Job analysis

 Job Analysis
 Meaning
 Process of Job Analysis
 Methods of collecting Job analysis data
 Job description
 Job Specification
 Role analysis
 Human resource Planning
 Objectives
 Importance of HRP
 Process of HRP
 Effective HRP

 Before we proceed to explain the concept of job
analysis, let us first understand the meaning of
the term ‘job’ itself
 Job:
 In simple words, a job may be understood as a
division of total work into packages.
 According to Dale Yoder ‘, “A job is a collection or
aggregation of tasks, duties and responsibilities which
as a whole, is regarded as a regular assignment to
individual employees and which is different from
other assignments”.
 Thus, a job may be defined as a group of positions
involving some duties, responsibilities, knowledge and
skills.

 It is a systematic analysis of each job for
the purpose of collecting information as to
what the job holder does, under what
circumstances it is performed and what
qualifications are required for doing the
job.

 Job analysis is a procedure through which you
determine
 The duties and responsibilities,
 Nature of the jobs
 And finally to decide
 Qualifications, skills and knowledge to be required for
an employee to perform particular job.
 Job analysis helps to understand
 What tasks are important and
 How they are carried on.
 Job analysis forms basis for later hr activities such as
 Developing effective training program,
 Selection of employees,
 Setting up of performance standards and
 Assessment of employees ( performance appraisal)and
 Employee remuneration system or compensation plan.

 The intention behind job analysis is to
answer questions such as:
 What is the need of the job to exist?
 What physical and mental activities does the
worker undertake?
 When is the job to be performed?
 Where is the job to be performed?
 How does the job performed by an employee?
 What qualities and qualifications are required to
perform the job?

 Job analysis is a detailed examination of
 Tasks that make up a job (employee role),
 Conditions under which an employee performing
his/her job, and
 What exactly a job requires in terms of aptitudes
(potential for achievement), attitudes (behavior
characteristics), knowledge, skills, educational
qualifications and the physical working condition
of the employee.

 To determine most effective methods for
performing a job.
 To increase employee job satisfaction.
 To identify core areas for giving training to
employees and to find out best methods of
training
 Development of performance measurement
systems, and
 To match job-specifications with employee
specifications while selection of an
employee.

 Harry L. Wylie. "Job analysis deals with the
anatomy of the job.....This is the complete
study of the job embodying every known and
determinable factor, including the duties and
responsibilities involved in its performance; the
conditions under which performance is carried
on; the nature of the task; the qualifications
required in the worker; and the conditions of
employment such as pay, hours, opportunities
and privileges"
 In the words of Dale Yoder. "A Job is a collection
of duties, tasks and responsibilities which are
assigned to an individual and which is different
from other assignment”

 According to Michael J. Jucius, "Job analysis
refers to the process of studying the
operations, duties and organizational aspects
of jobs in order to derive specification or, as
they are called by some Job description"
 In the words of Edwin B. Flippo, "Job
analysis is the process of studying and
collecting information relating to the
operations and responsibilities of a specific
job "

Organizational Job analysis
Selecting representative Jobs for
Analysis
Collection of Data for Job analysis
Preparing Job description
Preparing Job Specification

 Organizational Job Analysis:
 Job analysis begins with obtaining pertinent
information about a Job, its relation to other family
jobs and its contribution to performance of the
organization
 Selecting Representative Jobs for Analysis:
 Analyzing all jobs of an organization is both costly &
consuming. Therefore only a representative sample of
jobs is selected for the purpose
 Collection of data for Job Analysis:
 In this step, Features of the job and required
qualifications of the employee are collected.
 Data can be collected either through questionnaire,
observation or interviews

 Preparing Job description:
 The job information collected in the above ways is
now used to prepare a Job description.
 A job description is a written statement that
describes the tasks, duties and responsibilities that
need to be discharged for effective Job performance
 Preparing Job Specification:
 The last step involved in Job analysis is to prepare
Job specification on the basis of collected
information. This is a written statement that specifies
the personal qualities, traits, skills, qualification,
aptitude etc required to effectively perform a job

 Observation Method:
 Under this method, data is collected through
observing an employee while at work.
 The job analyst on the basis of observation
carefully records what the worker does, how
he/she does, and how much time is needed for
completion of a given task
 This is the most reliable method of seeking first
hand information relating to a job

 EMPLOYEE DIARY/LOG:
 Another method requires that employees
“observe” their own performances by keeping a
diary/log of their job duties, noting how
frequently they are performed and the time
required for each duty. Although this approach
sometimes generates useful information, it may
be burdensome for employees to compile an
accurate log. Also, employees sometimes
perceive this approach as creating needless
documentation that detracts from the
performance of their work.

 Interviewing:
 The interview method of gathering information
requires that a manager or HR specialist visit
each job site and talk with the employees
performing each job.
 A standardized interview form is used most often
to record the information. Frequently, both the
employee and the employee’s supervisor must be
interviewed to obtain a complete understanding
of the job.

 Some typical interview questions include:
 What is the job being performed?
 What are the major duties of your job position? What
exactly do you do?
 What physical locations do you work in?
 What are the education, experience, skill, and [where
applicable] certification and licensing requirements?
 In what activities do you participate?
 What are the job’s responsibilities and duties?
 What are the basic accountabilities or performance
standards that typify your work?
 What are your responsibilities? What are the
environmental and working conditions involved?
 What are the job’s physical demands? The emotional
and mental demands?
 What are the health and safety conditions?
 Are you exposed to any hazards or unusual working
conditions?

 The interview method can be quite time
consuming, especially if the interviewer talks
with two or three employees doing each job.
 Professional and managerial jobs often are
more complicated to analyze and usually
require longer interviews. For these reasons,
combining the interview with one of the
other methods is suggested.

 Questionnaires
 The questionnaire is a widely used method of
gathering data on jobs.
 A survey instrument is developed and given to
employees and managers to complete.
 The typical job questionnaire often covers the areas
shown below.
 The major advantage of the questionnaire method is
that information on a large number of jobs can be
collected inexpensively in a relatively short period of
time.
 However, the questionnaire method assumes that
employees can accurately analyze and communicate
information about their jobs.

 Employees may vary in their perceptions of the
jobs, and even in their literacy. For these
reasons, the questionnaire method is usually
combined with interviews and observations to
clarify and verify the questionnaire information.
One type of questionnaire sometimes used is a
checklist. Differing from the open-ended
questionnaire, the checklist offers a simplified
way for employees to give information.
 An obvious difficulty with the checklist is
constructing it, which can be a complicated and
detailed process.

 Job Analysis Questionnaire
 Materials and equipment used
 Financial/budgeting input
 External and internal contacts
 Knowledge, skills, and abilities used
 Working conditions
 Special duties performed less frequently
 Duties and percentage of time spent on each
 Work coordination and supervisory responsibilities
 Physical activities and characteristics
 Decisions made and discretion exercised
 Records and reports prepared
 Training needed

 Critical Incidents:
 This method is based on the job holder’s past
experiences on the job. They are asked to
recapitulate and describe the past incidents
related to their jobs.
 The incidents so reported by the job holders are
then classified into various categories and
analyzed in details
 Yes the job analyst requires a high degree of skill
to analyze the incidents appropriately described
by the job holders.
 However this method is time-consuming one

 The following information should be recorded for
each "critical incident" of behavior:
 (1) what led up to the incident and the situation
in which it occurred;
 (2) exactly what the employee did that was
particularly effective or ineffective;
 (3) the perceived consequences or results of the
behavior; and
 (4) a judgment as to the degree of control an
employee had over the results his or her behavior
produced (to what degree should the employee
be held responsible for what resulted?).

 Human resource planning: Job analysis helps in
forecasting human resource requirements in
terms of knowledge and skills.
 Recruitment: Job analysis is used to find out
how and when to hire people for future job
openings.
 Selection: Without a proper understanding of
what is to be done on a job, it is not possible to
select the right person.
 Placement: After selecting people, we have to
place them on jobs best suited to their
interests, activities and aptitude.
 Training: If there is no proper job analysis it will
lead to confusion and proper training cannot be
initiated.

 Counseling: Managers will be in a position to counsel
employees about their careers when they understand
the different jobs in an organization.
 Employee safety: A job analysis will indicate unsafe
conditions associated with a job.
 Performance appraisal: Only on a proper job analysis
being made available will it be possible to assess or
compare individuals.
 Job design and redesign: Once the jobs are
understood properly, it is easy to locate weak spots
and undertake remedial steps.
 Job evaluation: Job analysis helps in finding the
relative worth of a job, based on criteria such as
degree of difficulty, type of work done, skills and
knowledge needed, etc.

 There are two major aspects of Job analysis:
These are:
1. Job description
2. Job Specification

Job Description Job
Specification

Job Description
• A statement containing items
such as;
• Job Title
• Location
• Job summary
• Duties
• Machines, tools and
equipments
• Materials and forms used
• Supervision given or received
• Working conditions
• Hazards
Job Specification
• A statement of human
qualification necessary to do
the job. Usually contains such
items as
• Education
• Experience
• Training
• Judgment
• Initiative
• Physical effort
• Physical Skills
• Responsibilities
• Communication skills
• Emotional Characteristics
• Unusual sensory demands such
as sight, smell, hearing

 Job description is prepared on the basis of data collected
through Job analysis
 Job description is a functional description of the contents
what the job entails. It is a narration of a job
 It is a description of the activities and duties to be
performed in a job, the relationship of the job with other
jobs, the equipment and tools involved, the nature of
supervision , working conditions and hazards of the job
and so on
 All major categories of jobs need to be spelled out in clear
and comprehensive manner to determine the qualification
and skills required to perform a job. Thus Job description
differentiates one job from the other.
 In sum, job description is a written statement of what a
job holder does, how it is done and why it is done

 Purposes of Job Description
 Job Description is done for fulfilling the
following purposes:
 Grading and classification of Jobs
 Placement and Orientation of new employees
 Promotions and transfers
 Outlining for career path
 Developing work standards
 Counseling of employees
 Delimitation of authority

 While job description focuses on the job, job
specification focuses on the person i.e the job
holder
 Job specification is a statement of the minimum
levels of qualifications, skills, physical and other
abilities, experience, judgment and attributes
required for performing job effectively
 In other words, it is a statement of the minimum
acceptable qualifications that an incumbent
must possess to perform a given job.
 It sets forth the knowledge, skills and abilities
required to do the job effectively

 Job specification specifies the physical,
psychological, personal, social and behavioural
characteristics of the job holders.
 Usages of Job Specifications: The usages of job
specifications include
 Personnel Planning
 Performance appraisal
 Hiring
 Training & Development
 Job Evaluation & Compensation
 Health & Safety
 Employee Discipline
 Work Scheduling
 Career Planning

 Role analysis is a process of analyzing the
role of a manager in relation to the roles of
other manager of the organization who gets
affected by his performance
 Role is a position or an office a person
occupies as defined by expectations from
significant persons in the organisation,
including the person himself.

 Role analysis is a newer concept of defining
what is required from an individual in an
organisation in achieving the objectives.
 The focus is on establishing role of an
individual in the organization.
 Since role is a set of expectations, it implies
that one role cannot be defined by without
referring to another.
 Thus, role analysis has to be undertaken as a
process consisting of different steps as focal
person’s perception of his role.

 Role analysis involves following steps;
 Identifying the objectives of the department and
the functions to be carried out therein
 Role incumbent asked to state his key
performance areas and his understanding of the
roles to be played by him
 Other role partners of the job such as boss,
subordinate, peers are asked to state their
expectation from the role incumbent
 The incumbent’s role is clarified and expressed in
writing after integrating the diverse viewpoint
expressed by various role partners

 Overall purpose – why the role exists and, in
essence, what the role holder is expected to
contribute.
 Organization– to whom the role holder reports
and who reports to the role holder.
 Key result areas or accountabilities – what the
role holder is required to achieve in each of the
main elements of the role.
 Competency requirements – the specific
technical competencies attached to the role;
what the role holder is expected to know and to
be able to do.

 HRP is a process of striking balance between
human resource required and acquired in an
organization
 In other words, HRP is a process by which an
organization determines how it should
acquire its desired manpower to achieve the
organizational goals
 Thus HRP helps an organization have the
right number and kind of people at the right
places and right times to successfully achieve
its overall objectives

 In other words of Beach, “Human resource
planning is a process of determining and
assuming that the organization will have an
adequate number of qualified persons,
available at the proper times, performing job
which meet the needs of enterprise and
which provide satisfaction for the individuals
involved”

 Geisler opines, “HRP is the process including
forecasting, developing and controlling by
which a firm ensures that it has the right
number of people and the right kind of
people at the right places at the right time
doing work for which they are economically
most useful”

 Ensure adequate supply of manpower as and when
required
 Ensure proper use of existing human resources in the
organization
 Forecast future requirements of human resources
with different levels of skills
 Assess surplus or shortage, if any, of human
resources available over a specified period of time
 Anticipate the impact of technology on jobs and
requirements for human resources
 Control the human resources already deployed in the
organization
 Provide lead time available to select and train the
required additional human resources over a specified
time period

 Human resource planning aims at fulfilling the
objectives of manpower requirement. It helps to
mobilize the recruited resources for the
productive activities. The human resource
planning is and important process aiming to link
business strategy and its operation. The
importance of human resource planning are as
follows:
 Future Manpower needs
 Coping with Change
 Recruitment of Talented people
 Development of Human resources
 Proper Utilization of Human resources
 Uncertainty reduction

 Future Manpower Needs
Human resource planning ensures that people are
available to provide the continued smooth operation
of an organization. It means, human resource
planning is regarded as a tool to assure the future
availability of manpower to carry on the
organizational activities. It determines the future
needs of manpower in terms of number and kind.
 Coping With Change
Human resource planning is important to cope with
the change associated with the external
environmental factors. It helps assess the current
human resources through HR inventory and adapts it
to changing technological, political, socio-cultural,
and economic forces.

 Recruitment Of Talented Personnel
Another purpose of HR planning is to recruit and
select the most capable personnel to fill job
vacancies. It determines human resource needs,
assesses the available HR inventory level and
finally recruit the personnel needed to perform
the job.
 Development Of Human Resources
Human resource planning identifies the skill
requirements for various levels of jobs. Then it
organizes various training and development
campaigns to impart the required skill and
ability in employees to perform the task
efficiently and effectively.

 Proper Utilization Of Human Resources
Human resource planning measures that the
organization acquires and utilizes the manpower
effectively to achieve objectives. Human
resource planning helps in assessing and
recruiting skilled human resource. It focuses on
the optimum utilization of human resource to
minimize the overall cost of production.
 Uncertainty Reduction
This is associated with reducing the impact of
uncertainty which are brought by unsudden
changes in processes and procedures of human
resource management in the organization.

 It gives the company the right kind of workforce at the
right time frame and in right figures.
 In striking a balance between demand-for and supply-of
resources, HRP helps in the optimum usage of resources
and also in reducing the labor cost.
 Cautiously forecasting the future helps to supervise
manpower in a better way, thus pitfalls can be avoided.
 It helps the organization to develop a succession plan for
all its employees. In this way, it creates a way for internal
promotions.
 It compels the organization to evaluate the weaknesses
and strengths of personnel thereby making the
management to take remedial measures.
 The organization as a whole is benefited when it comes to
increase in productivity, profit, skills, etc., thus giving an
edge over its competitors.

 How to have the right number of people with right
skills at right times?
 The human resource planning process consists of
activities relating to future demand for and supply of
manpower and matching the two in the context of
overall organizational plans and objectives
 The various activities involved in the process of
human resource planning are discussed one by one;
 Analyzing organizational plans and objectives
 Analyzing objectives of human resource planning
 Forecasting demand for human resources
 Forecasting supply of human resources
 Matching demand and supply
 Monitoring and control

 The process of human resource planning begins
with analyzing the overall plans and objectives of
organization
 The reason being the human resource plans stem
from business plans
 Analysis of business plans into sub-sectional and
functional plans such as technology, production,
finance, marketing, expansion and diversification
provides for assessing the human resource
requirements for each activity in each section and
department
 Similarly, the analysis of organizational objectives
also provides for human resources required by an
organziation.

 For example, if the objective of the organization is
rapid growth and expansion, it would require more
human resources for its all functional areas
 Thus, it is evident that the human resource
planning needs to be made in accordance to the
overall organizational plans and objectives

 The main purpose of human resource planning is
matching employees abilities to enterprise
requirements, with an emphasis on future
instead of present arrangements
 According to sikula, : “the ultimate mission or
purpose of human resource planning is to relate
future human resources to future enterprise
need so as to maximize the future return on
investment in human resources”
 For this, managers need to specify the objectives
of human resource planning with regard to the
utilization of human resource in the organization

 While developing specific objectives of human
resource planning, certain questions need to be
addressed like:
 Whether the vacancies , as and when these arise, will
be filled in by promotion, transfer or from external
sources?
 What will be the selection procedure?
 How will provisions be made for training and
development of employees?
 How to restructure job positions, i.e how to abolish
the old or boring jobs and replace these by the
challenging ones?
 How to downsize the organization in the light of
changing business and industrial environment?

 The demand for human resources in an
organization is subject to vary from time to
time, depending upon both external and
internal factors
 External factors' include competition, economic
and political climate, technological changes,
government policy etc.
 Among the internal factors include growth and
expansion, design and structural changes,
management philosophy, change in leadership
style , employees resignation, retirement,
termination, death etc.
 Therefore, while forecasting future demand for
human resources in the organization , these
factors need to be taken into consideration

 Forecasting demand for human resources is
good for several reasons because it can help:
 Quantify the number of jobs required at a given
time for producing a given number of goods, or
offering a given amount of services
 Ascertain a staff mix needed at a different points
of time in the future and
 Ensure adequate availability of people with
varying qualification and skills as and when
required in the organization

 Various forecasting techniques are
 Management Judgement
 Statistical techniques
 Ratio trend analysis
 Economic model
 Work study techniques
 Delphi technique
 Flow models
 Mathematical models

 Management judgment
 This technique is very simple and time saving
 Under this technique, either a “bottom-up” or a “top-
down” approach is employed for forecasting future
human resource requirement of an organization
 In case of bottom up approach, line managers prepare
departmental requirements for human resource and
submit it to the top managers for their review and
consideration
 In the top-down approach, the top managers prepare the
departmental forecasts which are reviewed with the
departmental heads or managers
 However neither of these approaches is accurate
 Forecasts based on these approach suffer from
subjectivity
 This technique is suitable only for small firms or in those
organizations where sufficient data-base is not readily
available

 Ratio trend analysis
 This is one of the quickest forecasting technique.
Under this method, forecasting for future human
resource requirements is made on the basis of time
series data
 In other words, this technique involves studying past
ratios (e.g. total output/number of workers, total
sales volume/number of sales persons, direct
workers, is made for indirect workers) and based on
these, forecasting is made for future ratios
 While calculating future ratios, allowance can be
made for expected changes in organization, methods
and jobs
 The demand for human resources is calculated on the
basis of established ratios between two variables

 Go through the following instruction. It will
help you understand how ratio trend analysis
is used for forecasting human resources
requirement of an organization
Illustration:
Production level in 1999-2000 1,00,000 units
Number of workers in 1999-2000 100
Ration (Worker/production) 100:100000 or 1:1000
Number of supervisor in 1999-2000 10
Ratio 10:100 or 1:10
Estimated production in 2000-2001 1,20,000 units
Number of workers required in 2000-2001 (1,20,000*1)/1000=120
Number of supervisors required in 2000-2001 (1/10)*120=12

 Work study method:
 This method can be used when it is possible to
measure work and set standards and where job
methods do not change frequently
 In this method, as used by fredrick Winslow
Taylor in his scientific management, time and
motion study are used to ascertain standard time
for doing a standard work
 Based on this, the number of workers required to
do standard work is worked out

 The following example illustrates this method;
 Supposing, the span of control is ten, then there will be
requirement for five (50/10) supervisors also to supervise the
work of 50 workers as forecast just above
Planned output for next
year
25,000 units
Standard hours per unit 4
Planned hours required for
the year (25000*4)
1,00,000
Productive hours per
worker/year (after allowing
normal overtime,
absenteeism and idle time)
2000
Number of workers
required (1,00,000/2,000)
= 50

 Delphi technique
 Delphi technique is named after the ancient
Greek oracle at the city of Delphi
 This is one of the judgemental methods of
forecasting human resource needs
 It is more complex and time consuming
technique which does not allow group members
to meet face to face. Therefore, it does not
require the physical presence of the group
members
 The following steps characterize the Delphi
technique

1. The members are asked to provide their estimates
of human resource requirements through a series of
carefully designed questionnaire
2. Each member anonymously and independently
completes the first questionnaire
3. Results of the first questionnaire are compiled at a
central location, transcribed and copied
4. Each member receives the copy of the results
5. After viewing the results, members are again asked
to review their estimates. The initial results
typically trigger new estimates or cause changes in
the original position
6. Step 4 & 5 are repeated as often as necessary until
a consensus is reached

 Having forecast human resource demand, the
next task involved in human resource planning is
to forecast human resource supply
 Forecast of human resource supply gives the
quantity and quality of people available from
internal and external sources of manpower
supply, after making due allowances for
absenteeism, transfers, promotions, changes in
work hours, and other conditions of works
 Forecasting of human resources begins with the
current human resource inventory, also called
human resource audit.

 Human resource audit in brief, Human
resource inventory contains information
about present human resources in the
organization
 It reveals what is available in the stock of
manpower and what can be expected in
future
 Thus, it can indicate whether the supply of
human resources is less than its demand or
more than its demand
 Whatever may be the situation, the same will
be made good accordingly

 Once demand for supply of human resources of
an organization is forecast, the two need to be
reconciled.
 Such reconciliation will reveal either shortage or
surplus of human resources in future
 Accordingly, action plans will be prepared to
meet the situation i.e. to strike a balance
between the two
 In the case of shortage of human resources, this
will be met through recruitment, transfer,
promotion, training and development, retention
etc

 On the contrary, in case of surplus human
resources, it can be made good through
schemes like redeployment, retrenchment,
voluntary retirement schemes (VRS) through
golden handshake etc will be recommended
and implemented
 Yes downsizing should be done in
consultation with the employees union
 This will help avoid employees resistance for
change in job

 The sixth and final step involved in human
resource planning is monitoring and control
 Once the action plans are implemented , these
need to be reviewed, regulated and monitored
against the set standards
 Monitoring of action plans and programmes help
reveal deficiencies, if any
 Corrective measures help remove deficiency,
thus, control the implementation of the action
plans in the rigid direction
 In case of changes in the business environment,
the action plans formulated earlier need to be
modified in the light of changing needs of
organization in the changed environment

 There are certain fundamental principles that
make human resource planning effective. These
are as follows:
 The plan should be as detailed as expenditure
constraints allow
 Plan should not extend too far into the future,
accurate predictions of the distinct future is simply
impossible
 All alternative courses of should be considered
 Side effects and implications of the actions envisaged
should be examined
 Instructions to individuals and departments must be
incorporated into the plan
 Plans should be concise and easy to understand

 Once the plan so formulated is executed its
effectiveness in achieving set stated objectives
should be periodically monitored.
 Variations if any between actual and desired
positions must be identified as early as possible
and the remedial measures should be introduced
immediately
 There cannot be a good planning without good
data and information.
 Hence the need for a good and sufficient data
relating to human resources of an organization
 This is made possible by Human resource
information system

Job analysis

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Similaire à Job analysis

Similaire à Job analysis (20)

Dernier

Dernier (12)

Job analysis