JOB ANALYSIS

Suruchi Pandey

Chapter Objectives

1. Job analysis Definition, Purpose, Process

2. Job Description3. Job Specification4. Job Design

• Job Enrichment• Job Enlargement• Job Rotation• Job Simplification

Job A job may be defined as a “collection or aggregation of tasks, duties and responsibilities which as a whole, are regarded as a regular assignment to individual employees”.

Job

In other words, when the total work to be done is divided and grouped into packages, we call it a “Job”.

JobEach job has a definite title based upon standardized trade specifications within a job; two or more grades may be identified, where the work assignments may be graded according to skill, the difficulty in doing them, or the quality of workmanship. Further, a job may include many positions, for a position is a job performed by, related to, a particular employee.

What is job analysis?

The documentation of the major responsibilities, duties, and tasks of a job, as well as the kinds of knowledge, skills, and abilities needed to perform the job.A systematic approach to collect information about a job such as tasks, responsibilities and the skills required to perform those tasksAn important part of Human Resources (HR) planning

Job Analysis

It is a systematic analysis of each job for the purpose of collecting information as to what the job holder does, under what circumstances it is performed and what qualifications are required for doing the job.

Definitions of Job AnalysisEdwin Flippo: “Job analysis is the process

of studying and collecting information relating to the operations and responsibility of a specific job”.

Defining “responsibilities”, “duties”, and “tasks”.

Responsibility The major groupings of activities (i.e., duties) performed in a

job.

Duty Clusters of specific actions (i.e., tasks) with a common

purpose used to carryout each major responsibility.

Task A specific action taken for a specific purpose.

EXAMPLE: “Sales Manager”

I. RESPONSIBILITIES

Planning sales campaigns.

Assisting in recruiting and hiring sales staff.

Training sales staff.

Supervising sales staff.

Developing pricing and discounting policies.

Directing and assisting in customer service.

I. RESPONSIBIITIES - “Training Sales Staff”

II. DUTIES

Researching sales literature.Developing training curriculum.Selecting training methods (manuals, power points, computer software, etc.)Obtaining equipment, materials, facility, etc.Scheduling training programs.Assessing trainee learning.

I. RESPONSIBIITIES - “Training Sales Staff”

II. DUTIES - “Researching Sales Literature”

III. TASKS

Searching on Internet for sales training.

Reviewing sales training magazines and books.

Reviewing product literature.

Reviewing customer brochures, etc.

Contacting training consultants.

Contacting other companies for “benchmarking”.

Uses of Job Analysis Human resource planning

Recruitment

Selection of personnel

Training and development

Organization audit

Uses of Job AnalysisJob evaluation

Job design

Performance appraisal

Career planning

Safety and health

B. Purposes

JOBANALYSIS

RECRUITING SELECTION

TRAINING CAREER PLANNING

COMPENSATION

PERFORMANCE APPRAISAL

Purposes Illustrated (Legal, Staffing, & Appraisal)

Legal Compliance Specifying required duties to properly classify jobs into Exempt or Nonexempt categories under the Fair Labor

Standards Act Of 1938.

RecruitingConstructing accurate and detailed job advertisements in

order to attract qualified and truly interested applicants for further screening.

SelectionChoosing tests that measure the kinds of KSAs identified in a

job analysis for a specific job.

Performance AppraisalUsing job analysis to identify the relevant performance

targets used in annual employee appraisals.

Purposes Illustrated (Training, Career Development, & Compensation)

TrainingDeveloping training programs that cover the kinds of tasks

and skills needed for a specific job.

Career DevelopmentSpecifying career paths comprised of sequences of jobs with

specific duties and KSAs.

CompensationEvaluating job duties and KSAs to determine the worth or

“value added” of different jobs for setting equitable wages and salaries.

Steps/stages/process/procedure in Job Analysis:

Collection of background informationSelection of representative job to be

analyzedCollection of job analysis dataJob DescriptionDeveloping job specification

Techniques of Job Analysis Data

Personal observation

Sending out questionnaires

Maintenance of log records

Conducting personal interviews

Who does the job analysis?

HR staff or outside consultants guide the job analysis process, including (a) questionnaire design, (b) collecting the information, and (c) documenting information.

Employees who perform the jobs and their supervisors provide the information and are often referred to as “Subject Matter Experts” (SMEs).

What methods are used to collect job information?

Observation – Good for (a) simple jobs that are not too complicated and (b) jobs that involve physical manipulation of tools, equipment, etc.

Interview – Good when (a) job duties take place over different periods of time (impractical to observe) and (b) jobs are complex and require detailed explanations by the SMEs.

Employee Diary – Good when (a) job duties take place over different periods of time and (b) it is difficult to schedule interviews with employees.

Questionnaire – Good for (a) insuring uniformity of the information collected for different jobs and (b) insuring completeness of the information gathered.

Data collection methods

Interviews Questionnaires Job performance Observation Diaries Critical incidents Focus groups HR records

Should a qualitative or quantitative approach be used?

1. Open Ended Questionnaires.

Provides full and detailed information needed to construct Job Descriptions.

2. Quantitative Questionnaires.

Provide scores for jobs on a set of work-skill characteristics – like those in Figure 2.4 and 2.5.

Examples of Quantitative Questionnaires

Task Checklist or Inventory – Used when there are a large number of employees in a given job distributed many geographical locations.

Goal is to determine the typical duties and tasks being performed for (a) developing a generic job description and/or (b) placing jobs into a classification system based on the employee task ratings .

Examples of Quantitative Questionnaires

Functional Job Analysis (FJA) –

Used by the Office of Personnel Management in the federal government to score jobs and place them into job families for testing and training decisions.

The FJA measures three primary characteristics of work – People, Data, and Things.

Examples of Quantitative Questionnaires

Position Analysis Questionnaire (PAQ) –

Used to score jobs and group them into job families for testing, training, compensation, and legal decisions – such as classification of jobs into Exempt and Non-Exempt categories under the Fair Labor Standards Act of 1938.

Components of Job Analysis

Job Description Job Specification

Job Description

The preparation of job description is necessary before a vacancy is advertised. It tells in brief the nature of a job. In other words, it emphasizes the job requirements.

Definition of Job Description

Edwin Flippo: “Job Description is an organized 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 descriptions

A written description of a job, the types of duties performed and the conditions under which these duties are performed

A factual statement and summary of the job contents in terms of job title, job duties equipment to be used. Working ocnditions, supervision needed, Hazards, relationship with other jobs

Uses and Limitations+ Development of Specification

+ Help in Orientation

+ Develop performance standards

+ Clarity in working and focus approach

x Not a permanent reflection of job

x Needs Updatation

x Becomes outdated for dynamic jobs

The details given in Job Description

Job titleOrganizational location of the jobSupervision given and receivedMaterials, tools, machinery and equipment worked withDesignation of the immediate superiors and subordinatesSalary levels: Pay, DA, other allowances, bonus, incentive

wage, method of payment, hours of work, shift, break etc.

The details given in Job Description

Complete list of duties to be performed separated according to daily, weekly, monthly and casual, estimated time to be spent on each duty

Definition of unusual terms

Conditions of work: Location, time, speed of work, accuracy, health hazards, accident hazards

Training and development facilities

Promotional chances and channels

What is included in a Job Description?

1. Identifying InformationTitle/Department

Location

Supervisor

Date completed

Who provided information

Who reviewed

Proper signatures

2. Job Summary Brief description of major responsibilities and their purpose within the work flow and department.

3. Responsibilities, Duties, and Tasks Detailed description of the major

responsibilities, duties, and tasks of the job.

4. Job Specifications a. List of KSAs.

b. List of qualifications that include education, training, and experience.

c. Special credentials such as licenses, certification, etc.

Job descriptionsJob descriptions

Job title

Job identification

Job specifications

Essential functions

1. Title.

2. Statement.

3. Essential Functions.

4. Specifications.

Job Description

1. XXX2. XXX3. XXX4. XXX

1. XXX2. XXX3. XXX4. XXX

Job description problems

Often poorly written Static rather than dynamic – not updated as job duties change discriminatory Tasks not directly work-related Vague rather than specific

Job Specification Job specification is based on job description. It 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.

Person specificationDetails the qualifications, experience and personal qualities required of suitable job-holders

States minimum acceptable qualification that incumbent must posses to perform the job satisfactorily such as educational qualifications, job related experience, knowledge skills and abilities needed to do the job effectively.

It tells what kind of person to recruit . It is important selectiontool

Definition of Job Specification

Edwin Flippo: “Job Specification is a statement of minimum acceptable human qualities necessary to perform a job properly”.

Job Specification covers:

Educational and professional qualificationsSkillsPractical experiencePhysical fitnessSpecial qualities required for performing the jobIntelligence, judgement and initiative required

for performing the job

Uses of Jobs Analysis

Job Analysis

Job Description

Job Specification

Job Evaluation

Remuneration

Training and Development

Recruitment and Selection

HRP

Performance Appraisal

Personnel Information

Safety and Healthy

Job Design

Job design is defined by Michael Armstrong, “as the process of deciding on the content of a job in terms of its duties and responsibilities; on the methods to be used in carrying out the job, in terms of techniques, systems and procedures and on the relationships that should exist between the job holder and his superiors, subordinates and colleagues”.

JOB DESIGNJob design integrates work content ( tasks, functions, relationships the rewards ( extrinsic and intrinsic) and the qualifications rquired ( skills, knowledge, abilities ) for each job in a way that meets the needs of employees and the organisation

Job DesignIbid, “Job Design is the process of deciding on the contents of a job in terms of its duties and responsibilities, on the methods to be used in carrying out the job, in term of techniques, systems and procedures and on the relationships that should exist between the jobholder and his superiors, subordinates and colleagues”.

Two important goals of job design

To meet the organizational requirements such as higher productivity, operational efficiency, quality of product/service etc. and

To satisfy the needs of the individual employees like interests, challenges, achievement or accomplishment, etc.

Poorly designed jobs often result in Boredom Increased turnoverReduced motivationLow levels of job satisfaction Less than optimal productivity Increase in organizational costsAccidents

Four Techniques Work Simplification

Job Rotation

Job Enlargement

Job Enrichment

Techniques of Job Design

JobDesign

JobEnrichment

JobSimplification

JobEnlargement

JobRotation

Work SimplificationFor very specialised jobs.

Complete job is broken down into small subparts

Well trained and less paid employees can do the jobs or it can be done simultaneously.

Job Simplification This requires that jobs be broken down into their smallest units and then analyzed. Each resulting subunit typically consists of relatively few operations. These subunits are then assigned to workers as their total job. This is done so that employees can do these jobs without much specialized training. Many small jobs can also be performed simultaneously, so that the complete operation can be done more quickly. Time and motion studies are often used for work simplification

Advantages of Job Simplification

•Requires less training•Less costly unskilled labour• Increase in speed

Job Enlargement: (Horizontal) It involves the addition to or expansion of tasks in the job and job becomes a meaningful operation.( opposite of simplification)

It is the strategy adopted by many organizations to combat the ill-effects of division of labour.

Its focus is on enlarging the contents of jobs by adding tasks and responsibilities.

Job EnlargementIt involves expansion of the scope and width of

the job by means of assigning certain closely related operations.

E.g. a clerk in an office doing typing work may be also assigned tasks of drafting simple letters, sorting mail and filling of papers. This will reduce his boredom and make him satisfied with the job. His efficiency will also improve.

It Suggests thatEmployee are given complete jobEnvironment is created in which employee are able not only to get involved actively but also participate in planningMotivates employees to make job interesting and challengingIncreases efficiency and reduces fatigueNumber and variety of jobs to perform

Job Enlargement

Two Operations

Basic Tasks

JOB 1

Five Operations

Two Operations

Increased

In this case meaning full component is done by one person.

Hence reduces the boredom and give more meaning to work

Job Enrichment: (Vertical) It is a direct outgrowth of Herzberg’s Two Factor

Theory of Motivation.

It is therefore based on the assumption that in order to motivate personnel, the job itself must provide opportunities for achievement, recognition, responsibility, advancement and growth.

Job EnrichmentIt involves the vertical expansion of jobs by increasing the amount of worker responsibilities associated with the positions.

E.g. a worker who previously only loaded boxes for delivery into a trailer may be given the responsibility of verifying that the customer order is correct.

Job Enrichment

Added Responsibilities

Basic Tasks

JOB 2

Increased

Job EnrichmentThrough job enrichment, autonomy, responsibility and control becomes part of a worker’s job.

This in turn leads to greater feelings of satisfaction, higher motivation and increased productivity.

ObjectiveIt motivates employees to perform better

Improves qulaity of work

Increases employee morale

Employee satisfaction

Reduces boredom, monotony and dissatisfaction

Time management

More commitment

Job Rotation This refers to the movement of an employee from one job to the another over a designated period of time.

Jobs themselves are not actually changed, only the employees are rotated among various jobs.

An employee who works on another job for some days or months and returns back to the first job.

Job RotationThis would relieve the employee from boredom

and monotony, improves the employee’s skills regarding various jobs and prepares the employee to meet the contingencies.

This is also intended to improve worker’s self-image and provides personal growth.

Job Rotation

However, job rotation can have a very limited potential. It does not change the basic nature of jobs. Rather an employee is asked to perform several monotonous jobs in place of a single job. Therefore, the employees who want a challenging and satisfying job still feel frustrated. Moreover, frequent rotation of employees may cause interruptions in the work routine of the organization.

Approaches To Job Design

Scientific ManagementApproach

(F.W. Taylor)

Behavioural Approach (Herzberg)

Socio-technical System

Approach

Scientific Management Approach

The earliest approach to job design is the rational approach or industrial engineering approach propounded by F. W. Taylor, the father of Scientific Management.

Scientific Management Approach

• The standardization of jobs into the single best way by which they can be performed.

• The training of workers in the single best way to perform the job.

• The specialization of labour leading to expertise in small narrow jobs.

• The systematic and specific determination of job description for each job.

• Monetary compensation should be used to reward successful performance of the job.

Behavioural Approach During 1950s, Herzberg’s research popularized the

notion of enhancing need satisfaction through what is called job enrichment.

There are many different approaches to job enrichment, yet all of them attempt to help the job incumbent satisfy personal needs while performing the job.

Behavioural ApproachOne widely publicized approach to job enrichment uses the “Job Characteristics Model”. This model is based on the view that three key psychological states of a job incumbent affect motivation and satisfaction of the job.

The three states are • Experienced meaningfulness –

worth of the work• Experienced responsibility• Knowledge of results –

Understanding how effectively he/she is performing the job

The more these three states are experienced, the more job incumbent will feel internal work motivation.

Socio-Technical System Approach

This approach calls for the decision of work systems that would foster a meshing of the technical and social aspects of jobs. In order to create jobs, which have this supportive relationship, work teams, not individual jobs, must be studied. Job design through socio-technical approach requires the combined efforts of employees, supervisors and union representatives in analyzing significant job operations.

Socio-Technical System Approach

The major thrust of the socio-technical approach to job design is that both the technical system and the accompanying social system should be considered when designing jobs.

According to this concept, jobs should be designed by taking a “holistic” or “systems” view of the entire job situation, including its physical and social environment.

A Real World ExampleThe Department of Labor• Job analyst uses observation and interview

methods to gather information about an employee

• Information organized into 3 categories• Data• People• Things

A Real World Example

Work Functions

Data People Things

0. Synthesizing 0. Mentoring 0. Setting up

• Coordinating 1. Negotiating 1. Precision work

• Analyzing 2. Instructing 2. Operating

• Compiling 3. Supervision 3. Driving

• Computing 4. Diverting 4. Manipulating

• Copying 5. Persuading 5. Tending

• Comparing 6. Speaking 6. Feeding

7. Serving 7. Handling

8. Helping

*U.S. Department of Labor, Dictionary of Occupational Titles, 4th ed. Revised (Washington, D.C.: Government Printing Office, 1991), p.xix.

A Real World ExampleJob titles are listed in the Dictionary of Occupational Titles

Each job is given a code• Ex. A recruiter might be assigned the code 2,

6, 7 if the job entails analyzing data (2), speaking to people (6), and handling different things (7)• See previous table

An ExerciseBruce Spuhler, customer service manager at BGS Sports, wants to conduct a job analysis on how his employees interact with customers and other employees.What steps should Bruce take to implement a successful job analysis, and what method should he use to analyze his employees?

An ExercisePossible Answer– Determine the Purpose- to reinforce

good behavior among employees and provide better customer service

– Gather as much information as possible about retail and customer service, including past experiences with customers

An Exercise Choose best method of job analysis

-Critical Incident Technique

-This would allow Bruce to discuss with his employees past incidents and whether they were effective or not

-Assign values of effectiveness

Gather information from workers and other managers about the job

An Exercise Draft a behavioral job description

Identify areas that need improvement, and implement training programs to improve those areas

Summary

Job analysis is an effective approach to gathering information about jobs

There are 6 popular techniques to conducting job analyses

Job analysis is directly related to nearly every function of Human Resource departments in organizations

It Includes Job Description and Job Specification

Job Analysis• The procedure used to determine the duties of particular

jobs and the kinds of people (in terms of skills and experience) who should be hired for them.

Job Specification• The human qualifications in terms of traits, skills, and

experiences required to accomplish a job.Job Description• A document that identifies a particular job, provides a

brief job summary, and lists specific responsibilities and duties of the job.

Checklist 9.1Job Analysis Questions

What is the job being performed?

What are the major duties of your position? What exactly do you do?

What are the education, experience, skill, and [where applicable] certification and licensing requirements?

In what activities do you participate now?

What are the job’s responsibilities and duties?

What are the basic accountabilities or performance standards that typify your work?

Checklist 9.1 (cont’d)Job Analysis Questions

What are your responsibilities?

What are the environmental and working conditions involved?

What are the job’s physical demands? Its emotional and mental demands?

What are the health and safety conditions?

Does the job expose you to any hazards or unusual working conditions?

BIRD EYE VIEW“The Multifaceted Nature of the Job Analysis”

Job Analysis

Job Description

Job Specifications

Recruiting Selection

Strategic HR

Planning

Employee Training

Employee Development

Career Development

Performance Appraisal

Compensate

Safety and Health

Labor Relations *DeCenzo and Robbins, p.

145