Jobanalysisjobdesignjobspecification

JOB ORGANIZATION &
INFORMATION

Job Analysis is a process to
identify and determine in detail
the particular job duties and
requirements and the relative
importance of these duties for
a given job.

The Job; not the person An important concept of
Job Analysis is that the analysis is conducted of the
Job, not the person. While Job Analysis data may be
collected from incumbents through interviews or
questionnaires, the product of the analysis is a
description or specifications of the job, not a
description of the person.
Job analysis continued….

To establish and document the 'job
relatedness' of employment procedures
such as training, selection, compensation,
and performance appraisal.
Purpose of Job Analysis:

Determining training needs
training content
assessment tests to measure effectiveness of
training
equipment to be used in delivering the training
methods of training (i.e., small group, computer-
based, video, classroom...)
Job Analysis can be used in training/"needs assessment" to
identify or develop:

Compensation
skill levels
compensable job factors
work environment (e.g., hazards; attention;
physical effort)
responsibilities (e.g., fiscal; supervisory)
required level of education (indirectly related
to salary level)
Job Analysis can be used in compensation to identify or
determine:

Selection Procedures
job duties that should be included in advertisements of
vacant positions;
appropriate salary level for the position to help determine
what salary should be offered to a candidate;
minimum requirements (education and/or experience) for
screening applicants;
interview questions;
selection tests/instruments (e.g., written tests; oral tests; job
simulations);
applicant appraisal/evaluation forms;
orientation materials for applicants/new hires
Job Analysis can be used in selection procedures to identify or
develop:

Performance Review
goals and objectives
performance standards
evaluation criteria
length of probationary periods
duties to be evaluated
Job Analysis can be used in performance review to identify or
develop:

Methods of Job Analysis
Interviews
Structured Questionnaire / Inventory
Direct Observation
Logbooks / Work Diaries

Interviews
Most commonly used method
– very adaptable
Usually conducted with
– job incumbents
– technical experts
– supervisors
Questions like:
– what are your most typical duties?
– How long do they take?
– How do you do them?
Con: people may misrepresent/exaggerate job

Questionnaire/Inventory
Lists of many (>200) job characteristics and
activities
– rated in term of frequency and importance
method is most useful for comparing jobs
– D2 - measure of similarity
– found job of “housewife” is most similar to
“patrolman”!
very commonly used (esp. with interviews)

PAQ Example of “Sources of Job
Information”
Rate the extent to which each is used by the worker as a
source of information in performing the job:
Extent of Use: N - Does not apply
1 - Very infrequent
2- Occasional
3 - Moderate
4 - Considerable
5 - Very substantial
1.___ Written materials (books, reports, articles).
2.___ Quantitative materials (graphs, tables of numbers)
3.___ Measuring devices (calipers, tire pressure gauges,
thermometers)
4.___ Features of nature (landscapes, geological samples,
cloud formations)

Observation
Unobtrusive method
– camera; video; audio
Excellent for understanding and
appreciating conditions under which job is
performed
Allows analyst to experience aspects of job
that worker may not be aware of
Not as good for understanding why
behaviors do/do not occur

Logbook / Worker Diaries
Worker makes systematic entries in book
outlining activities
May be useful for jobs that are difficult to
observe
But, not commonly used
– too much variance in writing skills
– can exaggerate tasks performed
Can be done with beepers

Job design refers to the way that a set of
tasks, or an entire job, is organized . Job
design helps to determine:
what tasks are done,
how the tasks are done,
how many tasks are done,
and in what order the tasks are done

Job design continued….
It takes into account all factors which affect the
work , and organizes the content and tasks so
that the whole job is less likely to be a risk to the
employee. Job design involves administrative
areas such as:
job rotation,
job enlargement,
task/machine pacing,
work breaks, and working hours

How can job design help with the
organization of work?

Job design principles can address problems such as:
work overload,
work underload,
repetitiveness,
limited control over work,
isolation,
shift work,
delays in filling vacant positions,
excessive working hours, and
limited understanding of the whole job process.

What are common approaches to job
design?

Job Enlargement:
Job enlargement changes the jobs to include more and/or
different tasks. Job enlargement should add interest to the
work but may or may not give employees more responsibility.
the allocation of a wider variety of similar tasks to a job in
order to make it more challenging.
Example: A bank teller not only handles deposits and
disbursement, but also distributes traveler's checks and sells
certificates of deposit.

Job Rotation:
The practice of periodically shifting
workers through a set of jobs in a planned
sequence.

Job Enrichment:
Job enrichment allows
employees to assume more
responsibility, accountability,
and independence when
learning new tasks or to allow
for greater participation and
new opportunities

Job enrichment: Increasing the depth of the job to
include responsibilities that have traditionally been
carried out at higher levels of the organization.
Example: The teller also has the authority to help a
client fill out a loan application, and to determine
whether or not to approve the loan.

What are the overall goals of job design?

Task Variety
To alleviate boredom, avoid both
excessive static body positions and
repetitive movements. Design jobs to
have a variety of tasks that require
changes in body position, muscles used,
and mental activities.

Work Breaks / Rest Breaks
Rest breaks help alleviate the problems of unavoidable repetitive
movements or static body positions. More frequent but shorter
breaks (sometimes called "micro breaks") are sometimes preferable
to fewer long breaks.
During rest breaks, encourage employees to change body position
and to exercise. It is important that employees stretch and use
different muscle groups. If the employee has been very active, a
rest break should include a stationary

Allowance for an Adjustment Period
When work demands physical effort, have an
adjustment period for new employees and for all
employees after holidays, layoffs, or illnesses. Allow
time to become accustomed to the physical demands of
work by gradually "getting in shape.“ Employees who
work in extremely hot or cold conditions also need time
to acclimatize.

Provide Training
Training incorrect work procedures and equipment
operation is needed so that employees understand what
is expected of them and how they should work safely.
Training should be organized, consistent and ongoing. It
may occur in a classroom or on the job.

Vary Mental Activities
Tasks should be coordinated so that they are balanced during the
day for the individual employee as well as balanced among a group
of employees. You may want to allow the employee some degree
of choice as to what types of mental tasks they want to do and
when. This choice will allow the employee to do tasks when best
suited to their 'alertness' patterns during the day. Some people
may prefer routine tasks in the morning (such as checklists or filling
out forms) and save tasks such as problem solving until the
afternoon, or vice versa.

Job description is a written statement that
defines the duties, relationships and results
expected of anyone in the job. It is an overall
view of what is to be done in the job. Typically
it includes is a written statement that defines
the duties, relationships and results expected
of anyone in the job. It is an overall view of
what is to be done in the job.

Job Description continued….
Job description typically includes:
Job Title
Date
Title of immediate supervisor
Statement of the Purpose of the Job
Primary Responsibilities
List of Typical Duties and Responsibilities
General Information related to the job
– training requirements
– tool use
– transportation
Signature of the person who has prepared the job description

Job Specification is an
analysis of the kind of
person it takes to do the
job, that is to say, it lists
the qualifications.
Normally, this would
include is an analysis of the
kind of person it takes to
do the job, that is to say, it
lists the qualifications.

Job Specification continued….
Job description typically includes:
Degree of education
Desirable amount of previous experience in similar work
Specific Skills required
Health Considerations

Job Specification continued….
PERSON SPECIFICATION
JOB TITLE : WebProduction Manager
LOCATION : Newport based. Regional Role
Essential Desirable
Qualification / Education /
Training
• Design or web/related
qualification
• Skilled in the use of
photo-shop
• Good working
knowledge of Microsoft
Office
• Sound knowledge of
HTML
• Awareness of dynamic
languages such as PHP
• A management
qualification
Communication
• Internal
• External
• Phone
• Face to face
• Email
• In writing
Skills
• Team player
• Good listener
• Ability to talk to people
of differing technical
expertise
• Attention to detail
• Fantastic organisation
skills
• Ability to work under
pressure and to
deadlines
• Interpret data
• Positive outlook
• Man management skills
• A great balance of
technical, commercial
and people skills
• Negotiation skills
Knowledge
• Awareness of the latest
web technologies
including video,
podcasting etc.
• Newspaper knowledge

Defined
Process of determining the value of
each job compared to all the other jobs
in an organization.
The evaluation process is used as the
foundation for an equitable and
consistent system of compensation.

Objectives
To make sure that the job and pay levels do not:
1. underpay the staff – resulting to loss of valuable
personnel
2. overpay the staff – resulting to extra manpower
expense which cannot translate into profit
3. remain static – resulting to demotivation and low
morale of staff thereby minimizing their contribution
to the company.
Job Evaluation continued….

Process
1. Review JD for any updates.
2. Determine which tasks can be evaluated by peer,
customer, self and head.
3. Evaluate JD based on the different job factors.
4. Assign points to each job factor per position.
5. Sum all points of each position to determine
level.
6. Come up with salary structure based on the
different levels.

Precautions
Process must be objective - job must be evaluated based
on the duties and responsibilities of work assigned and
not the incumbent’s performance of that work.
Check for anomalies – e.g. is the subordinate rated with
a higher accountability than the head? Are the
supervisor and staff rated the same on mental demands?
Supervision and management often benefit empire
builders by awarding additional points for the number of
people supervised, size of budget, etc. to the detriment
of highly technical or skilled jobs

Jobanalysisjobdesignjobspecification

Jobanalysisjobdesignjobspecification

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