Table of Content

No Title Pages
1 What is job description and items are typically included?

2 What is job analysis? How can you make use of the information it
provides?

3 Do you think companies can really do without detailed job

descriptions? Why or why not?

4 In a company with only 25 employees, is there less need for job

descriptions? Why or why not?

5 References

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1. What is job description and items are typically included?

A job description provides job seekers with application information for any given job. It
should include all of the specific details applicants would need to know about a specific
position they are applying for. Each of the elements included in a job description
ultimately serves to bring in the right candidate for the job by allowing them to become
familiar with what to expect from the company. A few important definitions of job
description are as follows:

According to Edwin B. Flippo, The first and immediate product of job analysis is
job description. As its title indicates, this document is basically descriptive in nature
and constitutes a record of existing and pertinent job facts.

In the words of Pigors and Myres, Job description is a pertinent picture (in writing)
of the organisational relationships, responsibilities and specific duties that constitute
a given job or position. It defines a scope of responsibility and continuing work
assignment that are sufficiently different from that of other jobs to warrant a specific
title.

The items of job description are typically included qualifications that are required for
job. A job description includes the qualifications such as SPM level, diploma level,
degree level and master level is any given position requires, and the level of skill that is
necessary to get the job. Some of the elements that may be included in the
qualifications portion of a job description are education and work experience as well as
certain physical requirements a job might call for. It may also include any specialized
knowledge needed to fulfil the position. For example, a job may call for expertise in
medical fields, finance, literary arts or mechanical maintenance. Job seekers need to
know these qualifications to determine if the job is right for them.

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Besides that, special skills. Job descriptions include a list of special skills that an
employer needs to see in a potential job candidate. These necessary skills could
include professional skills, or skills a person has received in similar positions to the one
in the job description. A job description may also include a list of desired interpersonal
skills such as effective communication skills, leadership skills, customer service skills
and business skills. The skill set listed on a job description is important so that
employers can find the most qualified person for the job.

Moreover, personal qualities. A job description may include a list of necessary

personal qualities for any particular job. Personal qualities go beyond qualifications and
specialized skill sets because they are directly related to a job searcher's personality. A
job description may include this section to attract candidates that would fit in most
harmoniously within a particular company. For example, personal qualities include a
person's overall demeanor, personal behavior and preferences, level of resourcefulness
and ability to remain professional while executing any given task.

In addition, working conditions and possible hazards. The working environment in

terms of heat, light, noise levels, dust and fumes etc. The job hazards and possibility of
their occurrence and working conditions should also be described. It will be helpful in
job evaluation.

Last but not least, job location. Job location should also be given in the description of
the job. Job location means the place where the job is to be performed i.e. in which
department such as marketing department, human resources (HR) department,
information technology (IT) department, accounting department etc.

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2. What is job analysis? How can you make use of the information it provides?

A job Analysis refers to a process that useful to identify and provide detailed
specification about particular job requirement and its significant importance is in hiring
the talent. It is the determination of tasks, which comprise the job of the skills,
knowledge, abilities, and responsibilities required of the holder for the successful job
performance. Putting it in other words it is the process of getting information about the
job incumbents skills, education and training to carry out the job effectively and terms
on time for completion, performance standard.

It is procedure by which pertinent information is obtained about a job, i.e. It is detailed

and systematic study of information relating to the operations and responsibilities of a
specific job.

Some important definitions of job analysis are under as follows:

Harry L.Wylie. Job analysis deals with the anatomy of the job.... This is the
complete study of the job embodying every known and determinable factor, including
duties and responsibilities involved in its performance; the conditions under which
performance is carried on; the nature of the task; the qualifications required in the
worker; and the conditions of employment such as pay, hours, opportunities and
privileges

According to Michael J. Jucius, Job analysis refers to the process of studying the
operations, duties and organizational aspects of jobs in order to derive specification
or, as they are called by some job description

In the words of Edwin B.Flippo, Job analysis is the process of studying and
collecting information relating to the operations and responsibilities of a specific job

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A job analysis results in two important documents are Job Description and Job
Specification.

Job Analysis process helps to collect useful data and perform analysis on that data. It
collects data such as past career details of the aspirants, academic details, human
qualities, the nature and the conditions of work where aspirant will work, family
background, and other basic qualifications. After this task, job analysis completes a task
calls 'job psychograph' that allow to check the candidates ability for the particular
requirement then they perform 'sound job analysis' through their valid check list and this
list contains the possible duties or functional areas where particular candidate would
require to work after selection but before that, they recommend basic training so that a
candidate can become familiar with company, team, culture, and subject matter (project
related tasks). Therefore, all the collected information help to make decision on job
requirements and decide selection, training, and compensation for each hired candidate

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3. Do you think companies can really do without detailed job descriptions? Why
or why not?

For my opinion, my answer is no. It is important for a company do a detailed job

description because of following reasons. First, job descriptions are a clear, concise
communication tool for the purpose of relaying job requirements to applicants. You want
to attract and hire competent employees, and to do so, they must understand the core
requirements of the position from the beginning. The job description can also give a
sense of the company culture and showcase your brand to perspective employees.
Wouldnt it be ideal to have an applicant pool that understands the job and has buy-in to
the company? A well written job description can save you time, money, and hassle with
your recruitment process.

Second, job descriptions are a great tool for communicating expectations to employees.
The job description spells out what is expected of the employee and provides the
direction to achieve successful job performance. You can utilize the job description
when it comes time for performance reviews and / or determining compensation for a
given position. You can also use job descriptions as road maps for career planning and
training.

Third, job descriptions are key to ensuring your legal compliance with the Americans
with Disabilities Act and the Fair Labor Standards Act (FLSA). You may be faced with a
situation in which an employee requests an accommodation in order to perform his or
her job. Your job description is firm documentation of what constitutes the position and
the requirements for it. This will be important in determining what constitutes a
reasonable accommodation and establishing controls for it. Your job descriptions also
assist with FLSA compliance. By spelling out the FLSA status of a position (exempt v.
non-exempt) you set the parameters for work hours, pay type and overtime.

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Another way that job descriptions help you as an employer is by assisting with proper
workers compensation classifications. Each job title in your organization is associated
with a workers comp code that reflects the risk classification the job falls into. You
report payroll to your workers comp carrier for each WC code. Based on those figures,
your premium is calculated. If your employees are not coded correctly, you could pay
more or less than required to maintain WC coverage for your organization. In the event
of a claim, the carrier will first check to ensure your coverage is up to date. You do not
want to be in a situation where your WC coverage is not in good standing. To avoid this,
create job descriptions for each position and make sure the associated WC code
reflects the job accurately.

Finally, having job descriptions on file can be the difference between winning or losing
(and paying) unemployment claims. Have you ever had an employee be terminated for
poor performance and then win their unemployment claim? Are you still wondering how
that happened? In todays workplace, it is imperative to have written job descriptions for
each position in your organization. The notions of learn as you go and do what
everyone else is doing just dont work anymore. In terms of unemployment claims, it is
not uncommon to have an employer speak to the requirements of the job and then the
employee claims they never knew of those requirements. Many state agencies that
administer unemployment benefits tend to be employee friendly and are less likely to
deny benefits to someone who proves they were never given a job description. By
creating job descriptions, you are giving yourself more leverage against faulty claims.

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4. In a company with only 25 employees, is there less need for job descriptions?
Why or why not?

For my opinion, my answer is yes. It is necessary for a company having 25 employees

to make a job description because of following reasons. First and foremost, increase in
efficiency and effectiveness. There is a problem that many small business clients had
because they lacked task lists and job descriptions. This was especially common with
partnerships and family-owned businesses. In that case, people are not efficient and are
less effective than they could be in such environments. But in case of having job
description, they will be more efficient and effective.

Besides that, decrease in frustration. There is a frustration of no job description

because if a person is hire and he will not be guided about his job and his
responsibilities then he will be frustrated because he will not know that what job he is
going to perform, what will be his authorit, to whom he will be report, what particular
skills an organization demands from him and how his performance will be measured
i.e appraisals and threats. If an employee will know all these things then it will lead to
decrease in frustration and will be more committed to his job.

Moreover, motivation and satisfaction of employees. Satisfaction is important even

for small level of business so in case of clear job description then he will work with more
attention and it leads to employee motivation and satisfaction.

Last but ot least, they will add value to your business. Even if there is small number
of employees, having a good job description will add value to the business and in that

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small business they can earn more profit because they have hired right people for the
right job and their employees work efficiently.

In a nutshell, employee job description is necessary for a business having 25

employees.

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5. References

Armstrong, M. (2006). A Handbook of Human Resource Management Practice, 10th

edn., London: Kogan Page.

Dale, S.B. (1985). Personnel: The Management of People at Work, 5th edn., New York:
Macmillian Publishing Company.

Heneman III, H.G. and Judge, T.A. (2006). Staffing Organization, 5th edn., NewYork:
McGraw Hill.

Huselid, M.A. (1995). The Impact of Human Resource Management Practices on

Turnover, Productivity and Corporate Financial Performance, Academy of Management
Journal, Vol. 38, pp.635-72.

Ivancevich, J.M. (2010). Human Resource Management,, 11th edn., NewYork:

McGraw-Hill International Edition.

Ivancevich, J.M. and Lee, S.H. (2002). Human Reesource Management in Asia,
Singapore: McGraw-Hill.

Khaliq Ahmad (2005). Malaysian Management Styles: Policy, Practice and Human
Resource, London: ASEAN Academic Press.

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Kliener, B.H. and Hackney, M. (1994). Conducting an Effective Selection Interview,
Work Study.

Mathis, R.L. and Jackson, J.H. (2007). Human Resource Management, 10th edn., New
York: Thompson South-Western.

Noe, R.A.,Hollenback, J.R., Gerhart, B. and Wright, P.M.(2007). Fundamental of Human

Resource Management, New York: McGraw-Hill / Irwin.

Rozanah Ab. Rahman (1998). Redundancy: Rights of Employees, Malaysia: Labour

and Employment Subject.

Snell, S.A. and Bateman, T.S. (2003). Management: Leading and Collaborating in the
Competitive World, 8th edn., IL: McGraw-Hill Higher Education.

Stone, R.J. (2009). Managing Human Resource:An Asia Perspective, 1st edn.,
Australia: John Wiley& Sons Ltd.

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