JOB ANALYSIS Outline of Job Analysis Job analysis is the systematic study of the tasks, duties and responsibilities of a job and the qualities needed to perform it. There are a collection of methods for understanding what a job consists of and what is required in order to perform the job. These methods include: Observation: When the observation method is used, a manager, job analyst, or industrial engineer observes the individual performing the job and takes notes to describe the tasks and duties performed. Observation may be continuous or based on intermittent sampling. It’s more useful for repetitive jobs and in conjunction with other methods. Interview: A trained job analyst interviews a job incumbent, usually utilizing a standardized format. Sometimes more than one worker is interviewed, and the results are aggregated. Another variation is the group interview, where several incumbents are interviewed at the same time. Critical Incident: Behaviorally based critical incidents are used to describe work, and a job analyst determines the degree of each behavior that is present or absent in the job. Diary: The job incumbent records activities and tasks in a log as they are performed. Checklist: A worker or supervisor check items on a standardized task inventory that apply to the job. Questionnaire: There are two types of questionnaires: The structured questionnaire uses a standardized list of work activities, called a task inventory that job incumbents or supervisors may identify as related to the job. In addition, the respondent may also identify additional information such as how much time is spent on the task, the amount of supervision required, and/or the expertise required. The open-ended questionnaire asks the job incumbent to describe the work in his or her own words. Technical Conference: Several experts often called subject matter experts on the job collaborate to provide information about the work performed. A job analyst facilitates the process and prepares the job description based on the consensus of the technical experts. In certain applications, two or more methods may be combined. An example is the observation-interview. The Human Resource specialist normally collects one or more of the following types of information through the job analysis: Work activities. First, he or she collects information about the job’s actual work Activities, such as cleaning, selling, teaching, or painting Human behaviors: The specialist may also collect information about human behaviors like sensing, communicating, deciding, and writing. Included here would be information regarding job demands such as lifting weights or walking long distances. Machines, tools, equipment, and work aids: This category includes information regarding tools used, materials processed, knowledge dealt with or applied such as finance or law, and services rendered such as counseling or repairing. Performance standard: The employer may also want information about the ...

1. JOB ANALYSIS
Outline of Job Analysis
Job analysis is the systematic study of the tasks, duties and
responsibilities of a job and the qualities needed to perform it.
There are a collection of methods for understanding what a job
consists of and what is required in order to perform the job.
These methods include:
Observation: When the observation method is used, a manager,
job analyst, or industrial engineer observes the individual
performing the job and takes notes to describe the tasks and
duties performed. Observation may be continuous or based on
intermittent sampling. It’s more useful for repetitive jobs and in
conjunction with other methods.
Interview: A trained job analyst interviews a job incumbent,
usually utilizing a standardized format. Sometimes more than
one worker is interviewed, and the results are aggregated.
Another variation is the group interview, where several
incumbents are interviewed at the same time.
Critical Incident: Behaviorally based critical incidents are used
to describe work, and a job analyst determines the degree of
each behavior that is present or absent in the job.
Diary: The job incumbent records activities and tasks in a log
as they are performed.
Checklist: A worker or supervisor check items on a standardized
task inventory that apply to the job.
Questionnaire: There are two types of questionnaires: The
structured questionnaire uses a standardized list of work
activities, called a task inventory that job incumbents or
supervisors may identify as related to the job. In addition, the
respondent may also identify additional information such as
how much time is spent on the task, the amount of supervision
required, and/or the expertise required. The open-ended
questionnaire asks the job incumbent to describe the work in his

2. or her own words.
Technical Conference: Several experts often called subject
matter experts on the job collaborate to provide information
about the work performed. A job analyst facilitates the process
and prepares the job description based on the consensus of the
technical experts.
In certain applications, two or more methods may be combined.
An example is the observation-interview.
The Human Resource specialist normally collects one or more
of the following types of information through the job analysis:
Work activities. First, he or she collects information about the
job’s actual work
Activities, such as cleaning, selling, teaching, or painting
Human behaviors: The specialist may also collect information
about human behaviors like sensing, communicating, deciding,
and writing. Included here would be information regarding job
demands such as lifting weights or walking long distances.
Machines, tools, equipment, and work aids: This category
includes information regarding tools used, materials processed,
knowledge dealt with or applied such as finance or law, and
services rendered such as counseling or repairing.
Performance standard: The employer may also want information
about the job’s performance standards in terms of quantity or
quality levels for each job duty, for instance. Management will
use these standards to appraise employees.
Job context: Included here is information about such matters as
physical working conditions, work schedule, and the
organizational and social context for instance, the number of
people with whom the employee would normally interact.
Information regarding incentives might also be included here.
Human requirements: This includes information regarding the
job’s human requirements, such as job-related knowledge or
skills like education, training, work experience and required
personal attributes.
Steps in Job Analysis

3. There are six steps in doing a job analysis.
Step 1
Decide how you’ll use the information, since this will determine
the data you collect and how you collect them.
Step 2
Review relevant background information such as organization
charts, process charts, and job descriptions. Organization charts
show the organization wide division of work, how the job in
question relates to other jobs, and where the job fits in the
overall organization. The chart should show the title of each
position and, by means of interconnecting lines, who reports to
whom and with whom the job incumbent communicates.
Process chart provides a more detailed picture of the work flow.
Step 3
Select representative positions.
Step 4
Actually analyze the job by collecting data on job activities,
required employee behaviors, working conditions, and human
traits and abilities needed to perform the job.
Step 5
Verify the job analysis information with the worker performing
the job and with his or her immediate supervisor. This will help
confirm that the information is factually correct and complete.
This review can also help gain the employee’s acceptance of the
job analysis data and conclusions, by giving that person a
chance to review and modify your description of the job
activities.
Step 6
Develop a job description and job specification. These are two
tangible products of the job analysis.
Job Analysis Form
Job title
Department

4. Section
Unit:
Report to:
Interviewed: Job Title:
Date:
(Name)
1. Basic Functions and Scope:
Give brief summary of the main purpose of the job and the
prime reason for its existence. State briefly its scope and range.
Include quantitative data where possible.
2. Work Performed
Describe in some detail the duties performed. State specifically
what is done and explain why and how. Illustrate with examples
where appropriate. State frequency example daily, weekly.
listing may be in any logical order appropriate for the job
Percentage of time

5. 3. Work Contacts.
Measure the extent to which the post holder requires the ability
to gain cooperation, deal with and influence other people using
tack, persuasions and judgment. indicate level, frequency,
difficulty and importance of work contacts
Personal Contact Frequency Nature And Purpose Of Contacts
Means Of Contact
Check Applicable Items Occasional (O)
( Personal, Telephone, etc)
Periodic (P)
Frequent (F)
Intermediate Associates
At Own Level In Other Department
At Next Higher Level In Other Department
Other (Specify)
Outside Company (Specify)
4. Supervisory Responsibility
Full supervision, supervising, controlling and being fully
accountable for the work of subordinate including responsibility
for training and career develop
Company Employees- Job Titles Number Supervised
Work Direction
Providing direction to other, scheduling their work and being
accountable for its quality and quantity
Company Employee-Job Title and Number Contractors
Personnel

6. 5. Physical Efforts
Physical effort required to perform the job. Refers to the
amount of physical exertion on handling materials, using tools
and operating machines
Identify tools, equipment, machinery and materials handled
Position While Working
%
tools …….
walking/standing -----
equipment -----
climbing ------
machinery -----
lifting ------
Work Conditions
The degree of exposure to work condition
a. surroundings --------
dirt --------
heat --------
fumes -------
water -------
noise --------
vibration ------
dust, shavings -------
clean pleasant ------
b. Degree c. % of work time
slight moderate intensive
6. Education and Training
Minimum academic, commercial and technical qualifications
required
a. academic b. form
technical, trade training
Basic (4 Years) ------

7. Elementary (6 Years) ----- Preferably
Certificate or Diploma
Intermediate (9years)------
Secondary (12 Years) -----
Bachelor degree -------
---------------------------------------- number of years:-------
-- full time
---------------------------------------- -----------------
----part time
7. Experiences
Minimum previous regarded as essential for a person with
educational background to acquire sufficient knowledge to
perform full detail of the job
a. field of experience-------------------- b. type
of job…………
c minimum period of related experience ----------years d.
minimum period of site
familiarization training -----------years………months.
e. essential short courses----------------------------------. length
of time-------------------
-------------------------------------.
length of time-------------------
8. Other Observations
Referencez
Brannick, M. T., & Levine, E. L. (2002). Job analysis: Methods,
research and applications for human resource management in
the new millennium.
Harvey, R. J. (1997). Job analysis.
Gael, S. (1994). Job analysis: A guide to assessing work

8. activities. Jossey-Bass Inc Pub.