Job Analysis: An Overview

Work Analysis & Design: What is Work Analysis; Methods of Work Analysis; Writing Job Descriptions, Job Specifications etc. Organizational Structures

What is a Job? A job consists of a group of related activities and duties- natural units of work that are similar and related They should be distinct from other jobs to avoid employee conflict and enable employees to understand what is expected of them

What is Job?

A Job consists of a group of related activities and duties and it includes; Responsibility - the social force that binds you to your obligations and the courses of action demanded by that force Authority - the power or right to give orders or make decisions Accountability - responsibility to someone or for some activity

What is Job Analysis?

Job Analysis is Obtaining information about jobs using the following steps Collecting and recording Job information Checking job information for accuracy Writing job descriptions based on the information Using the information for various HR purposes Updating the information from time to time.

What is a Job description and Job Specification?

Job Description is a written narrative describing the activities performed on the job, which includes information about key activities, equipment used and working conditions A Job Specification outlines the specific skills , knowledge, abilities and other physical and personal characteristics that are necessary to perform a job

Uses of job analysis

Selection (job Description) Job Evaluation HR Planning H

Recruitment (job specs)

R
Training and Development

Job Design & Re-design

JOB ANALYSIS

Role Clarification

Compensation management Career Planning

Performance Appraisal

SOURCES OF DATA
Job Analyst Employee Supervisor Expert Non-human sources

Process of Job Analysis

JOB DESCRIPTION Tasks Duties Responsibilities JOB DATA Tasks Performance standards Responsibilities Knowledge required Skills required Experience needed Job context Duties Equipment used

METHODS OF COLLECTING DATA Interviews Questionnaires Observations Records

HUMAN RESOURCES FUNCTIONS Recruitment Selection Training & Development Performance Appraisal Compensation Mgt

JOB SPECIFICATION Skill requirements Physical demands Knowledge requirements Abilities needed

Sources of Job Data Job Analyst Job incumbent/employee Supervisor Job experts Non-human sources Existing job descriptions Equipment maintenance records Training manuals and materials Other literature e.g. magazines, the net etc

Approaches to Job Analysis Narrative Job descriptions Job title, job identification, brief written summary of the job, knowledge and education and abilities needed to perform job, list of machines, tools, equipment used, working conditions. Functional Job analysis Job analysts identify and describe tasks performed, and analyze each task against several scales, write up performance standards

Approaches to Job Analysis

Position Analysis Questionnaire Analysis using a questionnaire that has items on sources of information used to perform a job, mental processes used on job, actual output of job, relationships with others on the job etc. Job-dimension scores are given using scales

Approaches to Job Analysis Critical Incident Method Expert write up critical incidents, which are sorted into job behaviors by experts and rated for importance Engineering approach Involves examining specific procedural steps and body movements, using time and motion studies, flow charts etc.

Writing Clear and Specific Job Descriptions

Direct and simply worded Present tense How often duties are performed should be mentioned (e.g. occasionally) Use action verbs followed by the outcomes (e.g. approaches a customer to establish rapport with customer and forward the process of sale)

Job Descriptions
Job Title Job Identification Job Summary or Principal Accountability Essential Functions/Job Duties Supervision given Supervision received Relationship to other jobs Machines, tools and equipment used Working conditions Unusual terms

Writing Job Specifications Physical requirements Educational requirements (minimum level required, certificates/ licenses required) Special skills required (e.g. artistic skill for musician) Experience required Age (in India only)

The Job Description (contd)

Relationships (chain of command)
Reports to: employees immediate supervisor Supervises: employees that the job incumbent directly supervises Works with: others with whom the job holder will be expected to work and come into contact with internally. Outside the company: others with whom the job 2005 Prentice Hall is expected to work and come into 417 holder Inc. All rights reserved. contact with externally.

The Job Description (contd)

Responsibilities and duties
A listing of the jobs major responsibilities and duties (essential functions) Defines limits of jobholders decision-making authority, direct supervision, and budgetary limitations.

Standard Occupational Classification

Classifies all workers into one of 23 major 2005 Prentice Hall 418 groups of jobs which are subdivided into 96 Inc. All rights reserved. minor groups of jobs and detailed occupations.

Job Design Job design is structuring jobs in order to improve organizational efficiency and employee satisfaction

Concerns during Job Designing

Organisational objectives Behavioral concerns Job Characteristics Skill variety Task Identity Task Significance Autonomy Feedback Job Rotation. Job Enlargement. Job Enrichment.

Concerns during Job Designing

Job Evaluation. Job Title Job Hierarchy Employee empowerment Participation Innovation Access to information Accountability Industrial engineering concerns Ergonomic considerations

Job Analysis in a Jobless World

Job
Generally defined as a set of closely related activities carried out for pay.

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From Specialized to Enlarged Jobs

Job enlargement
Assigning workers additional same level activities, thus increasing the number of activities they perform.

Job enrichment
Redesigning jobs in a way that increases the opportunities for the worker to experience feelings of responsibility, achievement, growth, and recognition.
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Exercise
Pick any job, eg liftman, salesman, lathe machine operator, etc. Try to re-design the job using the following factors: Skill variety Task Identity Task Significance Autonomy Feedback

From Specialized to Enlarged Jobs (contd)

Job rotation
Moving a trainee from department to department to broaden his or her experience and identify strong and weak points to prepare the person for an enhanced role with the company Systematically moving workers from one job to another to enhance work team performance.

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Exercise
Pick any job, eg liftman, salesman, lathe machine operator, etc. Try to re-design the job using the following factors: Skill variety Task Identity Task Significance Autonomy Feedback

Why Managers Are Dejobbing Their Companies

Dejobbing
Broadening the responsibilities of the companys jobs Encouraging employee initiative.

External factors leading to dejobbing.

Rapid product and technological change Global competition Deregulation, Political instability, Demographic changes Rise of a service economy.

Internal factors leading to dejobbing

Flatter organizations Work teams

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Competency-Based Job Analysis

Competencies
Demonstrable characteristics of a person that enable performance of a job.

Competency-based job analysis

Describing a job in terms of the measurable, observable, behavioral competencies (knowledge, skills, and/or behaviors) an employee must exhibit to do a job well.
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Why Use Competency Analysis?

To support HPWS
Traditional job descriptions (with their lists of specific duties) may actually backfire if a highperformance work system is the goal.

Maintain a strategic focus

Describing the job in terms of the skills, knowledge, and competencies the worker needs is more strategic.

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Measurable skills, knowledge, and

Why Use Competency Analysis?

To support HPWS
Traditional job descriptions (with their lists of specific duties) may actually backfire if a highperformance work system is the goal.

Maintain a strategic focus

Describing the job in terms of the skills, knowledge, and competencies the worker needs is more strategic.

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Inc. All rights reserved.

Measurable skills, knowledge, and

Performance Management
Performance management
Managing all elements of the organizational process that affect how well employees perform.

Types of competencies
General competencies
reading, writing, and mathematical reasoning.

Leadership competencies
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leadership, strategic thinking, and teaching others.

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Technical competencies