Job Analysis: Definitions, Importance, Components, Methods and Steps

Job Analysis is the foundation of many HR functions. Human resource inventory tells us about which employee can do what and where, as job analysis tells us about the fundamentals of the jobs including the behavioural expectations required to perform these jobs.

It is the determination of the tasks which comprise the job and of the skills, knowledge, abilities and responsibilities required of the worker of a successful performance and which differentiate one job from all others”.

Job analysis is a detailed and systematic study of jobs to know the nature and characteristics of the people to be employed on various jobs. It involves collection of necessary facts regarding job and their analysis.

ADVERTISEMENTS:

Job Analysis plays an important role in recruitment and selection, job evaluation, job designing, deciding compensation and benefits packages, performance appraisal, analysing training and development needs, assessing the worth of a job and increasing personnel as well as organisational productivity.

Learn about:- 1. Introduction to Job Analysis 2. Definitions of Job Analysis 3. Roles 4. Importance 5. Purpose 6. Components 7. Contents 8. Factors.

9. Methods of Collecting Data or Information about the Job 10. Ways of Obtaining Information about the Job 11. Relationship between Job Analysis and Human Resource Planning.

12. Job Analysis to Role Analysis 13. Process 14. Users 15. Benefits 16. Limitations 17. Outcomes 18. Trends.

Job Analysis: Definitions, Meaning, Importance, Components, Factors, Techniques, Process, Benefits, Limitations and Methods

ADVERTISEMENTS:

Contents:

Job Analysis Meaning
Definitions of Job Analysis
Role of Job Analysis
Importance of Job Analysis
Components of Job Analysis
Purpose of Job Analysis
Contents of Job Analysis
Factors of Job Analysis
Methods of Collecting Data or Information about the Job
Ways of Obtaining Information about the Job
Relationship between Job Analysis and Human Resource Planning
Job Analysis to Role Analysis
Process of Job Analysis
Users of Job Analysis
Benefits of Job Analysis
Limitations of Job Analysis
Outcomes of Job Analysis
Trends in Job Analysis

Job Analysis – Meaning

Job Analysis is the foundation of many HR functions. Human resource inventory tells us about which employee can do what and where, as job analysis tells us about the fundamentals of the jobs including the behavioural expectations required to perform these jobs.

The term job analysis refers to the process of obtaining information about the jobs in an organisation. It is the formal study of all the aspects of the jobs. It provides information on the tasks to be performed and the human aspects needed to perform such tasks.

The written summary of task requirements is called job description and of HR requirement is called job specification. These are the two aspects of job analysis.

ADVERTISEMENTS:

There is no standard format for job description. However, it usually includes – the job title (name/title of the job), the job position (where is it), the job summary (a statement of what the job is about), the job activities (the tasks performed, materials used, machines/equipment’s required, nature of supervision, etc.), the working conditions (the physical environment – light, ventilation, heat, hazards, etc.), and the social environment (interpersonal relationship, communication system, etc.).

Job specification is the process that describes the human attributes in the form of education (knowledge), training, experience, abilities and skills required to perform a particular job.

Developing a complete and accurate job specification helps in a more objective assessment of job requirements. If this is not done perfectly, it makes recruitment more expensive. Unnecessary reflections of high qualifications, training and experience help in reducing the number of applications, leaving a limited choice. As human attributes are expected to match the job profile, it needs to be done more accurately.

Accurate assessment facilitates other HR processes. Job Analysis information has a direct impact on the effective planning and recruitment of HR in the organisation.

ADVERTISEMENTS:

To achieve effective HRP, the understanding of the duties and skills required for performing jobs in the organization is important and essential activity. This knowledge is gained through job analysis. Job analysis is composed of two works, i.e., Job and Analysis.

The understanding of these two words is necessary:

(i) Job – Job means collection of tasks, duties and responsibility which as a whole are regarded as a regular assignment to individual employee and which is different from other assignments. Jobs are dynamic in nature.

(ii) Analysis – Analysis is a procedure by which necessary and relevant information is obtained about a job.

ADVERTISEMENTS:

Job analysis is the process of systematically analysing the activities which are necessary to do a job. The U.S. Department of Labour defined job analysis as – “the process of determining by observation and study, and reporting pertinent information relating to the nature of a specific job. It is the determination of the tasks which comprise the job and of the skills, knowledge, abilities and responsibilities required of the worker of a successful performance and which differentiate one job from all others”.

It should clearly indicate employee’s duties and responsibilities. It provides information on the nature of the job and skills required to do it. During the process of assessing the needs of an organization, HR planners use job analysis data to compare skills required for particular job with the actual skills of employees in the organization. It also provides information on personal qualifications necessary to perform job related behaviour. The information about a job is generally collected through a structured questionnaire.

Job analysis is performed at three different times in the organization:

(a) When the organization is started and the job analysis programme is initiated for first time,

ADVERTISEMENTS:

(b) When new jobs are created, and

These five basic steps involved in job analysis are as follows:

(i) Collection of information about organization and jobs;

ADVERTISEMENTS:

(ii) Selection of representative positions to be analysed;

(iii) Collection of job analysis data;

(iv) Preparation of job description; and

(v) Preparation of job specification;

Job Analysis – Definitions

Some of the definitions of job analysis are given hereunder to understand the meaning of the term more clearly:

ADVERTISEMENTS:

John A. Shbim, “Job analysis is the methodical compilation and study of work data in order to define and characterise each occupation, in such a manner as to distinguish it from all others.”

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

Dale Yoder, “Job analysis is the procedure by which the facts with respect to each job are systematically discovered and rioted. A job description is a systematic outline of information gained from notes taken and recorded in the job analysis report.”

Michael J. Jucius, “Job analysis refers to the process of studying the operations, duties and organisational aspects of jobs in order to derive specifications, or as they are called by some, Job descriptions.”

Scott Clothier and Spriegal, “Job analysis is the process of critically evaluating the operations, duties and responsibilities of the job.”

C Harold Stones and William E. Kendall, “Job analysis is a systematic procedure for securing and reporting information defining a specific job.”

England’s Ministry of Labour and Industrial Training Board, “Job analysis is the process of examining a job to identify its component parts and the circumstances in which it is performed.”

The study of the above definitions reveals that job analysis is a process by which job, duties and responsibilities are defined and the information of various factors relating to jobs are collected and compiled to determine the work conditions, nature of work, qualities of person to be employed on job, position of the job, opportunities available and authorities and privileges to be given on the job etc. The main purpose of this analysis is to describe and define the distinctions among various jobs in the organisation and their relationship.

A few definitions on job analysis are quoted below:

Job analysis is defined as the process or procedure of gathering information systematically in order to determine the duties, responsibilities, abilities, skill requirements of a job and also the kind of person who should be employed for it.

Job analysis is the systematic study of jobs to identify the observable work activities, tasks, and responsibilities associated with a particular job or group of jobs.

Job analysis is the process of studying and collecting information relating to the operations and responsibilities of a specific job. The immediate products of this analysis are job descriptions and job specifications.

Job analysis is a systematic exploration of the activities within a job. It is a basic technical procedure, one that is used to define the duties, responsibilities and accountabilities of a job.

A job is a collection of tasks that can be performed by a single employee to contribute to the production of some products or service provided by the organisation. Each job has certain ability recruitments (as well as certain rewards) associated with it. Job analysis is the process used to identity these requirements.

Job analysis is important from the point of view of manpower planning, recruitment and selection, job re-engineering, wage and salary administration.

Job analysis involves detailed examination of the:

(1) Tasks (performance elements) that make up a job (employee role),

(2) Conditions under which they are performed, and

(3) What the job requires in terms of aptitudes (potential for achievement), attitudes (behaviour characteristics), knowledge, skills, and the physical condition of the) employee.

Job Analysis – Important Roles

i. Recruitment and Selection – Job Analysis helps in determining what kind of person is required to perform a particular job. It points out the educational qualifications, level of experience and technical, physical, emotional and personal skills required to carry out a job in desired fashion. The objective is to fit a right person at a right place.

ii. Performance Analysis – Job analysis is done to check if goals and objectives of a particular job are met or not. It helps in deciding the performance standards, evaluation criteria and individual’s output. On this basis, the overall performance of an employee is measured and he or she is appraised accordingly.

iii. Training and Development – Job Analysis can be used to assess the training and development needs of employees. The difference between the expected and actual output determines the level of training that need to be imparted to employees. It also helps in deciding the training content, tools and equipments to be used to conduct training and methods of training.

iv. Compensation Management – Of course, job analysis plays a vital role in deciding the pay packages and extra perks and benefits and fixed and variable incentives of employees. After all, the pay package depends on the position, job title and duties and responsibilities involved in a job. The process guides HR managers in deciding the worth of an employee for a particular job opening.

v. Job Designing and Redesigning – The main purpose of job analysis is to streamline the human efforts and get the best possible output. It helps in designing, redesigning, enriching, evaluating and also cutting back and adding the extra responsibilities in a particular job. This is done to enhance the employee satisfaction while increasing the human output.

Therefore, job analysis is one of the most important functions of an HR manager or department. This helps in fitting the right kind of talent at the right place and at the right time.

Job Analysis – Detailed Importance of Job Analysis

A sound job analysis system has become an integral part of human resource management. Because job analysis provides useful information for taking right decision about the management of human resources.

A detailed importance of job analysis is described below:

1. Helps in Man Power Planning:

Job analysis helps in forecasting man power requirement in terms of quality, quantity, skill and knowledge.

2. Helps in Recruitment and Selection:

Job analysis provides detailed information about the type of persons required to perform a job. Therefore it helps in searching suitable candidates who can perform a job well.

3. Helps in Placement and Induction:

To place the right man on the right job so as to ensure better performance, it is important to know the nature and content of the job. As job study provides full information about the job, placement and induction become easy.

4. Helps in Promotion and Transfer:

Promotion and transfer is made to match the quality and qualification of the employee with the contents of the job. Therefore job study helps in giving the promotion and transfer to employees depending upon the job content and ability of employees.

5. Helps in Training & Development:

Job analysis also helps in determining the type of training requirement for the employees on the basis of type and nature of job. Training is given to enhance the skill and knowledge of the employees, so as to enable them to perform the job better than before. Training to be given may be on the job or off the job which depends up on the nature and contents of the job. Employee development programmes like job enlargement and job enrichment also depend on job analysis.

6. Helps in Performance Appraisal:

Performance appraisal is made by fixing the standard and job analysis helps in knowing whether an employee has reached the standard or not. Comparison of employee’s performance with the standard fixed helps in knowing the employees strength and weakness which in turn helps in fixing the suitable job.

7. Helps in Job Evaluation:

Job evaluation implies measurement of the real worth of the job to adopt suitable wage and salary structure and job analysis provides required valuable information about the job for job evaluation.

8. Helps in Job Design:

Job analysis also helps in redesigning the job to make the improvement in work design and work methods to improve productivity and job satisfaction.

9. Helps in Employee Counselling:

Employees who are fed-up with a particular job can opt a change and can be placed in a suitable job. Job analysis provides information about the career choice and employee counseling helps in choosing the job of their choice. Employees who are unable to perform hazards job may be advised to change the job or to take VRS and employees who are interested in performing such job may be encouraged to perform the job. Thus job study helps in employee counseling.

10. Helps in Health and Safety:

On the basis of job study the hazards and unhealthy nature of the job can be identified and management can take the measures to protect the health of the employees by providing safety means.

11. Helps in Labour Relations:

Information collected through job study helps in resolving the disputes between management and workers relating to work load, work procedure, pay and facility offered which in turn help in maintaining good relation between them.

12. Helps in Maintaining Good Discipline:

Job analysis helps in maintaining good discipline in the organization by placing everything in stated place. By resolving the dispute, mutual understanding is ensured. Through recruitment and selection policy suitable candidates are selected and smooth flow of work is ensured. Job evaluation and performance appraisal help in adopting suitable wage policy. Health and Safety measures help in maintaining good human relation in the entire organization. Thus, job analysis helps in maintaining good discipline.

Job Analysis – Purpose

A comprehensive job analysis is an essential ingredient in designing a sound personnel programme.

Job information gathered from job analysis process and its resulting products job description and job specification may be used for the following purposes:

1. Manpower Planning:

Job analysis is the qualitative aspect of manpower requirements because it determines the demands of the job in terms of responsibilities and duties and then translate these demands in terms of skills, qualities and other human attributes. It also determines the quantum of work which an average person can perform on the job in a day. It facilitates the division of work into different jobs. Thus, it is an essential element of manpower planning because it matches jobs with men.

2. Helpful in Wages and Salaries Administration:

Job Analysis provides comparative study of different jobs and ascertains the qualities and qualifications required for these jobs. Differentiation of job leads to decide the salaries and wages of all the workers and the employees.

3. Helpful in Vocational Selection:

Job Analysis helps in the process of vocational selection also. It helps in determining as lo how many and what kinds of workers are required for different jobs, and, what are the qualifications required for them.

4. Performance Appraisal:

Job analysis data provide a clear cut standard of performance for every job. The performance of employee can be appraised objectively with the standard of job performance so established. A supervisor can very easily compare the contribution of each man with the set standards.

5. Recruitment, Selection and Placement:

In order to hire a right person on the job, it is very essential to know the requirements of the job and the qualities of the individual who will perform the job. The information regarding these two are procured from job description and job specifications respectively and help the management in matching as closely as possible the job requirements with workers’ aptitudes, abilities, interests etc. to facilitate the execution of employment programme.

6. Job Evaluation:

Job analysis provides a basis for job evaluation. Job evaluation aims at determining the relative worth of the job which in turn helps in determining the compensation of job. In other words jobs are evaluated in terms of money. An accurate and comprehensive set of job descriptions and job specifications forms a factual basis for evaluating the worth of the job.

7. Training and Development:

Job analysis determines the levels of standard of job performance. It helps administering the training development programmes. Job descriptions and job specifications are written documents and if the contents of these two documents are known to the employees, they will try to their level best to achieve the skills, and knowledge required to perform the task assigned to them efficiently. They may also prepare themselves for the higher post in the light of the job description and the job specifications.

8. Discipline:

Job analysis provides the information regarding characteristics of various Jobs and the job-holders. It studies the failure of the workman to meet the required standard of performance. Corrective measures may be taken in time to avoid untoward situation. In this way it helps in maintaining the discipline in the industry.

9. Job Designing:

Industrial engineers may use the job analysis information in designing the job by making the comprehensive study of the job elements. It helps in time and motion study, work-specifications, methods and workplace improvement and work-measurement. Human engineering activities such as physical, mental and psychological are studied with the help of job analysis information.

10. Safety and Health:

The job analysis process uncovers the hazardous and unhealthy environmental factors such as heat, noise, fumes, dust etc. The management can take corrective measures to minimise the changes of various risks to ensure safety to workers and to avoid unhealthy conditions.

Job Analysis – 2 Important Components: Job Description and Job Specification

There are two components of Job Analysis, i.e.:

1. Job Description and

2. Job Specification.

1. Job Description:

Job description contains the main characteristics of the job and it is a written statement of the purpose, duties and responsibilities of a particular job. This information is needed to find out the qualifications and qualities required by a person to perform the job efficiently.

According to M.W. Cumming, “A job description is a broad statement of the purpose, scope, duties and responsibilities of a particular job”.

Contents of Job Description:

Job description document is descriptive in its nature and contains a record of job contents-

a. Job Introduction – Job title, location, division, department, section, plant, office, job significant number etc.

b. Job Summary – Functions of the job holder, reporting to whom and organisational relationship etc.

c. Duties and Responsibilities – Provide limits of main duties and responsibilities.

d. Relation to other job – Number of employees supervised.

e. Supervision given and received – Position of the job in the job hierarchy.

f. Working conditions.

g. Other information such as accident hazards.

2. Job Specification:

Job specification states the minimum requirement of qualifications and qualities required for a person to perform the job. Job specification tells us what qualities are needed in the prospective job holder. It states the required educational qualification, experience, knowledge, skills and attitude, etc., to perform the job successfully.

According to Edwin Flippo, “A job specification is a statement of the minimum acceptable human qualities necessary to perform a job properly”.

Job specification states the physical, personal, psychological and demographic features required for the job.

(a) Physical characteristics – Weight, height, eyesight, physique, health.

(b) Personal characteristics – Personal appearance, pleasing manners, leadership qualities, initiative and drive etc.

(d) Demographic factors – Age, gender, education, experience, language

Job Analysis – Contents

Job analysis helps to collect the following information about the job:

(i) Job identification i.e., title and nature of job.

(ii) Tasks and operations involved in the job.

(iii) Characteristics of the job like location, physical setting, and supervision required etc.

(iv) Type of tasks and duties involved in the job.

(v) Method of doing the job like lifting, handling, cleaning, assembling etc.

(vi) Materials and equipment required to perform the job.

(vii) Type of the persons required to perform the job in relation to abilities, skill, knowledge etc.

(viii) Relationship of one job with that of another job etc.

Job Analysis – Factors

(i) Previous Experience Required:

Indicate the period of time required in lower or related jobs, measured from the time when the qualification level of education, cited in factor is acquired, that are essential for starting on, and a proper performance of a work.

(ii) Specialised or Technical Education Required:

Indicate in definite terms the minimum level of academic education essential for a proper performance of a job, citing specific qualifications and/or recognised levels of attainment.

(iii) Manual or Physical Skill Required:

What kind of manual or physical skills is required in the performance of the duties?

(Examples – Typing, Shorthand, Comptometer, Book-keeping machine.)

(iv) Physical Effort Required:

What kind of physical effort is required and what is the duration of such exertion? (Examples – Continuous, walking, standing, lifting of heavy object, etc.)

(v) Complexity and Difficulty of Work:

(a) The extent to which decisions made and action taken are controlled by presents, prescribed work practices, regulations or other guidelines;

(b) The degree of originality, judgement and development work involved;

(vi) Seriousness of Errors:

What type of errors are possible in a job; and what would be the consequences of such errors in terms of additional expense to the company, rework or loss of goodwill?

(vii) Hazards:

What type of hazards and risks to health are involved in the performance of duties? State frequency.

(viii) Adverse Working Conditions:

Are there any physical conditions surrounding the work that are definitely disagreeable or uncomfortable? (Such as dirt, noise, weather, etc.)

(ix) Contacts with Customers, the General Public or other Companies:

Indicate the organisational level of persons in other companies dealt with; the type, difficulty and importance of transactions handled; and the potential effects of such contacts on company goodwill. How contact is made by telephone, personal contact or correspondence?

(x) Contacts with Other Departments:

Indicate type, volume, importance and difficulty of transactions with other departments of the company. How contact is made by telephone, personal contact or correspondence?

(xi) For the Safety of Others:

Show the extent of responsibility of protecting, safeguarding or eliminating hazard to fellow employees or the general public.

(xii) For Company Funds or Property:

Does a job involve actual custody of, or personal accountability for, any company funds or portable tools and equipments? If so, state the amount of money or type of tools and equipment involved.

(xiii) For Confidential Information:

Does the work involve contact with any confidential data? Does a job involve discretion to reveal the data? If so, explain the nature of data and extent of discretion.

(xiv) For Performance of Work without Immediate Supervision:

Who assigns the work to an incumbent? How is the progress of work assignments checked by the supervisor? How frequently? What is the average duration of an assignment?

(xv) For the Supervision of Others:

Does the work involve supervision or direction by other?

If so:

(a) Describe the type of work and indicate the number of employees;

(b) The percentage of time spent on work similar to that to the subordinates involved.

Job Analysis – Methods of Collecting Data or Information about the Job

Job analysis is made by collecting the data or information about the job through a various methods which are described below:

1. Observation Method:

Under this method, the job analyst observes directly the work and workers engaged in work to collect the information. The work performed, working condition, materials and equipment used, hazards process involved in the job etc., are observed and the information thus collected is recorded in standard format.

This method is useful for jobs which are simple, repetitive and which involve physical or manual activities. Jobs of mechanic, draftsman, spinner or weaver etc., are the examples of such activities. The success of this method depends on the type of job analyst appointed to collect the data. Skilled and experienced job analyst may be useful in completing the process.

2. Interview Method:

In this technique, job analyst personally interviews employees to collect the data and records answers. For this purpose a standard format is used to record the response which helps in making the comparison of response collected. To collect the data, interviewer prepares standardized interview schedule and questions related to jobs are included in it.

This method is preferred particularly where data cannot be collected through direct observation method. This method is simple, easy and reliable as information is directly collected from employees. However this method is time consuming and costly as it requires preparation of interview schedule and use of expert to collect the data.

3. Questionnaire Method:

This is yet another important technique used to collect the information about the job. In this technique, well drafted questionnaires are sent to job holders with a request to return the same to supervisors. Supervisors will examine it and make a necessary correction and will submit the same to job analyst. For this purpose structured questionnaires are prepared covering the different aspects of the job. Job holders have to rate the job considering the importance, difficulty and relationship of the job with that of the other.

This method is useful where large number of employees is to be covered for gathering information. Though the method gives comprehensive information about the job it is time consuming and costly to develop standardized questionnaires.

4. Job Performance Method:

Under this method, the job analyst himself performs the job to obtain the first hand information about the job and task involved in the job, procedure required to complete the job will be experienced by him. On the basis of his experience jobs are rated. This method is useful only where job requires use of less skill and can be learnt quickly and easily.

This method is also useful where employees do not cooperate in giving the information and hence cannot be trusted. However, like other methods this method is also time consuming and requires patience and interest on the part of job analyst who is supposed to actually perform the work.

5. Employee Diary:

In this method, the employee describe their daily work activities in a diary or log. After analysing the diary or log over a specified period of time, a job analyst is able to record the essential characteristics of a job. This method does not give any desirable data on supervisor’s relationship, the equipment used and working conditions. Maintaining logs are time consuming and costly.

6. Conference of Experts:

This method utilizes senior job holders and supervisors with extensive knowledge of the job. The interaction with the members during the interview adds insight and details that the analyst might not get from individual job holders.

Combination of Methods:

Generally, an analyst does not use one job analysis method exclusively, rather, a combination is often used. For instance, in analysing clerical and administrative jobs, the analyst might use questionnaire supported by interviews and limited observation. On the other hand for production, jobs interviews supplemented by a greater degree of work observation may provide the needed data. Combination of methods can ensure high accuracy at minimum costs.

Job Analysis – Ways for Obtaining Information about Job

Job analysis is mainly and essentially a data collection process.

The information can be obtained in one of the following ways:

Way # 1. Collection of Statistical Information:

(i) By questionnaire.

(ii) By observation.

(iii) By Interview.

(iv) By Records maintained by the personnel department.

(i) Questionnaire:

In this method a detailed questionnaire is prepared by the job analyst and is distributed among the workers. The workers answer the questions to the best of their knowledge and belief. Employee’s cooperation can more easily be achieved by explaining the entire programme fully in detail to the representatives of employees.

This technique is time-consuming and generally does not yield satisfactory results because many employees do not complete the questionnaire or furnish incorrect information because of their own limitations. The use of questionnaire is recommended only in case of those technical jobs where the job contents are not completely known to the supervisor, or the operation is too complex to observe or the job is actually what the employee makes it.

(ii) Observation Method:

The most practical and reliable technique of getting information regarding job is through personal observation of the work performed, coupled with the discussion with the supervisor of the job. The analyst may ask questions from the workers on the job.

The complete and useful information can be gathered by the use of this techniques. This technique can be used, if a particular job is simple and of repetitive nature. Observation, coupled with the discussion with the supervisor and the workers, constitutes the preferred approach in most of the cases to get the required information.

(iii) Interview:

Job analyst uses interview as a prime method of data collection. He contacts the workers and the supervisor concerned and asks question regarding the various jobs performed by them for collecting the information. The supervisor may be taken into confidence in collecting the information about the work which the worker is not willing to supply due to certain limitations.

This technique can do much to dispel any doubts and suspicions which might be held. It may also be useful to cross-check the information obtained with incumbents of identical or similar jobs. But, it may be kept in view that when information is gathered by interviewing; it is the study of positions and not of persons holding the positions.

(iv) Record:

Department of personnel maintains the record of the facts regarding job and the job holders. The analyst collects the information from the record maintained by the department of personnel. This method is also not free from defects. Certain information such as supervisor worker relationship, tools and accessories used and work conditions are not made available from records hence complete information about work and worker cannot be obtained by this technique.

The above techniques of collecting information are generally used but none of them is free from defects. A thorough study of the above techniques reveals that the analyst may get the information regarding work, working conditions and the man who is performing the job, his responsibilities and duties but no information regarding the traits of the individual can be collected from job analysis process.

Way # 2. To Fill up Job Description Forms:

After collecting necessary statistical information for job analysis, the Job Analyst fills up Job Description Forms.

These forms are the statements showing full details of the activities of a job. Separate job description forms are prepared and used for various activities of a job. Later on these forms are compiled.

The information provided by Job Description Forms is as follows:

(1) Job Identification – First of all, code number of all the activities of all the jobs should be given so that the job for which the form is prepared may be easily identified. The name of department and sub-department should also be mentioned.

(2) Job Summary – Under these heading, important activities to be performed in a job should be mentioned.

(3) List of Required Machines and Tools – Under this heading the list of machines and tools required for the performance of a particular job should be prepared.

(4) Sub-work Summary – Under this heading, sub- works to be performed for a job should be summarised.

(5) Organisational Relations – Under this heading, organisational structure relating to a job should be mentioned. It must explain the following facts – Which employee will do the particular job? Which employee is responsible for that job? Which officer is to be consulted by the employee for performance of that job? etc.

(6) Working Condition – Under this heading, working conditions required to be provided to the employees for the performance of a particular job should be mentioned.

(7) Relations with Other Jobs – Under this heading, the relationship of one job with others jobs should be explained.

(8) Physical and Mental Requirements for the Job – Under this heading, physical and mental abilities that should be possessed by an employee to do a particular job should be mentioned.

Way # 3. Preparation of Job Specification Statements:

A Job Specification Statement is a summary of the specifications that are required for a job. Job specification statement are prepared on the basis of statistical information collected earlier. A job specification statement is a statement of minimum acceptable qualifications and qualities of the individual to be placed on a job. Job Analyst prepares such statements after considering the skills required for the performance of a job properly. Such statements are useful in soliciting a right person for a job.

Way # 4. Preparation of More Report:

After preparing the job specification statements, Job Analyst has to prepare a report. In such report, he mentions various activities of the job and the qualities of an individual to be placed on the job. Such report should be presented before the Supervisor and Personnel. Manager for suggestions and comments. Job Analyst should consider these suggestions and comments seriously and revise the original report in the light of these suggestions and comment so that it may be more correct and informative.

Way # 5. Approval of Top Management and Labour Unions:

The complete draft has prepared by Job Analyst and approved by the Supervisor and Personnel Manager should be sent to the Top Management or Office Bearers of Labour

Unions give some suggestions, these suggestions should be incorporated in the job description and job specification. The final draft should be approved either by the Personnel Manager or by the Top Line Officials.

Job Analysis – Relationship between Job Analysis and Human Resource Planning

Job Analysis is a systematic process of determining the skills, duties and knowledge needed for performing jobs in an organisation.

The basic purpose is to collect information regarding the following items:

(i) Duties and Tasks- How the job is actually carried out in terms of tasks and duties including frequency, duration, effort, skill, complexity, equipment, standards, etc.,

(ii) Environment- The physical environment in which the job is carried out including things such as noxious fumes, radioactive substances, hostile and aggressive co-workers, dangerous explosives, offensive odors, high temperature and any other negative elements present in the physical setting.

(iii) Tools and Equipment- Does the job require the use of any special tools or specific equipment that is essential to carry out the job? Here the focus is on protective clothing, any special equipment that needs to be put in place before the job is being handled by the incumbent.

(iv) Relationships- This includes supervision given and received. Relationships with internal or external people.

(v) Requirements- The knowledge, skills, and abilities (KSAs) required to carry out the job in a satisfactory manner. While an incumbent may have higher KSAs than those required for the job, a Job Analysis typically only states the minimum requirements to perform the job. Once the requirements of the job are identified in terms of duties and responsibilities as well as the qualifications and skills needed, the HR department should forecast personnel demand and assess supply and reconcile the two in a systematic manner.

The basic purpose of human resource planning is to get the right number of qualified people into the right job at the right time so that the organisation can meet its objectives. The success of any business is directly linked to the performance of those who work for that business.

Underachievement can be a result of workplace failures. Because hiring the wrong people or failing to anticipate fluctuations in hiring needs can be costly, it is important that you put effort into human resource planning. Planning for HR needs will help to ensure your employees have the skills and competencies your business needs to succeed.

An HR plan works hand in hand with your business plan to determine the resources you need to achieve the business’s goals. It will better prepare you for staff turnover, recruitment, and strategic hiring – and alleviate stress when you have emergency/last-minute hiring needs.

Job Analysis – Job Analysis to Role Analysis: Difference between Role Analysis and Job Analysis, Process and Advantages

It is possible to write job descriptions showing what workers/clerical staff do while at work. At middle level and senior level, a clear definition of the job is not possible since managerial jobs are more complex and interdependent on the performance and expectations of all those who contribute to the organisational goals. He has to deal with fluid situations.

There may not be clear-cut HR policies and procedure for solving certain problems. Job analysis may not cover informal way of doing things. It does not state the behaviour expectations of various formal and informal groups that influence the actions of a job holder. A manager is judged not only based on individual contribution but also based on his role in building a team for achievement of organisational objectives. In managerial jobs, teamwork and contribution is more important than individual efforts and achievements.

A role is set of expectations people have about the behaviour of person in a position. The term role signifies a managerial job. Role analysis is process which aims at defining the work content of a role in relation to all those with whom the role occupant has significant interaction in the performance of his job. The role occupant whose role is to be analysed is known as Focal Role. He has to identify members in the organisation with whom he has to interact in the performance of his duties. The identified members are called Role Set Members.

Example:

As a shop floor supervisor who is member of the factory management team, is expected to obtain expected output from workers by strictly enforcing rules and regulations. At the same time, he has to consider the welfare of workers and represent their problems and grievances to the management. He has to wear two hats while discharging his duties. Therefore, it is necessary to supplement the job analysis with role analysis to understand clearly what the job demands. Role analysis provides greater clarity in that the job holder knows what he is supposed to do on the job keeping the perceptions of others.

Process of Role Analysis:

1. Identification of the position for which role analysis is required.

2. The role holder has to identify members in the organisation with whom he has to interact in the performance of his role.

3. The role holder has to write down his expectations from member and his contributions to the role set members. Similarly, the role set members have to write down their expectations from and contributions to the focal role.

4. The gaps between expectations and contributions are discussed and role consensus is arrived.

5. Key performance areas for each role is discussed and finalised after discussions with role set members.

6. Role set members may be asked to indicate critical attributes required for each of the focal role.

Advantages of Role Analysis:

1. Provides role clarity to the role occupant

2. Identification of critical attributes of role holder

3. Helps in assigning right job for the right person

4. Provides direction in setting goals and priorities depending upon the situation

5. Facilitates performance appraisal

6. Identification of training needs

7. Development of teamwork among role holder and role set members

8. Optimum utilisation of human resources

Differences between Role Analysis and Job Analysis:

Role Analysis:

1. It is a participatory process aimed at defining the work contents of a role in relation to role set members.

2. More suitable for managerial jobs.

3. Role Analysis is done through discussions with role set members.

4. It is conducted frequently.

5. Provides information on key performance areas and critical role of the focal role.

6. It is a new concept.

Job Analysis:

1. It is the process of critically evaluating the operations, duties and relationship of the job.

2. Suitable for non-managerial jobs.

3. Job analysis is done by job analyst or HR.

4. Not conducted frequently.

5. Provides information on job description and job requirement.

6. It is an old concept

Job Analysis – 5 Major Steps of the Job Analysis Process

Job analysis is essentially a staff function which should be performed by the personnel department. The process of analysing a job is nothing but a data collection process.

Job analysis should be done regularly in the organisation. Earlier, due to slow pace of development, jobs were found to be static and were designed in a manner so that there would be no change. People were changing but jobs remained static. Now, jobs are changing to accommodate the changes in technology, union management agreements and the work environment.

The pace of change in technology demands for change in nature of the job as well as the skill and knowledge required to perform it. For example, manual typing has been replaced by computers and the administration’s acceptance of e-governance system brought new demand for a change in qualifications, skill, etc. Under union-management agreements, the work conditions, nature of jobs and responsibility factors change, demands for rewriting the summary of the job arises.

Also, the HR available has to change its characteristics as far as qualification, skill, experience, etc., are concerned Work environment is more into performance-driven. Therefore, it is essential to consider the above changing factors while going for a job analysis.

We can study the various steps of the process as under:

Process # 1. Completing Job Description Blank:

The job analyst first collects information and then puts such information in a standard job description form as a comprehensive draft. It is a statement showing full details of the activities of the job. There may be used separate job description forms for various activities in the job and may be compiled later on. The job analysis is made with the help of these job description forms. These forms may be used as references for the future.

Process # 2. Preparation of Report:

The job analyst prepares a report on the basis of information collected mentioning the analysis of various activities on the job and the qualities of the individual to be placed on the job. Such report, then, will be presented before the supervisor and the personnel manager for suggestions and comments. The analyst should revise the original report in the light of the suggestions or comments given by the supervisor or the personnel manager to make it more correct and informative.

Process # 3. Collection of Factual Material:

The first step in job analysis process is to collect the factual information relating to job. Various approaches can be utilised in studying a job and the four currently most popular are, (i) questionnaires, (ii) observations, (iii) narrative descriptions, and (iv) interviews (a detailed study of these four approaches is given in the next question).

Two types of information are collected, i.e., (a) information regarding job such as its physical environment (temperature, noise, dirt, comforts and dangers etc.), its social environment (whether job is in teams, shifts or isolated), financial conditions (wages bonus, incentive schemes or fringe benefits etc.), and (b) information relating to qualities of persons holding the job, i.e., his physical demands (muscular energy, travel, hours of work etc.), intellectual demands (university, technical or professional degrees and problem solving abilities required). Skills experience and personality factors required on the job.

Process # 4. Approval:

The complete draft as presented by the analyst and approved by the supervisor and personnel manager may now be received by the top executive. The office-bearers of the trade unions may also be taken into confidence before approving the draft finally. If union officials have ideas for making changes, management should consider them as suggestions and incorporate such changes, if possible, in the job description and job specification. The final draft should be approved by the top line executive or by the personnel manager who is responsible for making final decisions on the matter.

Process # 5. Preparation of Job Specification:

Job specifications are also prepared on the basis of information collected. It is a statement of minimum acceptable qualities of the person to be placed on job. It specifies the standard by which the qualities of the person are measured, job analyst prepares such statement taking into consideration the skills required in performing the job properly. Such statement is used in selecting a person matching with the job.

Job Analysis – Uses

As job analysis provides a deeper understanding of the behavioural requirements of the jobs, it makes HRM functions easier.

Job requirement analysis helps in getting information on responsibilities and interrelationships among jobs which help in assigning authority and accountability for the jobs. Decisions regarding organisational structure, hierarchical positions, integration, etc., become easier due to these analyses.

a. HR Planning – Job analysis provides basic information that helps in HR planning (forecasting the need for HR in terms of skills and expertise).

b. Recruitment – The recruiter needs full knowledge of the job and the aspects involved in it, for its smooth and effective performance.

c. Selection – A forecast of job performance provides the basis for selection by understanding the job expectations.

d. Placement – Job analysis provides a clear understanding on job requirements and ability of individuals to perform, which helps in placing the right man at the right job.

e. Job Evaluation – Job analysis is a prerequisite for evaluating the jobs and ranking them in terms of their relative worth. This helps in deciding the pay structure.

f. Performance Appraisal and Reward System – Job analysis gives an idea on key performance areas and key result areas against which the employees’ performance can be measured and employees can be appropriately rewarded/trained.

g. Orientation and Training – Job analysis explains the job requirements which help in identifying training needs and the process which deals with the specific aspects of jobs. This helps in providing training to existing employees on the required aspects.

h. Career Planning and Development – Job analysis provides the basic understanding on various opportunities involved in terms of career paths. Career planning information is obtained through job analysis. It also helps in many other functions including job classification, job safety, job design/ workforce study, etc.

Job Analysis – Benefits

The following are the benefits of job analysis.

1. Organisational structure and design – Job analysis helps the organisation to make suitable changes in the organisational structure, so that it matches the needs and requirements of the organisation. Duties are either added or deleted from the job.

2. Recruitment and selection – Job analysis helps to plan for the future human resource. It helps to recruit and select the right kind of people. It provides information necessary to select the right person.

3. Performance appraisal and training/development – Based on the job requirements identified in the job analysis, the company decides a training programme. Training is given in those areas which will help to improve the performance on the job. Similarly when appraisal is conducted we check whether the employee is able to work in a manner in which we require him to do the job.

4. Job evaluation – Job evaluation refers to studying in detail the job performance by all individual. The difficulty levels, skills required and on that basis the salary is fixed. Information regarding qualities required, skilled levels, difficulty levels are obtained from job analysis.

5. Promotions and transfer – When we give a promotion to an employee we need to promote him on the basis of the skill and talent required for the future job. Similarly when we transfer an employee to another branch the job must be very similar to what he has done before. To take these decisions we collect information from job analysis.

6. Career path planning – Many companies have not taken up career planning for their employees. This is done to prevent the employee from leaving the company. When we plan the future career of the employee, information will be collected from job analysis. Hence job analysis becomes important or advantageous.

7. Labour relation – When companies plan to add extra duties or delete certain duties from a job, they require the help of job analysis, when this activity is systematically done using job analysis, the number of problems with union members reduce and labour relations improve.

8. Health and safety – Most companies prepare their own health and safety plans and programmes based on job analysis. From the job analysis company identifies the risk factor on the job and based on the risk factor safety equipments are provided.

9. Acceptance of job offer – When a person is given an offer/appointment letter the duties to be performed by him are clearly mentioned in it, this information is collected from job analysis, which is why job analysis becomes important.

Job Analysis – Limitations

1. Job description and job specification are too restrictive in nature. It may not be suitable for senior managers as they have to work beyond the boundaries of the job to achieve organisational objectives.

2. It has less application in high technology oriented organisations where teamwork, boundary less working, flexi-time, work from home, etc., are practiced.

3. It puts limitations on the development of the employee in his job.

4. Highly qualified employees do not prefer standardised and routine operations. They do not like bosses supervising their work from close quarters. They want interesting and challenging job.

The concept of having well-defined job with clear-cut duties and responsibilities is being increasingly questioned by present-day knowledgeable employees.

Dejobbing involves expanding the responsibilities of the employees and encouraging them not to limit themselves to what is written in the job description. Dejobbing becomes necessary due to changes (technology, competition, deregulation, political uncertainties etc.) in business environment.

Job Analysis – 2 Important Outcomes: Job Description, Job Specification

The total process of job analysis results in two outcomes- job description and job specification.

1. Job Description:

Job description is a written statement showing job title, tasks, duties, and responsibilities involved in a job. It also prescribes the working conditions, hazards, stress that it can produce and the relationship with other jobs.

Flippo has defined job description as follows:

“A job description is an organized, factual statement of duties and responsibilities of a specific job. In brief, it should tell what is to be done, how it is done and why. It is a standard of function, in that it defines the appropriate and authorized content of a job.”

Generally, a job description contains the following information:

i. Job title, code number, and department/division.

ii. Job contents in terms of activities or tasks performed.

iii. Job responsibilities towards effective performance of the job.

iv. Working conditions including specific hazards.

v. Social environment prevailing at the workplace.

vi. Machine tools and equipments.

vii. Extent of supervision given and received.

viii. Relationship with other jobs vertical, horizontal, and diagonal.

Uses of Job Description:

Job description is used for those purposes for which job analysis is used as the former is an outcome of the latter.

To be more specific, job description may be used in the following areas of human resource management:

i. Job grading and job classification.

ii. Providing base for preparing job specification, leading to recruitment and selection.

iii. Procurement and placement of employees.

iv. Developing career plan.

v. Training and development.

vi. Setting performance standards and appraisal.

vii. Promotion and transfer.

viii. Developing work procedures and processes.

ix. Taking preventive measures to minimize the impact of hazardous conditions.

x. Employee counselling and vocational guidance.

2. Job Specification:

Job specification, also known as man or employee specification, is a statement of minimum acceptable qualities required in a job incumbent for the effective performance of the job. In contrast to job description which provides various features of the job, job specification specifies various features of the job holder.

Flippo has defined job specification as follows:

“Job specification is a statement of the minimum acceptable human qualities necessary to perform a job properly. It is a standard of personnel and designates the qualities required for acceptable performance.”

A job specification is prepared on the basis of job description. Its basic contents are as follows:

i. Personal characteristics such as age, sex, education, job experience, and extra- and co-curricular activities.

ii. Physical characteristics such as height, weight, chest, vision, hearing, health, voice, poise, and hand and foot coordination.

iii. Mental characteristics such as general intelligence, memory, judgement, foresight, ability to concentrate, etc.

iv. Social and psychological characteristics such as emotional stability, flexibility, manners, initiative, drive, conversational ability, creativity, etc.

Various contents of a job specification can be prescribed in three forms:

(a) Essential attributes which a person must possess,

(b) Desirable attributes which a person may possess, and

So far as essential attributes are concerned, these are mandatory. Organizations provide flexibility so far as desirable attributes are concerned. In this case, it is desirable to prescribe the extent to which desirable attributes contribute to satisfactory job performance and these attributes will be acquired by the job incumbent.

Job Analysis – Trends

Organizations are beginning to appreciate the need to analyse jobs in the context of the organization’s structure and strategy. In addition, organizations are recognizing that today’s workplace must be adaptable and is constantly subject to change. Thus, although we tend to think of “jobs” as something stable, they actually tend to change and evolve over time.

Those who occupy or manage jobs often make minor adjustments to match personal preferences or changing conditions. Indeed, although errors in job analysis can have many sources, most inaccuracy is likely to result from job descriptions being out-dated. For this reason, job analysis must not only define jobs when they are created, but also detect changes in jobs as time passes.

In today’s world of rapidly changing products and markets, some observers have even begun to suggest that the concept of a “job” is obsolete. Some researchers and businesspeople have observed a trend they call dejobbing—viewing organizations as a field of work needing to be done, rather than as a set or series of jobs held by individuals.

For example, at Amazon(dot)com, HR director Scott Pitasky notes, “Here, a person might be in the same ‘job,’ but three months later be doing completely different work.” This means Amazon(dot)com puts more emphasis on broad worker specifications (“entrepreneurial and customer-focused”) than on detailed job descriptions (“HTML programming”), which may not be descriptive one year down the road.

These changes in the nature of work and the expanded use of “project-based” organizational structures require the type of broader understanding that comes from an analysis of work flows. Because the work can change rapidly and it is impossible to rewrite job descriptions every week, job descriptions and specifications need to be flexible.

At the same time, legal requirements may discourage organizations from writing flexible job descriptions. So, organizations must balance the need for flexibility with the need for legal documentation. This presents one of the major challenges to be faced by HRM departments in the next decade. Many professionals are meeting this challenge with a greater emphasis on careful job design.