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1. JOB ANALYSIS
“Broadening the responsibilities of the
company’s jobs and encouraging employees
not to limit themselves to what’s on their job
descriptions is the modern philosophy.”
1

2. INDIVIDUALS’ NEEDS
INDIVIDUALS’ NEEDS
2
Aspirations
Aspirations Self-
Self-
concept
concept
Self-esteem
Self-esteem and
and
Job design-a more holistic approach
efficacy
efficacy
Satisfaction and
Satisfaction and Skill variety
Skill variety
TECHNICAL
Achievement
Achievement and utilization
and utilization
Autonomy
ASPECTS
Social contacts
RELATIONSHIPS
FORMAL INFORMAL
Peer group
Task variety
THE WORK
JOB
management
Quality of
Structural
Design
Feedback
PROCEDURAL
ASPECTS
Boss
Department
Organization
goals
Clarity and meaningfulness of
EXPECTATIONS

3. JOB ANALYSIS
AIM. Procedure to determine duties of a job and
characteristics of a person to ensure full satisfaction to both
the parties.
HOW TO FULFILL THIS OBLIGATION?
1. Job description and Specification
2. Satisfaction to the worker
3. Fulfill the core dimensions of the job
3

4. Job Analysis
Job Analysis is the
analysis of the job, not the
person who is manning it.
Job Analysis data may be
collected through
interviews or
questionnaires.
The product of the analysis
is a description or
specification of the job, not
the description of the
person. 4

5. Job Description
•A Job Description is a written
description of a job listing the types of
duties performed, reporting
relationships and the conditions under
which it is performed.
5

6. Job Description Contain:
•Job identification
•Job summary
•Responsibilities and duties
•Authority of incumbent
•Standards of Performance
•Working Conditions
•Job Specifications 6

7. Job Title: Supervisor
DIVISION: Plastics
DEPARTMENT: Manufacturing
SOURCE(S): John Doe, S. Lee WAGE CATEGORY: Exempt
JOB ANALYST: John Smith VARIFIED BY: Bill Johnson
DATE ANALYZED: 12/26/97 DATE VARIFIED: 1/5/98
Job Summary
The SUPERVISOR works under the direction of the MANAGER: plans goals:
supervises the work of employees; develops employees with feedback and
coaching; maintains accurate records; coordinates with others to achieve optimal
use of organizational resources.
Job Duties and Responsibilities
1. Plans goals and allocates resources to achieve them ; monitors progress toward
objectives and adjusts plans as necessary to reach them; allocates and schedules
resources to assure their availability according to priority.
2. Supervises the work of employees; provides clear instructions and explanations to
employees when giving assignments; schedules and assigns work among
employees for maximum efficiency; monitors employees’ performance in order to
7
achieve assigned objectives. Contd.

8. 3. Develops employees through direct performance feedback and job coaching; conducts
performance appraisals with each employee on a regular basis; provides employees with
praise and recognition when performance is excellent; corrects employees promptly when their
performance fails to meet expected performance levels.
4. Maintains accurate records and documents actions; processes paper work on a timely basis,
and with close attention to details; documents important aspects of decisions and actions.
5. Coordinates with others to achieve the optimal use of organizational resources; maintains
good working relationships with colleagues in other organizational units; represents others in
unit during division or corporate wide meetings.
Job Requirements
1. Ability to apply basic principles and techniques of supervision.
a. Knowledge of principles and techniques of supervision.
b. Ability to plan and organize the activities of others.
c. Ability to get ideas accepted and to guide a group or individual to accomplish the task.
d. Ability to modify leadership style and management approach to reach goal.
2. Ability to express ideas clearly in both written and oral communications.
Minimum Qualifications
Twelve years of general education or equivalent; and one year supervisory experience.
OR
Substitute 45 hours classroom supervisory training for supervisory experience 8

9. What aspects of job are analyzed?
•Duties & Tasks: Contd.
Performance of specific tasks and duties. Information to be
collected about these items may include: frequency, duration,
efforts, skills, complexity, equipment, standards.
.Human Behavior
Info on human behavior, mental and physical job demands.
•Environment:
Physical requirement unpleasant conditions, offensive odors and
temperature extremes. risks to the incumbent i.e hostile and
aggressive people etc.
9

10. •Tools & Equipment:
Specific equipment and tools. Equipment may
include protective clothing. These items need to be
specified in a job analysis.
•Relationship:
-Supervision given & received. Relationships with
internal or external people.
•Skill Requirements:
The knowledge, skills and abilities (KSA) required to
perform the job.
10

11. JOB SPECIFICATIONS
 HUMAN TRAITS
 QUALIFICATIONS AND EXPERIENCE
 TRAINED EMPLOYEE EASIER
 SKILLS FOR JOB
 NOT ONLY ACTIVITIES BUT ALSO
HUMAN TRAITS
11

12. STEPS OF ANALYSIS
1. HOW INFO WILL BE PUT TO USE.
2. THE ORG STRUCTURE.
3. SELECT POSITIONS TO BE
ANALYSED.
4. COLLECTION OF DATA.
5. SHARE WITH JOB HOLDER.
6. DEVELOP JOB DESCRIPTION AND
JOB SPECIFICATION 12

13. Methods of Job Analysis
•Interviews
•Questionnaire
•Observation
•Dairies or log
•Critical Incident
•Focus & Consultative groups
13

14.  Less expensive.
 Easily available.
 Responses often can be quantified.
 analyzed in a variety of meaningful ways..
 Does not require trained person to interpret.
14

15.  May be difficult to construct.
 May have low response rate.
 Responses may be incomplete.
 Responses may be difficult to interpret.
15

16. QUANTITATIVE METHODS OF JOB Contd.
ANALYSIS
Data-
Employee
Collectio
Techniques Group Analysis Description
n
Focused ON
Method
Tasks are rated by job
1 Task Any-large incumbent, supervisor, or
Inventory Number of Question Rating of job analyst. Rating my be
Analysis worker naire tasks on characteristics such as
needed importance of tasks and
time spent doing it.
Behavioral incidents
2. Critical Behaviora
representing poor through
Incident Intervie l
Any excellent performance are
Techniqu w descriptio
generated for each
es n
dimension of the job.
Elements are rated on six
3. Position
Rating of scales (for example, extent
Analysis Question
Any 194 job of use, importance to job.
Questionnaire naire
elements Ratings are analyzed by
(PAQ) 16
computer.

17. METHODS OF JOB ANALYSIS Contd.
Data-
Employee
Collectio
Techniques Group Analysis Description
n
Focused ON
Method
Originally designed to
improve counseling and
Rating of
placement of people
Group how job
4. Functional registered at local state
Intervie incumbent
Job employment offices. Task
Any w/ relates to
Analysis statements are generated
Question people,
(FJA) and then presented to job
naire data and
incumbents to rate on such
things.
dimensions as frequency
and importance.
Systemic means for
5. Methods
Time per determining the standard
Analysis Manufacturi Observat
unit of time for various work tasks.
(Motion ng ion
work Based on observation and
Study)
timing of work tasks.
17

18. METHODS OF JOB ANALYSIS
Employee Data-
Techniques Group Collection Analysis Description
Focused ON Method
Job incumbents identify
6. Guidelines Skills and duties as well as knowledge,
Oriented Job Any Interview knowledge skills, physical abilities and
Analysis required other characteristics needed
to perform the job .
7. Management
Position Manager check items
Questionnair Checklist of
Description Managerial descriptive of their
e 197 items
Questionnaire responsibilities.
(MPDQ)
Managers are interviewed
regarding such issuers on
Impact of their responsibilities.
job on Responses are analyzed
8. Hay Plan Managerial Interview
organizatio according to four
n dimensions: objectives,
dimensions, nature and
scope accountability.18

19. – Position Analysis Questionnaire (PAQ).
 A structured, behavioral questionnaire
 194 items in 6 categories
– Information input
– Mental processes
– Work output
– Relationships
– Job context
– Other characteristics
19

20. JOB ANALYSIS
TECHNIQUES
 The Management Positions Descriptions
Questionnaire [MPDQ ] is a 197-item,
behaviourally oriented, structured
questionnaire for describing, comparing,
classifying and evaluating management
positions. The latest version of the MPDQ
is divided into ten sections.
 The Position Classification Inventory
[PCI] is a job analysis inventory used to
classify occupations and to assess person–
job fit. 20

21. CLASS WORK
 PREPARETHE DUTIES AND
RESPONSIBILITIES OF THE
LIBRARIAN OF PAF-KIET
21

22. LIBRARIAN
Responsible for safe custody, maintenance and
improvement of Library.
Maintain issue/receipt of books and journals to faculty
members and students.
Coordinate with faculty before the start of semester as to
the availability of textbooks.
Periodically recommend purchase of new books.
Guide students in their research projects.
Update the books and journals record in the computer.
To take backup of data in the computer. 22

23. BREVARD GENERAL HISPITAL
Job Description
Job Title: Job Analyst Job Code: 166.088
Date: January 3,1989 Author: John Doakes
Job Location:Personal Department Job Grade: __________
Supervisor: Harold Grantinni Status: Exempt
Skill Factors
Education: College degree required.
Experience: At least one year as job analyst trainee, recruit or
other professional assignment in
Communication: personnel area oral and written skills should
evidence ability to capsulize job data
succinctly. Contd.
23

24. Effort Factors
Physical demands: Limited to those normally associated with
clerical jobs: sitting, standing, an walking.
Mental demands: Extended visual attention is needed to
observe job. Initiative and ingenuity are
mandatory since job receives only general
supervision. Judgment must exercised on
job features to be emphasized, jobs be
studied, and methods used to collect job
data. Decision-making discretion is
frequent. Analyzes and synthesizes large
amounts of abstract information into job
descriptions, job specifications, and job
standards.
Working Conditions
Travels to hospital clinics in county from one to three days per month.
Travels around each work site collecting job information.
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Work mostly in an office setting.

25. Goal-setting and work characteristics
Core Job Critical
Personal and
Dimensions Psychological
Work Out comes
State
Skill variety
Task identity Experienced
meaningfulness of
Task
the work High internal
significance
work motivation
High-quality
work
performance
Experienced
Autonomy High satisfaction
responsibility for
with the work
outcomes of the
work
Feedback Knowledge of the Low absenteeism
actual results of and staff turnover
the work activities
25

26. Improving job designs
 Work Simplification.
 Job Rotation.
 Job Enlargement
 Job Enrichment
 Job Empowerment
26

27. COMPETENCY
PROFILING
A job analysis method that focuses on the
skills and behaviours needed to
successfully perform a job
 Attributes model:
– Underlying characteristics
– Causality
– performance
HR managers have increasingly focused on person-oriented approaches such as critical
incident reporting and behaviour–event interviews to identify the skills and behaviours
needed to perform a job.
These occupational requirements are referred to as competencies.
Specifically a competency ‘is an underlying characteristic of a person that leads to or causes
superior or effective performance’. 27

28. COMPETENCIES
28

29. COMPETENCY
CHARACTERISTICS
what drives, directs and selects behaviour
towards certain actions or goals and away
from others.
physical characteristics and consistent
responses to situations or information.
a person’s attitudes, values or self-image.
information a person has in specific content areas.
the ability to perform a certain physical or
mental task.
29

30. DEVELOPING
COMPETENCY STANDARDS
1. Conduct interviews to ascertain key business
situations and key factors of success.
2. Develop detailed descriptions and behaviours
associated . Identify positive and negative behaviours.
3. Review to examine clear understanding, importance,
measurability.
4. Discuss with managers
5. Produce list of each competency in terms of
behaviours, effective and ineffective behaviours .
30

31. PROBLEMS WITH JOB
ANALYSIS
 Support from Top Management
 Single means and Sources
 No training and motivation.
 Activities may be distorted
31

32. JOB ANALYSIS AND EEO
 Job analysis is a systematic process for
understanding jobs:
 There should be no violations of EEO
requirements.
 Avoid listing lengthy experience
requirements
 Job specifications and job descriptions
should not be based on opinion
 Need to ensure the legality of the job
analysis itself
32

33. NEWER CONCEPTS FOR WORK
1. Path to “dejobbing”.
2. Enlargement and enrichment.
3. Revolve around natural work groups.
4. Combine tasks.
5. Interact with client/customer.
6. Vertical loading.
7. Open feedback channels.
8. Organizational Development.
• Flatter Organizations : AT & T, ABB, General Electronic,
• Work teams : Volvo, Saturn
• Boundary less Organizations.
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• Reengineering.