The document outlines key concepts in job analysis, including definitions of jobs, positions, job families, and job vacancies, as well as methods for analyzing jobs and designing job specifications and descriptions. It discusses recruitment strategies, differentiating between internal and external recruitment, along with their respective advantages and disadvantages. Additionally, it details the steps involved in conducting job analysis, highlighting the importance of understanding job duties, skill requirements, and how this analysis contributes to enhancing organizational performance.

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2. Job
A group of related activities andduties.
Position
The different duties and responsibilitiesperformed by only one employee.
Job Family
A group of individual jobs with similar characteristics.
Job Vacancy
A paid post that is newly created, unoccupied, or about to become vacant
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3. Relationship of Job Requirements to
Other HRM Functions
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4. Approaches to understanding Job
Workflow Analysis
 Workflow Analysis
A study of the way work
(inputs, activities, and
outputs) moves through an
organization.
 Business Process Re-
engineering (BPR)
Measures for improving such
activities as product
development, customer
service, and service delivery.
Phases of Reengineering
• Rethink
• Redesign
• Retool
Job Analysis
 Job Enlargement
Broadening the scope of
a job by expanding the
number of different
tasks to be performed
 Job Enrichment
Increasing the depth of
a job by adding the
responsibility for
planning, organizing ,
controlling, and
evaluating the job
 Job Rotation
The process of shifting a
person from job to job
Job Design
 Job Specification
Statement of the needed
knowledge, skills, and
abilities (KSAs) of the
person who is to perform
the job. Since Griggs v Duke
Power and the Civil Rights
Act of 1991, job
specifications used in
selection must relate
specifically to the duties of
the job
 Job Description
Statement of the tasks,
duties, and responsibilities
(TDRs) of a job to be
performed
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5. Organization Hierarchy
• Organization chart
– A chart that shows the organization wide distribution of
work, with titles of each position and interconnecting lines
that show who reports to and communicates to whom.
• Process chart
– A work flow chart that shows the flow of inputs to and
outputs from a particular job.
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6. Types of Information Collected for Job
• Work activities
• Human behaviors
• Machines, tools, equipment, and work aids
• Performance standards
• Job context
• Human requirements
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7. Process Chart for Analyzing a Job’s Workflow
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8. Recruitment
The Process of generating a pool of qualified
candidates for a particular job.
Internal Recruitment
• Internal recruitment is
when the business looks to
fill the vacancy from within
its existing workforce.
External Recruitment
• External recruitment is
when the business looks to
fill the vacancy from any
suitable applicant outside
the business.
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9. Internal Recruitment
Advantages
• Cheaper and quicker to recruit
• People already familiar with
the business and how it
operates
• Provides opportunities for
promotion with in the
business – can be motivating
• Business already knows the
strengths and weaknesses of
candidates
Disadvantages
• Limits the number of potential
applicants
• No new ideas can be introduced
from outside
• May cause resentment amongst
candidates not appointed
• Creates another vacancy which
needs to be filled
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10. External Recruitment
Advantages
• Outside people bring in new
ideas
• Larger pool of workers from
which to find the best
candidate
• People have a wider range of
experience
Disadvantages
• Longer process
• More expensive process due
to advertising and interviews
required
• Selection process may not be
effective enough to reveal the
best candidate
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11. Determining Job Requirements
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12. Job Analysis
The procedure for determining the duties and skill requirements of a
job and the kind of person who should be hired for it.
The process of obtaining information about jobs by determining what
the duties, tasks, or activities of jobs.
HR managers use the data to develop job descriptions and job
specifications that are the basis for recruitment, training, employee
performance appraisal and career development.
The ultimate purpose of job analysis is to improve organizational
performance and productivity.
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13. Job Analysis
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Use of Job Analysis Information

15. Types of Job Analysis
TASK BASED
 Task
• A distinct, identifiable work activity
composed of motions
 Duty
• A larger work segment composed of
several tasks that are performed by an
individual
 Responsibilities
• Obligations to perform certain tasks and
duties
COMPETENCY BASED
Individual capabilities that can be linked to
enhanced performance by individuals or
teams
 Technical competencies
• Technical competencies are behaviors directly
related to the nature of training and
the technical proficiency required to exercise
effective control.
 Behavioral competencies
• Any behavior attribute such as knowledge,
skill set, teamwork, leadership skills, technical
know-how, etc. which contributes to the
development of an individual in the
organization to take up bigger roles is known
as behavior competency.
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16. Steps Job Analysis
• Step 1: Decide how you’ll use the information.
• Step 2: Review relevant background information.
• Step 3: Select representative positions.
• Step 4: Actually analyze the job.
• Step 5: Verify the job analysis information.
• Step 6: Develop a job description and job specification.
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17. Process of Job Analysis
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18. Keys Elements of Job Analysis
Job description
– A list of a job’s duties,
responsibilities, reporting
relationships, working
conditions, and supervisory
responsibilities—one product
of a job analysis.
Job specifications
– A list of a job’s “human
requirements,” that is, the
requisite education, skills,
personality, and so on—
another product of a job
analysis.
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19. Keys Elements of Job Analysis
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20. Methods of Collecting Job Analysis Information
Interviews
Questionnaires
Observation
Diaries
Computerized Job Analysis
Participant Diary/Logs
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