A presentation on Job analysis

1. Presented by:
SHAFIQ-UR- REHMAN
(Psychologist & HR Specialist)
University of the Punjab
Lahore

2.  Provide information about jobs currently
being done and the KNOWLEDGE, SKILLS and
ABILITIES that individuals need to perform
the jobs adequately.
(KSA’s ANALYSIS)

3. Human Resource Planning:
 Process of determining an organization’s
human resource needs.
Mission Statement:
 A brief statement of the reason an
organization is in business.

4.  A process for determining an organization’s
STRENGTH, WEAKNESSES, OPPORTUNITIES,
and THREATS.
STRENGTH:
 An organization’s best attributes and
abilities.
WEAKNESSES:
 Resource of an organization lack or activities
it does poorly.
CORE COMPETENCY:
 Organizational strength that represent
unique skills or resources.

5.  A computerized system that assist in the
processing of HRM information.
REPLACEMENT CHART:
 HRM organizational charts indicating
positions that may become vacant in the
near future and the individuals who may fill
the vacancies.

6.  Provides information about jobs currently
being done and the KNOWLEDGE, SKILLS and
ABILITIES that individuals need to perform
the jobs adequately.

7. Observational Method:
 A job analysis technique in which data
are gathered by watching employee
work.
Individual Interview Method:
 Meeting with an employee to determine
what he or her job entails.
Group Interview Method:
 Meeting with a number of employees to
collectively determine what their job
entails.

8. Structured Questionnaire Method:
 A specifically designed questionnaire on
which employees rate taskss they perform in
their jobs.
Technical Conference Method:
 A job analysis technique that involves
extensive input from the employee’s
supervisor.
Diary Method:
 A job analysis method requiring job
incumbents to record their daily activities.

9.  A job analysis technique that rates jobs on
elements in SIX activity categories.
Information Input:
 Where and how the workers get
information.
Mental Processes:
 What reasoning and decision making
planning.
Work Output:
 Tools and devices arebeing used.

10. Relationships with other people:
 What relationships are required.
Job context:
 In what physical and social contexts is work
performed.
Other job characteristics:
 What special attributes exists on this
job(schedule, pay, responsibilities).

11.  The O*NET content model provides a detailed
description of the knowledge, skills and abilities that
a worker will need to perform the every day tasks of
a job.
 O*Net replace the popular DICTIONARY OF
OCCUPATIONAL TITTLE (DOT).
Purpose:
 Provide more information to students needing carrier
research to write reports and HR professional who
want updated information on job requirements for
jobs analysis.
 Information provide online with out cost.
 Slandered occupational classification (SOC) used by
GOVT. and industry.

12. WORKER
CHARACTERISTICS
Abilities
Occupational
Interests
Work values
Work styles
WORKER
REQUIREMENTS
Skills
Knowledge
Education
EXPERIENCE
REQUIREMENTS
Experience and
Training
Licensing
OCCUPATIONAL
REQUIREMENTS
Generalized work
activities
Work context
WORKFORCE
CHARACTERISTICS
Labour Market
Information
Future Employee
opportunities
OCCUPATION
SPECIFIC
INFORMATION
Task
Tools and technology

13.  Statement of what a job holder does, how it
is done under what conditions and why.
 It includes job tittles, job identification, job
duties, job specifications.

14.  Statements indicating the minimal
acceptable qualifications must posses to
successfully perform the essential elements
of their jobs.
 Specialized knowledge/skills
 Education/experience
 Training/equipment
 Work environment/physical requirements

15.  Specific the relative values of each job in the
organization.
JOB DESIGN:
 Refers to the way that the position and the
tasks within that position are organized,
including how and when the tasks are done
and any factor that effect the work such as
in what order the tasks are completed and
the condition under which the tasks are
completed.

16.  Expending job content to create more
opportunities for job satisfaction.
 Fredrick suggested ”If you want people to do
a good job, give them a good job to do”.
 J.recherd Hackman offered a model of how
to design jobs that provide motivation based
on five core job characteristics:

17. I. Skill variety:
Alloying workers to use different skills
and talents to do a number of different
activities.
II. Task Identity:
Workers are able to see a completed
product or project or some visible outcome
that creates a sense of accomplishment.
III. Task Significance:
The tasks performed have some meaning
full impact on the organization or the
external environment.

18. IV. Autonomy:
worker has some control over the job.
V. Feedback from the job itself:
The job includes some opportunity.

19.  Employees work longer days in exchange for
longer weekends or other days off.
Flex Time:
 An Alternative to traditional “9 to 5” work
schedules allows employees to vary arrival and
departure times.
Job Sharing:
 Two people share one job by splitting the work
with and the responsibilities of the position.
Telecommuting:
 Using technology to work in a location other then
the traditional work place

20. ADVANTAGES
 Reduced commuting time
 Reduced cost of
transportation
 Reduce child care costs
 Cost savings from fewer on-
site employees
 Increased retention of
current employees
 Advantages in recruiting new
employees
 Reduced traffic at peak
commuting hours
 Increased morale
DISADVANTAGES
 Lack of supervision of
employees
 Potential reductions in
productivity
 Increased turnover of
employees who aren’t
productive
 Employees feeling isolated
 Difficult to maintain “team
atmosphere”
 Increased stress
 Expensive technology
 Fair Labor Standards rules on
overtime
 Union Contracts

21. Question ?

22. Thank You