Job Analysis Job Analysis Method Open ended questionnaire Highly structured questionnaire Interviews Structured Interview Unstructured interviews Observation Work diary or log Behavioural event interview Job Design Goals of Job Designing Methods Method # 1. Job Rotation Method # 2. Job Enlargement Method # 3. Job Enrichment Motivating Factors

1. Job Analysis
Job Analysis Method, Job Designing

2. Job Analysis:
• Job analysis is the process of studying a job to determine which activities and responsibilities it
includes.
• the qualifications necessary for performance of the job and the conditions under which the work is
performed.
• An important concept in job analysis is that the job, not the person doing the job, is assessed,
• even though human resources (HR) may collect some job analysis data from incumbents.
• Job analysis is often confused with job evaluation, but the two activities are quite different.

5. Job Analysis Method:
• Determining which tasks employees perform is not easy.
• The most effective technique when collecting information for a job analysis is to obtain
information through direct observation.
• as well as from the most qualified incumbent(s) via questionnaires or interviews.

6. Open ended questionnaire:
• Job incumbents and/or managers fill out questionnaires about the KSAs necessary for
the job.
• Job incumbents and/or managers fill out questionnaires about the KSAs necessary for
the job.
• This method produces reasonable job requirements with input from employees and
managers and helps analyse many jobs with limited resources.
• See Job Analysis Questionnaire and Job Analysis Template.

8. Highly structured questionnaire:
• These questionnaires allow only specific responses aimed at determining the frequency with
which specific tasks are performed.
• their relative importance and the skills required. The structured questionnaire is helpful to
define a job objectively.
• which also enables analysis with computer models.
• Consist of closed or prompted questions with predefined answers.

10. Interviews:
• In a face-to-face interview, the interviewer obtains the necessary information from the
employee about the KSAs needed to perform the job.
• The interviewer uses predetermined questions, with additional follow-up questions
based on the employee's response.
• This method works well for professional jobs.

12. Structured Interview:
• Structured interviews are characterized by a predetermined list of questions
that interviewers ask all candidates.
• Giving an overarching structure to the interview process provides a consistent
experience for all candidates.
• Structured interviews also help interviewers avoid asking redundant questions.

13. Unstructured interviews:
• Unstructured interviews are more like free-flowing conversations.
• Unstructured portions of interviews allow interviewers to understand candidates on a
deeper level.
• Unstructured interviews are especially helpful for assessing behavioural portions of the
interview process.

14. Observation:
• Employees are directly observed performing job tasks, and observations are
translated into the necessary KSAs for the job.
• Observation provides a realistic view of the job's daily tasks and activities and works
best for short-cycle production jobs.

15. Work diary or log:
• A work diary or log is a record maintained by the employee and includes the frequency and
timing of tasks.
• The employee keeps logs over a period of days or weeks. HR analyses the logs, identifies
patterns and translates them into duties and responsibilities.
• This method provides an enormous amount of data, but much of it is difficult to interpret,
may not be job-related and is difficult to keep up-to-date.
• See Job Analysis: Time and Motion Study Form.

17. Behavioural event interview:
• Behavioral event interviewing, a competency-based job analysis, differs from the
traditional job analysis.
• which focuses solely on the evaluation of tasks, duties and responsibilities. In behavioral
event interviewing.
• A team of senior managers identifies future performance areas critical to the
organization's business and strategic plans.

18. Job Design:
• Creating a job design is the succeeding step to job analysis.
• job analysis provides information about the skills and competency required to perform a job
efficiently.
• Conversely, job design strives at organizing tasks, duties, and responsibilities associated with a job to
achieve organizational as well as individual objectives.
• Poorly designed jobs often result in boredom, increased employee turnover, job dissatisfaction, low
productivity, and increase in overall cost of the organization.

19. Goals of Job Designing:
• Facilitating the interest of employees towards the job and enhancing their
satisfaction.
• Increasing employee motivation and productivity.
• Enhancing employees’ skills by identifying their training needs.
• Covering the modern needs of employee participation.
• Ensuring safer working environment
• Improving the quality of working life of employees.

21. Methods:
• There are various methods in which job design can be carried out.

22. Method # 1. Job Rotation:
• Job rotation involves shifting a person from one job to another, so that he is able to
understand and learn what each job involves.
• The company tracks his performance on every job and decides whether he can
perform the job in an ideal manner.
• Job rotation is done to decide the final posting for the employee.
• Once a person is able to understand this he is in a better understanding of the
working of organization.

23. Advantages of Job Rotation
• Avoid Monopoly
• Provides an Opportunity to Broaden
One’s Knowledge
• Avoiding Fraudulent Practice
Disadvantages of job Rotation
• Frequent Interruption
• Reduces Uniformity in Quality
• Misunderstanding with the Union
Member

24. Method # 2. Job Enlargement:
• Job enlargement involves combining various activities at the same level in the
organization and adding them to the existing job.
• It is also called the horizontal expansion of job activities.
• It must be noted that the new activities which have been added should belong to
the same hierarchy level in the organization.
• By job enlargement we provide a greater variety of activities to the individual.
• By job enlargement we provide a greater variety of activities to the individual.

25. Advantages of Job Enlargement
• Variety of Skills
• Improve Earning Capacity
• Wide Range of Activities
Disadvantages of job Enlargement
• Increases Work Burden
• Increasing Frustration of the Employee
• Problem with Union Members

26. Method # 3. Job Enrichment:
• Job enrichment is a term given by Fredrick Herzberg.
• According to him, a few motivators are added to a job to make it more rewarding,
challenging and interesting.
• According to Herzberg, the motivating factors to an existing job to make it more interesting
• Job enrichment gives lot of freedom to the employee but at the same time increases the
responsibility.

27. Motivating Factors
(a) Giving more freedom.
(b) Encouraging participation.
(c) Giving employees the freedom to select the method of working.
(d) Allowing employees to select the place at which they would like to work.
(e) Allowing workers to select the tools that they require on the job.

28. Advantages of Job Enrichment
• Interesting and Challenging Job
• Improves Decision-Making
• Reduces Work Load of Superiors
Disadvantages of job Enrichment
• Do not take always Right decision
• Employee not comfortable
• Ego Problems

29. Thank you