2. Concept of Job Analysis
• Definition : 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.
• Organizations consist of positions that have to be staffed. Job
analysis is the procedure through which you determine the
duties of these positions and the characteristics of the people
who should be hired for them.
• The analysis produces information on job requirements,
which is then used for developing job descriptions (what the
job entails) and job specifications (what kind of people to hire
for the job).
3. Job Analysis: A Basic Human Resource Management Tool
Human Resource
Tasks Responsibilities Duties Planning
Recruitment
Selection
Training and
Job
Development
Descriptions
Job Performance Appraisal
Analysis Compensation and
Job
Specifications Benefits
Safety and Health
Employee and Labor
Relations
Knowledge Skills Abilities Legal Considerations
Job Analysis for Teams
3
4. Definitions
• Job - Consists of a group of tasks that
must be performed for an organization to
achieve its goals
• Position - Collection of tasks and
responsibilities performed by one person;
there is a position for every individual in
an organization
4
5. Definitions (Continued)
• Job analysis - Systematic process of
determining the skills, duties, and knowledge
required for performing jobs in an
organization
• Job description – document providing
information regarding tasks, duties, and
responsibilities of job
• Job specification – minimum qualifications to
perform a particular job
5
6. Job Design
• Process of determining the specific tasks to
be performed, the methods used in
performing these tasks, and how the job
relates to other work in the organization
• Job enrichment - Basic changes in the
content and level of responsibility of a job,
so as to provide greater challenge to the
worker
6
7. Job Design
• Job enlargement - Changes in the scope of a job to
provide greater variety to the worker
• Job Rotation – Job rotation is a management
approach where employees are shifted between two
or more assignments or jobs at regular intervals of
time in order to expose them to all verticals of
organisation
• Reengineering – Fundamental rethinking and radical
redesign of business processes to achieve dramatic
improvements in critical, contemporary measures of
performance, such as cost, quality, service and speed
7
8. Job rotation
• Job rotation involves moving employees from job to
job so as to give them more variety.
– Job rotation requires that employees have relatively broad
skills.
• This means the supervisor and organization must provide for
cross-training or training in the skills required to perform
more than one job.
• The opportunity to learn new skills can in itself motivate
employees.
9. Job enlargement
• Job enlargement means that duties are added
to a job.
– For example, in a factory a machine operator may
be given the added task of setting up the machine.
10. Job enrichment
• Job enrichment is the incorporation of
motivating factors into a job.
– The kinds of factors that are considered to enrich
a job are the ones Herzberg called motivators.
• Specific factors include
– giving employees more responsibility to make decisions,
– more recognition for good performance, and
– making jobs more challenging.
11. Sources of job analysis information
• Manager
• Incumbent
• SME ( Subject Matter Expert )
• Job analyst
• DOT (Dictionary of Occupational Titles )
• O*NET ( O*NET OnLine has detailed descriptions of the world of work for use by job seekers,
workforce development and HR professionals, students, researchers, and more! )
11
13. Timeliness of Job Analysis
Rapid pace of
technological change
makes need for
accurate job analysis
even more
important now and
in the future.
13
14. Job Analysis and the Law
• Fair Labor Standards Act –
employees categorized as
exempt or nonexempt
• Equal Pay Act – similar pay
must be provided if jobs are
not substantially different as
shown in job descriptions
14
15. Job Analysis and the Law (Continued)
• Civil Rights Act – basis for adequate defenses against
unfair discriminations charges in selection,
promotion, and other areas of HR administration
• Occupational Safety and Health Act – specify job
elements that endanger health or are considered
unsatisfactory or distasteful by most people
• Americans with Disabilities Act – make reasonable
accommodations for disabled workers
15
16. Types of Information Collected
Work
activities
Human Human
requirements behaviors
Information
Collected Via
Job Analysis Machines, tools,
Job
equipment, and
context
work aids
Performance
standards
4–16
17. Summary of Types of Data Collected Through Job Analysis
• Work Activities – work activities and processes; activity records (in film
form, for example); procedures used; personal responsibility
• Worker-oriented activities – human behaviors, such as physical actions and
communicating on the job; elemental motions for methods analysis;
personal job demands, such as energy expenditure
• Machines, tools, equipment, and work aids used
• Job-related tangibles and intangibles – knowledge dealt with or applied (as
in accounting); materials processed; products made or services performed
• Work performance – error analysis; work standards; work measurements,
such as time taken for a task
• Job context – work schedule; financial and nonfinancial incentives; physical
working conditions; organizational and social contexts
• Personal requirements for the job – personal attributes such as personality
and interests; education and training required; work experience
17
18. Use of Job Analysis Information
Recruitment and
Selection
Legal
Compliance Compensation
Information
Collected Via
Discovering Job Analysis
Performance
Unassigned
Appraisal
Duties
Training
4–18
19. FIGURE 4–1 Uses of Job Analysis Information
4–19
20. FIGURE 4–2 Process Chart for Analyzing a Job’s Workflow
Source: Compensation Management: Rewarding Performance by Richard J.
Henderson. Reprinted by permission of Pearson Education, Upper Saddle River, NJ.
4–20
21. Steps in Job Analysis
Steps in doing a job analysis:
1 Decide how you’ll use the information.
2 Review relevant background information.
3 Select representative positions.
4 Actually analyze the job.
5 Verify the job analysis information.
6 Develop a job description and job specification.
4–21
22. Methods of Collecting Job Analysis
Information: The Interview
• Information Sources • Interview Formats
– Individual employees – Structured (Checklist)
– Groups of employees – Unstructured
– Supervisors with knowledge
of the job
• Advantages
– Quick, direct way to find
overlooked information
• Disadvantages
– Distorted information
4–22
23. FIGURE 4–3
Job Analysis Questionnaire for
Developing Job Descriptions
Note: Use a questionnaire
like this to interview job
incumbents, or have them
fill it out.
Source: www.hr.blr.com. Reprinted with
permission of the publisher, Business and Legal
Reports, Inc., Old Saybrook, CT
4–23
24. FIGURE 4–3
Job Analysis Questionnaire for
Developing Job Descriptions
(continued)
Note: Use a questionnaire
like this to interview job
incumbents, or have them
fill it out.
Source: www.hr.blr.com. Reprinted with
permission of the publisher, Business and Legal
Reports, Inc., Old Saybrook, CT
4–24
25. Job Analysis: Interviewing
Guidelines
• The job analyst and supervisor should work together to
identify the workers who know the job best.
• It is advisable to quickly establish rapport with the
interviewee.
• Follow a structured guide or checklist, one that lists open-
ended questions and provides space for answers.
• Ask the worker to list his or her duties in order of importance
and frequency of occurrence.
• After completing the interview, review and verify the data.
4–25
26. Methods of Collecting Job Analysis
Information: Questionnaires
• Information Source • Advantages
– Have employees fill out – Quick and efficient way to
questionnaires to describe gather information from
their job-related duties and large numbers of employees
responsibilities • Disadvantages
• Questionnaire Formats – Expense and time consumed
– Structured checklists in preparing and testing the
– Open-ended questions questionnaire
4–26
27. Areas in which Job Analysis Information is used
• Recruitment and Selection : Job analysis provides information about what
the job entails and what human characteristics are required to carry out
these activities. Such job description and job specification information is
used to decide what sort of people to recruit and hire.
• Compensation : Job analysis information is also essential for estimating
the value of and appropriate compensation for each job. This is so
because compensation. (such as salary and bonus) usually depends on the
job's required skill and education level, safety hazards, degree of
responsibility and so on-all factors that are assessed through job analysis.
Job analysis provides the information determining the relative worth of
each job so that each job can be classified.
• .
28. Areas in which Job Analysis Information is used
• Ensure Complete Assignment of Duties : The job analysis is also useful for
ensuring that all the duties that have to be done are in fact assigned to
particular positions. For example, in analyzing the current job of your
company's production manager, you may find she reports herself as being
responsible for two dozen or so specific duties including planning weekly
production schedules, purchasing raw materials, and supervising the daily
activities of each of her first-line supervisors.
• Training & Development : Job analysis information is also used for designing
training and development programs because the analysis and resulting job
description show the skills-and therefore training-that are required.
• Performance Appraisal : A performance appraisal compares each
employee's actual performance with his or her performance standards. It is
often through job analysis that experts determine the standards to be
achieved and the specific activities to be performed.
29. Areas in which Job Analysis Information is used
• Promotion and Transfer
• Preventing Dissatisfaction
• Compensation Management
• Health & Safety
• Induction
• Industrial Relations
• Career Planning
• Succession Planning
