Job analysis involves collecting details about job tasks, behaviors, tools, performance standards, and human requirements. It forms the basis for job descriptions and specifications. A job description outlines the key duties and responsibilities of a role, while a specification lists the necessary skills, qualifications, and experience. Methods for collecting job analysis information include interviews, questionnaires, observation, and participant diaries. Job analysis is important for other HR functions like recruitment, performance management, and training and development. Job design builds on job analysis by specifying individual tasks and combining them into roles to meet employee and organizational needs. Approaches to job design include job enlargement, job enrichment, and job rotation.

1. JobAnalysis & JobDesign

2. Learning Objective
• Clear understanding of difference between job
description and job specification
• Why it is important to exercise job analysis in
an organization
• Linkage of job analysis with other HR functions

4. Basics of Job Analysis
• Collection of details such as:
– Work activities
– Human behaviors
– Machines, tools, equipments
– Performance standards
– Job context
– Human requirements
Job Analysis, Job Description, Job Specification –
Difference?

5. Let’s try!
You are required to carry out a quick job analysis
of University Faculty.

6. Nature of Job Analysis )
Job Description and Job Specification
Source:DaleS.Beach,Personnel—TheManagementofPeople
atWork,p.166

7. The Process of Job Analysis
Process of Job Analysis
Source:AdaptedfromPersonnel/HumanResource
ManagementbyLeapandCrino,p.121

8. The Purpose of Job Analysis)

11. Methods of Collecting Job Analysis
Information
• Interview
• Questionnaires
• Observation
• Participant Diary/Logs

13. Potential Problems with Job Analysis
• Support from Top Management
• Single Means and Source
• No Training or Motivation
• Activities may be Distorted

14. Job Analysis in a “Jobless” World
• Job Enlargement
• Job Rotation
• Job Enrichment

15. Job Design
• It integrates work content (tasks, functions, relationships), the
rewards (extrinsic and intrinsic), and the qualifications
required (skills, knowledge, abilities) for each job in a way that
meets the needs employees and the organizations.
Thus, job design involves three steps;
• The specification of individual tasks,
• The specification of the method(s) of performing each task,
and
• The combination of tasks into specific jobs to be assigned to
individuals.
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16. Job Design Approaches (Contd.)
• Job Enlargement
– Job enlargement is an increase in job tasks and
responsibilities to make a position more
challenging.
– It is a horizontal expansion, which means that the
tasks added are at the same level as those in the
current position.

17. Job Design Approaches (Contd.)
• Job Enlargement
An Example of Job Enlargement
Source:BasedonHumanResource
ManagementbyJohnBrattonand
JeffreyGold,p.123

18. Job Enrichment
• Job enrichment is a management concept
that involves redesigning jobs so that they are
more challenging to the employee and have
less repetitive work.
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19. Job Design Approaches (Contd.)
• Job Enrichment
An Example of Job Enrichment
Source:BasedonHumanResourceManagementby
JohnBrattonandJeffreyGold,p.123

20. 20

21. Enlargement Vs Enrichment
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22. Job Rotation
22

23. 23

24. Job Design
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25. Why Managers are “Dejobbing” their
Companies?
• Flatter organizations – wide span of control
• Self-managing work teams
• Reengineering
• Today’s world – Competency Based Job
Analysis