Job analysis is the process of determining the duties and requirements of a job. It provides information to write job descriptions outlining the tasks and job specifications describing ideal candidates. Information is collected through methods like interviews, questionnaires, observations, and diaries. Job analysis is used for recruitment, compensation, training, performance reviews, and ensuring equal opportunity compliance. The process involves analyzing representative positions, verifying the information, and developing descriptions and specifications.

1. JOB ANALYSIS

2. JOB ANALYSIS
Job Analysis is the procedure through which you
determine the duties of these positions and the
characteristics of the people to hire for them. Job analysis
produces information for writing job descriptions and job
specifications.
Job Descriptions means the list of what the job
entails. Job Specifications means what kind of people to
hire for the job.

3. INFORMATION COLLECTED
FOR JOB ANALYSIS
o Work activities; what to do for the job.
oHuman behaviors; what kind of behaviors the job
requires.
oMachines, tools, equipment, and work aids; what kind
of tools employee needs to handle.
o Performance standards; needs to appraise employee.
o Job context; work conditions and schedules.
oHuman requirements; what kind of human this job
requires.

4. USESOF JOB ANALYSIS
INFORMATION
o Recruitment and Selection; whom to recruit and
whom to not.
oCompensation; salary and bonus depends on job’
s
position.
o Training; understand the needs to train.
o Performance Appraisal; understand to actual
performance and potential performance.
oDiscovering Unassigned Duties; who are in the charge
of any duty.
o EEO Compliance; the equal opportunity for
everyone.

5. STEPSINJOB ANALYSIS
Step 1:
Step 2:
Step 3:
Step 4:
Step 5:
Step 6:
Decide how you’ll use the information.
Review relevant background information.
Select representative positions.
Actually analyze the job.
Verify the job analysis information.
Develop a job description and job specification.

6. PURPOSE OF JOB ANALYSIS
The job analysis always aims to answer questions such
as:
o Why does the job exist?
o What physical and mental activities does the
o Worker undertake?
o When is the job to be performed?
o Where is the job to be performed?
o How does the worker do the job?
o What qualifications are needed to perform the job?

7. METHODS OF COLLECTING
JOB ANALYSIS INFO
There are various ways to collect information on a
job’s duties, responsibilities, and activities. We discuss the
most important ones in this section. In practice, we can
use any one of them or can combine several.
Interview, questionnaires, observations and
participant dairy or logs are the most popular methods
for gathering job analysis data.

8. THE INTERVIEW
It is essential to supplement observation by talking
with incumbents. These interviews are most effective
when structured with a specific set of questions based on
observations, other analyses of the types of jobs in
question, or prior discussions with human resources
representatives, trainers, or managers knowledgeable
about jobs.

9. QUESTIONNAIRES
Expert incumbents or supervisors often respond to
questionnaires or surveys as a part of job analysis. These
questionnaires include task statements in the form of
worker behaviors.
Subject matter experts are asked to rate each
statement form their experience on a number of different
dimensions like importance to overall job success,
frequency performance and whether the task must be
performed on the first day of work or can be learned
gradually on the job.

10. OBSERVATION
This was the first method of job analysis used by I-
O psychologists. The process involves simply watching
incumbents perform their jobs and taking notes.
Sometimes they ask questions while watching, and
commonly they even perform job tasks themselves.
Near the end of World War II, Morris Viteles
studied the job of navigator on a submarine. He
attempted to steer the submarine toward Bermuda.

11. PARTICIPANTDIARY OR LOGS
The critical incident technique asks subject matter
experts to identify critical aspects of behavior or
performance in a particular job that led to success or
failure. For example, the supervisor of an electric utility
repairman might report that in a very time-pressing
project, the repairman failed to check a blueprint and as
a result cut a line, causing a massive power loss.
In fact, this is what happened in Los Angeles in
September 2005 when half the city lost power over a
period of 12 hours.

12. CHARTING THE ORGANIZATION
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 the outputs from a particular job.

13. QUANTITATIVE JOB ANALYSIS
TECHNIQUES
The
questionnaire
Position Analysis
used to collect
Questionnaire: A
quantifiable data
concerning the duties and responsibilities of various jobs.
The Department of Labor (DOL) Procedure: A
standardized method by which different jobs can be
quantitatively rated, classified, and compared.
Functional Job Analysis: Takes into account the
extent to which instructions, reasoning, judgment, and
mathematical and verbal ability are necessary for
performing job tasks.

14. WRITING JOB DESCRIPTIONS
Sections of a typical job description:
o Job identification
o Job summary
o Responsibilities and duties
o Authority of incumbent
o Standards of performance
o Working conditions
o Job specifications

15. WRITING JOB DESCRIPTIONS
Job identification:
o Job title: name of job
o FLSA status section: Exempt or nonexempt
o Preparation date: when the description was written
o Prepared by: who wrote the description

16. WRITING JOB DESCRIPTIONS
Job summary:
o Describes the general nature of the job
o Lists the major functions or activities

17. WRITING JOB DESCRIPTIONS
Relationships (Chain of Command):
o Reports to: employee’s immediate supervisor
o Supervises: employees that the job incumbent
directly supervises
o Works with: others with whom the job holder will
be expected to work and come into contact with
internally.
o Outside the company: others with whom the job
holder is expected to work and come into contact
with externally.

18. WRITING JOB DESCRIPTIONS
Responsibilities and duties:
oA listing of the job’s major responsibilities and
duties (essential functions)
oDefines limits of jobholder’s decision-making
authority, direct supervision, and budgetary
limitations.

19. WRITING JOB DESCRIPTIONS
Standard Occupational Classification: Classifies
all workers into one of 23 major groups of jobs which are
subdivided into 96 minor groups of jobs and detailed
occupations.
Standards of performance and working
conditions: Lists the standards the employee is expected
to achieve under each of the job description’s main duties
and responsibilities.

20. WRITING JOB SPECIFICATIONS
o Specifications for trained personnel
o Specifications for untrained personnel
o Specifications Based on Judgment
o Specifications Based on Statistical Analysis
o Steps in the Statistical Approach

21. PROCEDURES OF
WRITING JOB
SPECIFICATIONS
o Task-oriented
o Worker-oriented

22. SIXSTEP METHOD
Worker Characteristics:
enduring individual attributes
Worker characteristics
that influence the
capacities workers can develop - abilities, occupational
values and interests, and work styles.
Worker Requirements:
general attributes developed
Worker requirements
through education and
experience, thus are more amenable to change than
worker characteristics - knowledge skills and education.

23. SIXSTEP METHOD
Occupational Requirements: Occupational
requirements descriptors of the work itself rather than the
worker.
Experience Requirements: Experience
requirements types and quantities of experience required
for specific occupations - worker experience in other
jobs, related training, on-the-job training, and
certification requirements.

24. Individual Occupation Characteristics: Individual
occupation characteristics reflect labor demand, supply,
and other labor market information.
Occupation-specific Requirements: Occupation-
specific requirements information unique to a particular
job, occupation, specific skills and knowledge, tasks and
duties, and equipment used.
SIXSTEP METHOD

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