Hrm job-analysis

1. JOB ANALYSIS
Job analysis is conducted to determine the responsibilities inherent in the
position as well as the qualifications needed to fulfill its responsibilities. It is
essential when recruiting to locate an individual having the requisite
capabilities and education.
IMPORTANCE OF JOB ANALYSIS
Successful HRM practices can lead to outcomes that create competitive
advantage. When properly performed, job analyses can enhance the
success of HRM practices by Iaying the required foundation.
DEFINITION OF DIFFERENT JOB TERMS
a. Position - Consists of the responsibility and duties performed by an
individual. There are as many positions in a firm as there are employees.
b. Job-group of positions that are similar in their duties. In some instances,
only one positionmay be involved, simply because no other similar position
exists.
For example, the position of the chief accountant also contributes a job
since there is only one chief account position in the organization.
c. Occupation - group of jobs that are similar as to kind of work and are
found throughout an industry. An occupation is a category of work found in
many firms.
d. Job Analysis - The procedure used for collecting/determining
information relating to the operations and responsibility of a specific job.
The end result is job description and specifications.

2. e. Job Description - organized, factual statements of the duties and
responsibilities of a specific job. It tells what is to be done, how it is done,
and why. It is a list of job duties, responsibilities, reporting relationships,
working conditions, and supervisory responsibilities.
f. Job Specifications - written explanation of the minimum acceptable
human qualities necessary for effective performance of a given job. It
designates the qualities required for acceptable performance, which are
requisite education, skills, personality, and no on.
g. Job Classification - Grouping of jobs on some specified basis such as
kind of work or pay. It can refer to a grouping by any selected
characteristics but preferably used most often in connection with pay and
job evaluation.
h. Job Evaluation - Systematic and orderly process of determining the
worth of a job in relation to other jobs. The objective is to determine the
correct rate of pay.
i. Tasks - Coordinated and aggregated series of elements used to
procedure and output
j. O* Net - Online resource which has replaced the Dictionary of Job Titles;
lists of job requirements for a very large numbers of jobs
k. Functional Job Analysis - A task-based or work-oriented technique
describing the worked performed.
l. Position Analysis Questionnaire (PAQ} - An example of a job analysis
method
Job analysis provides information in several cases including the
following:
1. How much time is taken to complete basic tasks?
2. How are tasks grouped together into a job?

3. 3. How can job be designed so that employee performance can be
improved?
4. What kind of skills is needed to perform a given job?
5. What kind of person is best suited to perform for other HR activities?
Specific Information Provided by Job Analysis
1. Job title and location
2. Organizational relationship- brief explanation of the number of persons
supervised and job title of the position supervised. It is also reflects
supervision received.
3. Relation to other jobs- describes and outlines the coordination required
by the job
4. Job summary- condensed explanation of the content of the job
5. Informationconcerning to job requirements- usually provides information
about machines, tools, materials, mental complexity and attention required,
physical demands and working conditions. It varies from job to job.
USES OF JOB ANALYSIS INFORMATION
1. Preparingthe job description and writing the job specifications
The result of job analysis provides a complete description that
contains job summary, the job duties and responsibilities, machine and
equipmentused to describe the individual traits and characteristics required
in performing the job well.

4. 2. Recruitment and selection
Job analysis information is useful when searching for the right person to fill
the job. It helps to seek and find the type of people that will contribute to
and suit the needs of the organization.
3. Determining the rate of compensation
Job analysis information is also essential for estimating the value of and
appropriate compensation for each job. This is because compensation
usually depends on the job’s required skill and educational level, safety
hazards, degree of responsibility, and so on, all of which are assessed
through job analysis.
4. Performance appraisal
It involves comparison of actual versus planned output. Job analysis
information is used to identify the standards and performance objectives
and specific activities to perform against which employees are evaluated. It
is used to acquire an idea of acceptable level of performance for a job.
5. Training
Job analysis information is used to design training and development
programs because the analysis and resulting job descriptionshow the skills
and therefore the kind of training that is required. Training and development
are conducted to satisfy these skills and competency requirements.
6. Career planning and development
The movement of individuals into and out of positions, jobs,and occupation
is a common procedure in organizations. JA provides clear and detailed
information to employees on career movement.
7. Safety
The safety of a job depends on the proper layout, standards, equipment,
and other physical conditions. What a job entails and the type of people

5. needed contribute information to establish safe procedures so that unsafe
practices can either be changed or discounted.
8. Labor relations
An attempt of an employee to add or subtract from the duties listed, as a
result of job analysis, is already a violation of this standard. The labor union
as well as the management is interested in this matter. Controversies often
result and a written record of the standard job jurisdiction is valuable in
resolving such disputes.
METHODS USED IN JOB ANALYSIS
1. INTERVIEW - Job analysis information can be obtained by interviewing
the job incumbent or by group interviews with group of employees doing
the same job or by interviewing the supervisor who is knowledgeable about
the job. Interview information is particularly valuable for professional and
technical jobs that mainly involve thinking and problem solving.
2. OBSERVATION - Direct observation is especially useful when jobs
consist mainly of observable physical activity. Jobs like those of a janitor,
production workers, and drivers are examples of these. On the other hand,
observation is usually not appropriate when the job entails significant
amount of mental activity, such as the work of the lawyer, financial analyst.
Etc.
3. QUESTIONNAIRE - The use of questionnaire is usually the least costly
method for collecting large amount of information in a short period of time.
Advantages of using the questionnaire method include the information
gathered is quantitative in nature and can be easily updated as the job
changes. It usually includes questions asking worker to describe the kinds

6. of experiences, qualification, activities performed and the importance of
each activity or the percentage of time spent in performing it.
4. EMPLOYEE RECORDING/USE OF LOG BOOK - This is a recording by
job incumbents of job duties, frequency of the duties and when the duties
are accomplished. This can produce a complete picture of the job,
especially when supplemented with subsequent interviews with the worker
and the supervisor.
STEPS IN CONDUCTING JOB ANALYSIS
STEP 1 - Provide a broad view of how each job fits into the total fabric of
the organization. This is to determine hoe data will be used in HRM
planning. HR managers should decide what data needs to be collected, the
best method of collection, and the uses of the information in a
comprehensive HRM strategy.
STEP 2 - Identify the use to which the information will be put, since this will
determine the type of data to be collected and how to collect data. This

7. requires studying the organization charts, job descriptions, and work
process charts.
STEP 3 - Since it is usually too costly and time consuming to analyze every
job, a representative sample of jobs needs to be selected. Review relevant
background information such as organization charts, process charts, and
existing job descriptions.
Organization chart shows how the job in question relates to other jobs and
where it fits in the overall organization. It should identify the title of each
position and, by means of interconnecting lines, show who reports to whom
in the hierarchy.
Process charts show the flow of inputs to and outputs from the job under
study. Existing job description can provide a starting point from building the
revised job description.
STEP 4 - This involves the actual analysis job by collecting data on job
activities, required employee behavior, education, training, experience
requirements,working hours, equipmentused, required job duties, process
workflow, working conditions, and human traits and abilities needed to
perform the job. This is done through the use of acceptable job analysis
techniques. The information collected in step 4 is then used in Step 5 and
Step 6 to develop the job description and job specifications. A job
descriptionand a job specification are usually two concrete products of the
job analysis.