Job Analysis - MBA Project (Ritu Navle)

1
A PROJECT REPORT
ON
“STUDY ON JOB ANALYSIS”
FOR
DSK MOTOWHEELS PVT, LTD
SUBMITTED BY
RITU ANIL NAVLE
ROLL NO:
Under the guidance of
PROF. ASHISH MOHTURE
SUBMITTED TO
SAVITRIBAI PHULE PUNE UNIVERSITY
In the partial fulfillment of the requirements for the award of
Master’s in Business Administration (MBA)
Through
Progressive Education Society’s
Modern Institute of Business Management
1186 Shivajinagar, Pune 411005
BATCH 2015 - 2017

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Declaration
I undersigned hereby declare that Project Report entitled “JOB ANALYSIS AT DSK
MOTOWHEELS PVT. LTD” written and submitted by me to SAVITRIBAI PHULE PUNE
UNIVERSITY. In partial fulfillments of requirements for the award of degree of Master of
Business Administration under the guidance of Prof Ashish Mohture is my original work and
interpretations drawn therein are based on material collected by myself.
Place:- Pune Name: Ritu Anil Navle.
Date:-

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Acknowledgement
A summer project is a golden opportunity for learning and self development. I consider myself
honored to have so many wonderful people who have helped me to expand my knowledge
regarding Job analysis and how the work goes on.
My grateful thanks to Mr. Shantanu Jorwekar (Asst. General Manager- HR) and Mr. Mayur
Dixit (Asst. Manager-HR) at DSK Motowheels, Pune, who have given me the opportunity to
work in the organization and in spite of being busy with their work schedule has helped, guided
& kept me on the correct path.
Sincere thanks to Prof. Ashish Mohture for his valuable guidance and support during completion
of project. He was always involved in the entire process, shared his knowledge and encouraged
me to work more efficiently on the project.
I would like to like to thank Mrs. Dr. Vijayalaxmi Srinivasan (Director, Modern Institute of
Business Management) for her encouragement & help provided to me to get such an excellent
opportunity.
Finally I would like to owe my sincere appreciation to all the employees of DSK Motowheels.
for their positive support at manufacturing plant, at Company Showrooms and also at Head
office.
Thanking you,
Ritu A. Navle.

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Table of Contents:
Chapter
Number
Title Page Number
1 Executive Summary 6
1.1 Introduction 7
1.2 Objectives and Scope 10
1.3 Literature Review 11
1.4 Company Profile 13
2 Research Methodology 18
3 Data Analysis and Interpretation 20
4 Findings 38
5 Conclusion 39
6 Bibliography 40
7 Annexure : Standard Format
Questionnaire
41

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Executive Summary
Jobs are important to individuals because they bring in lot of comforts and establish the status of
an individual in society. Job analysis is a systematic and detailed examination of jobs. A written
summary of tasks requirements for a particular job is called job description and a written
summary of people requirements is called a job specification. Job analysis information is useful
for a variety of organizational purposes ranging from workforce planning to career counseling.
In DSK Motowheels Pvt. Ltd, duration of my project was 2 months. In this project survey,
observations, questionnaire appropriate sampling method is used for data collection. A complete
analysis of job was studied and Job descriptions and Job specifications of certain designations
were noted with the help of standard questionnaire format provided by the company.
Accordingly data was collected and presented to HR Department.
In this project, 10 samples (employees) of different designations are taken into consideration and
are analyzed on basis of Standard Job Description prepared previously. Observations are done
and Interpretations are noted which helps us to find differences or gap between desired
performance and actual performance of a particular employee.
This project was carried out from May 22nd
2016 to July 22nd
2016 under the guidance of Mr.
Mayur Dixit (Assistant HR) DSK Motowheels Pvt. Ltd.

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Introduction
The DSK Group, a tightly knit business conglomerate with interests in everything from real
estate, construction, information technology, robotics, animation cinema, education,
automobiles, superbikes, video games, travel & sports is growing at a blistering pace thanks to
the vision of Dr. D. S. Kulkarni globally known as DSK.
The Indo-Italian tie-up between DSK Motowheels and Benelli, now paves the way for a high-
end biking experience through Benelli’s extensive bike range, giving Indian bikers their ticket to
the club of thoroughbred motorcycling aristocracy. DSK Motowheels plays a pivotal role in
assembling and selling Benelli bikes across the country and supporting them with a backup of
service and spares.
Established in 2012, DSK Motowheels forayed into the growing automobile sector by entering
the niche segment of powerful and aspirational superbikes in association with KR Motors of
South Korea, to assemble & sell Hyosung Superbikes in India. DSK Hyosung enjoys the status
of having the largest number of superbike dealerships with 3s facility in India. The company
plans to add 30 more pan-India dealers to the network soon
DSK Hyosung has continuously added latest models with super technology to its growing stable
of super bikes and is now on the threshold of exporting them globally.
Employees need to know they have a future at the company and that the future is interesting and
attainable. They need accurate job descriptions so they are aware of what job positions are
available, what each job entails, and what job qualifications they need to have. That way they
can work on getting any skills, knowledge and abilities they’re lacking.
The main purpose of any job description is to outline the main duties and responsibilities that are
involved in a particular job. Additional information is often requested in order that one document
can fulfill the needs of several processes, such as: recruitment and selection;
appraisal; job evaluation and training.

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The process of job analysis involves in-depth investigation in order to control the output, i.e., get
the job performed successfully. The process helps in finding out what a particular department
requires and what a prospective worker needs to deliver. It also helps in determining particulars
about a job including job title, job location, job summary, duties involved, working conditions,
possible hazards and machines, tools, equipments and materials to be used by the existing or
potential employee.
It is the process of obtaining all pertaining job facts which is classified into two i.e. Job
Description and Job specification:
Job Description is an important document, which is basically descriptive in nature and contains
a statement of job Analysis. It provides both organizational information’s (like location in
structure, authority etc) and functional information (what the work is).
It gives information about the scope of job activities, major responsibilities and positioning of
the job in the organization. This information gives the worker, analyst, and supervisor with a
clear idea of what the worker must do to meet the demand of the job.
Job Specification translates the job description into terms of the human qualifications, which are
required for performance of a job. They are intended to serve as a guide in hiring and job
evaluation.
Job specification is a written statement of qualifications, traits, physical and mental
characteristics that an individual must possess to perform the job duties and discharge
responsibilities effectively.
In this, job specification usually developed with the co-operation of personnel department and
various supervisors in the whole organization.

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Importance of Job Analysis
The details collected by conducting job analysis play an important role in controlling the output
of the particular job. Determining the success of job depends on the unbiased, proper and
thorough job analysis. It also helps in recruiting the right people for a particular job. The main
purpose of conducting this whole process is to create and establish a perfect fit between the job
and the employee.
Job analysis also helps HR managers in deciding the compensation package and additional perks
and incentives for a particular job position. It effectively contributes in assessing the training
needs and performance of the existing employees. The process forms the basis to design and
establish the strategies and policies to fulfill organizational goals and objectives.
However, analysis of a particular job does not guarantee that the managers or organization would
get the desired output. Actually collecting and recording information for a specific job involves
several complications. If the job information is not accurate and checked from time to time, an
employee will not be able to perform his duty well. Until and unless he is not aware of what he is
supposed to do or what is expected of him, chances are that the time and energy spent on a
particular job analysis is a sheer wastage of human resources. Therefore, proper care should be
taken while conducting job analysis.
A thorough and unbiased investigation or study of a specific job is good for both the managers
and the employees. The managers get to know whom to hire and why. They can fill a place with
the right person. On the other hand, existing or potential employee gets to know what and how
he is supposed to perform the job and what is the desired output. Job analysis creates a right fit
between the job and the employee.
“This project entitled Job Analysis gives a brief knowledge about Job Description and
Specifications and analysis of data collected from the company.”

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Objectives and Scope
The main objective of conducting job analysis is to know whether the job description and job
specification which was mentioned to hire right quality of work force by the company is
appropriate or not.
Secondly, to know whether any training is given to the employees after their recruitment to a
particular specified job as if there is any confusion about what the job is and what is supposed to
be done, proper training efforts cannot be initiated without knowing the specific requirements of
the job are identified.
Thirdly, to study the skill levels of the employees, work environment, responsibilities and
required level of education as job analysis identifies the performance criteria so that it promote
worker for a better performance.
-
The Scope for Job Analysis plays an important role in recruitment and selection, job evaluation,
job designing, deciding compensation and benefits packages, performance appraisal, analyzing
training and development needs, assessing the worth of a job and increasing personnel as well as
organizational productivity.
▪ 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.
▪ 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.

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▪ 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.
▪ 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.
▪ 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.

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Literature Review
Job Analysis is a term used by the human resource managers for the process of collecting
information related to job contents compared tasks performed on the job with knowledge, skills
and abilities of the jobholders (Schuman, et al, 1994). Job Analysis is a process where
judgements are made about data collected on a job. A Job Analysis data may be collected from
the incumbents through interviews or questionnaires; the main concept of the analysis is
description or specifications of the job, not a description of the person. An important concept of
Job Analysis is that the analysis is conducted of the Job, not the person.
Job analysis is a pattern of tasks, duties and responsibilities that can be done by a person. Job
analysis seeks to study about the activity to determine the tasks, duties and responsibilities
needed for each job. It is a process of gathering, analyzing and synthesizing information about
jobs. According to Werther and Davis (1996) "Job analysis is the process of defining the work,
activities, tasks, products services or processes performed by the employees of an organization".
Henderson (1982) explained that a job analysis is a systematic exploration of the activities in a
job. On the other hand, Duecento and Robbins (1988) depicted that job analysis indicates what
activities and accountabilities the job entails. It says that it is just an accurate recording of the
activities involved in the job.
According to Robert. B (2008) the organization should invest time to analyze the value, mission
and goals before undertaking the organizational analysis as from the organizational analysis will
flow the job analysis, job descriptions and hiring protocols. Job analysis can be used for
developing a variety of human performance management team. Sometimes when job analysis is
inadequately conducted, it results in incomplete or inaccurate information. Cascio (1978) says
that one must gather information regarding the specific job attributes and he defined the
attributes into 8 segments and these are called job analysis information hierarchy. The segments
are element, task, duty, position, job, job family, occupation and career. Finally, job analysis
provides critically important information that will guide management in decision-making.

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The main purpose of the job analysis is to identify the experience, education, training and other
qualifying factors, possessed by candidates for specific jobs. There are two key elements of a job
analysis they are identification of major job requirements and the identification of knowledge,
skills and abilities required to perform the accomplished task or job. Decenzo and Robbins
(1996) have developed some basic principles concerning jobs and the process of analyzing them.
The principles are:
1. All jobs can be analyzed and recorded
2. Job analysis can enhance communication among the employees in the organization.
3. The process of job analysis can easily make changes.
4. If the job analysis process is clear then employees and employers can understand and
contribute their part for the process.
5. Job analysis based on observable behavior and work products contributes to efficient HRM.
6. Clearly everything regarding the job (job description) should be written and explained well to
the employees.
The job analyst gathers the data about each job but not about every person in the organization
and pass this required information to the HR specialists, who actually recruits the employees.
According to Nancy (1988) recorded job information plays a crucial role because it influences
most HR activities. Before collecting the information about specific jobs, employees should be
informed about why the job analysis is being done. In this dissertation, the result of job analysis
will be used in job evaluation and decision-making of job description.

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Cascio (1995) states that there are different number of methods to study jobs. Some combination
of methods must be used to obtain a total picture of the task and physical, mental, social and the
environmental demand of a job. Job analysis is the process of looking at exactly what a job
requires in order to determine the necessary job qualifications. Through the job analysis a jobs
skills, knowledge and ability (KSA) can be defined in operational terms. This is essential if the
job analysis data are to have any utility for example, it may be used for the performance
assessment. Once the jobs have been sorted using the KSA level their scores are entered in to the
system to get the ranking for the jobs. The jobs with less KSA's tend to be lower in the
organization than the jobs with greater KSA's; this is relevant in determining the key job
elements required for the job in the organization

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Established in 2012, DSK Motowheels, a part of the DSK Group (Diversified business group
with a turnover of over Rs. 5000 crores) forayed into the growing automobile sector by entering
the niche segment of powerful and aspirational super bikes.
About DSK Motowheels:
DSK Group: A leading diversified business conglomerate in India with a multi-crore turnover.
The group has spread its wings in diverse business verticals like Construction, Automobiles,
Information Technology, Education and High-end professional courses, Pharmaceuticals,
Hospitality, Tours and Travels, Banking and High-End Dairy Solutions, Internationals Film
Production, Digital Products, Investments and Infrastructure, Video Games. The DSK Group is
renowned as one of the most ethical and successful groups based in Maharashtra.
Established in 2012, DSK Motowheels, a part of DSK Group forayed into the growing
automobile sector by entering the niche segment of powerful and aspirational bikes.
Taking forward company’s rich legacy of dynamic entrepreneurship Mr. Shirish Kulkarni,
Chairman, DSK Motowheels, spearheads the brand’s operations in India with the primary
objective of providing a world class super biking experience.
With a CKD plant in Maharashtra, the brand enjoys the status of having the strongest & most
well entrenched superbike network in India. DSK Motowheels is known for its high-end biking
experience, extended product line, technology and quality. DSK Motowheels also prides itself in
providing the best customer centric service and after sales support in Indian Superbike Market.

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Awards
Automotive Man of the year - Zeegnition Auto Awards 2016
DSK Benelli - Manufacturer of the year (Bikes), Times Auto Awards 2015
DSK Benelli - Manufacturer of the year - EVO India Superbike awards 2015
DSK Benelli - Manufacturer of the year, Fly Wheel Auto Awards 2016
DSK Benelli TNT 300 - Two-wheelers Readers' choice of the year, Bike India Awards
2016
DSK Benelli TNT 600i - Bike of the year upto 600cc, Bike India Awards 2016
TNT 600 GT award – Motoring Awards 2016 – Premium Bike of the year
DSK Benelli TNT 899 - Naked Sportsbike of the year, Top Gear Awards 2016
DSK Benelli TNT R & DSK Benelli TNT 899 - Design of the year (2 wheelers),
Zeegnition Auto awards 2016
DSK Benelli TNT R - Import Bike of the year, Fly Wheel Auto Awards 2016
DSK Benelli TNT R - Import Bike of the year, Fly Wheel Auto Awards 2016
Bike India – Aquila 250 – Variant of the Year 2014
BBC Top Gear – Aquila Pro GV650 Surprise of the Year 2014
Bike India Award 2014 – Motorcycle above 600cc 2014
Bloomberg Auto Car Award – Premium Bike of the Year 2014
Car & Bike India Viewers choice of the Year 2013
Top Gear Car & Bike Awards – Best Cruiser Bike 2012
NDTV “Car and Bike” Import Two-wheeler of the year 2012
Economic Times “Zigwheels” Super bike of the Year 2011

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About Benelli
FROM HISTORY TO THE LEGEND
As often happens, the history of great industries is born in garages. In our case this is the
Benelli Garage”, Where, in 1911, the 6 Benelli brothers Giuseppe, Giovanni, Francesco,
Filippo, Domenico and Antonio, known as "Tonino”, repaired and manufactured
motorcycle parts. In 1921 the 'Velomotore' was created: a single cylinder two stroke 75cc
bike adapted to a bicycle frame and the following year it was the turn of the 98cc
'Motoleggera', immediately appreciated by the public of that time. The first real Benelli
motorcycle, a 175cc model, ridden by Tonino, proved immediately to be a winner in the
world of competition. Here began a long list of glorious moments, with more than 1000
victories in the Italian and European Championships and two World Titles won in 1950
and 1969. Many legendary riders have ridden Benelli motorcycles. Besides Tonino, the
owner of the company, the Italian riders Ambrosini, Grassetti, Campanelli, Provini,
Pasohni, Villa and the internationals Saarinen, Hailwood and Carruthers.
At the end of the 60's the last motorcycle of the family owned company was born; the
Tornado 650 which developed 50 hp at 7000 rpm, and easily surpassed 170 km/h. Later
the first ownership change took place, but motorcycle production continued in Pesaro
with the ground breaking in line 6 cylinder 750 and 900cc Sei’s which were
manufactured up until the early 1980's. In 2001 the production of the first all new in-line
triple powered range began, with the fully faired supersport Tornado 899cc Limited
Edition. The addition of the Tornado Naked Tre or TNT for short, and subsequently the
Tre-K in both 899 and 1131 cc variants meant that Benelli was truly back in the market
of large capacity sports motorcycles. Today Benelli is part of the Qianjiang (QJ) Group, a
corporation which produces more than 1.2 million two wheelers per annum. QJ, wishing
to respect the tradition of passion which has always guided the history of the Italian
brand, will continue manufacturing bikes in Pesaro, the traditional home of Benelli
Motorcycles.

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About Hyosung
DSK Group: A leading diversified business conglomerate in India with a multi-crore turnover.
The group has spread its wings in diverse business verticals like Construction, Automobiles,
Information Technology, Education and High-end Professional Courses, Pharmaceuticals,
Hospitality, Tours & Travels, Banking & High- End Dairy Solutions, International film
production, Digital Products, Investments and Infrastructure, Video Games. The DSK Group is
renowned as one of the most ethical and successful groups based in Maharashtra.
Established in 2012, DSK Motowheels, a part of the DSK Group forayed into the growing
automobile sector by entering the niche segment of powerful and aspirational bikes in
association with Hyosung (Part of KR Motors – Korea.).
Taking forward the company’s rich legacy and dynamic entrepreneurship, Shirish Kulkarni,
Chairman DSK Hyosung, spearheads the brand‘s operations in India with a primary objective of
providing a world class super biking experience.
With a CKD plant in Wai in Maharashtra, the brand enjoys the status of having the strongest
most well entrenched superbike network in India. Being a leading super biking brand of global
repute, Hyosung is known for its high-end biking experience, extended product line, technology
and quality. Hyosung dominates the super biking market in the US, South America, UK,
Australia and many Asian countries including India.

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Research Methodology
Definition of Research:
"In the broadest sense of the word, the definition of research includes any gathering of data,
information and facts for the advancement of knowledge." - Martyn Shuttleworth
Research approach and method
The main research method that was used in this thesis is qualitative. The qualitative method will
consist of interviews, observations, meetings and literature analysis at DSK Motowheels. Pvt
Ltd.
Data Collection
The Data collected for the project, is distributed into Primary & Secondary data.
Secondary Data:
Secondary Data was firstly collected with help of internet basically for understanding the
concept of Job Analysis. I had gone through a number of Job Descriptions of various automobile
organizations to better understand the technical way of forming “Job Description”.
Primary Data:
Primary data collection was done through Questionnaire given on the Standard format by the
organization, requirements for different designations were noted appropriately from the top-
management employees at manufacturing plant as well as Company Showrooms (Benelli and
Hyosung) and observation was done to gain additional knowledge regarding the requirements of
particular designation and was presented to the Company.

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Sampling Design:
Sample size of 10 employees of different designations was taken into consideration as samples
for the project work. Ratings on performance of certain employees on parameters based on
Standard Job Description (Actual Rating on Performance & Desired Rating on
Performance) were noted by the Top-management employees.
Accordingly scores were calculated of the Actual ratings and Desired ratings and
interpretations was done on basis of differences and appropriations.
Sample size: 10
Sampling method: Survey method & Observation.
Sampling Tool: Questionnaire
Limitations:
In any use of Job Descriptions, it should be remembered that these descriptions are not perfect
reflections for the job. “The object of a job description is to differentiate it from other jobs and
set its outer limits.” Further, executives tend to carry work patterns with them into new jobs, thus
modifying the job drastically.
To avoid such problems, care must be taken in writing Job description to make it as accurate as
possible, and at the managerial or professional level, it should be reviewed and discussed after
the job. Jobs tend to be dynamic, not static and a job description can quickly go out of date.
Therefore, should be constantly revised and kept up-to-date, and the personnel and the other
departmental heads should be apprised of changes.

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Data Analysis and Interpretation
Performance Evaluation according to Job description
*Employees are rated on their performance according to the Standard Job-Description.
*10 Parameters are considered for performance and are rated out of 10 (Score).
*The results/outcome of the performance is converted into Employee’s overall Performance in
Percentage & consequently Remarks are given and Interpretation is done.
Overall Performance in Percentage Remarks
91% - 100 % Outstanding
81% - 90% Competent
71% - 80% Needs Improvement
61% - 70% Unacceptable
Less than 60% Not to be considered
-----------------------------------------------------------------------------------------------------------------------------------------------------------

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1.) Employee 1
Job Designation: Senior Sales Executive – Benelli Showroom
Information by: Mr Suraj (Sales Manager at Benelli Showroom)
Parameters Desired Rating on
Performance
Actual Rating on
performance
Managing the walk-in customer
process
9 9
Test Ride Bike Maintenance 9 8
Customer
Demonstration/Customer
Management
9 9
Technical Issues Handling 9 10
Managing delivery process 10 8
Application of Innovative ideas 9 10
Performance on floor
(Showroom Administration)
9 9
Target Achievements 10 10
Teamwork coordination 9 9
Ability to negotiate, close and
present deals to our
customers/clients.
9 9

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Observation and Interpretation:
Overall the employee has scored 91 in his actual rating performance and is considered under
“Outstanding” performance category. The scores of each parameter are more or less similar to
desired rating on performance by the company.
A good customer service leads to customer satisfaction and will result in sales growth. Thus, the
employee is found to be appropriate according to the Job Description and Specifications.
0
1
2
3
4
5
6
7
8
9
10
Desired Rating on Performance
Rating on performance

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2.) Employee 2
Job Designation: Assistant Manager of Sales and Marketing- Hyosung
Information by: Mr. Magesh Kashinathan (Sales manager at Hyosung
Showroom)
Performance
Actual Rating on performance
Managing the walk-in
customer process
9 10
Handling the administration at
showroom
10 10
Customer
Management
10 10
Maintenance of enquiries:
Open Enquiries and Close
Enquiries
10 10
Handling the Sales Promotion
activities
10 10
10 10
customers/clients.
10 10

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Overall the employee has scored 99 in her actual rating performance and is considered under
“Outstanding” performance category. The scores of each parameter are almost similar to desired
rating on performance by the company. Thus, the employee is found to be appropriate and
efficient according to the Job Description and Specifications. She is an ideal person for sales
person
8.4
8.6
8.8
9
9.2
9.4
9.6
9.8
10
Actual Rating on performance

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3.) Employee 3
Job Designation: Accounts Executive- Benelli Showroom
Information by: Mr Suraj (Sales Manager at Benelli Showroom)
Performance
Actual Rating on
Performance
Booking Receipts 9 8
Payment collection 10 9
Account tallying on daily basis 10 8
DMS & SAP handling 9 8
Accurate maintenance of records
for every accounting activity
9 6
Fuel consumption record
maintenance
8 9
Retailing after full payment by
customer
10 8
Checking of month end records 10 6
Checking day to day account
book i.e. (Bank reconciliation,
Purchase, sales, document filing,
etc)
10 7
Initiative in other activities at
work place
9 6

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Overall the employee has scored “75” in her actual rating performance and is considered under
“Needs Improvement” performance category. There are certain differences between ‘Job
specifications’ (educational) required according to the Designation and the ‘Actual educational
qualification’ of the employee. According to the norms of HR Dept. training facility can be
availed to the employee as well as face-to-face interview/interaction can be done to which
company can conclude and decide further.
0
1
2
3
4
5
6
7
8
9
10
Actual Rating on Performance

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4.) Employee 4
Designation: Sales Executive
Information by Mr. Suraj (Sales Manager)
Performance
Actual Rating on
Performance
Managing the walk-in
customer process
9 9
Branding and Marketing 9 8
Customer
Management
9 9
Technical Issues Handling 9 8
Application of Innovative
ideas
9 7
9 8
customers/clients.
9 9

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Overall the employee has scored 84 in his actual performance rating and is considered under
“Competent” performance category. The scores of each parameter are more or less similar to
desired rating on performance by the company. For improvements in actual performance, HR
dept can avail certain measures according to the requirement. Thus, the employee is found to be
appropriate according to the Job Description and Specifications.
0
1
2
3
4
5
6
7
8
9
10

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5.) Employee 5
Job Designation: Front Desk Executive- Benelli Showroom
Information by: Mr. Suraj (Sales Manager at Benelli Showroom)
Parameters Desired Ratings Actual Rating on
Performance
Welcomes visitors by greeting
them, in person or on the
telephone; answering or
referring inquiries
9 7
Customer engagement-
Handling customers and
performing different tasks
simultaneously
9 6
Test ride records keeping 10 7
Tele-calling (Fresh enquiries) 9 5
Showroom Maintenance 10 7
Regular follow-ups of customers 8 5
Merchandise & Maintenance 8 7
Equal enquiry distribution
among sales executives
7 6
Communication and
Presentation
8 6
Behavior with other employees 9 7

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Overall the employee has scored “63” in her actual rating performance and is considered under
“Unacceptable” performance category. There are certain differences between ‘ Job
specifications’(educational) required according to the Designation and the ‘Actual educational
qualification’ of the employee as well as the employee is not initiative & willing to perform her
activities according to provided KRA. According to the norms of HR Dept. training facility can
be availed to the employee as well as face-to-face interview/interaction can be done to which
company can conclude and decide further
0
2
4
6
8
10
Desired Ratings

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6.) Employee 6
Job Designation: Senior Technician (Vehicle Assembly –Plant)
Information by Mr. Amar Purankar (Assistant Manager at Assembly
section)
Performance
Assisting technician’s
mechanics in performing
technical activities.
9 8
Complete assembly knowledge,
diagnosis and repairs to
specifications
9 10
Working in-line with SOPs 9 8
Provide prompt, dependable,
high quality vehicle service
9 9
Defect identification and
problem solving.
9 9
Utilization of high-tech tools to
repair on board computers and
electronic components that
operate many of the bike’s
systems.
9 7
Learns new technical
information and techniques in
formal training sessions in order
to stay updated
9 8
Other duties assigned, if any 8 9
Behavior with other employees 9 10
Time Management at work 9 7

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desired rating on performance by the company. Thus, the employee is found to be efficient
according to the Job Description and Specifications.
0
1
2
3
4
5
6
7
8
9
10

34
7.) Employee 7
Job Designation: Senior Technician (Engine Assembly –Plant)
Information by Mr. Amar Purankar (Assistant Manager at Assembly sect.)
Performance
Actual Rating on
Performance
Assisting mechanics in
performing technical
activities.
9 9
Complete assembly
knowledge, diagnosis and
repairs to specifications
9 9
Working in-line with SOPs 9 10
Provide prompt, dependable,
high quality vehicle service
9 9
Defect identification and
problem solving.
9 8
Utilization of high-tech tools
to repair on board computers
and electronic components
that operate many of the
bike’s systems.
9 10
Learns new technical
information and techniques in
formal training sessions in
order to stay updated
9 8
Other duties assigned, if any 8 9
Behavior with other
employees
9 10
Time Management at work 9 7

35
desired rating on performance by the company. Thus, the employee is found to be efficient
according to the Job Description and Specifications.
0
1
2
3
4
5
6
7
8
9
10

36
8.) Employee 8
Designation: Sparepart Manager
Information by Mr. S M Sank (Deputy General Manager)
Performance
Actual Rating on
Performance
Overlooking and performing
spare-part operations
9 8
Spare-part execution at level
of PAN India
9 7
Staff management – Allotting
duties to other employees at
the store and ensuring work is
done accordingly
9 7
Managing the dealers 9 8
Planning and executing
various activities at the
inventory
9 10
Analyzing and inspecting of
what exactly is required by the
market followed by the
dealers.
9 8
Looking after inventory
carrying costs (Profitability)
9 7
Generating reports on time
(Time Management)
9 7
Material Management 9 8
Behavior with other
employees
9 8

37
Overall the employee has scored “78” in his actual rating performance and is considered under
“Needs Improvement” performance category. The employee has certain experience but is new to
the company. According to the norms of HR Dept. training facility can be availed to the
employee for more improvements in performance as well as face-to-face interview/interaction
can be done to which company can conclude and decide further.
0
1
2
3
4
5
6
7
8
9
10

38
9.) Employee 9
Designation: Warehouse Supervisor
Information by Mr. Devesh Singh (Sparepart Manager)
Performance
Actual Rating on
Performance
Dealing with requirements of
back-orders, dealers, dealers
orders
9 9
Preparing purchase requisition
and sending it to purchase
department for further process
of creating purchase orders
9 8
Physical Quality and Quantity
checking (Finding faults if
any)
7 6
Creating GRN (Goods Receipt
Note/Data), Data inputs into
SAP
9 7
Ensure effective planning,
coordination and execution
9 5
Checking of valuation,
quantity and availability of
stock and dealing with the
dealer’s requirement.
9 7
Ensuring all safety regulation
is being followed with
personal safety of inventory.
6 5

39
Checking & verifying
shipping recording
7 7
Handling DMS 9 7
“Not Acceptable” performance category. The employee lacks somewhere in communication and
written skills. Therefore, he has been found excellent in SAP performance and has the ability to
train other employees as well. According to the norms of HR Dept., training facility can be
availed to the employee for more improvements in performance as well as face-to-face
interview/interaction can be done to which company can conclude and decide further.
0
1
2
3
4
5
6
7
8
9

40
10.) Employee 10
Designation: Warehouse Executive
Information by Mr. Devesh Singh (Sparepart Manager)
Performance
Actual Rating on
Performance
Dealing with requirements of
back-orders, dealers, dealers
orders
9 6
Preparing purchase requisition
and sending it to purchase
department for further process
of creating purchase orders
9 6
Physical Quality and Quantity
checking (Finding faults if
any)
7 6
Creating GRN (Goods Receipt
Note/Data), Data inputs into
SAP
9 5
Ensure effective planning,
coordination and execution
9 7
Checking of valuation,
quantity and availability of
stock and dealing with the
dealer’s requirement.
9 7
Ensuring all safety regulation
is being followed with
personal safety of inventory.
6 7

41
Checking & verifying
shipping recording
7 6
Handling DMS 9 5
“Not Acceptable/Unacceptable” performance category. The employee lacks in communication
and written skills. According to the manager, the employee requires training as to how to operate
system efficiently (handling DMS, SAP, etc) Also there are certain differences between ‘Job
Specifications’(educational) required according to the Designation and the ‘Actual educational
qualification’ of the employee. According to the norms of HR Dept., training facility can be
availed to the employee for more improvements in performance as well as face-to-face
interview/interaction can be done to which company can conclude and decide further.
0
1
2
3
4
5
6
7
8
9

42
Findings
• Although there are several techniques to gain data about Job Analysis, Survey method
and Observation technique was used to collect data on Job Descriptions for various
designations.
• A standard format of questionnaire was provided to which survey was done and data for
Job Description was noted from the higher hierarchy or top-management employees
(Specifically at Assembly Plant at Takwe and Company Showrooms (Benelli and
Hyosung))
• Information on certain employees was taken from the higher hierarchy employees for the
purpose of collecting samples for the project and accordingly the data was recorded and
interpretations are done.
• It is found that certain employees are appropriate and right fit for the said job and such
employees follow their responsibilities as well as their duties appropriately.
• There are some employees who are highly qualified than what is actually required in Job
Specification and thus regret to accept more responsibilities and be initiative.
• Some employees are been found less qualified than what is actually required in the Job
Specification which is resulting into less or poor performance affecting the KRA to be
followed appropriately.
• Certain employees are completely dedicated towards their Job profile. Such employees
are found to be more productive and enthusiastic in performing their work. Hence this
results into better image of the company and gain better profits.
• It is also been found that certain employees perform various duties and responsibilities
other than what is mentioned in their KRA’s.
Employees must possess relevant skills to put the knowledge into practice quickly and
effectively. He should have the ability to understand how the tools, equipments, materials,
resources, machines need to be deployed in order to produce results. Only after careful
examination of the requirements of job, the job incumbent’s qualification are generally
determined.

43
Conclusion
➢ The job analysis process provides with valuable job-related data that helps managers and
job analyst the duties and responsibilities of a particular job, risks and hazards involved
in it, skills and abilities required to perform the job and other related info
➢ Though job analysis plays a vital role in all other human related activities but every
process that has human interventions also suffers from some limitations. The process
of job analysis also has its own constraints.
➢ Analysis of Job is one of the most crucial management activities. Filling the right person
in a right job vacancy is a test of skills, understanding and competencies of HR managers.
Job Analysis helps them understand what type of employee will be suitable to deliver a
specific job successfully.
➢ Job analysis helps in evaluating the performance of employees by comparing the standard
or desired output with delivered or actual output. On these bases, they appraise their
performances. The process helps in deciding whom to promote and when. It also guides
managers in understanding the skill gaps so that right person can be fit at that particular
place in order to get desired output.
➢ The skill gaps of the employees can be fulfilled either by imparting training to the
employees or by providing them counseling assistance in certain cases. However
managers should even take note of environment in which the employees are working
whether they are satisfied within given environment.

44
Bibliography
Reference Book:
➢ C B Mamoria and V.S.P Rao, “Personnel Management”, Himalaya Publishing House,
Thirtieth Edition: 2012.
➢ K. Aswathappa, “Human Resource and Personnel Management”, Tata McGraw-Hill
Education, 2005
Official Company Websites: www.dskbenelli.com
www.dskhyosung.com
www.citehr.com

45
Annexure
Data for Job Description was collected on the standard format provided below. Professional
Skills mapping included the basic Sub-Skills required from the employee for the designation.
PROFESSINAL SKILLS MAPPING
Doc No. DSKMWPL/HR/F/15
Issue No.: 1
Issue date: 01.06.2015
Rev.No.00
Rev. Dt.:
Professional Skills Mapping
Position: Date:
Created By: Approved By:
Sr
No
Professional Skills BA WK FO EXP NA
1 (Sub skill)
----------------------------------------------------------------------------
(Justification for rating)
2
(Sub skill)
----------------------------------------------------------------------------
3 (Sub skill)
----------------------------------------------------------------------------

46
4
(Sub skill)
----------------------------------------------------------------------------
5
(Sub skill)
----------------------------------------------------------------------------
6
Sub skill)
----------------------------------------------------------------------------
7
Sub skill)
----------------------------------------------------------------------------
8
Sub skill)
----------------------------------------------------------------------------
9
Sub skill)
----------------------------------------------------------------------------
10
Sub skill)
----------------------------------------------------------------------------
For each of the Professional Skill sub-areas please provide a justification for the rating

47
“The Position Description format was provided to note the standard Job Description. Thus, this
data was collected from the Higher Hierarchy employees (Supervisors or Top management
employees) and accordingly the data was submitted to the HR Department for further analysis
and other uses.”
Position Description Format
Format No: DSKMWPL/HR/F/02
Issue No.: 01
Issue Date: 01.06.15
Rev. No.: 0
Rev. Date:
Position in the Organization Structure: (Show Organization Chart)
Position Title Level
Location Immediate Superior
Immediate Subordinates

48
List all activities that this position is required to perform:
Sr.
No.
Activity Percentage
Time Spent
Frequency
(Daily/Weekly/Monthly/Annually
)
1
2
3
4
5
6
7
8
9
10
11
12
15
List out outcomes / deliverables expected from this position:
Deliverables Measures of Performance
List out key knowledge areas the position incumbent needs to competently hold the position:
Sr. No. Knowledge Area
1
2
3

49
Would the Position holder work all by himself OR lead a team of semi-qualified employees OR lead a
large team of well qualified employees?
___________________________________________________________________________
Behavioral Competencies Short Statement on relevance of the Competency to the Position
Planning & Organizing
Communication – verbal
& written
Problem Solving
Decision-making
Creativity & Innovation
Influencing others
Crisis Management
Any Other
Qualifications:
Experience:
1 Industry / Sector
2 Function / Department
3 No of Years
Resources required:
Sr. No. Resources
1
2
3
Mandatory Preferred/Additional
Key Skills

50
Summary of Parameters:
# Candidate shall not be considered at all if any of “MUST HAVE” parameter is not met by the candidate.
@ Candidate can be considered even if any of the “COULD HAVE” parameter is not met by the candidate if he is meeting all
the MUST HAVE criteria
Name of Position holder: _________________________________ Signature: _______________________
Name of Immediate Superior: _____________________________ Signature: _______________________
Date: __________________
MUST HAVE (#) COULD HAVE (@)

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