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JO B A N A LY S IS

Assignm ent 1
Why is it important to have a good

knowledge on HRP for a business to


progress?
Deadline: 2nd October, 2013
2500 words

Introduction
In-depth investigation
Analyze JOB not person
Determine magnitude of duties, responsibilities and

physical and emotional skills for a given job.


Focuses on work behaviors, tasks, and outcome
Factors recognizes what a job demands and what skills
and qualification a productive employee must possess
A personnel manager has to undertake job analysis so
as to put right man on right job
Job Analysis may be conducted by the employer's
Human Resources department or by a trained Job
Analyst/Consultant.

D ef n
i ition
A defined data collection and

analysis procedure through which


information about job tasks and job
requirements are obtained.
Job analysis is the procedure for
determining the duties and skill
requirements of a job and the kind of
person who should be hired for it.

Inform ation collected under job analysis;

Nature of jobs required in a concern.


Nature/ size of organizational structure.
Type of people required to fit that

structure.
The relationship of the job with other jobs
in the concern.
Kind of qualifications and academic
background required for jobs.
Provision of physical condition to support
the activities of the concern.

Job Analysis Process


Conducted in reasonable manner
Multistage process
6,7,8,9 stages- depends upon

organization

Identif c
iation of Job A nalysis P urpose
Process is useless as long as purpose

not identified
Hence, underline its need and
desired output.
Cannot spend money, energy and
put people at work if doesnt know
why data is being collected.

W ho W ill C onduct Job


A nalysis
Decide who will conduct it
Some companies prefer getting it

done by their own HR department


Hire job analysis consultants
Job analysis consultants helpful as
they offer unbiased advice
No personal likes and dislikes when it
comes to analyze a job.

H ow to C onduct the
P rocess
How job analysis process needs to

be conducted
A planned approach required to
investigate about required job

Strategic D ecision M aking


Decide to extent employee

involvement in the process


Level of details to be collected and
recorded
Sources of data
Data collection methods

Training of Job A nalyst


Train the job analyst
How process will be conducted
Which method to use- Interview,

Questionnaire or Observation
method

P reparation of Job A nalysis


P rocess
HR managers informs employees
Employees should offer full support

to job analyst
Prepares documents, questionnaires,
interviews and feedback forms.

D ata C ollection
Gather job-related information
What educational qualification the

employee should have


Skills, abilities, to whom he will
report, duties, responsibilities.
Type of behavior expected

D ocum entation, Verif c


iation and R eview

Review all the data collected


Immediate supervisor
Help confirm if information is correct

and complete.
Give that person a chance to review
and modify description of the job
activities.

D eveloping Job D escription and Job


Specif c
iation
Separate the information gathered into;
Job description
Job specification
Vital parts of job analysis.
They define a job fully and guide both employer

and employee on how to go about the whole


process of recruitment and selection. Both data
sets are extremely relevant for creating a right
fit between job and talent, evaluate
performance and analyze training needs and
measuring the worth of a particular job.

Job D escription
Written statement
Describes activities and responsibilities of the job
Useful to publicize for the job and thus attracting a pool of

talent.
Gives recruiting staff an idea of what kind of employee
they should look for
Job title
Job location
To whom you will report or who is going to report to you
Tasks and duties
Working conditions
Machines, tools and equipments used
Risk of the work

Job Specif c
iation
Written statement
Described based on job description
Helps applicants to realize if they are fit and eligible for the

job
Educational qualifications
Specific qualities
Level of experience
Communication skills
General health
Judgment
leadership skills
Abilities
Flexibility

M ethod ofcollecting job


analysis data

O bservation M ethod
Job analyst observes an employee
Records performed and non-performed task
What are the duties of the employees, and

if employees are able to fulfill them


Proper method?
Everyone has own way of observing
Different person interpret things differently
Bias
If job analyst is properly trained this issue
could be avoided

Interview m ethod
Imperative to interview the job holder.
Maybe would depend on a preliminary

draft submitted by the job holder and


superior
Job holders ought to be given the
opportunity to comment on the final
draft
Interview will have a significant impact
on the quality of the job description

B efore the interview


Prepare before the actual meeting takes place
Make sure that the interview is well planned.
Set up a definite appointment with the person to be

interviewed.
Try to arrange for a neutral venue where you can
discuss at ease and be free from interruptions.
Review your knowledge about the organization unit you
will be working with.
Try to separate, known facts from opinions and
interpretations.
Be careful not to prejudge. You may be mistaken.
Job description you develop must communicate the real
content of the job.

D uring the interview


Start the interview
Establish rapport
Explain your role
Help the worker to think
Ask one question at a time
Phrase question carefully
Conduct interview in plain language
Be patient and considerate to the

worker

Do not be dominant
Listen to complaints but do not

comment
When you ask a question, do so in an
inquisitive manner and not in a
challenging way. Do not show
approval or disapproval.
When closing the interview ask if
they have anything more to add

Q uestionnaire m ethod
Commonly used method
Ask the employees to fill the questionnaires
Personal bias.
Framing of question should be different for

different grades of employees.


Management should assure the staff that
data collected will be used for their own
benefit.
Otherwise, process would be a waste of
time, money and human resources.

Position Analysis Q uestionnair


e (PAQ )
Developed by Dr. Ernest J. McCormick and associates at

Purdue University
Contains 195 items called job elements
Elements are worker-oriented.
Classified as worker behaviors
The items are organized into six divisions:
Information input
Mental processes
Work output
Relationships with others
Job context
Other Job characteristics (such as pace and structure)

Position Analysis Q uestionnaire


195 items of job elements includes six

categories:
Information input-35
Where employees receive information to do job
Written? Emails- research?
2. Mental processes- 14
Do you need to reason, take decision, plan
while working?

3. Work output 49
Physical abilities needed
Tools used while working

4.Relationships with other persons- 36


Work in team?
Relation with customers
5. Job context- 19
Physical or social context\
Ventilated? Conflict facing
6. Other job characteristics-41
Activities, conditions, or characteristics

other than those described above are


relevant to the job?

U ses of job analysis


Employment
Training and Development Program
Performance Appraisal
Promotion and Transfer
Preventing dissatisfaction and settling

Complaints
Discipline
Wage and Salary Administration
Health and Safety
Industrial Relations

Lack of M anagem ent


Support
Job analyst get no support from

management
Communicate with employees
If no proper process- employees will not
cooperate
May think they are not working well
Actions will be taken against them
Hence, management must do their jobs
well

Lack of C o-operation from Em ployees


Need employees support
Data should be accurate
Wastage of time, money and human

effort
Must win trust of employees
Solve their problems not add to them

Inability to Identify the N eed of Job


A nalysis

Remember first step of process?


Objectives should be clearly defined
Otherwise- whole process will be

futile

B iasness of Job A nalyst


Job analyst should be fair
Needs genuine data
Should not be linked with job analyst

personal feelings
Impartial
Sometimes- better to outsource

U sing Single D ata Source


What will be the impact of using one

source?
Use many sources
Combination of methods
Otherwise- data might be inaccurate
If data inaccurate- whole process will
be wasted

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