Job analysis is a systematic exploration of the tasks, duties, and responsibilities involved in a job. It identifies the key aspects of the job and provides essential information for human resource functions like recruitment, selection, training, and performance appraisal. The common methods used for job analysis include observation, interviews, questionnaires, technical conferences, and diaries. The key outputs of job analysis are the job description, job specification, and job evaluation. The job description outlines the key purpose, duties and responsibilities of the role, while the job specification defines the minimum qualifications required. Job evaluation determines the relative worth of different jobs in an organization.

2.  Systematic exploration of activities involved in a job.
 A systematic investigation of the tasks, duties and
responsibilities necessary to do a job.
Job Analysis
Job Tasks
Job Duties
Job Responsibilities

3.  Identification of the job
 To identify the operations and tasks involved
 Characteristics of the job
 Duties involved in the job
 Materials , methods and equipments used in the job
 How the job is performed
 Relationships
 Personal Attributes

4.  Human resource planning
 Recruitment
 Selection
 Placement and orientation
 Training
 Counseling
 Employee safety
 Performance appraisal
 Job design and redesign
 Job evaluation

5.  Organizational Analysis
 Selection of representative jobs/position to be
analyzed
 Collection of job analysis data
 Preparation of job description
 Preparation of job specification
 Preparation of job evaluation
 Implementing and monitoring the development

6.  Observation method
 Interview method
◦ Individual Interview method
◦ Group Interview method
 Questionnaire method
 Technical conference method
 Diary method/log method
 Job performance method
 Critical incidence technique

7.  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

8. The three types of interviews managers use to
collect job analysis data are:
 Individual (to get the employee's perspective on the
job's duties and responsibilities)
 Group (when large numbers of employees perform
the same job), and
 Supervisor (to get his/her perspective on the job's
duties and responsibilities).
Interview Formats
 Structured (Checklist)
 Unstructured

9. Advantages :
Quick,
Direct way to find overlooked information required.
Disadvantages :
Exaggeration or depreciation of importance of job
In case of supervisor, he may not be interesting in the
JD of the subordinates.
Attitude may not be supportive.
Difference in perception, attitude and aptitude of the
interviewee.
Lack of communication.
Analyst’s caliber should match employee’s caliber.

10.  The job analyst and supervisor should work
together to identify the workers who know the job
best.
 It is advisable to 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.

11. Employees fill out questionnaires to describe their
job-related duties and responsibilities.
Questionnaires format:job analysis questionnaire
format.docx,Job Analysis -Questionnaire.docx
 Structured checklist.( to identify the task
performed)
 Open ended questions

12. Advantages
 Quick and efficient way to gather information from
large numbers of employees
Disadvantages
 Expensive and time is consumed in preparing and
testing the questionnaire.
 Becomes less useful where the employees lack
verbal skills.

13. A job analysis technique that involves extensive input
from the employee’s supervisor/ experts. The
method does not allow having the employee’s
perception of the task.

14.  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
 Maintained on daily basis.
Disadvantages:
 Distortion of information
 Depends upon employees to accurately recall their
activities

15. The job analyst actually performs the job in question
thus giving a first hand information of the job in
terms of physical effort, hazards, emotional
pressures, social demands and mental
requirements.

16. Job analysis method by which job tasks are
identified that are critical to job success.

17. 1. Job Description
2. Job Specification
3. Job Evaluation

18.  A written document of what the job holder does, how it
is done, under what conditions it is done and why it is
done.
 It gives the purpose and scope of the job
Contents of Job description
 Job Title
 Job Summary
 Job activities
 Tools, machinery and equipments needed if any
 Working condition
 Social environment

19. Title Compensation Manager
Code HR/2310
Department Human Resource Department
Summary Responsible for the design and
administration of employee
compensation programmes
Duties •Conduct job analysis
•Prepare job description for current
and projected positions
•Evaluate job description and act as
chairman of job evaluation
committees
•Relate salary to the performance of
each employee
•Develop and administer performance
appraisal programme
Working condition Normal. Eight hours per day. 5 days a
week.
Report to Director, HR Department

20.  helps the supervisors in assigning work to the
subordinates so that he can guide and monitor their
performances.
 It helps in recruitment and selection procedures.
 It assists in manpower planning.
 It is also helpful in performance appraisal.
 It is helpful in job evaluation in order to decide
about rate of remuneration for a specific job.
 It also helps in chalking out training and
development programmes

21.  A statement which tells us minimum acceptable
human qualities which helps to perform a job. Job
specification translates the job description into
human qualifications so that a job can be performed
in a better manner.
 Job specification helps in hiring an appropriate
person for an appropriate position.

22. The contents are :
 Job title and designation
 Educational qualifications for that title
 Physical and other related attributes
 Physique and mental health
 Special attributes and abilities
 Maturity and dependability
 Relationship of that job with other jobs in a concern.
 Job Specification of Compensation Manager.docx

23. Advantages of Job Specification
 It is helpful in preliminary screening in the selection
procedure.
 It helps in giving due justification to each job.
 It also helps in designing training and development
programmes.
 It helps the supervisors for counseling and monitoring
performance of employees.
 It helps in job evaluation.
 It helps the management to take decisions regarding
promotion, transfers and giving extra benefits to the
employees.
Job analysis is considered to be the
primary tool of personnel management.

24.  Job evaluation is the process of determining the
worth of one job in relation to that of the other jobs
in a company.
 Is a process of determining the relative worth of a
job.
 An effort to determine the relative value of every job
in an organization.
 A practical technique to judge the size of one job
relative to others.

25.  To gather data and information relating to JD, job
specification and employee specifications of various
jobs in an organization.
 To compare the duties, responsibilities and
demands of a job with that of other jobs.
 To determine the hierarchy /rank based on jobs in
an organization.
 To ensure equal wages are fixed to the jobs of equal
worth or value.
 To minimize wage discrimination based on sex, age,
caste, region, religion etc.

26.  Rate the job but not the employee.
 Elements / tasks selected should be easily understood,
defined clearly and properly selected.
 Employee concerned and supervisors should be educated
and convinced about the program.
 Supervisors should be encouraged to participate in rating
the jobs.
 Encourage employee cooperation to participate in the
rating program.
 Consensus with the supervisors and employees on rating.
 Should be a collective effort, chance for equal
representation from all departments

27.  Reduction in inequalities in salary structure
 Specialization
 Helps in selection of employees
 Harmonious relationship between employees and
manager
 Standardization
 Relevance of new jobs

29. Human resources planning is the process by which an
organization ensures that it has the right number &
right kind of people at the right place and at the
right time , capable of effectively and efficiently
completing those tasks that help the organization
achieve its overall objectives..
Human Resource Planning is ‘the process for ensuring
that the human resource requirements of an
organization are identified and plans are made for
satisfying those requirements’.
Bulla and Scott (1994),

30. HR Planning is also called Employment planning or
Man power planning
Important, since people are most important and the
most valuable asset of the organisation

31.  Forecast personnel requirements: determine
future manpower needs
 Cope with changes effectively: market conditions,
technology, products, government regulations etc.
 Use existing manpower productively
 Promote employees in a systematic manner.

32.  Reservoir of talent :
 Prepare people for future – employees trained and
motivated in advance to meet future requirements
 Meet the needs of expansion and downsizing
programmes
 Meet manpower shortages due to labour turnover.
 Cut cost- prevent over manning/ surplus employees
 Succession planning.

33. Nature of the job
Outsourcing
Environmental
uncertainties
Organizational
growth cycle and
planning
Type and quality
of forecasting
information
Time horizon
Type and strategy
of organization
HRP

34. 1. Assessing current human resources.
a. Human Resources inventory
i. HR inventory
ii. HRIS
iii. Succession planning
b. Job Analysis
2. Assessing the demands for human resources
3. Implication of future demand
4. Implication of future supply
a. Increasing supply
b. Decreasing supply
5. Matching demand and supply

35. HR planning starts – preparation of profile of current human
resources in an organization.
It includes
I. Human Resource Inventory & Job Analysis
Human Resource Inventory Includes
a) HR Inventory – Collecting and keeping the details of the
employees presently working in the organization utilizing
the computer technology.

36. c) HRIS – Human Resource Information System: A data base
system: A method by which an organization collects, analyses
and reports information about people and job.
c) Succession Planning: A type of inventory report:
It is a process for identifying and developing internal people
with the potential to fill key business leadership positions in
the company that may come in the future.
(retirement, death, resignation, promotion, transfer etc)
II. Job Analysis: Systematic exploration of activities involved
in a job.

37.  The future plans, direction of the organisation in
terms of revenue forecast etc
 Here projection of future human needs can be
developed.
 Heterogeneous group of people has to be identified
 Both the quality and quantity of demand is important

38.  Factors affecting the supply
Increasing Supply:
 Transfers in, returns from leave
Decreasing supply:
 Transfers out, retirement, death, dismissal, lay off.

39. i. Lack of understanding of rationale of planning
ii. Insufficient top management’s support
iii. Insufficient initial effort
iv. Lack of coordination with other functions
v. Lack of integration with organizational plans
vi. Non-cooperation of operating managers.

41. Process of locating and encouraging potential applicants to
apply for existing or anticipated job openings.
EDWIN FLIPPO,
“Recruitment is the process of searching for prospective
employees and stimulating them to apply for jobs in the
organization.”
Recruitment is a positive function in which publicity is given
to the jobs available in the organization and interested
candidates are encouraged to submit applications for the
purpose of selection

42. Need arises due to the following reasons / situation:
 Vacancies due to promotions, transfer, retirement,
termination, permanent disability, death and labour
turnover.
 Creation of new vacancies due to the growth, expansion
and diversification of business activities of an enterprise.

43.  Determine the present and future requirements of the organization.
 Increase the pool of job candidates at minimum cost.
 Help increase the success rate of the selection process - by reducing
under qualified or overqualified job applicants.
 reduce the probability that job applicants, once recruited and selected,
leaving the organization within a short period of time.
 Meet the organization’s legal and social obligations regarding the
composition of its work force.
 Identifying and preparing potential job applicants who will be
appropriate candidates.
 Increase organizational and individual effectiveness
 Evaluate the effectiveness of various recruiting techniques and
sources for all types of job applicants.

45.  Poor image
 Unattractive job
 Conservative internal policies
 Limited budgetary support
 Restrictive policies of government.

46. Internal Sources
Persons who are already working
in the organization
•Retrenched employees
•Retired employees
•Dependents of deceased employees
Vacancies are filled- upgrading,
transferring. Promoting or
demoting the existing work force
External Sources
Recruiting persons from
outside the organization
•Employees in other organizations
•Employment exchanges
•Students from reputed
educational institutions
•Employee referrals
•Respondents of advertisements
•Walk-ins
•Labour contractors

47. Non traditional Sources
 National blind association
 National organization for women
 VRS
 Ex-servicemen
 Association for the handicapped

48. Advantages:
 Economical
 Suitable
 Reliable
 Increased job
satisfaction
Disadvantges
 Limited choice
 Discourages entry of
talented people from
outside.
 Inefficiency
 Bone of contention.

49. Advantages:
 Wide choice
 Injection of fresh blood
 Motivational force
 Long term benefits
Disadvantges
 Expensive
 Time consuming
 Demotivating
 Uncertainty

50. a) Internal Methods
◦ Promotions and Transfers:
◦ Job Posting – In office bulletin, notice board. Electronic
media.
◦ Employee referrals
b) Direct Methods
◦ Campus recruitment
c) Indirect Methods
◦ Advertisements ( Newspaper, Television and radio ads)

51. d) Third Party Methods
• Private employment search firms (recruitment
consultancies)
• Employment exchanges
• Labour contractors
e) Deputation
f) Gate hiring
g) Unsolicited applicants- walk ins
h) Internet recruiting (job portals)
www.naukri.com
www.monsterindia.com
www.timesJobs.com

52.  Overtime
 Sub contracting
 Temporary employees
 Employee leasing
 Outsourcing

53.  Outsourcing
 Poaching/raiding
 E-recruitment
 Dot jobs domain ( www.goto.jobs)
 virtual job fairs

54.  Legal Environment:
◦ The factories Act, 1948
◦ The Apprentices Act,1961
◦ The Employment Exchanges Act,1959
◦ The Contract labour Act,1970
◦ Bonded Labour System (Abolition) Act, 1976
◦ The Child Labour Act,1986

55. “Right man at the right job” is
the basic principle in selection.

56.  Selection is the process of picking individuals who
have relevant qualifications to fill jobs in an
organization. The basic purpose is to choose the
individual who can most successfully perform the
job from the pool of qualified candidates.

57. Basis Recruitment Selection
Meaning Activity of establishing contact
between employers and
applicants
Process of picking up
more competent and
suitable employees
Objective Encourages large number of
Candidates to apply for a job.
Create a pool of candidates
Attempts at rejecting
unsuitable candidates
Process Simple process. Complicated process.
Hurdles The candidates have not to
cross over many hurdles.
Many hurdles have to be
crossed.
Approach Positive approach. Negative approach.
Time Less time is required. More time required.
Economy economical method Expensive method

58.  Reception
 Preliminary interview
 Application form
 Selection Test
 Selection Interview
 Medical Examination
 Reference Checks
 Final Approval/Hiring decision
 Employment
 Communicating to rejected candidates about their rejection

59.  Physical Characteristics
 Personal Characteristics
 Skill and Abilities
 Competency
 Temperament and Character
 Interest

60. 1. Intelligence tests
2. Ability tests -determine
how well one can perform his
task
3. Aptitude Test - determine
a persons potential to learn
in a given area
4. Personality tests - To
measure an individual’s
activity preferences
◦ Projective tests
◦ Interest tests
◦ Preference tests
5. Achievement Test
6. Simulation tests
7. Assessment centre
7. Graphology test
8. Polygraph test- lie
detector
9. Integrity tests

61.  Objective-eliminate bias
 Helps to identify talents of individuals
 Reduce cost-large candidates at minimum time
 Measure aptitude and predict success
 Healthy basis for comparing applicants

62.  Analysis of job
 Selection of test procedure
 Preliminary tryout and refinement
 Validation of test procedure –experiment
 Combination of tests
 Administration of tests

63.  Reliability- Refers to the consistency – Reliability is
tested by giving the same test to the same person at
two different points in time
 Validity- the extend to which the test measures
what it intends to measure
 Suitability – Suitable for the group on which it is
applied
 Usefulness – Exclusive reliance on single test
should be avoided
 Preparation - Test should be well prepared
 Standardization - Should follow prescribed
methods and procedures for conducting the test

65. Formal, in depth conversation conducted to evaluate the
applicant’s acceptability.
Face to face interaction between
two persons for a particular process.
Two-way exchange of information, the interviewers learn
about the applicant, and the applicant learns about the
organization
It can be formal or informal

66. Interview is deliberate listening for the purpose of
drawing the other persons out to discover, what he
want to say and give him a chance to express
himself.
Purpose of interview
 Size up the interviewee’s agreeableness
 Ask questions that are not covered in tests
 Obtain as much relevant information as possible
 Make assessment on interviewee’s enthusiasm and
intelligence
 Pass information to candidate about the company

67.  Non – directive interview (Unstructured interview) – No
specific format followed, broad, open ended questions.
 Directive (Structured interview) – Uses predetermined
set of questions. Easy to compare two candidates, increased
reliability, eliminate biases but put restrictions on the
freedom of interviewer.
 Situational interview- applicants are confronted with a
hypothetical(imaginary) incident (situation)
 Behavioural Interview- Focuses on actual work incidents
in the applicants past.

68.  Stress Interview: to find response of candidates to
aggressive, embarrassing, rude and insulting questions and
putting them in a difficult situation.
 Panel interview: Interviewee meets with three or five
interviewers. Limits the chances of personal biases of any
individual interviewer.
 Depth interview: To evaluate the subject knowledge of the
candidate
 Phone Interviews - Interview conducted over the phone
 Video/Web Assisted Interviews – video conferencing
 Exit interview – Interview conducted at the the time of
leaving (resignation)the organization

69. Reception
Preparation
Information Exchange
Termination
Evaluation

70.  Structure the interview- helps to increase reliability
 Fixed set of questions to all applicants- for easy
comparison
 Train the interviewer
 Understand the job
 Avoid other unnecessary information's
 Standardize the evaluation forms
 Make notes
 Avoid short interviews

71.  Halo effect – Reflection based on ones
characteristic either correctly or
incorrectly (appearance. Communication etc.)
 Stereotyping – Assuming that particular
characteristics are typical of members of a particular
group and take decisions base on that.
 Projective type- Expecting that all the qualities of the
interviewers should be with the candidates
 Leniency – lenient in evaluating everyone
 Conservative – just opposite to being lenient

72.  Adjusting the HR policies (hiring freeze, salary freeze,
salary reduction, early retirement, mandatory holiday)
 Reducing Recruitment costs (Negotiating discount on
recruitment contracts with recruitment sites and agencies,
Approaching one stop career centers for all types of job
vacancies)
 Conducting the screening interviews over the
internet( Web cam conferencing)/telephonic
interviews.
 Sending employees to free training alternatives

73.  Cutting back salary increases and merit pay (high
performing employees- offered- long term equity grants
and retention bonuses)
 Extended health care benefits for separated
employees
 Preparing for lay offs
 Adopt Cost cutting Strategies (reducing accidents,
migrate from expensive training to less expensive online
training, diligently reviewing compensation claims, diligent
safety checks and audits)
 Managing effectively the overall compensation
spending