CHAPTER 3

JOB ANALYSIS

DEFINITION OF JOB
ANALYSIS
The procedure for determining the
duties and skill requirements of a job
and the kind of person who should be
hired for it.

COMPONENT JOB
ANALYSIS
1) JOB DESCRIPTION
A list of a jobs duties, responsibilities,
reporting, relationships, working conditions,
and supervisory responsibilities one
product of a job analysis.

2) JOB SPECIFICATION
A list of a jobs human requirement that
is, the requisite education, skills,
personality, and so on another product a
job analysis.

JOB DESCRIPTION

Job title
Job location
Job
summary
Job duties
Working
condition

JOB SPESIFICATION

Physical
factor
Experience
Skills
Responsibili
ties
Qualification

DIFFERENT BETWEEN JOB

DESCRIPTION AND JOB SPECIFICATION
JOB DESCRIPTION

JOB SPECIFICATION

It indicates what all a job

involve. For example, job title,
location, job summary and duties
machine.

The capabilities that the job holder

should possess form part of job
specification. For example, education,
training, experience, judgment and
communication skills.

Job description includes detailed Gives detailed information about any

information about job
job including, job responsibilities and
responsibilities of an employee. desired technical.
It also covers sub tasks, essential
functions and detailed job duties.

DESIGNING JOBS AND

CONDUCTING JOB ANALYSIS
JOB DESIGN
JOB ENLARGEMENT
JOB ENRICHMENT
JOB ROTATION

JOB DESIGN
It is concerned with changing,
modifying and enriching job in order
to capture the talents of employees
while improving organization
performance.

JOB ENLARGEMENT
Assigning workers additional same
level activities, thus increasing the
number of activities they perform.

JOB ENRICHMENT
Redesigning jobs in a way that
increases the opportunities for the
worker to experience feelings of
responsibility, achievement, growth,
and recognition.

JOB ROTATION
Systematically moving workers from
one job to another.
The process of rotating workers
among different narrowly defined
tasks without disrupting the flow of
work.

USE OF JOB ANALYSIS

1. Human Resource Planning
Job analysis information useful in the planning
process of human resources. Job analysis
information is not only used so far to find out
how many employees need to be in an
organization at a particular period but also
required by managers to know the type of
vacancies that are inherent in the organization,
the work to be performed, the level of
qualifications, skills and experience required by
an employee to perform his duties.

2. Recruitment and Selection

o Recruitment and selection process will
be easier with a proper job analysis.
o Management personnel can analyze and
identify ways of recruitment and
selection of the right employees,
according to the current
organization.
o Used as a guide by managers during the
recruitment and selection decisions
work.

3. Training and Development

o Assist human resources department to develop
training and motivational programs tailored to
the needs of employees and the organization.
o Creating of job satisfaction among employees
who performed in addition to providing
employees to accept greater responsibility and
higher promoted.
o For new hires, job analysis is useful during the
orientation program. Through the analysis of
work, new employees can learn tasks or
responsibilities will be carried out in order to
prepare both physically and mentally.

4. Health and Safety at Work

o Information on job analysis enables
organizations to identify aspects of
health and safety should be
emphasized during the execution of
certain works.

5. Compensation and Benefits

o Information analysis work such as
duties, responsibilities and
qualifications of employees who do
all the work allows the work to be
objectively determined by the
organization.
o The value is determined in turn
allows organizations to determine
salaries, compensation and benefits
should be given to employees who
do the work.

6. Employee Relations
o Analysis of the work can be used to
reduce or avoid dissatisfaction and
misunderstanding among employees.
o Analysis of work employers and
unions to provide basic information
for the purpose of negotiation,
contract formation and resolution of
any grievances or disputes.

7. Performance Evaluation
o In addition to evaluation in terms of
initiative and efficiency of an
employee, a job analysis can be used
by employees to evaluate their
performance and determine the level
of development work.
o Description of work can also be used
by organizations as a basis for
comparison between the actual
performance of employees with
defined performance standards.

JOB ANALYSIS PROCESS

STEP 1 : USE OF THE INFORMATION
STEP 2 : REVIEW THE BACKGROUND
STEP 3 :REPRESENTATIVE POSITION

STEP 4 : ANALYZE THE JOB

STEP 5 : VERIFY THE INFORMATION

STEP 6 : JOB DESCRIPTION AND JOB SPECIFICATION

STEP IN JOB ANALYSIS

Step 1 : Use of the information
- Decide how you will use the information since this
will determine the data you collect and how you
collect them.
- Some data collection techniques like interviewing
the employee and asking what the job entails are
good for writing job descriptions and selecting
employees for the job.
- Other techniques, like the position analysis
questionnaire described later, do not provide
numerical ratings for each job, these can be used to
compare jobs for compensation purpose.

 Step 2 : Review the Background

- Review relevant background information
such as organization charts, process
charts, and job descriptions.
- Organization charts show how a specific
job relates to other jobs, and where the
job fits in the overall organization.
- The chart also shows the title of each
position and by means of
interconnecting lines, who reports to
whom the job-holder communicates.

 Step 3 : Representative Position

- Select representative positions.
Because there may be too many
similar jobs to analyze.
- For example, it is unnecessary to
analyze the jobs of 200 assembly
workers when a sample of ten jobs
will do.

 Step 4 : Analyze the Job

- Actually analyze the job by
collecting data on job activities,
required employee behaviors,
working conditions, and human traits
and abilities needed to perform the
job.
- For this step, use one or more of the
job analysis methods explained later
in this chapter.

 Step 5 : Verify the Information

- Verify the job analysis information with
the workers doing the job and with their
immediate supervisor.
- This helps to confirm that the
information is factually correct and
complete.
- This review will help to gain the
employees acceptance of the job
analysis data and conclusion, by giving
them a chance to review and modify
your description of their job activities.

 Step 6 : Job Description and Job Specification

- These are two useful products of the job
analysis.
- The job description (to repeat) is a written
statement that describes the activities and
responsibilities of the job, as well as its
important features, such as working condition
and safety hazard.
- The job specification summarizes the
personal qualities, traits, skills, and
background required for getting the job done.
- It may be in a separate document or in the
same document as the job description.

APPROACH IN JOB ANALYSIS

QUALITATIVE

QUANTITATIV
E

INTERVIEW
SURVEY
OBSERVATIO
N
JURNAL AND
RECORD

FUNCTIONAL JOB
ANALYSIS
POSITION ANALYSIS
QUESTIONAIRE
CRITICAL INSIDENT
METHOD
COMPUTER JOB
ANALYSIS

INTERVIEW

SURVEY

Formal face to face

meeting and
conducted orally to
assess the suitability
of candidates.
Interview provides an
opportunity for the
employer or
management to meet
with candidates.

Look closely at or
examine (someone or
something)
Investigate the
opinion or experience
of (a group of people)
by asking them
question.

OBSERVATION

JURNAL AND RECORD

A method that
requires the analyst
observes or recording
behavior and activities
performed by the
employee.

The use of log books

in a position to
contribute information
based on the work of
their own perceptions
and experience.

FUNCTIONAL JOB ANALYSIS

(FJA)
A method for classifying jobs taking
into account the extent to which
instruction, judgment, and
mathematical and verbal ability are
necessary for performing job tasks.

POSITION ANALYSIS QUESTIONNAIRE

(PAQ)
A questionnaire used to collect
quantifiable data concerning the
duties and responsibilities of various
jobs.

CRITICAL INCIDENT METHOD

Behavioral incidents representing
poor through excellent performance
are generated for each dimension of
the job

COMPUTER JOB ANALYSIS

With the expansion of information
technology, researchers have developed
computerized job analysis systems.
An important computerized job analysis is
the specify of data that can be gathered.
All of these specific data are compiled into
a job analysis database.
As a result, a computerized job analysis
system often can reduce the time and
effort involved in writing job descriptions.

THANK YOU FOR YOUR

ATTENTION