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3. JOB ANALYSIS:
 Is a process to identify and determine in detail
the particular job duties and requirements
and the relative importance of these duties for
a given job.
 Is a process where judgments are made about
data collection on a job.

4.  An important concept of job analysis is that the
analysis is conducted of the job, not the person.
 While job analysis data may be collected from
incumbents (compulsory) through interviews or
questionnaires, the product of the analysis is a
description or specifications of the job, not a
description of the person.

5.  Job analysis is a procedure which determines the
duties and responsibilities, nature of the job and
finally to decide qualifications, skills and knowledge
to be required for an employee to perform
particular job.
 Job analysis helps to understand what tasks are
important and how they are carried on.

6.  Job analysis forms basis for later HR activities such
as developing effective training program, selection
of employees, setting up of performance standards
and assessment of employees (performance
appraisal) and employee remuneration system or
compensation plan.

7. TYPES OF JOB ANALYSIS:
i) Qualitative job analysis: gather information for
personal purpose of an organization, includes
information about duties, tasks, skills, knowledge,
responsibilities, efforts, working conditions,
equipment’s etc.
ii) Quantitative job analysis: done for production
purpose i.e duties, tasks, time required etc.

8. PURPOSES OF JOB ANALYSIS:
Preparations of human resources.
Training and development of employees.
Recruitment, selection and placement of
employees.
Performance appraisal of employees.
Reward management.
Welfare safety for employees.
Job design and redesign.
Job evaluation.

9. PROCESS OF JOB ANALYSIS:
1.Organizational analysis: identification of overall link
between jobs and organizational objectives and
contributing factors.
2. Selection of strategic choices: decide a particular
job to be selected for analysis i.e the level of
organization, employee’s involvement, timing and
frequency of analysis and sources of data.

10. 3. Collection of job analysis data and information
processing: data are collected as the characteristic of
the job, required qualification and behavior in
personnel for that job.
4. Preparation of job description: the job in terms of
functions, duties, responsibilities, operations are
prepared in a particular format.

11. 5. Preparation of job specification: describing the
specifications of the job including the personal
attributes in terms of traits, skills, training and
experience.

12. DATA COLLECTION METHODS FOR JOB ANALYSIS:
 Observation method: observation of the nurse
performance by the nurse manager, by direct
observation, working method analysis and critical
incidence technique.
 Interviews: asking questions to both supervisor and
nurse individually or in a group. Highly reliable data/
information may be collected if trained interviewer
does the work.

13.  Panel of experts: highly experienced/ experts
collects information from the group.
 Diary method: employees are asked to keep diary to
note their daily activities.
 Use of questionnaire: this is the standard method
and widely used to gather reliable information’s in a
short period of time.

15. Definition
 A job description is a useful, plain-language tool that
describes the tasks, duties, function and
responsibilities of a position. It outlines the details of
who performs a specific type of work, how that work is
to be completed, and the frequency and the purpose of
the work as it relates to the organization's mission and
goals.

16. IMPORTANCE OF A WELL-
WRITTEN JOB DESCRIPTION
 A poorly written job description often results in a
significant amount of unqualified applicants and it
fails to attract qualified applicants due to
uninformative and non-targeted job postings.

17. IMPORTANCE OF A WELL-
WRITTEN JOB DESCRIPTION
 The benefits of a well written job description include
increased employee satisfaction, enhanced motivation
and desire for professional growth, and improved
quality and reliability of annual performance reviews.

18. IMPORTANCE OF A WELL-
WRITTEN JOB DESCRIPTION
 When an applicant is provided a detailed job
description, he or she only applies when there is
significant interest in the job requirements.
 Therefore, when selected, the new employee is fully
aware of responsibilities, expectations and working
conditions, which eliminate the likelihood of
experiencing dissatisfaction.

19. Uses of job description
 Uses by supervisors
 Uses by employees
 Uses of employment and compensation agencies

20. USES OF SUPERVISOR
 Explain the core functions of the position when
interviewing applicants or orienting a new employee
 Determine work objectives
 Perform organizational analysis and planning

21. USES OF SUPERVISOR
 Improve employee performance through feedback
based upon assigned duties and responsibilities
 Improve employee morale by clearly defining job
requirements and expectations
 Provide an organized, defensible basis for personnel
decisions

22. Uses by employees
 Upon hire, give employees a copy of their job
description to help them understand the specific
duties and responsibilities of their new position.
 Employees can refer to their job description to
measure whether or not they are performing
satisfactorily and meeting expectations.
 If written properly, job descriptions can help
employees understand how they fit in the organization
and how their work helps achieve the organization's
goals.

23. Uses by employment and
compensation agencies
 Human resources staff members use job description to
compare one position to another.
 The comparison assures that job classification, pay
decision, and benefit allocation are fairly and
accurately handled.
 This helps to provide a basis for manpower planning of
different member cadre of health team members.
 Assist with recruitment, selection, placement,
orientation and evaluation of employees and provides
carrier.

24. Elements/ Content of an effective
job description
1. Job title and location
2. Job summary
3. Working environment
4. Work Activities
5. Performance expectations
6. Compensation and benefits
7. Job competencies

25. 1. Job title and location
 to illustrate the general nature of a job
 a well- written job title provides a sense of identity for
workers,
 especially when attempting to group employees who
perform similar functions within the organization.

26. 2. Job summary
 critical component
 the position's responsibilities, duties, nature of work,
and purpose.
 serves as an introduction to the remaining
components of a job description,
 it allows one to develop a general understanding of a
position

27. 3. Working environment
 the general working condition such as
working environment,
surrounding equipment and tools,
potential stressor and dangers,
internal competition levels,
expected schedule,
physical and mental demands,
 and level of responsibility.

28. 4. Work Activities
 This piece of a job description details the specific tasks
and activities in which the worker is involved.
 based on intellectual, technological, divisional related
to the position.

29. 5. Performance expectations
 This section details expectations of performance
relative to departmental and organizational standards
of productivity.
 be organized according to the type of work activities.

30. 6. Compensation and benefits
 This section of a job description is merely for legal
purposes.
 It lists the method, frequency, and amount of
compensation as well as any potential variable
compensation components.

31. 7. Job competencies
 job specification,
 most important component of a job description
 describes the knowledge, skills, abilities, and other
characteristics necessary to be successful in the job.

32. Structure of a job description
a. Organizational information
b. Job summary
c. Duties/ Responsibilities / Percentage of time
d. Working condition
e. Job specification

33.  Organizational information
Information such as the job title,
department name, reporting relationships,
and whether the job is regular or temporary
and full- time or part - time.
 Job summary
Two to four sentences to answer the
questions " Why does this job exist?"

34. Duties/ responsibilities/
percentage of time
 A listing of the major duties and responsibilities of the
position organized from essential to non- essential or
most important to least important or most time spend
to least time spent.

35. Working condition
 The physical, mental, and environmental conditions in
which the work is performed.
 Job specification:- The minimum education, work
experience, knowledge, skills, and abilities required to
do the job. Also lists any needed licenses or
certifications.

36. Step of developing job
descriptions
Step 1: Decide whom and who is going to develop
job descriptions

37. Step2: Perform a job analysis
This process of gathering, examining and interpreting
data about the job so that an organization can perform
efficiently.
Performing a analysis includes the following steps:
 Interviewing employees to find out exactly what tasks
are being performed.
 Observing how tasks are performed.
 Collecting data on jobs from other resources such as
salary, surveys,etc.

38. Step 3: Establish the essential
functions
 Ensure that the tasks as part of the job function are
truly necessary or a requirement to perform the job.
 Determine how much time is spent performing a task.
 Determine the consequences of not performing the
function
 Determine if the tasks can be reassigned to another
employee.

39. Step 4: Organize the data concisely
The structure of the job description may vary from
organizations to organizations.
The following topics should be included:
 Job title: name of the position.
 Classification: exempt or nonexempt under the Fair
Labor Standards Act (FLSA).
 Salary grade/level/family/range
 Reports to: title of the position to whom need to
report.

40. Step 4
 Supervisory responsibilities
 Work environment
 Physical demands
 Position type and expected hours of work
 Travel
 Date
 Summary/objective
 Essential functions

41. Step 5
 Write the summary statement, providing the brief job
overview. Determine the degree of supervision and
include this in the summary if applicable.

42. Step 6: Add the disclaimer
 It is a good idea to add a statement that indicates that
the job description is not designed to cover or contain
a comprehensive listing of activities, duties or
responsibilities that are required of the employee.
Other duties, responsibilities and activities may
change or be assigned at any time with or without
notice.

43. Step 7: Add the signature lines
 Signatures are an important part of validating the job
description.
 They show that the job description has been approved
and that the employee understands the requirements,
essential functions and duties of the position.
 Signatures should include those of the supervisor and
of the employee.

44. Functional verb Definitions While
Developing Job Descriptions
 It is important that the stated job functions are
similarly interpreted by the writer of the job
description as well as the evaluator of the job
description.
 The following list is intended to provide you with
"working definitions" for some commonly used verbs
to ensure clarity amongst many leaders and prevent
the use of indefinite or ambiguous expressions.

45. Administer: Manage or direct.
Advise: Offer an informed opinion or give specialized
information to others.
Allocate: Assign or apportion for a specific purpose or to
a particular person.

46.  Appraise: Judge as to quality or value; compare
critically with established standards.
 Approve: Exercise final and decisive authority.
 Analyze: Identify the elements of a whole and
critically examine and relate these component parts
separately and/or in relation to the whole.
 Assign: Specify or designate tasks and duties to be
performed by others.

47.  Authorize: Approve or commit an act implying
subsequent action by others.
 Compile: Put together information or assemble data
in a new form.
 Control: Direct, regulate, or guide the use of money,
methods, equipment, and materials. Also, the process
of monitoring activities to ensure conformance with
planned results.

48.  Coordinate: Regulate, adjust or direct the related
actions of others in order to attain desired results.
 Create: Produce through imaginative skill.
 Delegate: Entrust to another person tasks or duties
that require exercise of some authority of the person
originally responsible, as "to delegate an
administrative assistant to represent the department at
conferences."

49.  Develop: Disclose, discover, perfect, or unfold a plan
or idea in detail, gradually. It implies study and/or
experiment unless otherwise stated. (When used as "to
develop subordinates," see "Train".)
 Devise: Form in the mind by combinations of ideas,
new applications of principles, or new arrangements of
parts.
 Study: Apply thought to any subject of investigation.

50.  Direct: Govern or control work operations by
establishing and implementing objectives, practices,
and methods.
 Estimate: Forecast future quantities, values, sizes,
extents, etc., either on the basis of judgment or
calculations.
 Execute: Put into effect or carry out methods, plans,
etc.

51.  Forecast: Predict future events based on specified
assumptions.
 Implement: Carry out or fulfill by taking action.
 Inform: Communicate knowledge to others. Initiate:
Set in motion or introduce.
 Inspect: Examine materials, equipment, reports,
work, etc.

52.  Interpret: Explain to others (orally or in writing) the
meaning or significance of something. Investigate:
Uncover facts by systematically finding them,
conducting a searching inquiry, and examining various
sources.
 Maintain: Keep in satisfactory condition.
 Manage: Plan, organize, direct, control, and evaluate
operation of an organizational unity with
responsibility for the output.

53.  Negotiate: Confer with others to reach an agreement.
 Propose: Suggest for consideration or adoption.
 Recommend: Present a matter for action or approval.
 Research: Specific inquiry involving prolonged and
critical investigation, having for its aim the study of
new facts and their interpretation, the revision of
accepted conclusions or theories that may be affected
by newly discovered facts, or the practical application
of such new or revised conclusions.

54.  Review: Consider or examine facts or results for
accuracy, completeness, and suitability.
 Supervise: Personally oversee or control work
performance and conduct of others where there is
opportunity for control or inspection of work
performed.
 Train: Teach, demonstrate, or guide others in the
performance of assigned work.

55. Example
Job description of Auxiliary Nurse Midwife (Health
Post)
 Job title: Auxiliary nurse midwife (ANM)
 Level: assistant 4th, 5th, and officer 6th
 Qualification: completion of ANM course from
recognized institution
 Place of work: health post
 Experience: according to health service act
 Responsible to: incharge of health post

56. Job description
 Responsible for: VHW, office assistant, and FCHV
 Relation/ Co-Ordination: Sub Health Post, PHC, District
Public Health Office, District Health Office and Other
Related Governmental and Non-Governmental
Organization
 Roles: those ANM working in health post have roles as
maternal and new born health service provider under
health post incharge’s supervision. The ANM will carry out
the following reproductive health related to safe
motherhood, child health and other primary health related
activities. Stated activities should be followed according to
the code of conduct made by Nepal Nursing Council.

57. Activities
 Collect and record basic information
 Prepare work plan
 Immunization
 Nutrition
 Diarrhoeal diseases control (in absence of HA or
AHW)
 Control of respiratory tract infection (in absence of HA
or AHW)
 Family planning services
 Safe motherhood

58. Activities
 Newborn care
 Safe abortion
 Adolescence health
 STD/ HIV/ AIDS
 Epidemic control and natural disaster management
 Conducting outreach clinic
 Essential health care services (absence of HA and
AHW)
 Health education

59. Activities
 FCHV programme
 Supervision, monitoring and evaluation
 Recording and reporting
 Others

61. Job Specification
 Job specification is a statement of the minimum
acceptable qualifications that an incumbent (person in
possession of an office) must possesses to perform a given
job successfully.
 A job specification defines the knowledge, skills and
abilities that are required to perform a job in an
organization.
 Job specification covers aspects like education, work-
experience, managerial experience etc. which can help
accomplish the goals related to the job.

62.  Job specification helps in the recruitment & selection
process, evaluating the performance of employees and
in their appraisal & promotion.
 Job specification usually developed with the co-
operation of personnel department and various
supervisors in the whole organization.

63. Purpose of Job Specification
 Job specification helps candidates analyze whether are
eligible to apply for a particular job vacancy or not.
 It helps recruiting team of an organization understand
what level of qualifications, qualities and set of
characteristics should be present in a candidate to
make him or her eligible for the job opening.

64.  Job Specification gives detailed information about any
job including job responsibilities, desired technical
and physical skills, conversational ability and much
more.
 It helps in selecting the most appropriate candidate for
a particular job.

65. Importance of Job Specification
 The importance and purpose of job specification is a
thoroughly understand the specific details of a job and
jobs can require a different skill sets to get the maximum
output from a particular.
 Job specification gives important details related to the job
like education & skills, prior work experience, managerial
experience, personality traits etc. which would help an
employee accomplish the objectives of a job.

66.  Job specification lays down the guidelines basis of
which the company can recruit and select the best
possible candidate who would be best suited for the
job.
 Job specification can be used for screening of resumes
& shortlist only those candidates who are the closest
fit to the job.

67. Components of Job Specification
1. Educational Qualification
 This parameter gives an insight on how qualified a certain
individual is. It covers their basic school education,
graduation, masters degree, other certifications etc.

68. 2. Experience
 Job specification clearly highlights the experience required
in a particular domain for completing a specific job. It
includes work experience which can be from a specific
industry, position, duration or in a particular domain.
Managerial experience in handling and managing a team can
also be a job specification criteria required for a particular
position

69. 3. Skills & Knowledge
 This is an important parameter in job specification
especially with knowledge and skill based profiles. The
higher the position in a company, the more niche the skills
become and more is the knowledge required to perform the
job. Skills like leadership, communication management,
time management, team management etc. are mentioned.

70. 4. Personality traits and characteristics
 The way in which a person behaves in a particular situation,
handles complex problems, generic behavior etc. are all
covered in the characteristics of a job description. It also
covers the emotional intelligence of a person i.e. how
strong or weak a person is emotionally.

71. Job Specification Example
Education Must be an engineer and MBA in marketing for a reputed MBA institute
Work
experience
Must have prior work experience in marketing & sales (preferably telecom or
FMCG)
Skills &
Knowledge
1. Must be a good communicator and must be able to lead a team.
2. Prior experience in handling ATL-BTL activities and managing
promotional events.
3. Must be able to handle social media like Facebook, Twitter and help build
online brand
4. Experience in managing PR and media
5. Strong analytical skills and problem solving skills
6. Must understand business, come up with innovative products and launch
them
Personality
Traits &
Characteristics
1. Must be presentable and a good orator
2. Should be calm in complex situations and show leadership skills in
managing multiple teams
3. Should be emotionally strong and should give timely deliverables
Here is a sample job specification, which is prepared for a marketing manager
in a telecom company.

72. Advantages of Job Specification
 Job specification highlights all the specific details
required to perform the job at its best.
 Helps in screening of resumes and saves time when
there are multiple applications by choosing those who
are closest to the job specification.
 HR managers can used job specification as a
benchmark to evaluate employees and give them
required trainings.

73.  It helps in job evaluation.
 It helps the management to take decisions regarding
promotion, transfers and giving extra benefits to the
employees.
 The job specification is also useful for distribution in
social media, for screening resumes, and for
interviewers.
 Job specification helps candidates analyze whether are
eligible to apply for a particular job vacancy or not.

74. Disadvantages of Job Specification
 The process may take very long and consume lots of
human efforts. Since, it involves collecting detailed
information.
 Job description is time bound and changes with changing
technology and changing knowledge & skill requirements.
 The data collected may not be 100 percent genuine.
 It can only give a framework of emotional characteristics
and personality traits but cannot specify the experience or
forecast complex issues.

76. INTRODUCTION
 Job evaluation is a systematic procedure for
determining the relative worth of job in an
organization. Once the worth of the job is determined
it becomes easier to fix a wage structure that will be
Fair.
 Job evaluation is the process of analyzing and
assessing various jobs systematically to ascertain their
relative worth an organization.

77. DEFINITION
 “ A process to determine the relative worth of various
jobs within the organization, so that differential wages
may be paid to jobs of different worth.” Wendell L
French
 Job evaluation is an assessment of the relative worth of
various jobs on the basis of a consistent set of job and
personal factors, such as qualifications and skills
required.

78. Objectives
 To establish an orderly, rational, systematic structure
of jobs based on their worth to the organization.
 To justify an existing pay rate structure or to develop
one that provides for internal equity.
 Te assists in setting pay rates that are comparable to
those of in similar jobs in other organizations to
compete in market place for best talent.
 To provide a rational basis for negotiating pay rates
when bargaining collectively with a recognized union.

79. Objectives contd…
 To ensure the fair and equitable compensation of
employees in relation to their duties.
 To ensure equity in pay for jobs of similar skill, effort,
responsibility and working
 To establish a framework of procedures to determine
the grade levels and the consequent salary range for
new jobs or jobs which have evoked and changed

80. Objectives contd…
 To identify ladder of progression for future movement
to all employees interested in improving their
compensation.
 To copy with equal pay legislation and regulations
determining pay differences according to job content.
 Te develop a base for merit or pay-for-performance

81. Advantages
 Reduction in inequalities in salary structure- It is
found that people and their motivation is dependent
upon how well they are being paid. Therefore the main
objective of job evaluation is to have external and
internal consistency in salary structure so that
inequalities salaries are reduced.

82. Advantages contd…
 Specialization - Because of division of labor and
thereby specialization, a large number of enterprises
have got hundred jobs and many employees to perform
them. Therefore, an attempt should be made o define a
job and thereby fix salaries for it. This is possible only
through job evaluation.

83. Advantages contd…
 Helps in selection of employees- The job evaluation
information can be helpful at the time of selection of
candidates. The factors that are determined for job
evaluation can be taken into account while selecting
the employees.
 Relevance of new jobs - Through job evaluation, one
can understand the relative value of new jobs in a
concern.

84. Advantages contd…
 Harmonious relationship between employees and
manager - Through job evaluation, harmonious and
congenial relations can be maintained between
employees and management, so that all kinds of
salaries controversies can be minimized. The process
of determining the salary differentials for different
jobs become standardized through job evaluation.
This helps in bringing uniformity into salary structure

85. Limitations
 Though there are many ways of applying job
evaluation in a flexible manner, rapid changes in
technology and in the supply of and demand for
particular skills, create problems of adjustment that
may need further study.
 When job evaluation requires in substantial changes
in the existing wage structure, the possibility of
implementing these changes in a relatively short
period may be restricted by the financial limits within
which the firm has to operate.

86. Limitations contd…
 When there are a large proportion of incentive
workers, it may be difficult to maintain a reasonable
and acceptable structure of relative earnings.
 The process of job rating is, to some extent, inexact
because some of the factors and degrees can be
measured with accuracy
 Job evaluation takes a long time to complete, requires
specialized technical personnel and quite expensive.

87. REFERENCES:
 https://www.mbaskool.com/business-concepts/human-
resources-hr-terms/1792-job-specification.html
 https://www.scribd.com/document/114024099/2-Job-
Analysis-Job-Description-Job-Specification
 https://www.businessmanagementideas.com/human-
resources-management/job-specification/job-
specification/21246
 https://www.managementstudyguide.com/job-
description-specification.htm

88. Reference
 Pandey. N and Dhakal. K “Leadership and
Management in Nursing”1st edition 2014, Makalu
publication house, Dillibazar, Kathmandu
 Pathak S, Sapkota S, A Textbook of leadership and
Management For nursing, second edition, 2020,
Vidyarthi Pustak Bhandar, bhotahity, Kathmandu