforward.

ii. Open-Ended Questionnaires: These allow employees to provide detailed, personalized responses,
offering deeper insights.
c. Observations:

i. Direct Observation: Watching employees perform their duties gives firsthand knowledge of
their tasks and environment, although it can be time-consuming.

ii. Participant Observation: An analyst performs the job to experience it firsthand, which is
useful for simpler jobs but not feasible for complex or hazardous ones.

d. Critical Incidents: Employees describe specific examples of effective and ineffective job
performance, helping identify essential skills and behaviors.

e. Job Diaries: Employees keep daily logs of their activities, providing a detailed view of their
jobs and identifying areas for improvement.

f. Technical Conferences: Meetings with experts allow for in-depth discussions about the job
and can help identify improvement opportunities.
 Problems with Job Analysis
Job analysis is an important process for human resources management, but it can come with
various difficulties:

a. Lack of management support: refers to the absence of endorsement or commitment from

higher-level leaders within an organization. This can be a significant obstacle because,
without their approval, job analysis the process of evaluating and defining job roles may
be regarded as unimportant. Consequently, this perception can result in insufficient
cooperation from employees and inadequate resources allocated to carry out the analysis
effectively.
b. Employee resistance: Employee resistance to job analysis may arise because employees see it
as a potential threat to their jobs or responsibilities. To alleviate their concerns and encourage
cooperation, it is important to communicate the purpose of the job analysis clearly and address
any worries they may have.

c. Time-Consuming and Resource-Intensive: The process can be lengthy, especially for large
organizations with numerous roles. It requires significant time and resources, including the
involvement of analysts, managers, and employees.

d. Subjectivity and bias: Subjectivity and bias in job analysis refer to the influence of personal
opinions and prejudices that can affect the process. Because job analysis relies on the
judgments of individuals such as analysts or current employees there is a risk that their
personal views may distort the accuracy of job descriptions and performance assessments. This
can result in misrepresentations of job roles and unfair evaluations of employee performance.
e. Rapidly Changing Job Roles: In today's dynamic work environment, job roles are
constantly evolving due to technological advancements and changing business needs.
Keeping job analysis up-to-date can be challenging.

f. Difficulty in Capturing Complex Roles: Certain jobs, especially those involving

complex cognitive tasks or creative problem-solving, can be difficult to analyze accurately
using traditional methods.

g. Lack of Standardization: Different organizations or even different departments within

the same organization may have varying approaches to job analysis, leading to
inconsistencies and difficulty in comparing roles across the board.
 Concept of Job Design
Job design is the process of designing the job contents i.e the activities to be included in the job.

It is a basic function of human resource management which concerns identification and
organizing the different tasks to be included into a job.
Job design is the process of making the job more scientific and systematic so that employees
can accomplish the allocated job with greater efficiency and effectiveness. Job design creates
job specialization.
Job design process consists of identification of activities to accomplish, breaking down the
activities into small and simple unit of tasks, organizing the similar task into a recognizable job
package so that an employee with specific knowledge and skills on particular area can
accomplish it more effectively.
Decenzo and Robbins (2005) "Job design is the way in which job-tasks are organized into a
unit of work.”

Byars and Rue (1986) “Job design is the process of structuring work and designating the
specific work activities of an individual or group to achieve certae organizational objectives”.

Business dictionary (2018) – “Job design is the process of Work arrangement (or
rearrangement) aimed at reducing or overcoming job dissatisfaction and employee alienation
arising from repetitive and mechanistic tasks. Through job design, organizations try to raise
productivity levels by offering non-monetary rewards such as greater satisfaction from a sense
of personal achievement in meeting the increased challenge and responsibility of one's work
Job enlargement job enrichment. job rotation, and job simplification are the various techniques
used in a job design exercise."
Factors Affecting Job Design
 Job Design Approaches
Job design approaches are methods used to shape and arrange work tasks with the aim of
enhancing employee happiness, motivation, and efficiency. The following are some prominent
approaches:

a. Traditional Approaches

i. Job Simplification: Breaking down jobs into smaller, simpler tasks to increase efficiency and
reduce training time.

ii. Job Specialization: Assigning workers to specific tasks to improve their skills and speed.
b. Motivational Approaches

i. Job Enlargement: Expanding the scope of a job by adding more tasks of a similar nature.

ii. Job Enrichment: Increasing the depth of a job by adding responsibilities and decision-
making authority.

iii. Job Rotation: Shifting employees between different tasks to reduce boredom and increase
versatility.

c. Ergonomic Approaches

iv. Biological Job Design: Designing jobs to minimize physical strain and discomfort.

v. Cognitive Job Design: Designing jobs to reduce mental stress and fatigue.
d. Sociotechnical Systems Approach

Integrating technical and social systems to optimize work processes and improve employee
well-being.

e. High-Performance Work Systems

Designing jobs to empower employees and encourage teamwork, innovation, and

continuous improvement.