1. Job Analysis
 Job Analysis is not a one time activity as jobs are changing
constantly
 The job and not the person – an important consideration in job
analysis is conducted of the job and not of the person
 It simply highlights what are the minimum activities that are
entailed in a job.

2. Definitions
 Job analysis - systematic process of determining the
skills, duties, and knowledge required for performing
jobs in an organization
 Job description – document providing information
regarding tasks, duties, and responsibilities of job
 Job specification – minimum qualifications to perform
a particular job

3. Job Analysis
 Skill Range
 Does the job cover a reasonable but not too extensive range
of different tasks?
 Are there opportunities to use knowledge and skills
associated with effective performance of the job?
 Can the individual make full use of their skills and develop
their skill base?

4. Job Analysis
 Job Purpose
 Is the purpose of the job clearly and unequivocally
 Is its contribution to the organisation’s objectives evident?
 Is its contribution to its dept obvious?
 Is the post holder responsible for the successful completion
of the whole job?
 Do the internal systems help the post holder do the job?

5. Job Analysis
 Relationships
 Are the formal relationships clearly specified and related to
the achievement of the objectives?
 Is there opportunity to develop working relationships within
and across the department’s boundaries?
 Are colleagues available with whom the post holder can
discuss professional issues

6. Job Analysis
 Job Outcomes:
 Can the post holder see the result of their efforts?
 Can the results of the post holders efforts be recognised?
 Does the post holder have the opportunity to influence their
own levels of performance?
 Rewards
 Are the rewards appropriate and obtainable?
 Are the rewards linked directly with the performance of the
post holder?

7. Steps in Job Analysis
1. Organizational Analysis – Overview of various jobs in the
organization and the linkages between them and the
contribution of various jobs towards achieving organizational
efficiency and effectiveness.
2. Uses of Job Analysis Information
3. Selection of jobs for analysis
4. Collection of Data
5. Preparation of Job description – tasks, duties, responsibilities
6. Preparation of Job Specification – personal attributes required
in terms of education, training, aptitude and experience to
fulfill the job description

8. Methods of collecting information
 Job Questionnaire:
 Most cost effective method
 Elicits information from workers & their immediate supervisor
 You can get intimate detailed knowledge of their jobs
 Questionnaire needs to be structured in advance
 Responses can be used to create a job description

9.  Questionnaire method
Disadvantages
 Right population – questions can be interpreted differently
 Not everyone is able to describe fully & exactly
 Questionnaire not easy to make to cover all aspects

10. Interview
 Disadvantages:
 Time consuming
 Quality and experienced analyst
 Distrust of interviewers

11. Observation
 It is good for simple and repetitive jobs
Disadvantages:
 Presence of analyst can cause stress
 Jobholder may purposely reduce the pace of
activity to justify overtime
 Cannot be used where job requires personal
judgment and intellectual ability

12. Independent Observers
 Diary – One or more incumbents note duties and frequency of
tasks performed
 Critical Incidents – Incumbents brainstorm of critical incidents
that happen routinely and infrequently – this method is excellent
for training
 Photo tape recording
 Review of records – Maintenance records, repair records at
seasonal variations

13. Data collected
 List of tasks
 List of decisions made
 Amount of supervision received
 Supervision exercised
 Diversity of functions performed
 Interaction with other staff
 Physical conditions
 Software used

14. Definitions
 Job - Consists of a group of tasks that must be performed for an
organization to achieve its goals
 Position - Collection of tasks and responsibilities performed by
one person; there is a position for every individual in an
organization

15. Job Analysis: A Basic Human Resource Management Tool
Human Resource Planning
Tasks Responsibilities Duties
Recruitment
Selection
Training and Development
Job Descriptions Performance Appraisal
Compensation and Benefits
Job
Analysis Safety and Health
Job Specifications
Employee and Labor
Relations
Legal Considerations
Job Analysis for Teams
Knowledge Skills Abilities

16. Job Description
 Difficult to have a perfect and fully inclusive JD – as one moves
up in the hierarchy of the organization, a detailed JD becomes
very difficult.
 Most orgs would prefer not to describe the job fully, because
employees would stick to it and not do anything beyond
 Supervisors job may become redundant
 Rapid technological changes

17. Job Description
 A job description
 Clarifies work functions and reporting relationships, helping
employees understand their jobs.
 Aids in maintaining a consistent salary structure.
 Aids in Performance evaluations.
 Is a set of well written duty statements containing action words
which accurately describe what is being done.

18.  Duty statements
 should focus on primary, current, normal, daily duties and responsibilities
of the position (not incidental duties, an employee’s qualifications or
performance, or temporary assignments). Related or similar duties
should be combined and written as one statement.
 Should be a discreet, identifiable aspect of the work assignment,
described in one to three sentences, and should be outcome-based,
allowing for alternate means of performing the duty, changes in
technology, preferences of employees and supervisors, and
accommodations of workers with disabilities, without altering the nature
of, and/or the duty itself.

19. Writing a JD
 Duties are to be listed in order of importance, not necessarily
frequency.
 There is no need to group tasks/duties under sub headings,
however it is acceptable.
 Commence each statement with a verb eg 'processes', 'maintains',
'records' etc, .
 Avoid using the term 'responsible for' rather describe the action
e.g. 'obtains', 'coordinates' etc.

20. Writing a JD
 Frequencies should be identified in multiples of 5%. Duties that
take less than 5% of the officer's time should not be shown as
separate but grouped with other duties.
 Use action verbs which tell what the position does. Examples
include "supervises", "programs", "directs" and "analyzes".
Provide specific examples to illustrate the duties Avoid
ambiguous terms such as "oversees" or "manages", instead,
describe the activities involved in overseeing or managing.
Quantify activities when possible. Examples may include: How
often is the activity performed? How much money does this
position manage? What is the volume of work handled?

21. Writing a JD : Primary Function
 What is the Position's objective?
 What is the Role of Position (including key relationships)?
 Position summary [Briefly state the purpose or objective of the
position]:
 Essential job functions [State the major responsibilities, indicate
New (N) or Existing (E), and the estimated percent of time
devoted to each - include descriptive statements of typical or
representative tasks associated with the major
responsibilities/functions]:
 State briefly the general function of your position, including the
basic nature of the department and the relationship of your
position with other positions in your work area

22. Person Specification
 Person Specification is a statement derived from
the job analysis process and the job description
 Of the characteristics that an individual would need
to possess in order to fulfill the requirements of a
job

23. Compiling a person specification
 Attainment: What educational requirements and specialist
knowledge are really required for successful completion of the
task
 Experience: What roles and tasks should have been occupied
to ensure that the post holder is adequately equipped?
 Abilities: What skills need to be deployed for the competent
performance of the tasks?
 Aptitude: Where will the post-holders strengths lie;what
particular talents do they need to possess?
 Interests: What interest relevant to the work will suggest
possession of sought after skills /aptitudes?

24. Reasons For Conducting Job Analysis
 Staffing – would be haphazard if recruiter did not know
qualifications needed for job
 Training and Development – if specification lists a particular
knowledge, skill, or ability, and the person filling the position
does not possess all the necessary qualifications, training
and/or development is needed
 Compensation and Benefits – value of job must be known
before dollar value can be placed on it

25. Reasons For Conducting Job Analysis (Continued)
 Safety and Health – helps identify safety and health considerations
 Employee and Labor Relations – lead to more objective human resource
decisions
 Legal Considerations – having done job analysis important for supporting
legality of employment practices

26. Summary of Types of Data Collected Through Job Analysis
 Work Activities – work activities and processes; activity records (in film
form, for example); procedures used; personal responsibility
 Worker-oriented activities – human behaviors, such as physical actions
and communicating on the job; elemental motions for methods analysis;
personal job demands, such as energy expenditure
 Machines, tools, equipment, and work aids used
 Job-related tangibles and intangibles – knowledge dealt with or applied
(as in accounting); materials processed; products made or services
performed

27. Summary of Types of Data Collected Through Job Analysis
 Work performance – error analysis; work standards; work measurements,
such as time taken for a task
 Job context – work schedule; financial and nonfinancial incentives;
physical working conditions; organizational and social contexts
 Personal requirements for the job – personal attributes such as
personality and interests; education and training required; work experience

28. Conducting Job Analysis
The people who participate in job analysis should
include, at a minimum:
 The employee
 The employee’s immediate supervisor
 Other key stakeholders in the organization

29. An Employee Life Cycle