Dictionary Meanings

 

Analysis:

Examination

Assessment

Check

Review

 

Meaning: Job Analysis

 

In simple terms: Job Analysis may be understood as ‘ a process of ‘Collecting Job Related Information’. Process results in TWO Sets of Information. (i) Job Description and (ii) Job Specification. These data are RECORDED separately for use.

 

 

 

 

Definitions:   

A few are quoted below.

 

JA is the process of studying & collecting information relating to the operations & responsibilities of a specific job. The immediate products of these are Job Descriptions & Job Specifications…. Flippo.

 

JA 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 accountabilities of a  job…..DeCenzo & Robbins.

 

A job is a collection of tasks that can be performed by a single employee to contribute to the production of some product or service provided by the organization. Each job has certain ability requirements (+rewards) associated with it. JA is the process used to identify these requirements. ……… Herman II, et al.

 

 

 

 JA involves following Steps:

 Collecting & Recording Job-Info.Checking accuracy of Job-Info.

 Writing Job Description based on the Info.Using Info to Determine Skills, Abilities & Knowledge, required on the job.Updating Info periodically.

 

 

Job Analysis and Competitive Advantage

JA has impact on all functions of HRM. If done properly, enhances effectiveness of HR Activities. It benefits Orgn in following ways:-

 Laying the Foundation for: * HR Planning, *employee hiring, *training & development, *performance appraisal, *salary wage fixation, *safety & wealth.

 

Process of Job Analysis

 

                           

1.Strategic Choices
2.Gather Information
3.Process Information
4.Job Description (JD)	Uses of JD and JS *Personnel Planning *Performance Appraisal * Hiring *Training & Development *Job Evaluation & Compensation *Health & Safety  *Employee Discipline *Work Scheduling *Career planning
5.Job Specification (JS)

 

 

1.Strategic Choices

Orgn required to make 5-Choices.

*Extent of Employee Involvement in JA, *Level of Details of the Analysis, *Timing & Frequency of Analysis, *Past-oriented versus Future-oriented JA, *Sources of job Data.

 

*Employee Involvement

JA involves collecting job-related Info [Duties-Responsibilities-skills-Knowledge]

. Focus is on the JOB not on HOLDER. Employees often asked to supply Info on their job content. Employee’s Job Familiarity  - a potential & vital source of Info. Employee may inflate Info on duties & responsibilities if Over–involved and result in inaccurate & incomplete info[are suspicious of Mgt Motive]

 if min-involved. Involvement depends on Orgn & Employee needs to get accurate Info. Orgn to take employees to confidence [are suspicious of Mgt Motive]

.                                      

 

*Level of Details

1.The level of analysis affects the nature of data to be collected. The nature of job being analysed determine the level of detail in the JA. [(a) Time & motion studies versus (b) Analysis based on job duties)]. (a) is good for Crane Operator’s job but (b) is good for a Managers’ JA . 2.  Level of Details of JA also depends on the Purpose for which being collected. If using as input to Intensive Trg. Prog. Or for assessing job worth, the level of details sought be great. If JA is sought to clarify existing Rules & Responsibilities, Less-detailed JA needed.

 

*Timing & Frequency

JA is generally conducted when  (i) Orgn is new, JA to be done First Time; (ii) New Job is created; (iii) Significant Changes in Technology/ method/ procedure/ systems change Jobs; (iv) Orgn predict New Remuneration Plan; (v) Inequities between Job demands & remuneration felt by personnel.

 

 

*Past-oriented versus Future-oriented

Orgn changes due to fast growth / Techno-changes, Predicts,

Needs Future-oriented JA Info. Past-oriented JA Info relates to job done in past & how being currently done. Future-oriented JA Info can trigger Hiring & Training people Prior to Actual Change.

 

*Sources of job Data

Although most direct Source is Jobholder (JH), Other human/ Non-human sources supply Info which Av. Job-holder cannot. This enables Analyst to effectively question JH.

 

 

 

 

Job Analyst to look for Info from pre-existing JA but with caution, as it may be result of poor procedure used in past/ may be not valid now. Job Analyst to track Two Guidelines to Decide ‘The Sources’: *  Use most recent Non-Human sources; *Whenever  Possible Use Several  Info..

 

 

 2.Gather Information

Steps Involved are:

 *What Type of Data to be collected?

 *What Methods to be employed for collection?

 *Who should collect?

 

*What Type of Data?    

All details of the job need to be collected. The elements to be gathered may be from a specific Job Sample Given in next slide. However ‘Type of Data’ needed relies on End Use, Time available & Budget constraints.

(Sample) Elements of JA Information:

ü  Work Activities – how, why and when performed; procedures; behaviors; physical movements

ü  Machine, Tools, Equipments & Work Aids Used – lists, materials processed, products made, services rendered

ü  Job Context – Phy-working conditions, Orgn-context, Social-context, work schedules, Incentives

ü  Personal Requirements – Specific ( skills, education, training), work experience, Phy-characteristics, aptitudes

 

 

*What Methods?

There are Several But most Prominent of them are:

 Observation; Interviews; Questionnaires; checklists; Tech-conference , a and Diary Methods

 

*Who should?

Three types of individuals are used in collecting Data. *Trained Job Analysts; *Supervisors; and *Job Incumbents. Each of these has merits/ demerits. Trained Job Analysts lend Objectivity & Standardization to collected data, but Cost Money to Orgn.  Supervisors and Job Holders cost nothing extra but Data may not be objective. Individuals who collect data determine accuracy, speed & cost of Info.

 

 

3. Information Processing

Once Information collected, needs to be processed to make it useful for various HR Functions  ‘Shown In Opening Figure’. Specifically Job-related Data is Useful to Prepare Job Description & Job Specification

 

4.Job Description (JD)

‘Describes Job and not the Job-Holder’. It is a written record of duties, responsibilities and requirements of a job. Concerned with “ the job itself and not the work”. [Mamoria]

 A statement that describes the job in terms of Title, Location, Duties, Working Conditions and Hazards. It tells us ‘What is to be done?’ How it is to be done’ and ‘Why’. It is a standard of function, in that it defines the ‘appropriate & authorized contents’ of a job [Mamoria 167].

 

 JD document provides Organizational Information (location in structure, authority etc) and Functional Information (What the work is). Defines scope of job activities, major responsibilities & positioning of job in Org. Gives everyone a clear idea ‘ what the worker must do to meet the demands of the job’  [Mamoria 173, also Read 169-Contents of JD]

 

 

Example on JD[Pages 102-104 Aswatha]:

 : *Job Title, *Department, *Reports to (Functionally, Administratively), *Immediate Level Subordinates, *Objectives of the Job (Summary of the Position), Example Contd: *Principal Duties & Responsibilities (Functional Area wise), *Authority Limits (Decision Taken without prior reference to seniors; Only Forwarding for approval)]

 

5.Job Specification (JS)

It is a Standard of personnel and assigns the qualities required for an accurate performance. It is a written record of the requirements sought in an individual worker for a given job. Refers to a summary of personal characteristics needed for a job. States minimum acceptable human qualities needed for proper performance. [Mamoria 167]

 

JS takes JD & replies ‘What human traits & Exp needed to do Job well?’ ‘What kind of personnel to recruit & for What Qualities he/she be tested?’ JS translates JD into Human Qualifications needed to perform. JS serves as Guide in Hiring Job-Eval.[Mamoria, Read details179]

 

 

 

 

Purposes/ Uses of Job Analysis

Job-related data from JA Prog are useful in HRP, Recruitment & Selection, Training & Development, Job Evaluation, Remuneration, Performance Appraisal, Computerized Personnel Information System, and Safety & Health. Briefly discussed here.

 

 

Uses of Job Analysis

 

                        THE FOLLOWING SLIDES NOT MADE. YOU MAY READ IN BREVITY AS GIVEN HEREUNDER. FPR LITTLE MORE DETAILS READ HRM- ASWATHAPPA PAGES 105 & 106

HRP:

How Many and What Kind of Personnel Needed in Future. It is determined by the Jobs that need to be staffed. Job-related Information is MUST for HRP.

 

Recruitment & Selection

Recruitment needs preceded by JA.JA helps HR Mgr to locate places to get employees needed in future. Understanding of ‘types of skills needed’  & ‘ types of Jobs openings in future’ enables Mgr have better ‘continuity & planning’ in staffing. Similarly, ‘ the Work To Be Done & Qualifications So Required’ help select the Qualified person to staff & perform satisfactorily. Without such a clear understanding ‘ What a Job Demands’ HR Manager cannot select some one. The objective of Hiring is to “Match the Right one with Right Job” which is difficult without Job-Info (JA).

 

Training & Development

“ What a given Job Demands from the Incumbent in terms of Skills & Knowledge” [JA] is useful to HRD Mgr to design T& D Programs. JA facilitates Selection of trainees.

 

Job Evaluation

JE is to determine “Relative Worth of each Job for Fixing Wage & Salary Differentials”. Relative Worth is Mainly Determined on the Basis of Job Description & Job Specification

 

Remuneration

JE determine Wage & Salary Grades for all jobs. Employees compensated in Such Grades. Remuneration also covers Fringe Benefits, Bonus & Others, which are based on Relative Worth of job (JE, JD & JD). Ignoring Basic Principles to cause compensation. Perception of Inequity is demotivating personnel

 

Performance Appraisal (PA)

‘It is assessment of Actual Performance Against What is Expected of Employee’. Assessment is crucial in awarding promotions, affecting transfers, assessing Trg-needs. JA facilitates PA, as it fixes Standard Performance for comparison.   

 

 

Personnel Info System

Orgn generally Maintain Computerized Personnel Info System which helps:

*to improve Administrative efficiency by speeding up ‘Provision of Data’ and sparing resources to higher-value activities; * to Provide Decision Support Info related to Planning, Acquisition, Development, Utilization and remuneration of HRs. JA IS VITAL FOR BUILDING HR INFORMATION SYSTEM.

 

Safety & Health

 Process of detailed Job Analysis Uncovers & Identify Hazardous Conditions, Unhealthy Env- Factors (heat, noise, fumes, dust ) and thereby useful to Prevent & Minimize Human Injury.