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1. Job Analysis & Job Design
Lesson 02
Part I

2. What is Job?
 A job is a pattern of:
— tasks,
— duties and
— Responsibilities --- that can be done by a person (Keith Devis).
 Job consists of:
— a group of tasks ---that must be performed--for an organization to
achieve its goals
 Jobs are structured into functional clusters (departments) where
everyone in the cluster is performing similar work
 E.g. all marketing people work together in a single unit
 All engineering personnel work together in a single unit.

3. Job Analysis
• The analysis and design of job/work is one of the important
component to:
– develop and
– maintain a competitive advantage.
• Jobs are identified through a process known as “Job analysis”.
• It is also referred as:
– “Job Review” or
– “ Job Classification”
• Job Analysis differentiates one job from another.

4. Definition of Job Analysis
 Job analysis is a process of getting detailed information about job.
 Job analysis is a systematic exploration of activities within a job.
 Job analysis is a procedure for determining the:
—tasks, duties, and responsibilities of each job
—and the human attributes (KSAOs) required to perform it.
 Job analysis is a process of systematically collecting information
about work tasks.
Process involves:
—obtaining information from experts to determine the tasks that
worker must perform.
—The tools and equipment needed to perform the tasks
—and the conditions (salary, benefits, allowances, incentives,
terms and conditions) in which they are required to work.

6. Outcomes/Components of Job Analysis
Job Description
• A list of:
— a job’s duties,
— responsibilities,
— reporting
relationships,
— working conditions,
and
— supervisory
responsibilities—
one of the product
of a job analysis.
• List of TDRs
Job Specifications
• A list of:
— a job’s “human
requirements,” that
is, the essential
— education,
— skills,
— personality, and so
on—another
product of a job
analysis
• List of KSAOs
Job Evaluations
• Relative
value/worth of
each job in the
organization.

7. Details given in Job Description
 Job title
 Organizational location of the
job
 Supervision given and received
 Materials, tools, machinery and
equipment worked with
 Designation of the immediate
superiors and subordinates
 Salary levels: Pay, DA, other
allowances, bonus, incentive
wage, method of payment,
hours of work, shift, break etc.
 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

8. Details given in Job Specification
 Educational and professional
qualifications
 Experience
 Training
 Physical & Mental Status
(Physical fitness)
 Communication Skills
 Languages
 Physical Skills
 Personality Traits
 Practical experience
 Special qualities required for
performing the Job
 Intelligence, judgment and
initiative required for
performing the job

12. Job Analysis Methods
• There are four basic methods of data collection which can be
used separately or a combination:
– Observation
– Interview
– Questionnaire
– Diaries or logs
– Technical conference method
– Combination Method

13. Job Analysis Methods
Methods for collecting Job analysis information
Interviews Questionnaires
Observation
s
Diary/log Technical
Conference

14. Interview
• Information Sources
– Individual employees
– Groups of employees
– Supervisors with knowledge of
the job
– Can be conducted with a single
job incumbent, or with group
of individuals or with a
supervisor who is
knowledgeable about the job
• Advantages
– Quick, direct way to find
overlooked information
– Its relatively simple and quick
way of collecting information
including information that
might never appear in written
form
• Disadvantages
– Distorted information
– There is also possibility that the
information provided by the
respondents will be
unintentionally distorted by the
interviewer
• Interview Formats
– Structured (Checklist)
– Unstructured

15. Questionnaires
• Information Source
— Employees fill out questionnaires
to describe their job-related
duties and responsibilities
• Questionnaire Formats
— Structured checklists
— Open-ended questions
• In structured questionnaire
method, workers check or rate
items they perform on their job
from a long list of possible task
items.
• Advantages
– Quick and efficient way to
gather information from large
numbers of employees
– It is an effective way to collect
a large amount of information
in a short period of time
• Disadvantages
– Expense and time consumed in
preparing and testing the
questionnaire
– developing the questionnaire
and testing it to make sure the
workers understand the
questions can be time
consuming. And as with
interviews, employees may
distort their answers,
consciously or unconsciously

16. Observation
• Information Source
— Observing and noting the
physical activities of employees
as they go about their jobs
— This method is used to analyze
jobs that are relatively simple
and straight forward.
— Using the observation method, a
job analyst watches employees
directly or reviews films of
workers on the job
• Advantages
– Provides first-hand
information
– Reduces distortion of
information
• Disadvantages
– Time consuming
– Difficulty in capturing entire
job cycle
– Of little use if job involves a
high level of mental activity
– Observation method is not
appropriate where the job
involves significant mental
activity such as work of a
research scientist, lawyer,
teacher etc

17. Diary/logs
• Information Source
— Workers keep a chronological
diary/ log of what they do and
the time spent on each activity
— Workers are asked to keep a
record of what they do during
the day by writing a diary/log.
— The diary or log is a record by
job incumbent of job duties.
Employees record each of their
activities (along with the time) in
a log.
• Advantages
– Produces a more complete
picture of the job
– This can produce a very
complete picture of the job,
especially when added with
following interviews with the
worker and the supervisor
– Employee participation
• Disadvantages
– Distortion of information
– Depends upon employees to
accurately recall their activities

18. Technical conference methods
• Knowledge expert
• Information gathered from:
– managers/ supervisors/ immediate boss-- about specific job
characteristics.
• Opinions, suggestions and information about jobs is gathered
from experts.
• A job analysis technique that involves extensive input from the
employee’s supervisor.
• Technical conference method uses supervisor with extensive
knowledge of the job.
• Here, specific job characteristics are obtained from the expert.
• A good data gathering method.

19. Combination method
• The best results are achieved with some combination of
methods with information provide by:
– Individuals employees
– Their immediate supervisors
– A professional analyst
– Or an unobtrusive source such as filmed observation
• “Combination of these techniques”.

20. Types of Information/Data Collected in Job
Analysis

21. • Work activities
– such as cleaning, selling, teaching etc.
– The what? How? Why? When? Of the
tasks.
– Actual work activities of the job—
how, why, and when the worker
performs each activity
• Human Behaviour
– Human behaviors the job requires:
– communicating, deciding , writing.
– job demands such as lifting weights
or walking long distances
• Machine,, tools, equipment and work
aids
– Machines, tools, equipment, and
work aids used on the job: tools
used, materials processed,
knowledge dealt with or applied
(such as in finance and law), and
services rendered
• Performance standards
– Standards of expected employee job
performance: quantity andor quality
output levels that can be used to
appraise employees
• Job context
– such matters as physical working
conditions, work schedule, incentives
– and the organizational and social
working context –
– for example the number of people
with whom the employee would
normally interact
• Human requirements
– included information such as job
related knowledge or skills
(education, training, work
experience) and required personal
attributes ( aptitude, physical
characteristics, personality, interest)

22. Need of Job Analysis/When Job Analysis is carried
out?
Job Analysis is conducted on three occasions:
1. Firstly, it is done----When an organisation is started (When the
organization is founded.)
2. Secondly, it is performed when a new job is created or introduced
in the organization.
3. Thirdly, it is used when jobs are changed significantly as a result of :
 New technologies
 Methods
 Procedures
 Or systems
i.e. When changes occur ---- which require new methods and
procedures--- in performing the job e.g. introduction of new technology

23. Importance of Job Analysis to HR Managers/Uses of
Job Analysis Information

24. • Recruitment & Selection: Providing guidance in recruitment and selection:
– Job analysis information helps recruiters seek and find the right person for
the organisation.
– And to hire the right person, the selection test must access the most
critical skills and abilities needed to perform a job. This information comes
from a job analysis
• Performance Appraisal: Providing essential guidance for performance
management - in the establishment of standards of performance and hence
performance appraisal
• Training & Development: Provide a basis for determining training
– Knowing the skills necessary for jobs is essential to building effective
training programmes.
– Moreover, helping people to move efficiently form one career stage to
another can only be accomplished with information from job analysis
• Compensation management: Setting compensation and maintaining fairness
in wage and salary administration:
– Compensation is usually tied to the duties and responsibilities of a job.
– Proper compensation demands accurate assessment of what various jobs
entails

25. Job Analysis Tools
• There are various tools and techniques such as:
– O*Net model,
– PAQ model, and
– F-JAS model
that help HR managers to develop genuine:
– job description
– and job specification data.
• Though not very new but these specialized tools and techniques
are used by only a few of very high profile organizations.
• Not very common in use but once understood, these systematic
approaches prove to be extremely useful for measuring the
worth of any job in an organization.

26. O* Net Model
• O* Net means occupational information Network.
• The O* Net Content model provides:
– day top day aspects of the job and qualification and interests of
the typical worker.
• The beauty of this model is that it helps managers or job analysts
in listing job-related data for a very large number of jobs
simultaneously.
• It helps in collecting and recording basic and initial data including:
– educational requirements,
– physical requirements
– and mental
– and emotional requirements to some extent.
• It also links the level of compensation and benefits, perks and
advantages to be offered to a prospective candidate for a specific
job.

27. O* Net Model (Cont’d)
• A quick overview of the most important variables involved in getting the
work done.
• Worker Characteristics
• enduring traits that influence a person's performance on the job:
 Abilities, Work Styles (or personality characteristics), occupational work
values and interests.
• Worker Requirements
• attributes acquired through experience and/or education:
 Knowledge, Skills
• Experience Requirements
• training and experience needed:
 Job Zone (work experience in other jobs); Education, job related training,
 on-the-job training; & Experience; licensure or certification requirements

28. • Occupation Requirements
– actual work performed on the job:
 Work Activities.
• Occupation Characteristics
– labor market-related information:
 Wages (other labor market information); & Employment (labor
demand, labor supply)
• Occupation Specific Information
– detailed elements of specific jobs:
 Tasks (unique to a particular job); occupation specific skills,
knowledge, tasks, duties; and machines, tools and equipment.
• Because this information is unique to a particular job this domain
differs from other domains.

30. PAQ Model
• PAQ represents “Position Analysis Questionnaire”.
• This well-known and commonly used technique is used to analyze a job
by getting the questionnaires filled by job incumbents and their
superiors.
• Designed by a trained and experienced job analyst, the process involves
interviewing the subject matter experts and employees and evaluating
the questionnaires on those bases.
• Contents of PAQ are:
1. information input (where and how the worker gets information)
2. mental processes(reasoning and other processes that workers use)
3. work output (physical activities and tools used on the job)
4. relationships with others
5. job context (the physical and social environment—[social contexts] of
work)
6. other job characteristics (special attributes that exist on the job such as
schedule, responsibilities, pay and structure)

32. Contents of PAQ method/technique

36. Phase 1: Planning the Job analysis
 Identify objectives of job analysis
• Job analysis process must be planned before beginning to gather data
from managers and employees.
• Most important consideration is to identify the objectives of the job
analysis i.e.
– to update job descriptions
– Or---to revise the compensation programs in the organization
– Or ---to redesign the jobs in a department or division of the organization
– Or ---to change the structure in parts of the organization to align it better
with business strategies.
 Get support from top mgmt.
• Whatever the purpose identified, it is vital to obtain top management
support.
• The backing of senior managers is needed--- if any issue arises
(regarding changes in jobs or the organizational structure) to make sure
Job Analysis procedure proceeds successfully. .
• Support from the highest levels of management helps:
– when managers and employees resistance arise.

37. Phase 2: Preparing and communicating the Job Analysis
 Identify Jobs and methodology
• Preparation begins by identifying the jobs under review.
• E.g. are the jobs to be analyzed hourly jobs, clerical jobs, all jobs in one
division, or all jobs in the entire organization?
• Those jobs are analyzed that are important for the success of the
organization.
• In this phase, those involved in conducting the job analysis and the
methods to be used are identified.
 Reviewing existing job documentation
• Another task in the identification phase is to: -- review existing
documentation.
• Existing job descriptions, organization charts, previous job analysis
information, and other industry-related resources all may be useful to
review
 Communication process to managers and employees
A crucial step is to:
 communicate
 and explain the process to managers, affected employees, and other
concerned people.

38. Phase 3: Conducting the Job Analysis
 Gather job analysis data
• With the preparation completed, the job analysis can be
conducted using:
– Interviews,
– questionnaires,
– observation,
– diaries and records------ to collect information.
• Sufficient time should be allotted for obtaining the information
from --- employees and managers.
 Review and compile data
• Once the data/information from job analysis is received then it is
compiled and thoroughly reviewed for completeness.

39. Phase 4: Developing Job Descriptions and Job specifications
 Draft Job Description & Job Specification
• At this stage the job analysts will prepare draft of job descriptions
and job specifications.
 Review draft with managers and employees
• Once the drafts are completed, they should be reviewed by
managers and employees regarding their JD.
• Supervisor or manager review the completed description with
individual employees---- so that there is understanding and
agreement on the contents of JD.
 Finalize JD
• When finished, job descriptions are distributed by the HR
department to managers, supervisors, and employees

40. Phase 5: Maintaining and Updating Job Descriptions
and Job Specifications
 Update JD & JS as organization changes
• Once job descriptions and specifications have been completed and
reviewed by all appropriate individuals, a system must be developed for
keeping them current.
• Because organizations are dynamic and evolving entities, rarely do all
jobs stay the same for years.
 Periodically review all jobs
• The job description and specifications should be reviewed and revised
as appropriate before recruiting and selection efforts begin.
• For many organizations, a complete review is made once every three
years, or as technology shifts occur, and more frequently when major
organizational changes are made