The document discusses the concept of role analysis and how it can be used to analyze roles within an organization. It defines key terms related to role analysis and outlines the process for conducting a comprehensive role analysis. An example is provided of conducting a role analysis for the head of a training unit, including identifying the key functions, critical attributes, and norms for that role.

1. Role Analysis
Unit 3

2. CONCEPT OF ROLE
Role is a position or an office a person
occupies as defined by expectations from
significant persons in the organization,
including the person himself.
In other words, a position or an office
becomes a role when it is defined by
various expectations from that position.



3. The various concepts have their
related configurations
Concept Basic definition Relationships Configuration type
Task Basic elements of a
job
Person-specific
Product
Isolation
Job A module of work Person-overall
Product
Unrelationship
Work Productive
activities
Person-technology
Economic system
Basic Socio-
economic
relationship
Position or office A point in the
organisation
structure
Position-position Hierarchy
Role Expected task by
self and others
Person-job-self-
others
Socio-psychological

4. USES OF ROLE ANALYSIS
The following are the benefits. The Role Directory helps the role
occupants
 To have better role clarity
 To develop the required competency and skills to perform
the Key functions
 To prepare action plan for achieving the objectives: under
the key functions In self development and career/succession
planning
 To have higher role/job satisfaction
 To reduce role stress, if any
 To improve enabling climate for organizational development
 In performance planning, appraisal review, development and
job rotation.

5. SOME KEY TERMS IN ROLE ANALYSIS
 Role Directory: It is a document compiling the key functions, critical
attributes, and norms of the various key roles in an organization.
 Role: The position occupied by an individual in a social system and
as defined by the functions one performs in response to the
expectations of the significant members of the social system and
one's own expectations from the position occupied by oneself.
 Organizational Position: The point in the hierarchy of the
organization, as reflected in reporting relationship.
 Focal Role: The role being considered and discussed for Role
Analysis.
 Role Occupant: The person holding an performing the focal role.

6. Continue……..
 Mission of the Role: The main purpose of the existence of the role
in the organization; its basic and distinct contribution to the
organization goals.
 Role Set: The constellation of the significant role around and
interacting with focal role, having various expectations from the focal
role, including the focal role itself.
 Key Function : Function is a combination of activities. Key
functions are those areas which assume priority over all other
functions agreed upon by the focal role occupant and other role set
member; these are critical / very specific to the present/future role
performance.
 Critical Attributes: Essential requirements and qualities of .the role
occupant, which are vital to make the role more effective.
 Norms: Behavior expected from the focal role occupant by other
members of the role set.

7. Process of Role Analysis:-
 The key position for which Role Analysis is to be done or
identified.
 Each of the Role Occupants whose role is to be analyzed is
called the Focal Role. He is requested to identify the significant
members in the organization with whom he has to interact in
the performance of his functions in a manner that such
interaction has a bearing on his own functions. The members
so identified by each Role Occupant are called Role Set
Members.
 The Role Set Members are asked to write down their
expectation from, and offering to, the Focal Role. Likewise Role
Occupants are also requested to write down their offerings to
and expectations from, the Role Set members. The gap
between such expectations and offering are discussed and
Role consensus is arrived at.

8. Process of Job Analysis
Identification of roles
Finalization of Role Set members
Get Expectations from and offering to in written from Focal Role & Role
Set members
Discuss gap between expectations & offerings
Role consensus
Key performance Area
Critical Attributes

9. COMPREHENSIVE ROLE ANALYSIS (CRA)
The following steps are involved in CRA:
1. Identify the focal role for analysis
2. Finalize the role set for each focal role
3. The focal role occupant and his role set
members discuss and finalize the mission or the role
4. The focal role occupant writes down the
functions he/she offers to do in that role.
5. Every other member of the role set writes down
what he expects the focal role to do while
performing the said role.
6. The focal role occupant consolidates the
expectations for discussion

10. Continue…….
7. The focal role occupant and role set members sit together and
discuss and, through consensus, prepare a list of key functions
of the focal role.
8. They also prepare a list of critical attributes that are necessary for
effective performance of the focal role; The lists are first prepared
by the role occupant as well as the role set members, and then
consolidated through discussion. They also prepare the norms
for the role occupant as to what he should/should not do while
playing his role

11. Comprehensive Role Analysis of Head
of a Training Unit.
 Role Head of Training Unit
 Organizational Position: Reports to Vice-President (Human
Resources). Has colleagues (at the same level) General Managers
(HRM and HRD). Has seven Faculty members who, besides their
professional work also take, by rotation, roles of Directors of
Facilities, Programmes, Research and Evaluation, Action
Research,Consultancy and Learning Resources (e.g. Teaching
Aids, Library, Publications etc.).
 Role Set: VP (HR), GM (HRM), Heads of other Functions, Faculty
Members.
 Mission of the Role:
 Ensure that "training system" optimises effectiveness of individuals,
roles, teams, interteams and the total organisation to achieve its
goals, and in moving towards the future vision.

12. Continue….
 Key Functions:
1. Develop a comprehensive concept of "training" as an instrument of
organizational effectiveness, and shaping, managing and
instituionalising change to realise the organizational vision (training,
consultancy, action, research).
2. Stimulate and help Heads of different functions/units/departments to
prepare their long-term and annual training plans.
3. Search, attract and retain the most competent faculty.
4. Nurture and mentor the faculty
5. Build strong linkages with the organizational leaders, external
professional groups, and other large client systems
6. Encourage continuous innovations in training in order to ensure that
various human units (individuals, teams, the organisation) continue to
remain the main competitive advantage for the organisation.
7. Participate, as a member of top management, in business planning
and strategy formulation.

13. Continue….
Critical Attributes
Significant experience at least in two functions
and two locations
Knowledge and understanding of training, action
research and consultancy
Good track record as "a line manager
Visioning
Inspiring , encouraging, nurturing, empowering
with enough emphasis on accountability
Commitment to quality, high standards and
integrity
Networking competence

14. Continue…
Norms
Should involve faculty and others in most
decision making
Should give due credit to deserving
people
Should be firm when required
Should be a role model.