Job Analysis

Job Analysis
• Job analysis is the process of gathering information about a
job. It is, to be more specific, a systematic investigation of
the tasks, duties and responsibilities necessary to do a job.
• According to Edwin Flippo, "Job Analysis is the process
of studying and collecting information relating to the
operations and responsibility of a specific job."
• According to David A. DeCenzo and Stephen P. Robbins,
"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 accountability
of a job."
 Types of Information
Collected
Work
activities

Human Human
requirements Informatio behaviors
n Collected
Via Job
Machines,
Job Analysis
tools,
context
equipment,
and work aids

Performance
standards
 Nature of job analysis

Job Tasks

Job Analysis Job Duties

Job Responsibilities

Job Analysis
 Use of Job Analysis
Information
Recruitment
and Selection

Legal
Compliance Compensation
Informatio
n Collected
Via Job
Discovering Analysis Performance
Unassigned
Appraisal
Duties

Training
Uses of Job Analysis Information
 Important Benefits of Job
M
Analysis
u l t i f a c e t e d N a t u r e o f J o b A n a l y s i s

R e c r u it m e n t
H u m a n R e s o u r c e
P la n n in g S e le c t i o n

J o b E v a lu a t i o n P la c e m e n t

J o b D e s ig n a n d
T r a in i n g
R e d e s i g n

P e r f o r m a n c e
C o u n s e llin g
A p p r a i s a l
E m p lo y e e S a f e t y
 Components of Job Analysis

Job Description:
According to Edwin Flippo, Job Description is,
"an organised factual statement of the duties
and responsibilities of a specific job. It should
tell what is to be done, how it is done and why."
Job description means describing the details of
the job to be performed.
Job Specification:
According to Edwin Flippo, Job Specification
is, "a statement of minimum acceptable human
qualities necessary to perform a job properly. It
refers to a summary of the personal
 Who should conduct job
analysis?
 Job incumbents themselves

 Supervisors

 External analysts
Steps in Job Analysis
Steps in doing a job
analysis:
1 Decide how you’ll use the information.

Review relevant background

2
information.(Organizational Analysis)
3 Select representative positions.
Actually analyze the job. ( Data
4
Collection and Analysis)
5 Verify the job analysis information.
Develop a job description and job
6
specification.
 Methods Of Collecting Job Analysis
Data
Seven general techniques are generally used to collect job
analysis data;
 Job performance: the analyst actually performs the job in
question and collects the needed information
 Personal observation: the analyst observes others doing
the job and writes a summary
 Critical incidents: job incumbents describe several
incidents relating to work, based on past experience; the
analyst collects, analyses and classifies data.
 Interview: job incumbents and supervisors are interviewed
to get the most essential information about a job

Job Analysis
 Methods Of Collecting Job Analysis
Data
 Panel of experts: experienced people such as job
incumbents and supervisors with good knowledge of the job
asked to provide the information.
 Diary method: job incumbents asked to maintain
diaries or logs of their daily job activities and record
the time spent and nature of work carried out.
 Questionnaire method: job incumbents approached
through a properly designed questionnaire and asked
to provide details.
 The Position Analysis Questionnaire: it is a
standardised form used to collect specific information about
job tasks and worker traits.

Job Analysis
 Methods Of Collecting Job Analysis
Data
 Management Position Description Questionnaire: it is a
standardised form designed to analyse managerial jobs

Management Position Description Factors

1. Product, marketing and financial strategy
planning.
2. Coordination of other organisational units and
personnel.
3. Internal business control.
4. Products and services responsibility.
5. Public and customer relations.
6. Advanced consulting.
7. Autonomy of actions.
8. Approval of financial commitments.
9. Staff service.
10. Supervision.
11. Complexity and stress.
12. Advanced financial responsibility.
13. Broad personnel responsibility.
Job Analysis
 Methods Of Collecting Job Analysis
Data
 Functional job analysis: it is a systematic process of
finding what is done on a job by examining and analysing
the fundamental components of data, people and things.

Job Analysis
 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 ©
2004.
 Guidelines for conducting job
analysis interviews
 Put the worker at ease; establish rapport.
 Make the purpose of the interview clear.
 Encourage the worker to talk by using empathy creativity.
 Help the worker to think and talk according to the logical sequence of
the duties performed.
 Ask the worker only one question at a time.
 Phrase questions carefully so that the answers will be more than just
“yes” or “no”.
 Avoid asking leading questions.
 Secure specified and complete information pertaining to the work
performed and the worker’s traits.
 Conduct the interview in plain, easy language.
 Consider the relationship of the present job to other jobs in the
department.
 Control the time and subject matter of the interview.
 Be patient and considerate to the worker.
 Summarise the information obtained before closing the interview.
 Close the interview promptly.
Job Analysis
 Partial job analysis questionnaire

The information about a job is usually collected through a

structured questionnaire:
JOB ANALYSIS INFORMATION FORMAT
Your Job Title_______________ Code__________Date_____________
Class Title_______________ Department_____________________
Your Name_________________ Facility___________________________
Superior’s Title______________ Prepared by_______________________
Superior’s Name____________ Hours Worked______AM______to AM____
PM PM
1. What is the general purpose of your job?
2. What was your last job? If it was in another organisation, please name it.
3. To what job would you normally expect to be promoted?

Cont…

Job Analysis
 Partial job analysis questionnaire

4. If you regularly supervise others, list them by name and job title.

5. If you supervise others, please check those activities that are part of your
supervisory duties:

 Hiring  Coaching  Promoting

 Orienting  Counselling  Compensating

 Training  Budgeting  Disciplining

 Scheduling  Directing  Terminating

 Developing  Measuring Performances  Other____________

6. How would you describe the successful completion and results of your
work?

7. Job Duties – Please briefly describe WHAT you do and, if possible, How you
do it. Indicate those duties you consider to be most important and/or most
difficult: Cont…

Job Analysis
 Partial job analysis questionnaire
(a) Daily Duties
(b) Periodic Duties (Please indicate whether weekly, monthly,
quarterly, etc.)
(c) Duties Performed at Irregular Intervals
8. Education – Please check the blank that indicates the educational
requirements for the job, not your own educational background.
 No formal education required  College degree
  Less than high school diploma Education beyond graduate
  High school diploma or equivalent degree and/or professional
license.
  College certificate or equivalent

List advanced degrees or specified professional license or certificate

required.
Please indicate the education you had when you were placed on this
job.

Job Analysis
 Guidelines for conducting job
analysis interviews
 Put the worker at ease; establish rapport.
 Make the purpose of the interview clear.
 Encourage the worker to talk by using empathy creativity.
 Help the worker to think and talk according to the logical sequence of
the duties performed.
 Ask the worker only one question at a time.
 Phrase questions carefully so that the answers will be more than just
“yes” or “no”.
 Avoid asking leading questions.
 Secure specified and complete information pertaining to the work
performed and the worker’s traits.
 Conduct the interview in plain, easy language.
 Consider the relationship of the present job to other jobs in the
department.
 Control the time and subject matter of the interview.
 Be patient and considerate to the worker.
 Summarise the information obtained before closing the interview.
 Close the interview promptly.
Job Analysis
 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 © © 2009 Dorling Kindersley (I) Pvt.
4–21
2004.
Ltd. All rights reserved.
 FIGURE 4–3
Job Analysis
Questionnaire for
Developing Job
Descriptions (cont’d)
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 © © 2009 Dorling Kindersley (I) Pvt.
4–22
2004.
Ltd. All rights reserved.
Quantitative Job Analysis
Techniques
Quantitative Job
Analysis

The U.S.
Position
Department of Functional Job
Analysis
Labor (DOL) Analysis
Questionnaire
Procedures
 Employee activities in PAQ

1. Information Input: Where and how does the employee get the
information he/she uses in performing his/her job.
Examples:
Use of written materials.
Near-visual differentiation.
2. Mental Processes: What reasoning, decision making, planning and
information- processing activities are involved in performing the job?
Examples:
Levels of reasoning in problem solving.
Coding/decoding
3. Physical activities: What physical activities does the employee perform
and what tools or devices does he/she use?
Examples:
Use of Keyboard devices.
Assembling/disassembling.
Cont…

Job Analysis
 Employee activities in PAQ

4. Relationships with other people: What relationships with other people

are required in performing the job?
Examples:
Instructing.
Contacts with public, customers.
5. Job context: In what physical and social context is the work performed?
Examples:
High temperature.
Interpersonal conflict situations.
6. Other Job characteristics: What activities, conditions, or characteristics
other than those described above are relevant to the job?
Examples:
Specified work pace.
Amount of job structure.

Job Analysis
 FIGURE 4–5
Portion of a Completed
Page from the Position
Analysis Questionnaire

The 194 PAQ

elements are
grouped into six
dimensions. This
exhibits 11 of the
“information input”
questions or
elements. Other
PAQ pages contain
questions regarding
mental processes,
work output,
relationships with
others, job context,
and other job
characteristics.
Source:
www.ncf.edu/humanresources/documents/ © 2009 Dorling Kindersley (I) Pvt.
4–26
A&P%20Final.doc. Accessed May 10, 2007.
Ltd. All rights reserved.
 TABLE 4–1 Basic Department of Labor Worker Functions

Data People Things

0 Synthesizing 0 Mentoring 0 Setting up
1 Coordinating 1 Negotiating 1 Precision working
2 Analyzing 2 Instructing 2 Operating/controlling
Basic Activities

3 Compiling 3 Supervising 3 Driving/operating

4 Computing 4 Diverting 4 Manipulating
5 Copying 5 Persuading 5 Tending
6 Comparing 6 Speaking/signaling 6 Feeding/offbearing
7 Serving 7 Handling
8 Taking instructions/helping

Note: Determine employee’s job “score” on data, people, and things by

observing his or her job and determining, for each of the three categories,
which of the basic functions illustrates the person’s job. “0” is high; “6,” “8,”
and “7” are lows in each column.
 Job Description And Job Specification

The end products of job analysis are:

Job description: this is a written
statement of what the job holder
does, how it is done, under what
conditions it is done and why it is
done.
Job specification: it offers a profile
of human characteristics
(knowledge, skills and abilities)
needed by a person doing a job.
Job Analysis
 Writing Job Descriptions
Job
Identification

Job Job
Specifications Summary

Sections of a
Typical Job
Working Description Responsibilities
Conditions and Duties

Standards of Authority of the

Performance Incumbent

© 2009 Dorling Kindersley (I) Pvt.

4–29
Ltd. All rights reserved.
FIGURE 4–
8 Sample
Job
Descriptio
n,
Pearson
Education
FIGURE 4–
8 Sample
Job
Descriptio
n,
Pearson
Education
(cont’d)

Source: Courtesy of Dorling Kindersley, India.

 The Job Description
• Job Identification • Responsibilities and Duties
– Job title – Major responsibilities and
– Preparation date duties (essential functions)
– Preparer – Decision-making authority
– Direct supervision
• Job Summary
– Budgetary limitations
– General nature of the job
– Major functions/activities • Standards of Performance
and Working Conditions
• Relationships
– What it takes to do the job
– Reports to: successfully
– Supervises:
– Works with:
– Outside the company:
Writing Job Specifications
“What traits and
experience are
required to do this
job well?”

Specifications Specifications
Specifications
for Trained Based on
Based on
Versus Statistical
Judgment
Untrained Analysis
Personnel
 Writing Job Specifications
(cont’d)
• Steps in the Statistical Approach
– Analyze the job and decide how to measure job
performance.
– Select personal traits that you believe should
predict successful performance.
– Test candidates for these traits.
– Measure the candidates’ subsequent job
performance.
– Statistically analyze the relationship between
the human traits and job performance.
Job Analysis in a “Jobless”
World
Job Design:
Specialization
and Efficiency?

Job Job Job

Enlargement Rotation Enrichment
 Job Analysis in a “Jobless”
World (cont’d)
Dejobbing the
Organization

Using Self- Reengineering

Flattening the
Managed Work Business
Organization
Teams Processes

© 2009 Dorling Kindersley (I) Pvt.

4–36
Ltd. All rights reserved.
 Competency-Based Job
Analysis
• Competencies
– Demonstrable characteristics of a person that enable
performance of a job.
• Reasons for Competency-Based Job Analysis
– To support a high-performance work system.
– To create strategically-focused job descriptions.
– To support the performance management process in
fostering, measuring, and rewarding:
• General competencies
• Leadership competencies
• Technical competencies
 Competency-Based Job
Analysis (cont’d)
• How to Write Job Competencies-Based
Job Descriptions
– Interview job incumbents and their
supervisors
• Ask open-ended questions about job
responsibilities and activities.
• Identify critical incidents that pinpoint success
on the job.

– Use off-the-shelf competencies databanks

 FIGURE 4–12 The Skills Matrix for One Job at BP

blue boxes
4–39
indicate the minimum level
© 2009 Dorlingof skill required
Kindersley (I) Pvt. for the job.
Ltd. All rights reserved.
 Specimen of job specification

Education  MBA with specialisation in HRM/MA in social

work/PG Diploma in HRM/MA in industrial psychology.
 A degree or diploma in Labour Laws is desirable.
Experience  At least 3 years’ experience in a similar position in
a large manufacturing company.
Skill, Knowledge, Abilities  Knowledge of compensation practices in
competing industries, of job analysis procedures, of
compensation survey techniques, of performance appraisal
systems.
 Skill in writing job descriptions, in conducting job
analysis interviews, in making group presentations, in
performing statistical computations
 Ability to conduct meetings, to plan and prioritise
work.
Work Orientation Factors  The position may require upto 15 per cent
travel.
Age  Preferably below 30 years.
Job Analysis
 Role Analysis

To have a clear picture about what a person actually does

on a job, the job analysis information must be
supplemented with role analysis. Role analysis involves the
following steps:
 Identifying the objectives of the department and the functions to
be carried out therein
 Role incumbent asked to state his key performance areas and
his understanding of the roles to be played by him
 Other role partners of the job such as boss, subordinate, peers
are asked to state their expectations from the role incumbent
 The incumbent's role is clarified and expressed in writing after
integrating the diverse viewpoints expressed by various role
partners.

Job Analysis
 A close look at the jobs inside
India’s best work places
 Sasken Communication Technologies: Employees enjoy
considerable freedom to think and innovate and work in their own style.
There is absolutely no monitoring of anybody. There are no attendance
registers and there is no limit on sick leaves. Every employee is trusted
and management is transparent. There is no perk that CEO Rajiv Mody
enjoys that a junior employee does not.

 Hughes Software Systems: HSS makes sure that all its employees
get interesting breaks - these may take the shape of personality
development programmes, cricket matches, literature clubs, or
adventure activities. One of the employees even commented "If I don't
like my boss, I can change my section."
 Monsanto India: Monsanto India is a flat organisation (three to four
levels). Even these levels are often cut short through an open culture.
Everyone sits in an open office. The workstations are the some size. The
travel allowances are the same so are the refreshments of course it sets
stiff targets for employees, but trains them with a rare rigour so that they
get a fair shot at those. People identified as future leaders are rolled over
Cont…
challenging positions.
Job Analysis
 A close look at the jobs inside
India’s best work places
 Cadbury India: Fun is serious business at Cadbury India. The HR
manager's statement sums up the company's philosophy: “We believe that
the day you stop enjoying work is the day you stop contributing. We
make people stretch: but we make them stretch with a smile." The
company firmly believes that a smile a day keeps the market blues away.

 Philips Software Centre: The company's office in Bangalore,

employees could have all the comforts in the world: a variety of cuisines,
a creche, a gymnasium, bunker beds for naps, gym instructor, doctor,
psychological counsellor, a dietician. It is a whole new world of work,
play, study and rest. Not surprisingly, senior executives remain glued to their
seats even after office hours. The company had to come out with an order
recently stating that nobody should stay in the office after 9 p.m. without
sufficient reason!

Job Analysis