JOB ANALYSIS

1.What is job analysis? Ans: The procedure for determining the duties and skill requirements of a job and the kind of person who should be hired for it. 2.What are the products of job analysis? Ans: There are two products of job analysis. 1.Job description 2.Job specification Job description: A list of a jobs duties, responsibilities, reporting relationships. Work condition and supervisory responsibilities- is called job description. Job specification: A list of a jobs "human requirements" that is the requisite education, skills, personality and so on- is called job specification 3.Why types of information normally we get via job analysis? What are the nature of job analysis? Ans: The following information normally we get via the job analysis: Work activities: Job actual works such as cleaning, selling, teaching, painting. Human behavior: Information about human behavior like sensing, communicating, deciding, writing. Machines tools equipments and work aids: Information includes, tools used, materials processed, knowledge dealt with applied(law, finance) service rendered(counseling, repairing).

Performance standards: Information of quantity or quality levels for each job duty. Job context: Matters as-Physical working conditions. -Work schedule. -Original & social context.

Human requirements: such as: a)Job related knowledge or skills(education, training, work experience). b)Personal attributes aptitudes, physical characteristics, personality & interests.

Uses of job analysis information: Recruitment & selection: Information is the form of job description & specification helps management decide what sort of people to recruitment and hire.

Compensation: Job analysis information is crucial for estimating the value of each job & its appropriate compensation. Compensation (salary & bonus) depends on the jobs required skill and education level, safety hazards, degree of responsibility etc.

Performance appraisal: Managers use job analysis to determine the jobs specific activities and performance standards.

Training: The description should show the activities and skills and therefore the training that the job requires.

Discovering unassigned duties: You can uncover an essential unassigned duty. Exp: product manager; inventories task.

EEO compliance: Employers must be able to show that their selection criteria and performance are actually related.

Steps in job analysis: Step 1: Decide how youll use the information, since this will determine the data you collect and how you collect them.

Step 2: Review relevant back ground, information, such as organization charts, process charts & job descriptions.

Organization charts: Show the organization wide distribution of work with titles of each position and interconnecting lines that show who reports to and communicates to whom.

Process chart: A process chart provides a more detailed picture of the work flow; it shows particular job. Exp: Information input From plant manager Components input from suppliers

Job under study quality control clerk

Information output to plant manager regarding component quality

Product quality output to plant manager

Fig: Process chart for analysis.

Methods of collecting job analysis information:

#The Interview: Managers use 3 types of interview to collect job analysis data 1) Individual interviews Performing similar jobs: 2) Group interview 3) Supervisors interview

Pros & Cons: 1) Quick and inexpensive way to gather information, 2) Most widely used method 3) Interviewer can unearth important activities that might never appear in a writer former that occur only occasionally or informal contacts 4) The employee can vent frustration Distortion of information may occur; 1) View the interview as an efficiency evaluation that may affect their pay then they tend to exaggerate certain responsibilities what minimizing others 2) Slow process (individual interview) Questionnaires: Having employees fill out questionnaires to describe their job related duties and responsibilities is another good way to obtain job analysis information 1) Structured and / closed ended 2) Unstructured / Open-ended simply ask the employees to described the major duties of your job Advantages:1) Quick and efficient way to obtain information ; 2) Less costly 3) Developing the questionnaires and testing it can be expensive and time consuming # Observation: 1) Direct observation when jobs consist mainly of observable physical activities line work, not feasible in mental work. 3) Take notes of all the job activities 4) Then interview. # Participant Dairy / Logs: Ask workers to keep a dairy /log of what they do during the day, and records those activities.

Pros: Produce a very complete picture of the job Cons: they might try to exaggerate some activities. ** Pocket dictating machines and pagers used by workers. # Writing Job Description ( what are the section include in Job Description?)

Job title ( name of the job ,marketing manager) 1) Job identification Department ,salary, reports to ere

2) Job summary Major functions or activities 3) Responsibility and duties list major responsibility and duties.(achieve quantitative sales goals..)determine sales priorities. 4) Authority of Incumbent 5) Standards of performance 6) Working conditions 7) Job specification Job Enlargement: Assigning workers additional same level activities thus increasing the number of activities they perform. Job Rotation: Systematically moving workers from one job to another to enhance work team performance and /to broaden his or her experience and identify strong and weak points to prepare the person for an enhanced role with the company. Job Enrichment: Redesigning jobs in a way that increases the opportunities for the worker to experience feelings of responsibility, achievement, growth, and recognition Given by Psychologist Frederick Herzberg. It is a motivational toot. It is not emphasis the control from outside. #Question: Why managers are Dejobbing their companies? Answer: Today jobs are becoming more difficult to define . In other words, the trend is toward dejobbing. Dejobbing: Broadening the responsibilities of the companys jobs and encouraging employees not to limit themselves to whats on their job description is a result of the changes taking place in business today. Organizations need to be grapple with trends like (changes):Rapid product and technological change ----Political instability,global competition ,deregulation ,demographic changes and shift to a service economy. Platter Organization: Instead of traditional ,pyramid shaped organizations with seven or more mgt layers, flat organization with just three or four level are more prevalent.

Sojobs of subordinate end up higher bigger in terms of both breadth and death of responsibilities. Prevalent existing or happening generally. End up --- to reach or to a certain place. Amorphous--- having to definite shape or form ;not organize Grapple --- to seize an opponent firmly and struggle with her or him . Work Teams: Managers increasingly organize tasks around teams and processes rather than around specialized functions . It replaces a traditional pyramidal organization with multiskilled ,, cross-functional and self-directed teams. The Boundary less Organization; In a boundary less organization, the widespread use of teams and cross-functional task forces reduces and makes more permeable the boundaries that typically separate. Departments (like sales & production) and hierarchical levels. It fosters companys responsiveness by encouraging employees to rid themselves of the its not my job attitudes that typically creates wall between one employees area and anothers. Reengineering: Reengineering is the fundamental rethinking and radical redesign of business processes to achieve dramatic Improvements in critical contemporary measures of performance, such as cost, quality, service, and sped. Here workers collectively responsible for overall results of work. Share joint responsibility with team members. Permeateto spread to every part of 8th. Permeatethat can be permeated by liquids or gases. Competency-Based Job Analysis: Competencies: Demonstrable characteristics of the person that enable performance of a job. Job competencies are always observable and measurable behaviors comprising part of a job. It is used synonymously with knowledge or skills, or abilities a person needs to do the job. Example- In order to perform this job competently the employee should be able to .. Competency-Based Job Analysis: means describing the job in terms of the measurable, observable, behavioral competencies (knowledge, skills, and behavior) that an employee doing that job must exhibit to do the job well. Traditional Job Analysis: Focuses a what is accomplished on duties and responsibilities. ExJob focuses. Competency -Base Job Analysis: Focuses How the worker meets the jobs objectives or actually accomplishes the work. Ex-Worker focused. Exp-To perform this job competently, the employee should be able to with conduct marketing surveys on current and new product concepts. Prepare marketing reports; Develops & execute marketing plans & programs.

Personnel planning and recruitment

Question (1): What is employment and Personnel planning? Ans: Employment and Personnel planning is the process of deciding what positions the firm will have to fill and how to fill them. Personnel planning cover all future positions, form maintenance to CEO. Steps in recruitment & selection process: The recruitment & selection process is a series of hurdles aimed of selecting the best candidate for the job. Process: Employment planning and forecasting Recruiting build a pool conditions Candidates Applicants complete application forms Use selection tools like test of screen out most applicants Candidates Became employee Supervisors & others interviews final candidates to make the final choice. In planning for employment recruitments, there are three things to forecast: 1) Personnel needs 2) The supply of inside candidates 3) The supply of outside candidates Forecasting Personnel needs: The most common personnel planning approaches involves the use of simple techniques like ratio analysis or trend analysis to estimate staffing needs based on sales projection & historical sales to personnel relationships. 1) Trend analysis: Trend analysis means studying variations in your firms employment levels over the few years. You might compute the number of employees of your firm at the end of each of the last five years. The purpose is to identify trends that might continue

into future. Trend analysis can provide an initial estimate but employment level rarely depends just on the passage of time. Other factors (like changes in sales volume & productivity) also affect staffing needs. 2) Ratio analysis: Ratio analysis means making forecast based on the ratio between a) Some causal factors (like sales volume) b) The number of employees required (no. of sales person) Or, A forecasting technique for determining future staff needs by using ratio between, for example: sales volume & numbers of employees needed. 3) The scatter plot: A scatter plot shows graphically how two variables such as a measure of business activity and your firms staffing levels-are related. If you can forecast the level of business activity, you should also be able to estimate your personal requirements. Picture

4) Using Computers to Forecast Personal Requirements: Typical data needed include direct labor hours required to produce one unit of product (a measure of productivity) & three sales projections & probable minimum, maximum, & probable-for the product live in question. Forecast the supply of inside candidates: The main task is determining which current employees might be qualified for the projected openings. For forecasting the supply of inside candidates employees use the following techniques: # 1) Qualifications Inventories: Manual or computerized records listing employees education, career & development interests, languages, special skills, and so on, to be used in selecting inside candidates for promotion. # 2) Replacement charts: Company records showing present performance and promo ability of inside candidates for the most important positions is called Personal Replacement charts. # 3) Manual systems: A personal inventory and development record form compiles qualifications information on each employee. The Information includes education company

sponsored courses taken, career and development interests, languages, desired assignments & skills. # 4) Position Replacement Card: A card prepare for each position in a company to show possible replacement candidates and their qualifications. Rehiring: Rehiring former employees had its pros and cons. Pros - former employees are known quantities (more or less) and already familiar with the companys culture, style & ways of doing things. Cons - On the other, employees who were let go may return with less than-positive altitudes. And - Back into better positions may signal your current employees that the best way to get ahead is to leave the firm. Succession planning: The ongoing process of systematically identifying, assessing, and developing organization leadership to enhance performance. There are three steps in succession planning: 1) Identifying & analyzing key jobs. 2) Creating & assessing candidates & 3) Selecting those who will fill the positions. Outside sources of candidate: Advertising: -> the media -> Local news paper best for clerical/blue collar -> Professional journals -> Top level employees -> Constructing the ad -> Attention -> interest -> desire -> action Employee agencies -> public and non-profit agencies -> the national job bank enables counselors -> Private agencies Temp agencies & alternative staffing Off shoring/outsourcing white collar & other jobs Executive recruiters/headhunter; ERS are special agencies retained by employers to seek out top management talent for their clients. On demand recruiting services College recruiting

 On-site visit Internship Referrals & walk-ins Recruiting via internet Applicant teaching Using E-recruiting applications tracking ASP

EMPLOYEE TASTING AND SELECTION

Question: Why careful selection is important? Ans: 1) your own performance always depends in part on your subordinates. Employees with the right skills and attributes will do a better job for you and company. 2) It is important because its costly to recruit and hire employees, $5000 for clears. 3) Legal implications of incompetent hiring. BASIC TESTING CONCEPTS Reliability: reliability is a tests first major requirement and refers to its consistency. A reliable test is one that yields consistent scores when a person takes two alternative forms of the text or when he or she takes the same test on two or more different occasions. EXP: if a person scored 90 as an intelligence text on Monday & 130 on Tuesday, this is of reliable. There are several ways to estimate consistency or reliability.

A) Retest estimate B) Equivalent for Estimate (SAT Scholastic Assessment Test). A number of things could cause a test to be unreliable. 1) The question may so a poor job of sampling. 2) Test-1, focuses more on-chapters 1, 3, 5, 27 while Test-2 focuses more on-chapters 2, 4, 5 & 8 etc 3) Noisy room conditions Validity: Reliability, while indispensable only tells you that the test is measuring something consistently. It does not prove that you are measuring what you intent to measure. Validity is the second major requirement for a test. Validity tells you whether the test is measuring what you think its supposed to be measuring. In employment testing, there are two main ways to demonstrate a testing validity: 1) Criterion validity. 2) Content. Criterion validity: means demonstrating that those who do well on the test also do well on the job vice versa. Exp: Data entry test used to hire a data entry check. Context validity: Employers demonstrate the context validity of test by showing that the test constitutes a fair sample of the context of the job. Exp: a data entry test used to hire a data entry clerk.

TYPES OF TEST: Test of Cognitive abilities: cognitive tests include tests of general reasoning ability (intelligence) and test of scientific mental abilities like memory and inductive reasoning. Intelligence test: Including memory, vocabulary, verbal fluency, and numerical ability. IQ= Mental Age (measured by the intelligence test) chronological age 100 Specific cognitive abilities: Induction and deductive reasoning, verbal comprehension, memory, and numerical ability such tests called Aptitude Tests, since they purport to measure aptitude

for the job in question (Induction n. = the process of admitting sb or of being admitted to an office r org.) Tests of motor & physical abilities: you might also want to motor abilities such as finger dexterity, manual dexterity & reaction time. (Reasoning: arguments, the process or action of using ones ability to think.) Test of physical abilities: Static strength (lifting weights) Dynamic strength (like pull-ups) Body coordination (jumping rope) & Stamina

Measuring personality and interest: None performance / performance is usually the result of personal characteristics such as attitude, motivation & especially temperament Personality tools measures basic aspects of an applicants personality such as introversion stability & motivation. Exp: The psychologist presents an ambiguous stimulus (like clouded picture) to the person. The psychologist then asks the person to interpret or react to it. It reflect his or her emotional attitude about life. A security oriented person might describe the woman my mother worrying about what Ill do if I lost my job. Other projective techniques is make a picture story (MAPS). Achievement test: Achievement tests measures what a person has earned. Most of the tools you take in school are achievement tests. They measure your job knowledge in areas like economics, marketing or personnel. Work samples and stimulation: The work sampling techniques measures how a candidate actually performs some of the hobs basic tasks. It measures actual on-the-job-tasks. So its harder for applicants to fake answers. Management assessment centers: A management assessment center is a two to three day simulation in which ten to twelve candidates perform realistic management tasks (like making presentation) under the observation of experts who appraise each candidate leadership potential. It has one way mirror to facilitate observations types: 1) the in-basket 2) leaderless group discussion

3) management games 4) individual presentation 5) objective test 6) the interview Video-Based situational testing: The typical video-Based situational testing presents the candidate with several scenarios. Each followed by a multiple choice question. At a critical moment, the scenario ends and the video asks the candidate to choose from among several courses of action. The miniature job training & evaluation approach: The idea here is to train candidate to perform a sample of the jobs task and then to evaluate their performance. The approach assumes that a person who demonstrates that he or she can learn and perform the sample task will be able to learn & perform the job itself. Background investigation & other selection methods: Most employers try to check and verify the job applicants background information and references. In one survey of about 700 HR employees. 87% said they conduct reference check. 69% conduct background employment checks. 61% check employee criminal records. 56% check employees driving records. 35% check credit. legal eligibility, date of prior employment, military service, education, identification country criminal records, motor vehicles record, credit etc. Effectiveness: it is an inexpensive & straight forward way to verify factual information about the applicant, such as current & previous job titles, current salary range, dates of employment, & educational background. The Polygraph and Honesty: Some firms still use the polygraph for honesty testing even though current law severely restricts its use. The polygraph is a device that measures physiological changes like increased perspiration. The assumption is that such changes in emotional states that accompany lying. Paper and-pencil Honesty Tests: these tests are psychological tests designed to predict Job applicants proneness to dishonesty and other forms counter productivity.

 GRAPHOLOGY: Graphology to the use of handwriting analysis to determine the writers basic personality traits. Its validity is highly suspect. Physical Examination: once the employees extend the person a job offer a medical exam is often the next step in the selection process. To reduce absenteeism & accidents To detect communicable diseases For future insurance & compensation claims Substance abuse screening: many employers conduct drug screenings. The most common practice is to test candidates just before they are formally hired. {Screen (v) + to conceal, protect, or shelter sth/sb with or by forming a screen.} Training & developing employees

Orienting employees: your employee must know what to do or how to do it. Employee orientation: Employee orientation provides new employee with basic background information required to perform their jobs satisfactorily, such as information about company rules. Programs may range from brief informal introductions to lengthy formal courses. Like working hours, vacations based employee hand books. New superior Department, workplace New catalogues Employee benefits, personnel policies, the daily routine, org operations, safety measures and regulations, as well as a facilities tour. A successful orientation should accomplish four things. 1) The new employee should feel welcome & ease 2) Should understand the org(past, present, future) 3) Policies & procedures. 4) Should be clean about what is expected in terms of work & behavior. } these are found/received as printed or internet

 The training process: Training refers to the methods use to give new or present employees the ski9lls they need to perform their jobs. Exp: a new salesman how to sell your firms product. Performance management: The process employers use to make sure employees are working toward organizational goals.

< > < > < > < > < > < > < > < > < > < > < > < > <>