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.

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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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