This document discusses job analysis. It begins by defining job analysis as a systematic exploration of the activities within a job to document its duties, responsibilities, and conditions. It then covers key aspects of job analysis including its hierarchy of information, components, process, and purposes. The purposes include generating job descriptions, specifications, and evaluations. Various methods for conducting job analysis are also outlined such as observation, interviews, questionnaires, and diaries.

1. JOB ANALYSIS
1
Dr. Karam Gomaa Zaki
2014

2. Question from the previous lecture.
What does Human Resource
Planning mean?
2

3. Systematic process of matching internal and
external supply of people with job openings
anticipated in the organization over a
specified period of time .
3

4. Lecture Highlights:
 What is Job Analysis?
 Job analysis information hierarchy
 Job analysis components
 Job analysis process
 Purpose of job analysis
 Job description Vs. Job specification
Workshops
 Job evaluation
 Methods of Job analysis
4

5. Job Analysis
Job Analysis is a systematic
exploration of the activities within a
job.
It defines and documents the duties,
responsibilities and accountabilities
of a job and the conditions under
which a job is performed.
• The documentation includes the major
responsibilities, duties, and tasks of a
job, as well as the kinds of knowledge,
skills, and abilities needed to perform
the job.
5

6. What is Job
Analysis?
Job Analysis is
the process of
getting detailed
information
about jobs
6

7. It is a technical procedure used to
define the duties, responsibilities,
and accountabilities of a job.
7

8. Job Analysis
This analysis “involves the
identification and description of what is
happening on the job . . . accurately and
precisely identifying the required tasks,
the knowledge, and the skills necessary
for performing them, and the conditions
under which they must be performed.
8

9. JOB ANALYSIS INFORMATION
HIERARCHY
9
Duty
Task
Element
Career
Job Family
Job
Position
Occupation
Job analysis is nothing but an
accurate recording of the
activities involved. For these
recording we are simply
gathering information to
specific job attributes. The
hierarchy of JA Info are shown
beside:

10. Job Analysis begins at the level of the element and
attempts to build understanding of the combination of
components
4–10
A Job Element is the
smallest unit into
which work can be
divided
10

11. Job analysis: A basic human resource
management tool
Tasks Responsibilities Duties
Job
Analysis
Job
Descriptions
Job
Specifications
Knowledge Skills Abilities
Staffing
Training and
Development
Performance
Appraisal
Compensation
Safety and Health
Employee and
Labor Relations
Legal
Considerations
11

12. Job Analysis Process
12

13. Purpose of Job Analysis
Job analysis process generates three
outcomes:
Job descriptions
Job specifications
Job evaluation
13

14. Indirect purposes of job analysis
14
RECRUITING SELECTION
JOB
ANALYSIS
TRAINING CAREER
PLANNING
COMPENSATION
PERFORMANCE APPRAISAL

15. Job Description.
 A job description is a written statement of what the job
holder does, how it is done, under what conditions it is
done, and why it is done.
Identification
Job title
Reporting relationships
Department
Location
Date of analysis
General Summary
Describes the job’s
distinguishing
responsibilities and
components
Essential
Functions and
Duties
Lists major tasks,
duties and
responsibilities
Others:
Signature of
approvals
Working Condition
Hazards
15
 Job Description Contains the following:

16. Writing Job Descriptions
Job
Identification
Job
Summary
Responsibilities
and Duties
Specifications Sections of
Authority of
the employee
Job
Working
Conditions
Standards of
Performance
a Typical
Job
Description

17. The job specification states the
minimum acceptable qualifications that
the employee must possess to perform
the job successfully.
 A statement of human qualifications
necessary to do the job. Usually contains
such items as:
Education, Experience, Training, Judgment,
Initiative, Physical Skills, Responsibilities,
Communication Skills, Emotional
characteristics, personality
17
Job specifications

18. 18

19. JOB DESCRIPTION
And
JOB SPECIFICATION
OF
Your future job (5:10 students)
(e.g. Front Office Manager)

20. RESPONSIBLE TO: General Manager,
RESPONSIBLE for: All asst. managers and the staff
working in the front office department,
JOB SPECIFICATION: Three years degree or
diploma in hotel management, or a graduate with an
MBA degree,
At least 7 years of experience as an asst. manager in
the front office department in a large hotel,
Having a pleasing personality with good command
over English language, knowledge of a foreign
language preferred.

21. DUT IES & RESPONS IBI LITIES
He directs and coordinates the activities of the front
office department, which includes dept. like, front
desk, lobby, reservation, bell desk, telephones,
He is responsible to ensure the proper upkeep, staff
cleanness, punctuality and efficiency by his staff in
his department,
Ensures that each and every guest is provided with
smooth, efficient, courteous and personalized service
by his staff,
He prepares the duty chart for his staff and also
sanctions weekly offs, an leaves to his subordinates,

22. Job Evaluations
Job analysis is also valuable in providing the
information that makes comparison of jobs
possible. If an organization is to have an equitable
compensation program, jobs that have similar
demands in terms of skills, knowledge, and abilities
should be placed in common compensation groups.
Job evaluation contributes towards that end by
specifying the relative value of each job in the
organization. Job evaluation, therefore, is an
important part of compensation administration.
22

23. Job Analysis Methods
23
Observation
Diary
Job Analysis
Methods
Interview
Questionn-
-aire
Technical
Conference

24. Observation
Information Source
Observing and noting the
physical activities of
employees as they go
about their jobs
Advantages
 Provides first-hand
information
Reduces distortion of
information
Disadvantages
Time consuming
 Difficulty in capturing entire
job cycle
Of little use if job involves a
high level of mental activity
24

25. The Interview
Information Sources
Individual employees
Groups of employees
Supervisors with
knowledge of the job
Advantages
Quick, direct way to find
overlooked information
Disadvantages
Biased information
Interview
Formats
Structured
(Checklist)
Unstructured
25

26. Questionnaires
Information Source
Have employees fill out
questionnaires to
describe their job-related
duties and
responsibilities
Questionnaire
Formats
Structured checklists
Open-ended questions
Advantages
Quick and efficient way
to gather information
from large numbers of
employees
Disadvantages
Expense and time
consumed in preparing
and testing the
questionnaire
26

27. 27
Technical Conference Method:
The technical conference method uses supervisors
with extensive knowledge of the job. Here,
specific job characteristics are obtained from the
“experts.” Although a good data-gathering
method, it often overlooks the workers’
perceptions about what they do on their job.

28. Participant Diary/Logs
Information Source
Workers keep a
chronological diary/ log
of what they do and the
time spent on each
activity
Advantages
Produces a more complete
picture of the job
Employee participation
Disadvantages
Distortion of information
Depends upon employees to
accurately recall their
activities
28

29. 29