human resource management have responsibilities such as selection, recruiting, training, development, appraisal, etc. job analysis help to identify the requirements of the job and will help to make job description and job specification

1. JOB ANALYSIS AND
JOB DESCRIPTION
BY AYSHATHUL FEMITHA
9897
2ND YEAR MHA
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2. CONTENT • JOB ANALYSIS
• DATA COLLECTED BY JOB ANALYSIS
• USESOFTHE COLLECTED DATA
• PROCESSOF JOBANALYSIS
• METHODS FOR COLLECTING DATA
• JOB DESCRIPTION
• COMPETENCY BASED JOB ANALYSIS
• CONCLUSION
• REFERENCE
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3. JOB ANALYSIS
• In order to achieve effective Human Resource Planning,
the duties involved and the skills required for performing
all the jobs in an organization have to be taken care of, this
knowledge is gained through job analysis
• JOB ANALYSIS is the process of collecting job related
information.
• It involves collection of information that should include
knowledge, skills and ability required for one to do the job
effectively
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4. In addition to knowledge, skills and ability there are other details to which a job analysts will
look into ; they are
• Work activities
• Worker oriented activities
• Machines, tools, equipment used
• Job related tangibles and intangibles
• Work performance
• Job contexts
• Personal requirements
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5. JOB ANALYSIS
JOB SPECIFICATION
• Education
• Experience
• Training
• Judgement
• Initiative
• Physical efforts
• Responsibilities
• Communication skills
• Physical skills
• Recruitment and selection
• Compensation
• Performance appraisal
• Training requirements
JOB DESCRIPTION
• Job title
• Location
• Job summary
• Duties
• Machines, tools and
equipment
• Materials and forms used
• Working condition
• Hazards
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6. PROCESS
OF JOB
ANALYSIS
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Decide how you will use the information
Review relevant background information such as
organizational charts, process chart
Select representative positions
Analyze the job by two or three methods
Verify the details with the employee doing the job
or his very next supervisor
Develop a job description and job specification

7. METHODS OF
COLLECTING
DATA
The data collection is mainly
done by three types of
individuals :
o Trained job analysts
o Supervisors
o Job incumbents
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Persons collecting data advantages disadvantages
Trained analysts • Objectivity is maximized
• Expertise in job analysis method
used
• Expensive
• May look intangibles because
of unfamiliarity to the job
Supervisors • Fast data collection
• Familiarity with the job analyzed
• Needs training for effective
collection of data
• Objectivity
• Less standardization of data
Job incumbents • Greater familiarity with the job
• Fast data collection
• Less expensive
• Problems with the response
pattern
• Poor standardization of data
• Restrictive job sample

9. METHODS FOR COLLECTING DATA :
• Observation
• Interview
• Questionnaire
• Checklists
• Technical conferences
• Diary method
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10. OBSERVATION
• Direct observation is especially useful when jobs consist mainly of observable
physical activities
• In method the job analysts carefully observe the job holder and record what he
or she does, how he does, how much time is needed to completion of a given
tasks
• Simple and accurate
• Time consuming and inapplicable to jobs which involves high proportion of
unobservable mental activities
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11. INTERVIEW:
• Analyst interviews the job holder and his/her supervisor to get the information
about the job
• Structured interview is done for this
• Analyst will decide which information to be included and its degree of
importance
QUESTIONNAIRE
• Job holders fill in the given structured questionnaires, which are then approved
by their supervisors.
• Information on large number of jobs can be collected with short period of time
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12. CHECKLIST:
• Checklist is similar to a questionnaire, but the response sheet contains fewer subjective
judgements and tends to be either yes/no variety.
• Specialist should prepare a checklist in a way that it can cover all the relevant informations
about the job
• This method is suitable for large firms, to collect information from large number of employees
within short time
DIARY METHOD:
• This method requires the job holders to record in detail their activities each day
• It is time consuming method and engage considerable time of a production worker
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13. TECHNICAL CONFERENCE METHOD:
• In this method, service of supervisors who posses extensive knowledge
about a job are used.
• Conference of supervisors is used to discuss about the details about a job
• This method lack accuracy because the actual job holders are not involved
in collecting information.
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15. JOB DESCRIPTION
• Job description is written statement of what the workers do, how
he/she does and what the working conditions are
• It implies objective listing of the job title, tasks, duties and
responsibilities involved in a job.
• Most descriptions covers
 Job identification
 Job summary
 Responsibilities and duties
 Authority of incumbent
 Standards of performance
 Working conditions
 Job specifications
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17. COMPETANCY BASED JOB
ANALYSIS
• In high performance work environments, organization need workers to move from one job to
another, job analysis in these case need to collect the competencies that an employee must
exhibit to do a job well rather than focusing on job duties
• Job description prepared on competency based job analysis will centre around competencies of
individuals, no matter which job they occupy
• It includes self control, self development , Personal organization etc.,
• It is more worker focused
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18. CONCLUSION
• Organization consists of jobs that have to be staffed and as a management tool job analysis
and job description can greatly simplify an organization’s human resource management.
They help to clarify work functions and reporting relationships, helping employees to
understand their jobs. Job analysis is the process through which the duties of these positions
and characteristics of the people to hire for them are determined. Job analysis produces
information for job description and job specification.
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19. REFERENCE
• K. Ashwathappa., ‘Human Resource Management’., McGraw Hill Education publication., 7th
edition., page number: 137
• Gary Dessler, BijuVarkkey, ‘Human Resource Management’ , Pearson publications, 12th edition,
page number: 132
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20. THANK YOU
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THANK YOU