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Chapter 3 job analysis

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Chapter 3 job analysis

  1. 1. HUMAN RESOURCE MANAGEMENT Job Analysis Chapter 3 Md. Zahid Hossain Bhuiyan Lecturer in Management, IIUC-DC Published by
  2. 2. JOB ANALYSIS <ul><li>Lecture Highlights: </li></ul><ul><li>What is Job Analysis? </li></ul><ul><li>Job Attributes/ Job analysis information hierarchy </li></ul><ul><li>Nature /Purpose of JA </li></ul><ul><li>Methods of Job analysis </li></ul><ul><li>Steps of job analysis </li></ul><ul><li>Multifaceted nature of job analysis </li></ul><ul><li>Problems of job analysis </li></ul><ul><li>Model Questions </li></ul>
  3. 3. JOB ANALYSIS <ul><li>Job Analysis is a systematic exploration of the activities within a job. </li></ul><ul><li>It defines and documents the duties, responsibilities and accountabilities of a job and the conditions under which a job is performed. </li></ul><ul><li>The documentation includes the major responsibilities, duties, and tasks of a job, as well as the kinds of knowledge, skills, and abilities needed to perform the job. </li></ul>
  4. 4. What is Job Analysis? Job Analysis is the process of getting detailed information about jobs
  5. 5. It is a technical procedure used to define the duties, responsibilities, and accountabilities of a job.
  6. 6. <ul><li>This analysis “involves the identification and description of what is happening on the job . . . accurately and precisely identifying the required tasks, the knowledge, and the skills necessary for performing them, and the conditions under which they must be performed. </li></ul>Job Analysis
  7. 7. JOB ANALYSIS INFORMATION HIERARCHY Job analysis is nothing but an accurate recording of the activities involved. For these recording we are simply gathering information to specific job attributes. The hierarchy of JA Info are shown beside: Element Task Duty Position Job Job Family Occupation Career
  8. 8. 4– Job Analysis begins at the level of the element and attempts to build understanding of the combination of components A Job Element is the smallest unit into which work can be divided
  9. 9. Putting tomato on a hamburger is an example of an element in the job of a cook at restaurant Let’s take a look at different elements in a Job Analysis process
  10. 10. 4– Let’s talk about Task A task is a distinct work activities carried out for a distinct purpose Example would include typing a letter, preparing a lecture, or unloading a mail truck
  11. 11. A Task comes from Developing a Work Unit Activity Analysis Element Activity Output Raw Inputs: What materials, data, and information are needed? Equipments: What special equipment, facilities, and systems are needed? Human Resources: What knowledge, skills, and abilities are needed by those performing the task? What tasks are required in the production of the output? What product, information, or service is provided? How is the output measured?
  12. 12. How about Duty? A duty is a number of tasks. Counseling students is a duty of a college instructor
  13. 13. Duties can be classified by four different activities Routine Duties Regular Duties Special Duties Innovative Duties Minor tasks that are done daily, but Which make a limited contribution to The objectives of the department Work most directly related to Accomplishing the objectives of The department Meetings, committee work, and Special projects, which may or may not Be directly related to the department Are essentially creative-thinking and Improvement oriented; such as finding Better ways to communicate with emp.
  14. 14. I have a Position! A position refers to one or more duties performed by one person in an organization Example: Supervisor
  15. 15. Then, what is mean by job? A job is a type of position within the organization A Sales Job could involve many sales positions
  16. 16. 4– I’m the Pilot I’m the Co-Pilot We both have a Job to do
  17. 17. Let’s talk about Occupation An occupation is a group of similar jobs found across organizations Electrician Accountant Maintenance
  18. 18. 4– Why is it important to know the terms? Because, job analysis begins at the level of the element and attempts to build understanding of total organizational functions
  19. 19. JOB ANALYSIS INFORMATION HIERARCHY <ul><ul><li>Career: Sequence of positions, jobs, or occupations that a person has over his or her working life. </li></ul></ul>
  20. 20. <ul><li>Job analysis process generates three outcomes: </li></ul><ul><li>Job descriptions </li></ul><ul><li>Job specifications </li></ul><ul><li>Job evaluation </li></ul><ul><li>It is important to note that these are the tangible products of the work – not the job analysis, which is the conceptual, analytical process or action from which we develop these outcomes. Let’s look at them more closely. </li></ul>Purpose of Job Analysis
  21. 21. NATURE & PURPOSE OF JOB ANALYSIS <ul><li>Identification </li></ul><ul><ul><li>Job title </li></ul></ul><ul><ul><li>Reporting relationships </li></ul></ul><ul><ul><li>Department </li></ul></ul><ul><ul><li>Location </li></ul></ul><ul><ul><li>Date of analysis </li></ul></ul><ul><li>General Summary </li></ul><ul><ul><li>Describes the job’s distinguishing responsibilities and components </li></ul></ul><ul><li>Essential Functions and Duties </li></ul><ul><ul><li>Lists major tasks, duties and responsibilities </li></ul></ul><ul><li>Others: </li></ul><ul><ul><li>Signature of approvals </li></ul></ul><ul><ul><li>Working Condition </li></ul></ul><ul><ul><li>Hazards </li></ul></ul><ul><li>Job Description A job description is a written statement of what the jobholder does, how it is done, under what conditions it is done, and why it is done. </li></ul><ul><li>Job Description Contains the following: </li></ul>
  22. 22. NATURE & PURPOSE OF JOB ANALYSIS <ul><li>Job specifications: </li></ul><ul><li>The job specification states the minimum acceptable qualifications that the incumbent must possess to perform the job successfully. </li></ul><ul><li>A statement of human qualifications necessary to do the job. Usually contains such items as: </li></ul><ul><ul><li>Education, Experience, Training, Judgment, Initiative, Physical Skills, Responsibilities, Communication Skills, Emotional characteristics, personality </li></ul></ul>
  23. 23. NATURE & PURPOSE OF JOB ANALYSIS <ul><li>Job specifications: </li></ul><ul><li>Based on the information acquired through job analysis, the job specification identifies the knowledge, skills, education, experience, certification, and abilities needed to do the job effectively. Individuals possessing the personal characteristics identified in the job specification should perform the job more effectively than those lacking these personal characteristics. The job specification, therefore, is a important tool in the selection process, for it keeps the selector’s attention on the list of qualifications necessary for an incumbent to perform the job and assists in determining whether candidates are essentially qualified. </li></ul>
  24. 24. NATURE & PURPOSE OF JOB ANALYSIS <ul><li>Job Evaluations </li></ul><ul><li>In addition to providing data for job descriptions and specifications, job analysis is also valuable in providing the information that makes comparison of jobs possible. If an organization is to have an equitable compensation program, jobs that have similar demands in terms of skills, knowledge, and abilities should be placed in common compensation groups. Job evaluation contributes towards that end by specifying the relative value of each job in the organization. Job evaluation, therefore, is an important part of compensation administration. </li></ul>
  25. 25. NATURE & PURPOSE OF JOB ANALYSIS <ul><li>Job Evaluations </li></ul><ul><ul><li>Specify relative value of each job in the organization. </li></ul></ul><ul><ul><li>Used to design equitable compensation program. </li></ul></ul>
  26. 26.
  28. 28. JOB ANALYSIS METHODS Observation Diary Job Analysis Methods <ul><li>Interview </li></ul><ul><li>Individual </li></ul><ul><li>Group </li></ul>Questionnaire Technical Conference
  29. 29. Observation Method: Using the observation method, a job analyst watches employees directly or reviews films of workers on the job. Although the observation method provides firsthand information, workers often do not function most efficiently when they are being watched, and thus distortions in the job analysis can occur. This method also requires that the entire range of activities be observable. This is possible with some jobs, but impossible for many-for example, most managerial jobs.
  30. 30. METHODS OF JOB ANALYSIS Individual Interview Method: Using the individual interview method, a team of job incumbents is selected and extensively interviewed. The result of these interviews is combined into a single job analysis. This method is effective for assessing what a job entails, and involving employees in the job analysis in essential.
  31. 31. METHODS OF JOB ANALYSIS Group Interview Method: The group interview method is similar to the individual interview method except that a number of job incumbents are interviewed simultaneously. Accuracy is increased in assessing jobs, but group dynamics may hinder its effectiveness.
  32. 32. METHODS OF JOB ANALYSIS Structured Questionnaire Method: Under the structured questionnaire method, workers are sent a specifically designed questionnaire on which they check or rate items they perform on their job form a long list of possible task items. This technique is excellent for gathering information about jobs. However, exceptions to a job may be overlooked, and there is often no opportunity to ask follow-up questions or to clarify the information received.
  33. 33. METHODS OF JOB ANALYSIS Technical Conference Method: The technical conference method uses supervisors with extensive knowledge of the job. Here, specific job characteristics are obtained from the “experts.” Although a good data-gathering method, it often overlooks the incumbent workers’ perceptions about what they do on their job.
  34. 34. METHODS OF JOB ANALYSIS Diary Method: The diary method requires job incumbents to record their daily activities. The diary method is the most time consuming of the job analysis methods and may have to extend over long periods of time-all adding to its cost.
  35. 35. STAGES IN THE JOB ANALYSIS PROCESS Understand the purpose of the job analysis Determine how to collect job analysis information Review draft with supervisor Develop draft Seek clarification Understand the role of job in the organization Benchmark position
  36. 36. STEPS IN CONDUCTING JOB ANALYSIS <ul><li>Understand the purpose of conducting the job Analysis: </li></ul><ul><li>Before embarking on a job analysis. One must understand the nature and purpose of conducting the investigation. Recognize that job analysis serve a vital purpose in such HRM activities as recruiting, training, setting performance standards, evaluating performance, and compensation. In fact, nearly every activity in HRM revolves around the job analysis. </li></ul>
  37. 37. STEPS IN CONDUCTING JOB ANALYSIS <ul><li>Understand the Role of Jobs and Values in the Organization: Every job in the organization should have a purpose. Before conducting the job analysis, one must understand the linkage that the job has to the strategic direction of the organization. In essence, one must answer why the job is needed, If an answer cannot be determined, then may be the job is not needed. </li></ul>
  38. 38. STEPS IN CONDUCTING JOB ANALYSIS <ul><li>Benchmark Positions : In a large organization, it would be impossible to evaluate every job at one time. Accordingly, by involving employees and seeking their input, selected jobs can be chosen based on how well they represent other, similar jobs in the organization. This information, then, will be used as a starting point in later analysis of the other positions. </li></ul>
  39. 39. STEPS IN CONDUCTING JOB ANALYSIS <ul><li>Determine How You Want to Collect he Job Analysis Information : Proper planning at this stage permits one to collect the data desired in the most effective and efficient manner. This means developing a process for collecting the data. Several combined methods – like structured questionnaires, group interviews, and technical conferences – should be used. Select the ones, however, the best meet your job analysis goals and timetables. </li></ul>
  40. 40. STEPS IN CONDUCTING JOB ANALYSIS <ul><li>Seek Clarification, Wherever Necessary : Some of the information collected may be entirely understood by the job analyst. Accordingly, when this occurs, one must seek clarification from those who possess the critical information. This may include the employee and the supervisor. Failure to understand ad comprehend the information will make the next step in the job analysis process – writing the job description – more difficult. </li></ul>
  41. 41. STEPS IN CONDUCTING JOB ANALYSIS <ul><li>Develop the First Draft of the Job Description : Although there is no specific format that all job descriptions follow, most include certain elements. Specifically, a job description contains the job title, a summary sentence of the job’s main activities, the level of authority and accountability of the position, performance requirements, and working conditions. The last paragraph of the job description typically includes the job specifications, or those personal characteristics the job incumbent should possess to be successful on the job. </li></ul>
  42. 42. STEPS IN CONDUCTING JOB ANALYSIS <ul><li>Review Draft with the Job Supervisor : Ultimately, the supervisor of the position being analyzed should approve the job description. Review comments from the supervisor can assist in determining a final job description document. When the description is an accurate reflection, the supervisor should sign off, or approve the document. </li></ul>
  43. 43. Multifaceted Nature of the Job Analysis
  44. 44. PROBLEMS OF JOB ANALYSIS: <ul><li>• Support from Top Management: In most cases top management support are missing. •Single Means Source: There are many proven methods for collecting data. Sometimes analysts rely on only one method while a combination might provide a better data for job analysis. •No Training or Motivation: Job holders are great source of motivation. But they are not trained or motivated to provide quality data for job analysis. •Activities may be distorted: Where training and preparedness do not exist, job holders tend to submit distorted data, either intentionally or inadvertently </li></ul>
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