Job analysis is the process of gathering relevant information about a job including the tasks, duties, responsibilities, skills and qualifications required. It involves determining the purpose of the analysis, collecting background information on the job, choosing representative jobs to analyze, gathering data through methods like questionnaires and observation, reviewing the information, and developing a job description and specification. The results of job analysis are used for human resource planning, recruitment, training, performance evaluation and other HR activities. Key aspects of a job that are analyzed include tasks, duties, the position in the organization structure, and required qualifications.

1. MR. RONIT RAJENDRA KHARADE
(ASSISTANT PROFESSOR & TPO)
INTRODUCTION, IMPORTANT & JOB
ANALYSIS PROCESS

2. INTRODUCTION
Job analysis is an essential prerequisite for the effective management of
the human resources of an organization. It is the process of gathering
relevant information about a job. It actually specifies the tasks involved in
a job and the factors that influence the performance of that job. As a
process, it is capable of producing results with great practical relevance
for human resource management. Job analysis has applications in almost
all the HR activities of an organization. It acts as the basis for decisions
involving human resource planning, recruitment and selection, training
and development, compensation fixation, job evaluation, performance
evaluation, career management, and health and safety of employees.

3. IMPORTANT TERMS IN JOB ANALYSIS
As discussed earlier, job analysis encompasses almost every aspect of the
job being analysed. We shall first familiarize ourselves with key concepts
ahead of a detailed discussion of the different dimensions of job analysis.
JOB
It means a role performed by a person in an organization. Normally, a job
comprises several related tasks required to be performed as part of it.
Each job is defined by the duties, responsibilities and accountabilities
associated with it and the knowledge and skills required to perform it.
Obviously, each job is known by its title or alternative title. Sales
managers, accountants and nurses are a few examples of such jobs.

4. TASK
A task is an act which is performed as part of a job. It is a distinct unit of
work and yet forms an element of a job. It is carried out through a
combination of methods, procedures and techniques. For instance,
planning is one of the tasks of the manager.
DUTY
It is an obligation for a worker to do a job as part of a legal or moral
reason. It specifies the different tasks needed to be performed as part of a
job. For instance, issuing reservation forms, collecting the filled-in forms
together with the money, booking reservations, and tendering the reserved
tickets along with the balance money are the duties of a reservation clerk.

5. POSITION
It is the place of an employee in the organization structure and is
commonly known by the relevant job title. It represents the combination of
tasks and duties performed by the employee in a predetermined job
location. Sometimes, same positions might indicate different but
equivalent jobs performed in an organization. For instance, a cash clerk
might deal with the receipt and disbursement of cash, a bill clerk might
deal with bills of exchange, and an accounts clerk might be in charge of
accounts-keeping and maintenance.

6. OCCUPATION
It is something that engages the time, thought and attention of an
employee. It refers to the common categories of jobs. These jobs are
usually similar in nature with common job features.
CAREER
It broadly refers to an employee's progression in his or her work life. It
indicates the chronological sequence of positions occupied by an
individual in his or her profession.

7. JOB ANALYSIS PROCESS
Job analysis is the process of breaking down a specific job into parts and
scrutinizing each of them to gather the necessary information. It requires
a systematic and efficient examination of the tasks, duties,
responsibilities and accountability of a job. The pro- cess of job analysis
involves the execution of a series of related steps. These steps are:
(i) Deter- mining the purpose of job analysis,
(ii) Gathering background information about the job,
(iii)Choosing representative jobs for analysis,
(iv)Collecting relevant job information,
(v) Reviewing the information gathered,
(vi)The developing of job description and job specification.

8. DETERMINING THE PURPOSE OF JOB ANALYSIS
The first step in the job analysis process is the determination of the end
use of the job analysis. True, job analysis has relevance for almost all HR
activities of an organization. However, an organization may conduct a job
analysis for a specific purpose like hiring the employees or determining
their remuneration. Depending upon the purpose of the analysis, the
organization may focus specifically on certain aspects of the job that are
considered important. For instance, job analysis may emphasize more on
identifying information relating to the physical hazards, job difficulties
and work environment, when the job analysis is done to decide the safety
measure for a job.

9. GATHERING BACKGROUND INFORMATION ABOUT THE
JOB
It is essential for an organization to review the background information
about the job to know its relative importance in the organization. While
doing so, the job analysis should focus on identifying information
relating to all the important elements of the job. This information can be
gathered with the help of organizational charts, process charts, and job
classification. For instance, the information about the title and alternate
title of each job, the relationship the different jobs, and the reporting
authorities for each job can be identified with among the help of the
organizational chart. Similarly, the flow of activities involved in a job
can be ascertained with the help of the process chart.

10. CHOOSING REPRESENTATIVE JOBS FOR ANALYSIS
Often, organizations choose only a few jobs for analysis instead of
analysing all of them. This is done because many jobs are similar in nature
and have similar characteristics. Besides, organizations may find it time-
consuming and costly to analyse all their jobs. As a result, it becomes
essential for an organization to identify the representative jobs from of
identical jobs. a group

11. COLLECTING RELEVANT JOB INFORMATION
In this step, information pertaining to various aspects of the job is
collected. Specifically, the information about the duties, level of
responsibility, authority, accountability, content and context of the job,
desired employee behaviour, critical knowledge, knowledge skills and
abilities (KSA), and training requirements are gathered. These pieces of
information can be gathered by contacting the present and previous
employees of the job, the supervisors and the managers. Methods like
structured or open-ended questionnaires, interviews, task inventories,
checklists, and observation are used for data collection.

12. REVIEWING THE INFORMATION GATHERED
At this stage, the collected data is carefully analysed and then a job
analysis report is prepared for the job being reviewed. Generally, the
specific job holders and their immediate supervisors are included in such
an analysis process. The opinion of the employee performing the job is
ascertained to verify the correctness and completeness of the job analysis
report. In case the employee or supervisor points out incompleteness or
discrepancies in the report, supplementary information could be collected.

13. DEVELOPING A JOB DESCRIPTION & JOB SPECIFICATION
This is the final stage in the process of job analysis. The two essential
documents of the firm, namely, the job description and job specification,
are prepared on the basis of the job analysis report. A job description is a
written statement containing information about the duties,
responsibilities, accountabilities, working conditions and risks associated
with the job. Briefly, it is a summary of the various features of a job. A
job specification is a statement that provides information from the job
holder's perspective. It usually contains information about the eligibility
conditions required for a job holder in terms of educational qualifications,
experience, knowledge, skills, personal qualities, aptitude and the
background required for getting the job done.