HUMAN RESOURCE IMPORTANT TOPIC

1. Job Analysis

2. Job analysis
 Job analysis is a systematic and detailed examination of jobs. It is the process of collecting
information about a job — that is, the knowledge, skills, and experience needed to carry out a
job effectively. The job holder is supposed to possess job-related knowledge useful to carry out
the job easily
 Job analysis is a process of determining the essential characteristics that are necessary to
perform the job effectively.
 Designing a job analysis leads to the preparation of job descriptions and job specifications. Both
of them underlie the roles, responsibilities, and qualifications needed in the job. At the same
time, the way jobs are designed has a significant influence on the employees and Organization.

3. Use of Job analysis
1. Organisational Design:
 It is useful for classifying and establishing the interrelation of the jobs
 To minimize the duplication or overlapping of the job
2. Human Resource Planning
To forecast the requirement of manpower requirement
To plan promotion and transfer
Define the quality and quantity of manpower requirement

4. Use of Job analysis
3. Recruitment and selection
 Provides information related to Task, duties and responsibilities, knowledge, and
skills required for the job and serve as the base for hiring.
 It provides an understanding on what employees are expected to do on the job.
4. Placement and orientation
 A clear understanding of the job requirement helps in the placement of right
person at the right job
 Orientation programme can be geared towards helping the employee learn the
task and duties they are required to perform
5. Training and Development
It helps to identify training needs
To design the training programme
To evaluate training programme

5. Use of Job analysis
6. Performance Appraisal
 It helps in determining the performance standard of the job
 Comparison of performance with the standards set with the help of job analysis
7. Career Path planning
 It provides information in terms of career paths and jobs available in the
organization
8. Job design:
Provides knowledge about job requirements, Improvement in work design and work methods
can be made to improve productivity and job specification
It takes two forms
i) Industrial engineering: It includes measurement, simplification and improvement of the
work in order to improve efficiency and reduction of cost
ii) Human engineering: redesigning of the job to match the physical and psychological
capabilities of the employees.

6. Use of Job analysis
9. Job Evaluation
It serves as the basis for determining the relative worth of the job.
10. Labour Relation
 Information provided by job analysis is helpful for management and the trade union for collective
bargaining.
 It can be used to resolve disputes and grievances related to workload, work procedures, etc.
11. Employee Counselling
 It provides information about career choice and personnel limitations.
12. Health and Safety
 It provides information related to the unhealthy and hazardous environment and operational
conditions.
 Example heat, noise, dust, fumes, etc
 Management can take measures to ensure the health and safety of the employees.

7. Process of Job analysis
1. Organizational Analysis:
 The jobs that are performed in the organization are viewed.
 Judge the linkage between the jobs and the organizational goals
 The contribution of various jobs to the efficiency and effectiveness of the
organization.
 Data can be obtained through organizational chart, class specification,
work flow charts

8. Process of job analysis
2 Organizing Job analysis programme:
 It is important to plan and organize the job analysis program
3: Deciding the use of job analysis information:
the information generated by the job analysis can be utilized for the proper
functioning of human resource management such as procurement,
development, compensation, integration, maintenance

9. Process of job analysis
4. Selecting Representative Jobs for Analysis:
 Job analysis is a costly and time-consuming process
 It is difficult and also not advisable to analyse all the jobs in the
organization
 It is important to select the number of jobs to be analysed
 the priorities of job needing anlaysis should also be determined.

10. Process of job analysis
5. Understand the Job design:
 the job analyst should obtain information about the current job.
 The job specification, job description, procedure manual, etc can be
studied
6. Collection of data:
 Data related to the jobs should be collected. It can be collected form the
employees who are currentlyperforming the job, the supervisor or from
the trade job analyst who are appointed to watch the employees
performing the job

11. Process of job analysis
7. Development of job description: it is a written statement that describes
in brief the task and duties and responsibilities of the related job
8. Development of Job specification
Job specification includes stipulation of desired behaviour attributes at a job
viz. skills requirement, knowledge of the job, behavioural and mental
attributes required on a job.

12. Techniques of job analysis
1. Job performance:
 The job analyst actually performs the job under study.
 This method is fairly suitable for studying simple jobs but in the case of complex
jobs, advanced training of the analyst may be necessary, which may not be
practicable. The method can also be time-consuming and expensive.
2. Personal observation
 In this method, the observer observes a worker or a group of workers doing a job.
He makes a list of all the duties performed by the worker and the qualities required
to perform those duties.
 It is a direct method. Direct exposure to jobs can provide a richer and deeper
understanding of job requirements than workers’ descriptions of what they do.

13. Techniques of job analysis
3. Interview
 Here a manager or job analyst visit each job site and talks with employees
performing each job. A standardized interview form is used most often to record the
information.
 Frequently, both the employee and the employee’s supervisor must be interviewed to
obtain a complete understanding of the job. In some cases, a group of experts
conducts the interview. They ask questions about the job, skill levels, and difficulty
levels.
4. Questionnaire :
 A survey instrument is developed and given to employees and managers to
complete.
 Comprehensive occupational Data Analysis Programme (CODAP), Position analysis
Questionnaire (PACS) example of a standard questionnaire
 The main advantage of this method is that information on many jobs can be
collected inexpensively in a relatively short time. This method is usually cheaper and
quicker to administer than other methods.

14. Techniques of job analysis
5. Critical Incident
 In this method, the employee is asked to write one or more critical incident that has
taken place on the job. The incident will explain the problem, how it is handled, qualities
required and difficulty levels, etc. The critical incident method gives an idea about the
job and its importance. This method focuses directly on what people do in their jobs, and
thus, it provides insight into job dynamics.
6. Log record
 Under this method, companies can ask employees to maintain log records or daily
diaries, and job analysis can be done based on information collected from the record.
 A log record is a book in which employee records /writes all the activities performed by
him on the job. This method is fairly suitable for studying simple jobs but in the case of
complex jobs, advanced training of the analyst may be necessary, which may not be
practical. The method can also be time-consuming and expensive.

15. Job Description
 Job descriptions are prepared on the basis of job analysis. Job descriptions,
sometimes called position descriptions, are written summaries, usually one
or two pages long, of the basic tasks associated with a particular job.
 A model job design includes the title of the job, information about duties,
responsibilities, facilities, pay scale etc.
 Job descriptions usually have a label, called a “job title,” and a section
describing the qualifications needed to perform the job. These
qualifications are encoded as job specifications. (French, 1995)

16. Purpose of Job Description
According to Wendell French (1995), a job description is useful for the
following processes of personnel administration: -
 Recruiting, interviewing, and selection.
 Orientation and training
 Setting performance standards and/or goal statements
 Designing performance appraisal forms
 Job evaluation
 Clarification and renegotiation of roles
 Career progression ladders

17. JOB SPECIFICATION
 Job specification spells out desired attributes of prospective job incumbents. Job
specification is a statement of the physical, mental and temperamental qualities necessary
for the performance of a job. This exercise helps us in cataloguing requirements of the job in
question in terms of:
(a)Qualifications required for the job can be general educational qualifications or
technical qualifications, or both;
(b) If the job requires any specific skill, ability or aptitude, the same will have to be determined;
(c) The degree and extent of job experience required can be laid down;
(d) Personal and physical attributes desired; and
(e) Age and domicile requirements.

18. Difference between Job Description and
Job specification

19. BASIS FOR COMPARISON JOB DESCRIPTION JOB SPECIFICATION
Meaning Job Description is a concise
written statement, explaining
about what are the major
requirements of a particular job
The statement which explains the
minimum eligibility requirements,
for performing a particular job is
known as Job Specification
Lists out Job title, duties, tasks and
responsibilities involved in a job.
Employee's qualification, skills and
abilities.
What is it? It expresses what a prospective
employee must do when he will
get the placement
t expresses what an applicant must
possess for getting selected.
Prepared from Job Analysis Job Description
Describe Jobs Job Holders
Comprises of Designation, place of work, scope,
salary range, working hours,
responsibilities, reporting
authority etc.
Educational qualifications,
experience, skills, knowledge, age,
abilities, work orientation factors,
etc