2. Definition
• Job analysis is the process of gathering
information about a job. It is, to be more specific, a
systematic investigation of the tasks, duties and
responsibilities necessary to do a job.
• The procedure for determining the duties and skill
requirements of a job and the kind of person who
should be hired for the job
• Is a formal and detailed study of jobs. “The process of
determining by observation and study the tasks, which
comprise the job ,the methods & equipments used,
and the skills &attitudes required for successful
performance of the job.
3. Job Analysis Data / Types of
Information Collected
Work
activities
Human behaviors
Human
requirements and
Personality
attributes
Job
context
Machines, tools,
equipment, and
work aids
Performance
standards
Information
Collected Via
Job Analysis
4. Outcome of a 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 specification – A list of a job’s “human
requirements”: the requisite education, skills,
knowledge, and so on – another product of a
job analysis.
5. • Job Classification : jobs are arranged into
classes or groups based on their characteristics.
• Job designing/ structuring
• Job evaluation
• Performance appraisal
• Training and Development
• Succession planning
• Improving efficiency
• Safety
6. Job analysis questionnaire another eg pg 202
Haldar
The information about a job is usually collected through a structured
questionnaire:
JOB ANALYSIS INFORMATION FORMAT
Your Job Title_______________ Code__________Date_____________
Class Title_______________ Department_____________________
Your Name_________________ Facility___________________________
Superior’s Title______________ Prepared by_______________________
Superior’s Name____________ Hours Worked______AM______to AM____
PM PM
1. What is the general purpose of your job?
2. What was your last job? If it was in another organisation, please name it.
3. To what job would you normally expect to be promoted?
7. 4. If you regularly supervise others, list them by name and job title.
5. If you supervise others, please check those activities that are part of your supervisory
duties:
¨ Hiring ¨ Coaching ¨ Promoting
¨ Orienting ¨ Counseling ¨ Compensating
¨ Training ¨ Budgeting ¨ Disciplining
¨ Scheduling ¨ Directing ¨ Terminating
¨ Developing ¨ Measuring Performances ¨ Other____________
6. How would you describe the successful completion and results of your work?
7. Job Duties – Please briefly describe WHAT you do and, if possible, How you do it. Indicate
those duties you consider to be most important and/or most difficult:
Job analysis questionnaire
8. (a) Daily Duties
(b) Periodic Duties (Please indicate whether weekly, monthly, quarterly, etc.)
(c) Duties Performed at Irregular Intervals
8. Education – Please check the blank that indicates the educational
requirements for the job, not your own educational background.
No formal education required College degree
Less than high school diploma Education beyond graduate
High school diploma or equivalent degree and/or professional license.
College certificate or equivalent
List advanced degrees or specified professional license or certificate
required.
Please indicate the education you had when you were placed on this job.
Job analysis questionnaire
9. Important / Significance of Job Analysis
Multifaceted Nature of Job Analysis
Recruitment
Selection
Placement
Training
Counselling
Human Resource
Planning
Job Evaluation
Job Design and
Redesign
Performance
Appraisal
Employee Safety
10. Steps in Job Analysis
1
2
3
4
5
Steps in doing a job analysis:
Review relevant background information. Like
the organisation Chart ( organisation wide work
distribution ) Process Chart
Decide how you’ll use the information.
Select representative positions.
Actually analyze the job. Human traits, employee behaviour,
working conditions etc.
Verify the job analysis information with the person performing
the job and his immediate supervisor .
6 Develop a job description and job specification.
11. Who should conduct job analysis?
Job incumbents themselves
Supervisors
External analysts
12. Methods of Collecting Job Analysis
Information
• Interview
• Questionnaires
• Participation Dairy / Logs
• Position Analysis Questionnaire Techniques
• Internet Based Job Analysis
• Panel of Expert
13. Methods of Collecting Job Analysis
Information: The Interview
• Information Sources:
Interview can be done with
– Individual employees
– Groups of employees
– Supervisors with knowledge
of the job
Interview Formats
– Structured (Checklist)
– Unstructured
• Advantages
– Quick, direct way to find
overlooked information
• Disadvantages
– Distorted information
14. Job Analysis: Interviewing Guidelines
• The job analyst and supervisor should work together to
identify the workers who know the job best.
• Quickly establish rapport with the interviewee.
• Follow a structured guide or checklist, one that lists open-
ended questions and provides space for answers.
• Ask the worker to list his or her duties in order of importance
and frequency of occurrence.
• After completing the interview, review and verify the data.
15. Methods of Collecting Job Analysis
Information: 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
16. Methods of Collecting Job Analysis
Information: 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
17. Methods of Collecting Job Analysis
Information: 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
19. Employee activities in PAQ
1. Information Input: Where and how does the employee get the information he/she uses in
performing his/her job.
Examples:
Use of written materials.
Near-visual differentiation.
2. Mental Processes: What reasoning, decision making, planning and information-
processing activities are involved in performing the job?
Examples:
Levels of reasoning in problem solving.
Coding/decoding
3. Physical activities: What physical activities does the employee perform and what tools or
devices does he/she use?
Examples:
Use of Keyboard devices.
Assembling/disassembling.
20. 4. Relationships with other people: What relationships with other people are required in
performing the job?
Examples:
Instructing.
Contacts with public, customers.
5. Job context: In what physical and social context is the work performed?
Examples:
High temperature.
Interpersonal conflict situations.
6. Other Job characteristics: What activities, conditions, or characteristics other than those
described above are relevant to the job?
Examples:
Specified work pace.
Amount of job structure.
Employee activities in PAQ
21. Internet-Based Job Analysis
Standardized questionnaires are frequently
distributed, with instructions, via the Internet
or Intranet. The danger is that important
points may be missed or misunderstood,
clouding results.
22. Job Description
Job description: this 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.
23. Writing of Job Description
• Job Identification
– Job title
– Preparation date
– Preparer
• Job Summary
– General nature of the job
– Major functions/activities
• Relationships
– Reports to:
– Supervises:
– Works with:
– Outside the company:
• Responsibilities and Duties
– Major responsibilities and
duties (essential functions)
– Decision-making authority
– Direct supervision
– Budgetary limitations
• Standards of Performance
– What it takes to do the job
successfully
• Working Conditions
24. Specimen of Job Description
Title Compensation manager
Code HR/2310
Department Human Resource Department
Summary Responsible for the design and administration of employee
compensation programmes.
Duties v Conduct job analysis.
v Prepare job descriptions for current and projected
positions.
v Evaluate job descriptions and act as Chairman of Job
Evaluation Committee.
v Insure that company’s compensation rates are in tune with
the company’s philosophy.
25. Relate salary to the performance of each employee.
Conduct periodic salary surveys.
Develop and administer performance appraisal
programme.
Develop and oversee bonus and other employee
benefit plans.
Develop an integrated HR information system.
Working conditions Normal. Eight hours per day. Five days a week.
Report to Director, Human Resource Department.
Specimen of Job Description
26. Job specification
• Job specification: it offers a profile of human
characteristics (knowledge, skills and abilities)
needed by a person doing a job.
• It underlines the mental and physical
attributes required of the jobholder to carry
out the job effectively. It also constitute the
minimum recruiting criteria or minimum
qualification for job
27. Components of Job Specification
• Physical Specification
• Mental Specification
• Emotional and social Specification
• Behavioural Specification
• Personal Specification
28. Specimen of job specification
Education MBA with specialisation in HRM/MA in social work/PG
Diploma in HRM/MA in industrial psychology.
A degree or diploma in Labour Laws is desirable.
Experience At least 3 years’ experience in a similar position in a large
manufacturing company.
Skill, Knowledge, Abilities Knowledge of compensation practices in competing
industries, of job analysis procedures, of compensation
survey techniques, of performance appraisal systems.
Skill in writing job descriptions, in conducting job analysis
interviews, in making group presentations, in performing
statistical computations
Ability to conduct meetings, to plan and prioritise work.
Work Orientation Factors The position may require upto 15 per cent travel.
Age Preferably below 30 years.
