JOB ANALYSIS

Issue:
Improper methods of Counseling during B.E
and B.Tech Admission
An advertisement with job skill set been
provided and the team markets its institution
with catchy names, vision statements and
courses offered.
Match the job to the person and not the vice-
versa.
This improves the productivity at work and
brings out better results.
This brings better ROI for the company
Gives better job satisfaction.

Gathering Info About Job
Activities, duties, behaviour KSAOC
K-Knowledge-Body of Info, procedural,factual
S-Skill-Competency
A-Abilities-Demonstrated Competency
OC-Other Characteristics
Gives job specifications-educational req.

Job description- identification, C.V, Duties,
Standards, Accountabilities.
Job classification- clustering jobs as groups.
Job evaluation
Job design restructuring
Personnel requirement/ Specifications
Performance appraisal
Worker Training


Worker mobility
Efficiency
Safety- ADEA- Age Discrimination in
Employments act, OSHA etc
HR planning
Legal/quasi-legal requirements
Contains
Job identification
Job summary
Job duties and accountabilities
Job Specification
Employment Standards Information


Arrangement of jobs based on
Classes
Groups
Families
eg- Based on line of Authority, technology based,
job content, human behaviour based.

Classify jobs based on relative worth
Within the organization
Within the related external labour market.
Allocation and Reallocation of
Organizational work
Activities by job incumbent into different sets

Personal knowledge
Skills
Aptitude
Aptitudes
Attributes
Traits for the successful performance of job with
minimum qualification, desirable specification

Systematic Evaluation of Employees performance
by supervisor or other officials
Purpose
Influence performance through administrative decisions
Promotion
Lay offs
Transfers
Salary increases
Developmental feedback about employee, Strengths
and weaknesses.

Systematic
Intentional
Process for developing
Specific skills
Influencing behaviour of organizational behaviour
and contributes to overall effectiveness

Career development and Path setting
Movement of people in and out of positions,
jobs, and occupations
Self concepts and social situation changes
due
Growth, Exploration, Establishment, Maintenance
and Decline.



Organizations find it advantageous to
promote worker mobility-Interaction of
personal factors and opportunities-
establishment of career counseling and
development
Based on delineated job information.

Involves development of optimal work
processes and safe design of
Equipment
Physical facilities with reference to peoples work
activities, including work procedures, work layout,
and work standards
Involves
Development of optimal work process
Safe design of equipment
Safe design of physical facilities
Identifying and eliminating unsafe behaviour,
physical and environmental conditions- worker
safety.
Involves anticipatory and reactive activities
Ensures
Right Number
Right people
Right people at right places
Jobs performance that satisfies objectives and
brings profit to organization

Includes activities
Improving self actualization
Growth needs of people
Maximum utilization of
Skills
Talents


Includes
Laws CRA, ADA, EEOC,FCCP, OSHA
Regulations
Guidelines established by government agencies
office of Federal Contract Compliance (FCC)
ADA Reasonable accommodations for differently
abled.
EEOC- Equal Employment opportunity.

Dimensions
Types of job analysis info provided-Type-I
Forms in which job information is illustrated-Type-II
Standardization of the job analysis content- Type-III
Sources of job information-Type-IV
Task or Job oriented methods-indicate jobs to be
completed
TI-CODAP- Task Inventory Comprehensive Data
Analysis Program.
PAQ-Position Analysis Questionnaire- person or
worker oriented approaches
Collect data on the machines, tools and work aids
used.
KSAOC- behaviour based


Info representation- quantitative or qualitative
Qualitative-CIT-Critical Incident Technique-
Human behaviour based technique
Effectiveness and In-effectiveness measuring
parameters
TI-CODAP and PAQ-Quantitative-relative
frequency or importance based ratings

Standardized
PAQ
KSAOC
Non-standardized
Unconventional techniques used
Devices-cameras
Physiological recording devices
Job analysts
Specialist or expert
Consultants or observers or supervisors
Clients/department heads/colleagues etc..


Observation
Performing job
Interviews
Critical incidents
Background records
Questionnaires
Work study, time study of the job through
observation.
Activities observed
Deeper insight into job duties.
Leaves out mental aspects of job Decision
Making, creativity.
Doesnt consider infrequently done jobs.

Actual performance of duties
Useful for jobs that can be learned
Demonstrator goes through the experience
before training or elucidation
Could be hazardous sometimes-illegal or
certification required
Exposed to frequently performed activities
Individual and group interviews:
Job incumbents
Supervisors
Sub-ordinates
Clients
Other knowledgeable sources.
Information on rare activities collected easily.
Gives more comprehensive and unbiased view
of job all mental, physical analyzed.
Value dependent on interviewer and
questions asked
Fear due suspicions- distort information
Behaviour of poor or good performances with
the context and the consequence
Since observed and measurable-used for
performance appraisal and training readily
Insights into job expectations as defined by
incumbents

Average and typical behaviour considered-
effective
Data may be less inclusive
Gathering incidents- time consuming
Eg student not performing well when taking a
wrong group in the BE/Btech counselling
Description of daily work by incumbents
Terms familiar to incumbents
Data usage easier-appraisal measures
Insights into the reasons for job activities
Mental activities-innovativeness or
representative account- may not be included


Review of
Organizational charts
DOT-Dictionary of occupational titles-200000 nos
Company training manuals
Policies
Procedure manuals
Existing job descriptions

Provide preliminary job info
Aid interview questioning/questionnaires
Provide contextual info about the job
Easy to collect
Eg collecting mark sheets of his secondary
and higher secondary in a BE counseling
Info incomplete
Supplemented by other methods
May be outdated
Limited info- specific info for KSAOC and
important ratings of tasks
Structured forms and activity check lists
PAQ
FJA
MPDQ
TI-CODAP
Open ended
Unstructured questions

Less expensive
Quicker
Reach larger incumbents/sources
Greater coverage
Responses quantified
Variety of analyses possible- comparisons across
jobs and departments-compensation and
selection


Less expensive
Quicker
Reach larger incumbents/sources
Greater coverage
Responses quantified
Variety of analyses possible- comparisons across
jobs and departments-compensation and
selection


Interpretation may be wrong
Response rate may be low-less generalizable
Expensive
Time consuming
Challenging to quantify
Require content analyses-time consuming
Eg asking their strong areas


PAQ
TI-CODAP
MPDQ
FJA-DOT
CIT
MJDQ
C-JAM
JCQ

Standardized questionnaire-completed in 2.5
hours
Assess 187 activities in six categories
Information input
Mental processes
Work output
Relationships with other persons
Job context
Other job characteristics

Rating factors
Importance
Amount of time
Amount of time required
Extent of use
Possibility of occurrences
Applicability
Difficulty

Stage-I
Prepare questionnaire
Give the various levels of rating for the factors
Stage-II
Give them to incumbents
Questionnaire collected
Stage-III
Shipped to PAQ headquarters-computerized scoring based on 32
dimensions
Estimates aptitude test and job evaluation points
Advantages
Excellent for small businesses
People with limited or who are yet acquire
knowledge on HR can do it
Selection and possible selection procedures for
small no of posts
Use of PAQ for lathe test operator or trainee.
Issues
Highly technical- completed by job analyst
Language used complex and challenging to
understand for the incumbents or supervisors
Lacks specificity

Developed- US Air force
Use-describe and cluster jobs
Components of task consist of
Action
Objective
Essential modifiers

Clustering of Response
Computerized Based on occupational groups
Time spent
Each task timing Net timing on each task
Write Task Statement
Action Objective Essential Modifiers
Advantages
Yield data for
Important job analysis
Setting job specifications
Identifying the potential job hazards attached( in case
of women and minority)
Establish succession planning
Issues
Task statement formation-time consuming
May be outdated
Task oriented approach- KSAOCs not used
Larger time for larger incumbents

Management position description
questionnaire
Standardized- managerial jobs
274 item questionnaire with 15 sections
Time taken-2.5hours
Respondents indicate significance of each
item
Sent to control data business advisors Inc
Computer software generates 8 reports
Management position description
Position tailored performance appraisal form
Group comparison report
Work oriented approach
Includes
Functional
Specific content
Adaptive skills
required to perform job satisfactorily


Job classification- nine digit code
First 3-occupational code
Middle 3-extent to which job incumbent has
responsibility, judgement over
data(coordinating),people(negotiating) and
things(handling).
Last 3-classification alphabetically within
occupational group with same complexity.

0-highest level of complexity
Eg 166 117 018-manager personnel
department
166-occupational code
117-responsibility,coordinating,controlling
018-job with same level of complexity

Analyst purview
Mentoring
Scales
People
Data
Things




Peoples scale-most complex-0
Data scale- facts, ideas, mental operations
Things scale-interaction with and response to
tangibles and images visualized spatially
Peoples scale- people, communication and
interpersonal actions
Identification
of objectives
,purpose and
goals
Identification
and
Description
of tasks
Analysis of
tasks
Development
of
performance
standards
Development
of
Training
Content
Stage-I Stage-II Stage-III Stage-IV Stage-V
Stage-I-what should be and what is
Stage-II-define actions, sequences for a specific
objective.
Stage-III-task analyzed in seven scales
Worker(3)-data, people, things
Worker instruction-degree of supervision
General educational development-reasoning,
mathematics and language.
Stage-IV-assess the results of a workers tasks
Stage-V- development of training content required for the
occupant of a job
Used frequently for government jobs and qualitative
assessment
DOT scale give a quantitative score on each job as a
function of its complexity in relationship with people, data
and things- set wage rates, developing employee
succession plans
Issue- Time consuming, expensive and inaccessible.
Critical incident technique- used at Burger king,
Continental bank and Chicago police department
Qualitative job analysis
Characteristics
Specific
Observable
Context
Consequences




C-JAM-Combinational Job Analysis Method
MJDQ- Multi-method Job Design
Questionnaire
JCQ-Job Compatibility Questionnaire
JDS-Job Diagnostic Display-Job analysis and
Job Design
Worker and task oriented method
Borrows from FJA,TI-CODAP
Task-oriented aspect- based on task
importance value
Task importance value = difficulty
criticality +time spent


Task
statements
cover job
dimensions-
SME
Task
Statements
edited
Task rating-
based on
time spent,
difficulty and
criticality
Task
Importance
derived
Task
statements
ranked
KSAOC based task statement lists generated
by SME
Rating(yes or no) of the statement for new
workers and practical to expert
Rate the degree to which KSAOC
distinguishes superior from average worker



Considerable time consumed
Effort required considerable
B-JAM substitute for C-JAM
Potential methods but lesser research

Multi-method Job Design Questionnaire- job
designing tool with scale
Scale composition-factors
Motivational-autonomy of the job
Mechanistic-specialization of the materials and
procedures and the extent of repetition required
Biological-tool design, level of effort and endurance
Perceptual-workplace lighting, control and display
identification and visibility.


Results positive- blue collar workers and
professionals
Outcome: jobs with high motivation-high
employee motivation, greater job satisfaction,
efficiency, comfort and reliability
Yet to be used beyond design

Primary purpose-development of personnel
selection instruments-diagnostic tool- HRM
intervention strategies determination
All aspects hypothesized related to absenteeism,
turnover and job satisfaction- job analysis-
broadest sense
Job skills skill sets maximum effectiveness
and tenure
Goal: derive measures match job
characteristics with employee preferences.
Other: alter job characteristics to increase
group effectiveness
400 item instrument-measures job factors
Related to effectiveness criteria
Job factors
Task requirements
Physical environment
Customer characteristics
Co-worker characteristics
Leader characteristics
Compensation preferences
Task variety
Job autonomy
Physical demands
Work schedule

Filled by job incumbents familiar with job nature
Most descriptive job description selected
Average completion time-30 minutes
Extra can be added if required
Scoring key used
useful for- theatre personnel, customer service
representatives and security guards.

JCM- job enrichment approach
Job Diagnostic Survey -a Job Characteristic Model
JDS-assess employee perceptions of the degree
to which five core dimensions are present.
Emphasizes on intrinsic aspects and interaction
of individual with the job
MODEL
(Objective)Workers-more satisfied and better
quality of work, less absenteeism and turnover
extent
Constraints- work meaningful, responsibility for
work outcomes, feedback received
Variables- skill variety, task identity, task
significance, autonomy and feedback


Skill variety- extent of variety of skills,
activities, and abilities required for work
completion
Task identity- extent of identification and
completion of the job-visible outcome
Task significance-extent of job impact on
other lives
Autonomy-extent of discretion,
independence and freedom given for
scheduling and planning
Feedback- results of the job carried out-how
clear and direct is the performance
Measures directly related to productivity and
satisfaction.
Organizational purpose PAQ TI-
CODAP
FJA CIT
Job description
Job Classification
Job Evaluation
Job Design restructuring
Personnel requirements/specification
Performance Appraisal
Worker training
Worker Mobility
Efficiency/safety
Human Resource planning
Legal/quasi-legal requirements
Sexual biases- setting pay rates
Gender composition/racial composition in
jobs
Preference to a personnel-liking
Better confidence in some other employee
Religion basis
Very interesting field