2[1].1 Job Analysis doc

7/28/2019 2[1].1 Job Analysis doc

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Job Analysis: An Overview


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Introduction

Organizations evolved because:

The mission and objectives of most institutions are

too large for any one person to accomplish

There must be a systematic way to determine

which employees should perform which tasks

The cornerstone of an organization is the set of jobs

performed by its employees


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Introduction Job analysis is vital to any HRM program

and answers such questions as:How long does it take to complete important tasks?

Which tasks are grouped together as a job?

How can a job be designed or structured so thatemployee performance can be enhanced?

What behaviors are needed to perform the job?

What kind of person, in terms oftraits andexperience, is best suited for the job?

How can the information acquired by a job analysis

be used in the development of HRM programs?


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What is a Job?

A job consists of a group of relatedactivities and duties- natural units of

work that are similar and related They should be distinct from otherjobs to avoid employee conflict and

enable employees to understand whatis expected of them


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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 yourobligations and the courses ofaction demanded by that

force Authority - the power or right to give orders or make

decisions

Accountability - responsibility to someone or for some

activity


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The Vocabulary of Job Analysis

Definitions provided by government:

Job analysis: a purposeful, systematic process forcollecting information on the important work-related

aspects of a job

Job description: the principal product of a job analysis.

It represents a written summary of the job as anidentifiable organizational unit

Job specification: a written explanation of the

knowledge, skills, abilities,

traits,behaviour,Competencies and othercharacteristics (KSAOs) necessary for effective

performance on a given job


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Tasks:Coordinated and aggregated series of work

elements used to produce an output Position: the responsibilities and duties performed by

an individual. There are as many positions in an

organization as there are employees

Job:group of positions that are similar in their duties,such as computer programmer

Job family: group of two or more jobs that have similar

duties


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The Steps in Job Analysis

Step 1

Examine the

total organi-

zation and

the fit ofeach job

Step 2

Determine

how job

analysis

informationwill be used

Step 3

Select jobs

to be

analyzed

Step 5

Prepare job

description

Step 6

Prepare job

specification

Use information from

Steps 16 for:

Job design

Planning

Recruitment

Selection and trainingPerformance evaluation

Compensation and benefits

EEO compliance

Follow-up evaluations

Step 4

Collect data

by using

acceptable

job analysistechniques

Fig 6-1


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The Steps in Job Analysis

The data collected is the foundation for

virtually every other HRM activity:

Recruitment

Selection

Training

Performance evaluationCompensation

Job design and redesign


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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

Writingjob descriptions based on theinformation

Using the information for various HRpurposes

Updating the information from time totime.


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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 keyactivities, equipment used and workingconditions

A Job Specification outlines the specific

skills , knowledge, abilities and otherphysical and personal characteristics thatare necessary to perform a job


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The Uses of Job Analysis There may no longer be a choice about

whether job analysis should be conducted

Job analysis plays an important role in the

Uniform Guidel ines on Employee Selection

Procedures

A set of policies designed to minimize or prevent

workplace discrimination practices


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The Uses of Job Analysis

Job analysis is critical to assessments of

discrimination under most employment-related laws It is linked to these laws through

court rulings

For job analysis to be viewed favorably by thecourts, it must:

Yield a thorough, clear job description

Assess the frequency and importance of job behaviors

Allow for an accurate assessment of the knowledge, skills,

abilities, and KSAOs required by the job

Clearly determine which KSAOs are important for each job

duty


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To minimize resistance, HR managers

must communicate:

Why job analyses are important

How the information will be used


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Uses of job analysis

JOB

ANALYSIS

Recruitment

(job specs)

Selection(job Description)

Training and

Development

Performance

Appraisal

Compensation

management

H

R

HRPlanning

RoleClarification

Career

Planning

Job

Design &

Re-design

Job

Evaluation


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Who Should Conduct the Job

Analysis?

Part of the planning process involves

choosing who will conduct the analysis

Hire a temporary analyst from outside

Employ a full-time job analyst

Use supervisors, job incumbents, or a combination


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Who Should Conduct the Job

Analysis?

Each choice has strengths and weaknesses:

Job incumbents know what work is actually

being done, rather than what is supposed to be

doneInvolving incumbents might increase their

acceptance of any work changes resulting from

the analysis

Incumbents tend to exaggerate the

responsibilities and importance of their work


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Who Should Conduct the Job Analysis?

The choice of an analyst depends on such

factors as:

The location and complexity of the jobs

How receptive incumbents are to an external analyst

The ultimate intended purpose of the analysis

Regardless of who collects the information,

the individuals should:

Thoroughly understand people, jobs, and the total

organizational system

Understand how work should flow within the

organization


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The Use of Charts Before beginning analysis, an overview of the

organization and its jobs is required

This provides a better understanding of work flow

Anorganization chart

presents therelationships among departments and units of

the firm, as well as:

Line and staff functions

Number of vertical levels in the organization

Number of functional departments

Formal reporting relationships


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Organizational structures

An organizational structure or chartdisplays the organization's

hierarchical relationships graphically


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The Process of Organizing a Firm

Outlining the specific tasks

to be performed

Dividing tasks among

channel members

and internal people

Grouping internal tasks

into jobsClassifying jobs

Integrating positions thru an

Organizational chart

D l i O Ch t P i i l


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Developing an Org Chart: Principles Strategy decides structure Line of authority or hierarchy of authority

should be traceable Flat or tall or matrix organization Unity of command required

Span of control to be limited Responsibility to be accompanied byauthority

Responsibility to be clear, although

delegation may be allowed Limited number of organizational levels Institution type to be taken into account


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Generic forms

Functional Organisation Chart

Product Organisation Chart

Geographic Organisation Chart

Combination Organisation Chart


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Functional Organisation Chart

Vice President

Sales

PromotionMgr

Merchandise

Mgr HR Mgr

Store

Operations

Mgr

FinanceController


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Product Organisation Chart

Operations manager

Mens OuterWear

Mgr

LadiesOuterwear

Mgr

ChildrensClothes

Manager

Teenagers

trends

Mgr


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The Use of Charts A process chartshows how a specific set of

jobs relate to each other

This chart does not show

structural relationships amongjob titles

It shows the activities and

work necessary to produce a

desired product or service

P f J b A l i


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Process of Job Analysis

JOB DATA

Tasks

Performance standards

ResponsibilitiesKnowledge required

Skills required

Experience needed

Job context

DutiesEquipment used

SOURCES OF DATAJob Analyst

Employee

Supervisor

ExpertNon-human sources

JOB DESCRIPTION

Tasks

Duties

Responsibilities

METHODS OF

COLLECTING

DATAInterviews

Questionnaires

Observations

Records

JOB SPECIFICATION

Skill requirements

Physical demands

Knowledge requirements

Abilities needed

HUMAN RESOURCES

FUNCTIONS

RecruitmentSelection

Training & Development

Performance Appraisal

Compensation Mgt

f J b D


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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, thenet etc


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Eg.TYPICAL TASKS IN FMCG SALES

Advertising Indenting merchandise Billing customers

Pricing merchandise Handling customer complaints Devising promotions and schemes Visiting retailers

Forecasting sales Getting competitor information Preparing merchandise statistics


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TYPICAL TASKS IN FMCG SALES

Controlling inventory Hiring & firing employees Training employees

Selling Supervising employees Ensuring merchandise displays Customer research Transporting merchandise Collating sales data Storing merchandise

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