Job analysis is the systematic process of collecting information about jobs within an organization. It involves analyzing tasks, duties, responsibilities, skills and qualifications required for each job. The key methods used for job analysis include observation, interviews, questionnaires, checklists and critical incident reports. The main uses of job analysis data include human resource planning, recruitment, training, performance evaluation, job design and health and safety compliance. Conducting regular job analysis helps organizations ensure their jobs and employees requirements remain aligned.

1. JOB ANALYSIS
MANPREET SINGH
(ASST. PROFESSOR)
GNA BUSINESS SCHOOL

2. JOB
• A job may be defined as a “collection or aggregation of
tasks, duties and responsibilities which as a whole, are
regarded as a regular assignment to individual
employees”.
• In other words, when the total work to be done is divided
and grouped into packages, we call it a “Job”.

3. JOB ANALYSIS
• It is a systematic analysis of each job for the purpose of
collecting information as to what the job holder does,
under what circumstances it is performed and what
qualifications are required for doing the job.

4. DEFINITION OF JOB ANALYSIS
• Edwin Flippo: “Job analysis is the process of studying and
collecting information relating to the operations and
responsibility of a specific job”.
• Harry Wylie: “Job analysis deals with the anatomy of the
job … This is the complete study of the job embodying
every known and determinable factor, including the duties
and responsibilities involved in its performance; the
conditions under which performance is carried on; the
nature of the task; the qualifications required in the
worker; and the conditions of employment, such as pay
hours, opportunities and privileges”.

5. Uses of Job Analysis
• 1. Human resource planning
• 2. Recruitment
• 3. Training and development
• 4. Placement and Orientation
• 5. Job evaluation
• 6. Job design
• 7. Performance appraisal
• 8. Career planning
• 9. Safety and health
• 10. Personnel Information

6. Uses of Job Analysis
• 1. Human Resource Planning:
• The estimates the quantity and quality of people will be required in
future. How many and what type of people will be required depends
on the jobs to be staffed. Job-related information available through job
analysis is, therefore, necessary for human resource planning.
• 2. Recruitment and Selection:
• Recruitment succeeds job analysis. Basically, the goal of the human
resource planning is to match the right people with the right job. This
is possible only after having adequate information about the jobs that
need to be staffed. It is job analysis that provides job information.
Thus, job analysis serves as basis for recruitment and selection of
employees in the organisation.
• 3. Training and Development:
• Job analysis by providing information about what a job entails i.e.,
knowledge and skills required to perform a job, enables the
management to design the training and development programmes to
acquire these job requirements. Employee development programmes
like job enlargement, job enrichment, job rotation, etc.

7. Uses of Job Analysis
• 4. Placement and Orientation:
• As job analysis provides information about what skills and qualities
are required to do a job, the management can gear orientation
programmes towards helping the employees learn the required skills
and qualities. It, thus, helps management place an employee on the
job best suited to him/her.
• 5. Job Evaluation:
• The job evaluation refers to determination of relative worth of different
jobs. It, thus, helps in developing appropriate wage and salary
structures. Relative worth is determined mainly on the basis of
information provided by job analysis.
• 6. Performance Appraisal:
• Performance appraisal involves comparing the actual performance of
an employee with the standard one, i.e., what is expected of him/her.
Such appraisal or assessment serves as basis for awarding
promotions, effecting transfers, or assessing training needs. Job
analysis helps in establishing job standards which may be compared
with the actual performance/contribution of each employee.

8. Uses of Job Analysis
• 7. Personnel Information:
• Increasing number of organizations maintain computerized
information about their employees. This is popularly known as
Human Resource Information System (HRIS). HRIS is useful
as it helps improve administrative efficiency and provides
decision support Information relating to human resources
working in the organization is provided by job analysis only.
• 8. Health and Safety:
• Job analysis helps in identifying and uncovering hazardous
conditions and unhealthy environmental factors such as heat,
noise, fumes, dust, etc. and, thus, facilitates management to
take corrective measures to minimise and avoid the possibility
of accidents causing human injury

9. • 9. Job design: it is the process of deciding on the content
of a job in terms of its duties and responsibilities; on the
methods to be used in carrying out the job, in terms of
techniques, systems and procedures and on the
relationships that should exist between the job holder and
his superiors, subordinates and colleagues

10. Process of job analysis:

11. Process of job analysis:
• 1. Organizational Job Analysis:
• Job analysis begins with obtaining pertinent information about
a job’. This, according to Terry is required to know the makeup
of a job, its relation to other jobs, and its contribution to
performance of the organization.
• Such information can be had by dividing background
information in various forms such as organization charts i.e.,
how the particular job is related to other jobs; class
specifications i.e., the general requirement of the job family; job
description i.e., starting point to build the revised job
description, and flow charts i.e., flow of activities involved in a
particular job.
• 2. Selecting Representative Jobs for Analysis:
• Analyzing all jobs of an organization is both costly and time
consuming. Therefore, only a representative sample of jobs is
selected for the purpose of detailed analysis.

12. • 3. Collection of Data for Job Analysis:
• In this step, job data features of the job and required qualifications of
the employee are collected. Data can be collected either through
questionnaire, observation or interviews. However, due care should
be taken to select and use the method of data collection that is the
most reliable in the given situation of the job.
• 4. Preparing Job Description:
• The job information collected in the above ways is now used to
prepare a job description. Job description is a written statement that
describes the tasks, duties and responsibilities that need to be
discharged for effective job performance.
• 5. Preparing Job Specification:
• The last step involved in job analysis is to prepare job specification on
the basis of collected information. This is a written statement that
specifies the personal qualities, traits, skills, qualification, aptitude etc.
required to effectively perform a job.

13. METHODS/TECHNIQUES OF JOB
ANALYSIS
• 1. Observation
• 2. Interview
• 3. Questionnaire
• 4. Checklists
• 5. Critical incidents
• 6. Log Records/ Diaries
• 7. Technical Conference Method

14. • Observation:
• Under this method, data is collected through observing an
employee while at work. The job analyst on the basis of
observation carefully records what the worker does, how
he/she does, and how much time is needed for completion of a
given task. This is the most reliable method of seeking first
hand information relating to a job.
• This method is suitable for jobs that consist primarily of
observable physical ability, short job cycle activities. The jobs of
draftsman, mechanic, spinner or weaver are the examples of
such jobs. However, the flip side of this method is that this
method is not suitable for jobs that involve unobservable
mental activities reveal overlaps and grey areas and have not
complete job cycle.

15. • Interview:
• In this method, the job analyst directly interviews the job
holder through a structured interview form to elicit
information about the job. This method is found suitable
particularly for jobs wherein direct observation is not
feasible. By way of directly talking to the job holder, the
interviewer job analyst may extract meaningful information
from the job holder about his/her job.

16. • Questionnaire:
• Questionnaire method of job data collection is desirable
especially in the following two situations:
• First, where the number of people doing the same job is large and to
personally interview them is difficult and impracticable.
• Second, where giving enough time to employees is desirable to
enable them to divulge and explore the special aspects of the jobs.
• In this method, the employee is given structured questionnaire to fill
in, which are then returned to the supervisors. The supervisor, after
making the required and necessary corrections in the information
contained in the questionnaire, submits the corrected information to
the job analyst. Questionnaire provides comprehensive information
about the job.
• Information so obtained can be quantified and processed in the
computer. The greatest advantage of the questionnaire method is that
it enables the analyst to cover a large number of job holders in the
shortest possible time. However, the method suffers from certain
shortcomings as well.

17. • Checklists:
• The checklist method of job data collection differs from the
questionnaire method in the sense that it contains a few
subjective questions in the form of yes or no. The job holder is
asked to tick the questions that are related to his/her job.
Checklist can be prepared on the basis of job information
obtained from various sources such as supervisors, industrial
engineers, and other people who are familiar with the particular
job.
• Once the checklist is prepared, it is then sent, to the job holder
to check all the tasks listed in the list he/she performs. He/she
is also asked to mention the amount of time spent on each task
by him/her and the type of training and experience required to
do each task. Information contained in checklist is, then,
tabulated to obtain the job-related data.

18. • Critical Incidents:
• This method is based on the job holder’s past experiences on
the job. They are asked to recapitulate and describe the past
incidents related to their jobs. The incidents so reported by the
job holders are, then, classified into various categories and
analyzed in detail. Yes, the job analyst requires a high degree
of skill to analyze the incidents appropriately described by the
job holders. However, this method is also time-consuming one.
• Diaries or Log Records:
• In this method, the job holder is asked to maintain a diary
recording in detail the job-related activities each day. If done
judiciously, this method provides accurate and comprehensive
information about the job. This overcomes memory lapses on
the part of the job holder. As recording of activities may spread
over several days, the method, thus, becomes time-consuming
one.

19. • Technical Conference Method:
• In this method, a conference is organised for the
supervisors who possess extensive knowledge about job.
They deliberate on various aspects of the job. The job
analyst obtains job information from the discussion held
among these experts/supervisors. The method consumes
less amount of time. However, the main drawback of this
method is that it lacks accuracy and authenticity as the
actual job holders are not involved in collecting job
information.

20. Components
of Job
Analysis
Job
Description
Job
Specification

21. Job Description
• The preparation of job description is necessary before a
vacancy is advertised. It tells in brief the nature of a job. In
other words, it emphasizes the job requirements.
• Edwin Flippo: “Job Description is an organized factual
statement of the duties and responsibilities of a specific
job. It should tell what is to be done, how it is done and
why.”

22. The details given in Job
Description
1. Job Title
2. Functions
3. Duties and Responsibilities
4. Nature of Supervision
5. Place of Job
6. Tools, Implements, Machines
7. Environment at Workplace
8. Future Prospects

23. The details given in Job
Description
• Definition of unusual terms
• Conditions of work: Location, time, speed of work,
accuracy, health hazards, accident hazards
• Training and development facilities
• Promotional chances and channels

24. Job Specification
• Job specification is based on job description. It is a written
statement of qualifications, traits, physical and mental
characteristics that an individual must possess to perform
the job duties and discharge responsibilities effectively.

25. Definition of Job Specification
• Edwin Flippo: “Job Specification is a statement of
minimum acceptable human qualities necessary to
perform a job properly”.

26. Job Specification covers:
• Educational and professional qualifications
• Skills
• Practical experience
• Physical fitness
• Special qualities required for performing the job
• Intelligence, judgement and initiative required for
performing the job

27. Job Analysis
Job Description
Job Specification
Scientific Recruitment
and Selection

28. Job Design
• Job design is defined by Michael Armstrong, “it is the
process of deciding on the content of a job in terms of its
duties and responsibilities; on the methods to be used in
carrying out the job, in terms of techniques, systems and
procedures and on the relationships that should exist
between the job holder and his superiors, subordinates
and colleagues”.

29. Characteristics of Job Design
Task Variety
Task Identity
Task Significance
Autonomy
Feedback

30. • Task Variety:
• Task variety varies the tasks to be performed so that an individual
employee can move from one job to another at various points of time.
This makes it possible for the employees to move to different job
verticals and such variations provide a change in both their mental
activity as well as in their physical well-being. Change in mental
activity takes place through movement from one job vertical to
another (one job to another) and changes in the physical well-being
take place through different body postures for different nature of jobs.
• Task Identity:
• Wherever possible, tasks should fit together to make a complete job,
since this gives the employee a sense of doing a whole job from the
beginning till the end, with a visible output. The important benefits
derived from the task identity are that it can facilitate a worker to trace
his/her performance to the overall goals and target the achievement
of the organization. Workers can cultivate their sense of
belongingness and can start realizing that they are the partners in the
organizational progress.

31. • Feedback:
• The last characteristic of job design is the provision for
feedback. Feedback provides an opportunity to workers to
understand their strengths and weaknesses and in the
process helps them to mature and achieve greater
perfection in future job assignments. Many organizations
provide automated feedback systems, so that workers
can self-assess their extent of performance.

32. • Task Significance:
• By establishing task significance, organizations can make
workers feel that they have achieved something meaningful in
course of their working. This establishes their importance and
enhances their self-esteem. Workers can autonomously
contribute to the organizational growth and prosperity, once
they understand their task significance. This requires
organizations to value each task by inculcating a culture of
mutual respect.
• Autonomy:
• To ensure autonomy in job design, organizations should
wherever possible, give inputs to their employees, on how their
jobs should be done—the order of tasks, the speed of work,
etc. Thereafter, these employees should be given a free hand,
by reducing the extent of supervision and control so that they
start realizing that they are doing their own jobs and that they
are the job owners.

33. Methods and Techniques of Job
Design
• Job Rotation
• Job Enlargement
• Job Enrichment
• Sub-Contracting

34. • Job Rotation:
• Job rotation involves a periodic vertical and horizontal
movement of the groups of employees between a set of
jobs or tasks. Job rotation, therefore, provides some relief
from boredom and monotony of doing the same jobs or
tasks repeatedly. However, this requires organizations to
initiate multi- skilling of employees through continuous
training and learning activities.
• In some organizations, we get the opportunity for skill
interchangeability, due to the commonality of tasks or
jobs. However, in some other organizations, the scope of
skill interchangeability may be very little, due to the
specialized nature of jobs. In the second case, multi-
skilling initiatives can provide the results.

35. • Job Enlargement:
• Job enlargement is the horizontal expansion of jobs and it
involves the grouping of a variety of jobs within a job rather
than between jobs. Obviously, the time cycle of the job, that is
the time taken to complete a job increases. For example, a
particular employee may be required to perform some similar
tasks or jobs of several employees in an assembly line.
• To some extent, it may increase the job load, but employees
can autonomously feel satisfied with the variety and develop
their sense of responsibility, realizing their importance in the
organization. Since in this process jobs are horizontally
integrated keeping in view the skill compatibility, organizations
can also derive the benefit of cost optimization, by making
people work with more responsibility.

36. • Job Enrichment:
• Job enrichment is another important process of job design
or redesign, which reverses the effects of repetitive tasks.
Employees develop fatigue by doing repetitive tasks again
and again. Boredom and lack of flexibility in jobs make
them feel dissatisfied.
• Through vertical expansion of jobs, job enrichment
expands the scope of jobs and employees feel more
motivated and self-sufficient. For the variety of exposure
to jobs or tasks, employees can also groom themselves
for future higher positions.

37. • Sub-Contracting:
• Sub-contracting is another form of autonomous work group, but
in this process, workers no longer remain on the pay roll of the
organizations. They form their own organizations and become
self-employed. Here, workers become fully responsible for the
results. Within organizations, such an arrangement can be
made by making the work design more specific and
measurable for the pricing of jobs and fixing of responsibility.
• These apart, it is important for organizations to understand that
work undergoes constant modification because of frequent
technological changes. While designing a job, management
must also consider the practical aspects of the quantity and
quality of manpower available (both within and outside the
organization).

38. Factor affecting Job Design
• 1. Extent of job specialization
• 2. Degree of changing technology
• 3. Prevailing labour-union policies
• 4. Abilities of present employees
• 5. Adequate availability of potential manpower
• 6. Inter-activity between the jobs and systems
• 7. Psychological and social needs of the job