jOB aNALYSIS POWERPOINT
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Transcript of jOB aNALYSIS POWERPOINT
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Job Analysis
Rashmi Farkiya
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Contents
INTRODUCTION
NEED FOR JOB ANALYSIS.
APPROACHES TO JOB ANALYSIS COMPONENTS OF JOB ANALYSIS.
USES OF JOB ANALYSIS
SOURCES OF JOB INFORMATION
PROCESS OF JOB ANALYSIS METHODS OF JOB ANALYSIS
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Introduction
JOB:
A Job is a collectionor aggregationoftasks,
duties and responsibilities which as a whole,is
regarded as a regular assignmentto individual
employees and which is differentfrom other
assignments.
(Dale Yoder)
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JOB ANALYSIS:
Job Analysis is the process ofgetting information
about jobs specially whatthe worker does, how hegets it done, why he does it, skill, education,
training required, relationship toother jobs,
physical demands, environmental conditions.
(Jones and Decothis)
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Job Analysis is doneto identify:
Jobtasks, duties, responsibilities to perform
Knowledge required
Skills required
Abilities needed
Provides a better understanding ofjobs which inturn can guide job-related employment decisions.
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What is theneed for job analysis?
Three majorfactors createtheneed for job analysis:
statutory concerns, such as equalemployment
opportunityresponses tobusiness competitionrecruiting and
retaining talent
technological changes that createnew jobs and
renderothers obsolete
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Job analysis has many purposes.
One is forCareer development. Many
organizations have systems that allow employeesto move up the ranks to higher and higher
positions.
Job analysis reveals the KSAO
(Knowledge,Skills,Abilities & other personal
characteristics required to perform a job well.)
requirements for jobs ateach levelofthe career
ladder.
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Employees benefitbecausethey know whatthey
need to doorlearntobeeligiblefor promotion.
Organizations benefitbecausethey develop anavailable supply ofcandidates prepared for higher
level positions.
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Approaches to Job Analysis
Job Oriented:
Focuses onthetask and provides informationon
thenatureofthetasks doneonthe job. One way toconductthis typeofjob analysis is to describethe
tasks performed, or provide information about
characteristics ofthetasks.
Most jobs involve several duties; each duty is
associated with severaltasks; each task is
associated with several activities; and each activity
canbebroken down into several actions.
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This typeofjob analysis often provides a very
long and detailed report.
Person Oriented: Person-oriented approach focuses on worker
characteristics.
Provides a descriptionofthe attributes,
characteristics, or KSAOs necessary for a person
to perform a job successfully.
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KSAO stands for :
Knowledge, or what you need to know to do a
particular job Skills, or what you are ableto doonthe job
Abilities, orthe capability to do jobtasks orto
learnto do jobtasks
Other personal characteristics, which refers to
anything elsenot covered by theotherthree and
areneeded to perform a job well
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Job Position
Job position refers tothe designationofthe
job and employee intheorganization. Jobpositionforms an important partofthe
compensation strategy as it determines the
levelofthe job intheorganization. For
example managementlevelemployees receive
greater pay scalethannon-managerial
employees.
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Job Description:
Functional descriptionofa contentofa job. It is
the descriptionof activities tobe performed in ajob, the relationship ofjob with other jobs, the
equipment and tools involved, thenatureof
supervision, working conditions and hazards of
the job and soon.Contents:
Job Title
Location
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Job Summary
Duties.
Machines, tools and equipments
Supervision givenor received
Working Conditions
Hazards.
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.
Job Worth
JobWorth refers toestimating the job worthiness
i.e. how much the job contributes tothe
organization. It is also known as jobevaluation.
Job description is used to analyzethe job
worthiness. It is also known as jobevaluation.
Roles and responsibilities helps in determining the
outcomefrom the job profile. Once it is
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determined that how much the job is worth,
itbecomes easy to definethe compensation
strategy forthe position.
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Uses of Job Analysis
Human Resource Planning.
Recruitment.
Selection.
Placement and Orientation.
Training
Employee Safety.Performance Feedback & Evaluations
Job designing and Redesign.
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Sources of Job Information
SMEs (Subject Matter Experts)
people who have in-depth knowledgeof
specific job under analysis, job skills, andabilities
Job Incumbent
Supervisors
Job Analyst
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Existing job descriptions and specifications
Training Manuals
Other companies with similar jobs.
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Process of Job Analysis
The major steps involved in job analysis are asfollows:
i. Organizational Analysisii. Selection of representative jobs for Analysis.
iii. Collection of job analysis data.
iv. Preparation of job description.
v. Preparation of job specification.
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Job Specification:
Job Specification is a statementofthe minimum
levels ofqualification, skills, physical and otherabilities, experience, judgement and attributesrequired for performing jobeffectively. Itspecifies the physical, psychological, personal,social, and behavioural characteristics ofthe job
holders.
Contents:
Education
Experience
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Training
Judgement
Initiative Physical Effort
Physical Skills
Responsibilities
Communication Skills
EmotionalCharacteristics
Unusual sensory demends such as sight, smell and
hearing
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Methods of Job Analysis
The methods that managers can useto determineknowledge, skills and abilities for successfulperformance are as follows:
Observation:
A job analyst watches employees directly or reviews
films ofworkers onthe job. This method is time
consuming and canbe costly.Individual InterviewMethod:
Inthis method meeting with anemployee is donetodetermine what his or her job requires.
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Methods of Job Analysis
Group Interview:
This method is similarto individual interview
method exceptthat a numberofemployees areinterviewed atthe sametime.Sample Questions:
What are your mosttypical duties?
How long dothey take? How do you dothem?
Describe a typical day.
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Methods of Job Analysis
Structured Questionnaire:
Inthis method employees are sent a specifically
planned questionnaireon which they ratetasksthey perform ontheir job.
Examples
Management Position Description
Questionnaire(MPDQ)PAQ
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TechnicalConference:
This method utilizes supervisors with wideknowledgeofthe job.
Diary:
This method requires theemployees todocumenttheir daily tasks and activities.
Noone method is universally superior. Evenobtaining job informationfrom theemployeescan create a problem. Thebest results canbeachieved by combinationofthese methods.
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Methods used to compare
different jobs.
Each job analysis method has its strengths
and is appropriatefor a particular purpose.
The JobComponents Inventory, Functional
Job analysis, and Position Analysis
Questionnaire are general methods that can
be used to compare different jobs.
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Job Component Inventory
Was developed in Great Britain.
Allows for simultaneous assessmentof
job requirements and a persons KASOs.
The degreeofcorrespondenceofthe
lists is used to determine ifan individual
is suited to a specific job.
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Functional Job Analysis
Provides a descriptionofa job and scores
on several dimensions forthe job andpotential workers.
FJA was used by the U.S. Departmentof
Laborto develop the Dictionary of Occupational Titles (DOT), which contains
a descriptionofeach jobs content and
scores representing the complexity with
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Which incumbents handle data, people, and
things.The data category refers to any sort
ofinformation.The people category refers tocoworkers, subordinates, clients, or
customers.Thethings category refers to
dealings with inanimateor animateobjects.
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Position Analysis Questionnaire
(PAQ) The PAQ is a general instrumentthat can
be used to analyze any job. It contains 189 itemsdealing with thetask requirements orelements of
jobs.
Theelements canbe used to develop a KSAO
profilefor any job, allowing comparisons of
different jobs on a common setofKSAOs.