Process of Job Analysis Human Resource Management Neha Kaur Strategic choices Gather Information Process Information Job description Job specification Step 1: Strategic choices With regard to job analysis, an organization is required to make at least five choices: 1. The extent of employee involvement 2. Levels of details 3. Timing and frequency of analysis 4. Past oriented vs Future oriented job analysis 5. Sources of information
Human Resource Management Neha Kaur Step 2: Information gathering This step involves decisions on three issues: 1. What type of data is to be collected? 2. What methods are to be employed for data collection? 3. Who should collect the data?
Human Resource Management Neha Kaur Techniques of Data Collection for Job Analysis 1. Interviews 2. Direct Observation 3. Maintenance of records 4. Questionnaires 5. Critical incident technique Human Resource Management Neha Kaur Personnel responsible for Data Collection: Merits and limitations Human Resource Management Neha Kaur Persons collecting JA data Advantages Limitations Trained Analyst Objectivity is maximized Consistent reporting of information Expertise in JA method used
Expensive May overlook certain intangible aspects of job due to lack of familiarity Supervisor Familiarity with jobs Fast data collection Intangible aspects of job too are collected Needs training for effective JA Time burden imposed Objectivity may be a problem Job holder Greater familiarity with job Fast data collection Less expensive Poor data standardization Objectivity may be a problem Step 3: Information Processing Once the job information has been collected, it needs to be processed, so that it becomes useful in various personnel functions.
Human Resource Management Neha Kaur Job Analysis Job Description Job Specification Step 4: Preparing Job Description Job description implies objective listing of the job title, tasks, duties and responsibilities involved in a job. Step 5: Drafting Job specification Job specification involves listing of employee qualifications, skills and abilities needed to do the job satisfactorily. Human Resource Management Neha Kaur Importance of Job Analysis 1. Human Resource Planning 2. Team building 3. Recruitment and selection 4. Training and development 5. Career planning & development 6. Performance analysis & development 7. Job evaluation 8. Wage & Salary levels
Human Resource Management Neha Kaur Human Resource Management Neha Kaur Contents of Job Description 1. Job Title 2. Summary description 3. Department 4. Reports to 5. Immediate level subordinates 6. Objectives of the job 7. Principal duties and responsibilities 8. Authority limits Job analysis Job description Job title Job location Job summary Reporting to Working conditions Job duties Machines used Hazards Job specification Qualifications Experience Training Skills Responsibilities Emotional characteristics Potential Problems with Job Analysis 1) Lack of support from top management. 2) More often, analysts rely on only one method instead of going for a combination of methods. 3) No training or motivation to job holders to generate quality data for job analysis. 4) Data may be distorted either intentionally or inadvertently. Human Resource Management Neha Kaur Requisites of Job Analysis
1. The job analysis should be so designed that derivation of job description and job specifications become easy. 2. Managers should communicate all relevant information to employees concerning the job analysis to prevent unnecessary uncertainty and anxiety. 3. When major organizational changes take place, job analysis should be undertaken. 4. The five strategic choices should be carefully made. Human Resource Management Neha Kaur Competency based Job Analysis In high performance work environments, in which organizations need workers to seamlessly move from job to job and exercise self control, job descriptions based on lists of job-specific duties may fail to encourage the flexible behaviors the companies need. Where the focus is on the individual, but not on the job, the process becomes competency-based job analysis. Job analysis seeks to collect competencies of employees rather than job duties. Job descriptions prepared on competency based job analysis will centre around competencies of individuals , no matter which jobs they occupy. Human Resource Management Neha Kaur Typical Competencies Self-control Positive approach Delivering results Systematic thinking Attention to detail Working with others Change and creativity Leading Continuous improvement Human Resource Management Neha Kaur Reasons for competency based job analysis 1) High performance work system may suffer if job descriptions are based on job duties rather than competencies. 2) Giving someone a job description with a list of specific duties may breed that-is-not-my-job attitude, by slotting workers too narrowly. 3) Jobs in organizations are changing so rapidly that HR professionals cannot keep pace with the changes. 4) Jobs are getting reorganized, TQM programmes are being implemented and value of teams is emphasized in organizations. Human Resource Management Neha Kaur Job Rotation
Job rotation refers to moving employees from job to job to add variety and reduce boredom by allowing them to perform a variety of tasks.
Human Resource Management Neha Kaur Task 1 Drill Holes Task 2 Assemble parts Task 3 Test component Week 1 Week 2 Week 3 Benefits of job rotation 1. It reduces boredom and disinterest through diversifying the employees activities. 2. Employees with a wider range of skills give the management more flexibility in scheduling work, adapting to changes and filling of vacancies.
Human Resource Management Neha Kaur Limitations of job rotation 1. Training costs are increased. 2. Work is disrupted as rotated employees take time to adjust to a new set-up. 3. It can demotivate intelligent and ambitious trainees who seek specific responsibilities in their chosen speciality. Human Resource Management Neha Kaur