Job analysis is a systematic process of collecting information about job tasks, duties, responsibilities, and requirements. The outcomes are a job description, which outlines the tasks and responsibilities, and a job specification, which lists the necessary qualifications. Strategic choices in job analysis include the level of employee involvement, the level of detail collected, how often analysis is conducted, whether the focus is past or future job requirements, and the sources of job data. Job analysis data is used for human resource planning, recruitment and selection, training and development, job evaluation, performance management, and health and safety purposes. Common methods for collecting job data include observation, interviews, questionnaires, checklists, and diary records from employees.

1. Job analysis
Prepared by: Nishna Sathyan,K.M

2. Job analysis???

3. Job analysis is a systematic investigation of the
tasks, duties and responsibilities necessary to
do a job.

4. The two outcomes….
 Job description
 Job specification

5. Strategic choices
Gather information
Process information
Job description
Job specification
Process of job analysis

6. Strategic choices
 Employee involvement
 The level of details
 When and how often
 Past oriented versus future oriented
 Sources of job data

7. Employee involvement
 Employees asked to supply vital information about the
content of job

8. The level of details
 The level of analysis vary from detailed to broad

9. When and how often
Job analysis is conducted
 An organisation is newly established and the job analysis is
initiated for first time
 A new job is created in an established company
 A job is changed significantly due to change in technology,
methods, procedure or systems
 Organization contemplating a new remuneration plan

10. Past oriented versus future oriented
 When an organisation changes rapidly due to fast growth
or technological change, a more future oriented is
desired.

11. Sources of job data
 Human sources
 Non-human sources

12. Gather information
 Work activities
 Machine, tools, equipment and work aids used
 Job context
 Personal requirements

13. Process information
 After collecting information it need to be processed so
that it would be useful in various personnel function

14. Job description and job specification

15. Person responsible for data collection
 Trained analyst
 Supervisor
 Job holder

16. Purposes of job analysis
 Human resource planning
 Recruitment and selection
 Training and development
 Job evaluation
 Remuneration
 Performance appraisal
 Personnel information
 Safety and health

17. Human resource planning

18. Recruitment and selection
 Recruitment and selection need to be proceeded
by job analysis

19. Training and development
 Training and development programme can be designed
depending on the job requirements

20. Job evaluation
 Determination of relative worth of each job
 Relative worth is determined on the basis of job
description and job specification

21. Remuneration
 Employee need to be remunerated depending on the
grades of jobs they occupy.

22. Performance appraisal
 Assessment of actual performance of an
employee against what is expected from him

23. Safety and health
 Job analysis provides an excellent opportunity to uncover and
identify hazardous condition and unhealthy environmental factors

24. Methods of collecting job data

25. Observation method
Positive side
 Simple
 Accurate data
Negative side
 Time consuming
 Inapplicable to jobs with high
proportion of mental activity

26. Interviews
 Time consuming
 Effectiveness of interview method depends on the
interviewer

27. Questionnaire
 Information on a large number of jobs can be collected in
a relatively short period of time
 Helps to save time and staff required to carry out the job
analysis programme

28. Checklist
 Similar to a questionnaire
 Contains fewer subjective judgments, tends to be yes-or-
no variety

29. Technical conferences
 Details about job are obtained from supervisors
 Lack accuracy because actual job holders are not involved in
collecting information

30. Diary method
 Job holders record in detail their each day activities
 Time consuming
 Takes considerable time of a production worker

31. Job enlargement
 Hezberg said job enlargement is simply “adding zero to zero”
meaning that “one set of boring tasks is simply added to
another set of boring tasks”

32. Job enrichment
 Improves both task efficiency and human satisfaction

33. Conclusion…
“RIGHT PERSON for the RIGHT JOB at the
RIGHT TIME in a RIGHT PLACE”

34. References…
 Aswathappa,K(2002) “Human Resource and Personnel
Management”. Tata McGraw-Hill Publishing Company Ltd, New
Delhi.