Job analysis in an organization Job analysis involves collection of job related information.

The focus is on the job but not on the individual holding the job. However individuals are consulted. Job analysis has its impact on all functions of HRM. Job analysis, if properly done ,will enhance the effectiveness of all HRM activities. Specially,job analysis benefits an organization in the following ways----(a)Laying the foundation for HR Planning (b) Laying the foundation for employee hiring (c) Laying the foundation for training and development (d) Laying the foundation for performance appraisal (e) Laying the foundation for salary and wage fixation (f) Laying the foundation for safety and wealth JOB ANALYSIS: A process of obtaining all pertinent job facts

JOB DESCRIPTION : A statement containing items such as Job title Location Job summary Duties Machines ,tools Materials Supervision Working conditions Hazzards

JOB SPECIFICATION : A statement of human qualifications necessary to do the job. Usually contains such items as Education Experience Training Judgment Initiative Physical effort Physical skills Responsibilities Communication skills Emotional characteristics Unusual sensory demands such as light,

PROCESS OF JOB ANALYSIS

Strategic choices

Gather information

Uses of job Description and Job specification: Personnel planning Performance appraisal Hiring Training and Development Job evaluation and compensation Health and safety Employee Discipline Work scheduling Career planning

Process information

Job description

Job specification

Steps of job analysis Step 1: Identify purpose of job analysis You should identify purpose of job analysis because that will determine what job analysis method, what data will be collected.

Step 2: Selecting the analysts You can choose analyst from professional human resource, line mangers, incumbents or consultants. Step 3: Selecting the appropriate method Select representative positions to analyze because there may be too many similar jobs to analyze, and it may not be necessary to analyze them all. Review background information such as organization charts, process charts, and job descriptions of positions selected . Then identify methods of job analysis. There are many methods in job analysis, you should pay attention to advantages and disadvantages of each method in order to choose suitable one. Identify sample size of position. Step 4: Train the analysts If you intend to use internal analysts you have to teach them how to use the selected methods. Step 5: Preparation of job analysis Communicate the project in the organization. Preparing the documentation, for example: interview questions, questionnaires. Step 6: Collecting data Collecting data on job activities, employee behaviors, working conditions, and human traits and abilities needed to perform the job Using one or more of the job analysis methods to collect data. Step 7: Review and verify Consolidate the results. You must review all data collected. This will help you to confirm that the information is factually correct and complete. How can review information? Review data with his or her immediate supervisor. Review data by technical conference (is a job analysis method). Review data with incumbents by interview. Step 8: Develop a job description and job specification Implement the results into the company procedures according to the goal-setting. Develop a job description and job specification from the job analysis information. A job description is a written statement that

describes the activities and responsibilities of the job, working conditions and safety and hazardsA job specification summarizes the personal qualities, traits, skills, and background required for getting the job done. Job analysis is the process of describing and recording aspects of jobs and specifying the skills and other requirements necessary to perform the job.

Purpose One of the main purposes of conducting job analysis is to prepare job description and job specification which in turn helps to hire the right quality of workforce into the organization. The general purpose of job analysis is to document the requirements of a job and the work performed. Job and task analysis is performed as a basis for later improvements, including: definition of a job domain; describing a job; developing performance appraisals, selection systems, promotion criteria, training needs assessment, and compensation plans. In the fields of Human Resources (HR) and Industrial Psychology, job analysis is often used to gather information for use in personnel selection, training, classification, and/or compensation. 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. Professionals developing certification exams use job analysis (often called something slightly different, such as "task analysis") to determine the elements of the domain which must be sampled in order to create a content valid exam. When a job analysis is conducted for the purpose of valuing the job (i.e., determining the appropriate compensation for incumbents) this is called "job evaluation." Job analysis aims to answer questions such as: 1. Why does the job exist? 2. What physical and mental activities does the worker undertake? 3. When is the job to be performed? 4. Where is the job to be

performed? 5. How does the worker do the job? 6. What qualifications are needed to perform the job? 7. What are the working conditions (such as levels of temperature, noise, offensive fumes, light) 8. What machinery or equipment is used in the job? 9. What constitutes successful performance? Methods There are several ways to conduct a job analysis, including: interviews with incumbents and supervisors, questionnaires (structured, openended, or both), observation, critical incident investigations, and gathering background information such as duty statements or classification specifications. In job analysis conducted by HR professionals, it is common to use more than one of these methods. For example, the job analysts may tour the job site and observe workers performing their jobs. During the tour the analyst may collect materials that directly or indirectly indicate required skills (duty statements, instructions, safety manuals, quality charts, etc). The analyst may then meet with a group of workers or incumbents. And finally, a survey may be administered. In these cases, job analysts typically are industrial/organizational psychologists or Human Resource Officers who have been trained by, and are acting under the supervision of an industrial psychologist. In the context of vocational rehabilitation, the primary method is direct observation and may even include video recordings of incumbents involved in the work. It is common for such job analysts to use scales and other apparatus to collect precise measures of the amount of strength or force required for various tasks. Accurate, factual evidence of the degree of strength required for job performance is needed to justify that a disabled worker is legitimately qualified for disability status. In the United States, billions of dollars are paid to disabled workers by private insurers and the federal government (primarily through the Social Security Administration). Disability determination is, therefore, often a fairly "high-stakes" decision. Job analysts in these contexts typically come from a health occupation such as occupational or physical therapy.

Questionnaires are the most common methodology employed by certification test developers, although the content of the questionnaires (often lists of tasks that might be performed) are gathered through interviews or focus groups. Job analysts can at times operate under the supervision of a psychometrician.