Job analysis is the process of gathering and analyzing information about the components, characteristics, and requirements of a job. It involves analyzing the duties, conditions of work, and the knowledge, skills, and abilities needed to effectively perform the job. A thorough job analysis forms the foundation for human resource planning activities like employee selection, training, performance appraisal, and job design. Conducting job analysis involves identifying tasks, writing task statements, determining essential skills, and selecting tests to measure those skills. Structured questionnaires can also be used to efficiently obtain job analysis information.

1. Industrial Psychology
(BAS-12/ BHM-05)
Unit 3 Lecture 2
Job Analysis

5. • It is not unusual for us to find people in various
organizations: -
1. quarrelling over who is responsible for a
particular job in question;
2. claiming that it is not their job; and
3. who are not clear about their limits of authority.

6. • However, if there were clear statements of
specific requirements for the various jobs, this
problem would be eliminated.
• Ideal solution to both these and many other
organizational issues is to have a Job Analysis
done for each of the profiles.

7. “Job Analysis is the process of gathering, analyzing and
structuring information about a job’s components,
characteristics, and requirements.”
• JA is the accurate, in depth study of various aspects
of a job.
• JA is concerned with analysis of (a) duties and
conditions of work; (b) knowledge, skills and abilities
(KSA) the candidate should possess in order to
perform the job effectively; (c) Information about
the place where the job is to be discharged and
performance standards.
WHAT IS JOB ANALYSIS

8. • A thorough job analysis is the foundation stone of all
human resource planning.
• Job analysis should not be regarded as technique
merely suitable for large organizations.
• A good job analysis is equally important for
organizations employing smaller number of
employees.
WHAT IS JOB ANALYSIS

9. The process of job analysis results in two sets of data: -
WHAT IS JOB ANALYSIS
JOB DESCRIPTION JOB SPECIFICATION
It indicates what all a job
involves i.e.
1. job title
2. duties/ tasks
/responsibilities
3. financial compensation
4. machines/ tools/
equipment
5. working conditions and
hazards
The capabilities that the
job-holder should possess
are part of job specification.
It includes: -
1. Knowledge
2. Skill
3. Abilities
4. Other attributes

10. • Job analysis helps us in following ways: -
Writing job description and job specification- JA
helps in preparing job description and specification.
Job description and job specification are typically, two
to five page written summaries containing
information about various aspects/components of the
job as well as competencies required for it. They are
important because they serve a basis for various HR
activities.
WHY JOB ANALYSIS SHOULD BE CONDUCTED

11. Employee selection- JA provides us a clear
understanding of the tasks performed in a job and the
competencies needed to perform those tasks. By
identifying such requirements, it is possible to select
tests or develop interview questions that will determine
whether a particular candidate/applicant possesses the
necessary KSAOs to carry out the requirements of that
job.
Training- As JA provides us a clear understanding of the
job, it is also helpful in training employees. Job analyses
yield lists of job activities that can be systematically
used to create training programs.
WHY JOB ANALYSIS SHOULD BE CONDUCTED

12. Performance appraisal- JA helps us in construction
or decision of a performance appraisal instrument.
When properly administered and utilized, job-
related performance appraisals can serve as an
excellent source of employee training and
counseling.
Job classification- JA helps a human resources
professional to classify jobs into groups based on
similarities in requirements and duties. Job
classification is useful for determining pay levels,
transfers, and promotions.
WHY JOB ANALYSIS SHOULD BE CONDUCTED

13. Job evaluation- Job analysis information can also
be used to determine the worth of a job i.e. whether
it is really required or not.
Job design- Job analysis information can be used to
determine the optimal way in which a job should be
performed. By analyzing a job, wasted and unsafe
motions can be eliminated, resulting in higher
productivity and reduced numbers of job injuries.
WHY JOB ANALYSIS SHOULD BE CONDUCTED

14. • Before it is decided to go for JA, several decisions
must be made that will influence how it is
conducted.
• Specifically, following questions need to be kept in
mind: -
1. Who will conduct analysis? (HR, Outside Consultant)
2. Which employees should participate? (Few, all,
particular group)
3. What type of information should be obtained? (how
much detailed information would be asked)
CONDUCTING JOB ANALYSIS

15. CONDUCTING JOB ANALYSIS
Step 1- Identify Tasks Performed
Step 2- Write Task Statements
Step 3- Rate Task Statements
Step 4- Determine Eseential KSAOs
Step 5- Selecting Tests to top KASOs

16. • Though the method discussed previously provides
great information, it can be lengthy and
unstructured.
• To save time, increase structure, or supplement
information, other ready to use structured
questionnaires/inventories are available.
For obtaining information about worker activities
1. Position Analysis Questionnaire (PAQ)
2. Job Structure Profile (JSP)
3. Job Elements Inventory (JLI)
4. Functional Job Analysis (FJA)
CONDUCTING JOB ANALYSIS

17. • For obtaining information about tools/equipment
1. Job Components Inventory (JCI)
• For obtaining information about worker
environment
1. Ergonomic Job Analysis Procedure (EJAP)
• For obtaining information about competencies
1. Occupational Information Network (ONET)
2. Critical Incident Technique (CIT)
3. Threshold Traits Analysis (TTA)
4. Job Adaptability Inventory (JAI)
CONDUCTING JOB ANALYSIS

18. THIS PRESENTATION IS BASED ON FOLLOWING SOURCES
• Robins, S.P., Judge, T.A., & Vohra, N. (2016). Organizational
Behaviour. New Delhi: Pearson.
• Luthans, F. (2017). Organizational Behaviour: An evidence
based approach. New York: McGraw Hill.
• Aamodt, M.G. (2007). Industrial/ Organizational Psychology:
An Applied Approach. Pacific Grove, CA: Wadsworth/Thomson.
• Schermehorn, J.R., Hunt, J.G., & Osborn, R. (2005).
Organizational Behavior. New York: Wiley.
• Deshpandey, A. (2010). Industrial Psychology. New Delhi: Sun
India Publications.
• Bisen, V., & Priya (2010). Industrial Psychology. New Delhi:
New Age International Publishers.