The document discusses job analysis, including defining it, outlining the steps in the process, and describing various methods for collecting data. It notes job analysis involves collecting information on tasks, duties, responsibilities, skills required, and conditions in order to create job descriptions and specifications. The key steps are setting objectives, selecting jobs to analyze, performing the analysis through methods like observation, interviews, questionnaires, and developing draft descriptions and specifications. These are then used to inform HR functions like recruitment, training, performance evaluation, and compensation. Challenges can include issues with subjectivity, resources, and observing mental skills.

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2. Definition of Jobanalysis
 Job analysis steps
 Components of Jobanalysis
 Process of Job analysis
 Job analysis information
 Methods for data collection
 Job analysis method
 Uses of Job analysis
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3. Right Person forthe
Right Job at the
Right Time and In a
Right Place.
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5. TASK: Adistinct work activity which has an
identifiable beginning and end.
DUTY: Several tasks which are related by some
sequence of events.
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6. Collecting andrecording job information.
Checking the job information for accuracy.
Writing job description based on information.
Using the information to determine the skills,
abilities, and knowledge that are required on the
job.
Updating the information from time to time.
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7. 1) Job description
2) Job specification
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8. A written summary of tasks, duties and
responsibilities of a job.
Job Description
The minimum skills, education, and experience
necessary for an individual to perform a job.
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9. Job Description Job Specification
 Job Title
 Working Hours
 Duties &
Responsibilities
 Working Conditions
 Salaries &Incentives
 Qualifications
 Qualities
 Experience
 Family Background
 Training
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10.  Personnel planning
 Performance appraisal
 Hiring
 Training and development
 Job evaluation and compensation
 Health and safety
 Employee discipline
 Work scheduling
 Career planning
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11. Jobs can be analyzed through a process, which
consists of basic steps, these steps consist of:
1. Collection of background information
to be2. Selection of representative positions
analyzed
3. Collection of job analysisdata
4. Developing a jobdescription
5. Developing of a jobSpecification
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13.  The fore most step in the process of job analysis is defining the objective of the
job analysis. The objective could be either of the following:
 Redesign the job description
 Revise the compensation program
 Change the organization structure
 Redesign the job in a particular department. Once the objective is selected, it
should be well communicated to the top management because with its support only,
the changes can be made in the organization.
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14.  After setting an objective, the kind of jobs that are to be analyzed are selected,
whether the clerical jobs, managerial jobs, division specific job, etc. Also, the
members who are included in the analysis and the methods to be used are
identified. At this stage, the complete review of the existing job description is done
to have a fair insight of the duties, responsibilities, organization chart, working
conditions, hazards, etc. that exist in a particular set of jobs.
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15.  The next stage in the process of job analysis is to perform or begin with the job
analysis. Here, the sufficient time should be allotted for collecting the job details
from the employees. The information from the employees can be collected through
questionnaires, interviews, or through an observation method. Once the information
gets collected it needs to be sorted on the basis of its nature, division, department.
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16.  At this stage, the job analyst prepares a draft of the job description and the
specifications. After sorting of the information, the changes that need to be made in
the jobs is identified and is written on paper. Once the draft gets prepared, it is
circulated to the managers, supervisors, and the employees.
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17.  This is the last step in the process of job analysis wherein the job descriptions,
and the specifications are timely checked and modified according to the
changing needs of the organization.
 The job analysis results in the job description and the job specification. The
Job description comprises of job duties, the level of responsibilities, working
conditions, etc. and whereas the job specification tells about the skills,
education, background, qualification, training, communication skills required
to perform a specific job.
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18.  Job identification
 Significant characteristicsof a job
 What the typical worker does?
 Job duties
 What materials and equipments the worker
uses
 How a job is performed
 Required personal attributes
 Job relationships
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19. Job Analysis Methods
There are several methods of collecting job analysis
information yet choosing the one or a combination of
more than one method depends upon the needs and
requirements of organization and the objectives of the
job analysis process.
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20. 1. Observation Method
2. Interview Method
3. Daily Method
4. Functional Job Analysis (FJA)
5. Questionnaire Method
6 Job Performance Method
7. Motion Study Method
8. Conference of Experts
9. Group Interview Method.
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21. Observation Method
In the observation method information is collected through observation of the
work performed along with discussion with the supervisor of the job.An
experienced and expert analyst combines interviewing and on-the-job observation
to provide a more accurate analysis than is usually secured by the use of either one
of the methods. This method can be used if a particular job is a simple .
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22. Interview Method
The understanding of the job may also be gained through interviewing both the
supervisor and the employee as either an individual or a group setting. Face to
face interviews are an effective way to collect job information, because the job
holders are most familiar with the job. This method can provide information
about standard as well as nonstandard activities of the job and can supplement
the information obtained through personal observation.
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23. Record Method
In this method, the employee describe their daily work activities in a
diary or log. After analyzing the diary or log over a specified period of
time, a job analyst is able to record the essential characteristics of a job.
This method does not give any desirable data on supervisor’s
relationship, the equipment used and working conditions. Maintaining
logs are time consuming and costly. It requires the job holders to record
in details their activities on a daily basis.
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24. Functional Job Analysis (FJA)
Functional job Analysis tries to examine the Fundamental components of
Data , people and things. It is a method that uses precise terminology and
a structured job analysis “schedule” to record information regarding the
job content. It is especially useful to the recruiting and selection
functions.
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25. Questionnaire Method
In this method a questionnaire is prepared to get the job information and
it is circulated among all job holders. The questionnaire asks the job holder
to supply the several types of information sought in job analysis. It may, in
addition, ask the immediate supervisor to examine and comment on the
replies provided by the job holders. No single questionnaire is appropriate
for all types of jobs. However, most of them follow an outline that first
identifies the job, seeks information on the principal tasks involved and
then ask questions design to discover the mental skill and physical
requirements of a satisfactory job holder.
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26. Job Performance Method
In this method the job analyst actually performs the job in question and thus
receives 1st hand experiences of contextual factors on the job including physical
hazards, social demands, and emotional pressures mental requirements. With
this approach, the job analyst actually performs the job and to gets first hand
exposure. The job analyst gets an actual feel of job as well as the physical,
environmental and social demands of the job.
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27. Conference of Experts
This method utilizes senior job holders and supervisors with extensive
knowledge of the job. The interaction with the members during the interview
adds insight and details that the analyst might not get from individual job
holders.
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28. Motion Study Method
Under this method, the speed of an individual worker in performing some job
and time consumed therein are both noted. Similar examinations being
performed on other individuals doing the same work, and the results obtained
are compared. Such a study of speed and time helps in job analysis and
classification of the workers.
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29.  HR planning
 Recruitment and selection
 Orientation
 Job evaluation
 Training and development
 Performance Appraisal
 Compensation and Benefits
 Career planning anddevelopment
 Health and safety
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30.  Present immediate information
Assist in designing the requirements to perform
a job.
 Assist in the hiring process
Helps in performing evaluation and appraisal
processes.
 Assists in delivering appropriate training.
Assists in Deciding Compensation Package fora
Specific Job 30

31.  Subjective matters
 Lengthy projects
 Require lots of human efforts
 Source of Datais Extremely Small
 Unqualified JobAnalyst
 Mental Abilities Cannot be Directly Observed
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