1. Job Analysis
Human Resource Management and
Development
Subject Code- 009
Susanta Sarkar Subho
Roll- 071616
Session- 2016 (January- December)
To
Prof Mohammad Selim
Islamic University, Kushtia, Bangladesh.
Assignment
Submittedby-

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List Of Content
Sl Content Note
1 Introduction
2 Job Analysis
3 Definition
4 Purpose and Uses of Job Analysis
5 Steps in Job Analysis/Process
6 Contents of Job Analysis
7 Job Description
8 Criticism
9 Conclusion:

3. 2 | P a g e J o b A n a l y s i s _ S u s a n t a S a r k a r S u b h o
1. Introduction
Job Analysis is one of the most important functions of Human Resource Manager.
Performance Appraisal, Job Designing, Personnel selection, employee training, career
development and planning are among the many activities that depends upon the
information gathered in the job analysis.
2. Job Analysis
Job analysis is a systematic exploration, Study and recording of the responsibilities, duties,
skills, accountabilities, work environment and ability requirements of a specific job. It is a
written record of actual requirements of the job activities.
3. Definitions:
According to web encyclopedia job analysis is the formal process of identifying the content
of a job in terms of activities involved and attributes needed to perform the work.
Bayers and Rue says, “Job Analysis is the process of determining and reporting pertinent
information relating to the nature of a specific job.”
It is the determination of tasks, which comprise the job of the skills, knowledge, abilities,
and responsibilities required of the holder for the successful job performance. Putting it in
other words it is the process of getting information about the job incumbent’s skills,
education and training to carry out the job effectively and terms on time for completion,
performance standard.
It is procedure by which pertinent information is obtained about a job, i.e. it is detailed and
systematic study of information relating to the operations and responsibilities of a specific
job.
A job analysis results in two important documents:
 Job Description;
 Job Specification.
Job Description:
Job description is written record of the duties, responsibilities and requirements of
particular jobs. It is concerned with the job itself and not with the work. It is a statement
describingthe job in such terms as its title,location, duties,working conditionsand hazards.
In other words, it tells us “What to be done, and how it is to be done and why.” It is a
standard of function, in that it defines the appropriate and authorized contents of a job.
Job Specification:
Job specification is a standard of personnel and designates the qualities required for an
acceptable performance. It is a written record of the requirements sought in an individual
worker for a givenjob. In other words, it refers to a summary of the personnelcharacteristics
required for a job. It is a statement of the minimum acceptable human qualities necessary
for the proper performance of a job.

4. 3 | P a g e J o b A n a l y s i s _ S u s a n t a S a r k a r S u b h o
We may define Job analysis as below-
4. Purpose and Uses of Job Analysis
Job Analysis is not useful but an essential part of organizational strategies to serve the
following purposes:
 Organization and Manpower Planning: It is helpful in organization planning, for it
defines laborneeds in concrete terms and coordinates the activitiesof the work force,
and clearly divides duties and responsibilities;
 Recruitment and Selection: By indicating the specific job requirements of each job
(i.e. the skills and knowledge), it provides a realistic basis for the hiring, training,
placement, transfer and promotion of personnel. “Basically, the goal is to match the
job requirements with a worker’s aptitude, abilities and interests”. It also helps in
charting the channels of promotion and in showing lateral lines of transfer;
 Wage and Salary Administration: By indicating the qualification required for doing
a specified job and the risks and hazards involved in its performance, it helps in
salary and wage administration. Job analysis is used as a foundation for job
evaluation;
 Job Re-Engineering: Job Analysis provides information, which enables us to change
jobsin order to permittheir beingmanaged by personnel with specificcharacteristics
and qualification.
 Employee Training and Management Development: Job Analysis provides the
necessary information to the management of training and development programs. It
helps to determine the content and subject matter of in training courses. It also helps
in checking application information, interviewing, weighing test results, and in
checking references.
Job Analysis
Job Specification
- Qualification
- Experience
- Training
- Skill
- Responsibilities
- Emotional Characteristics
- SensoryDemands
Job Description
- Jobtitle
- JobLocation
- JobSummary
- Reportingto
- WorkingCondition
- JobDuties
- Machinesto be used
- Hazards

5. 4 | P a g e J o b A n a l y s i s _ S u s a n t a S a r k a r S u b h o
 Performance Appraisal: It helps in establishing clear cut standards which may be
compared with the actual contribution of each individual;
 Health and Safety: It provides an opportunity for identifying hazardous conditions
and unhealthy environmental factors so that corrective measures may be taken to
minimize and avoid the possibility of accidents.
 Employee Orientation: Effective job orientation cannot be accomplished without a
clear understanding of the job requirements. The duties and responsibilities of a job
must be clearly defined before a new employee can be taught how to perform the
job.
 Utilizing Personnel: Job Analysis information can help both employees and
managers, pinpoint the root of a problem if employee functions are not adequate. In
sum, it may be noted that job analysis is a systematic procedure for securing and
reporting the information, which defines a specific job.
5. Steps in Job Analysis/Process
The major steps to be followed in carrying out job analysis in an organization can be
described as follows:
Step 1: Studying job vis a vis the organization: Review the available Background
information through organization workflow or process charts. Studies the job inter
relationships. Often, a restructuring, downsizing, merger, or rapid growth will initiate this
review.
Step 2: Selection of uses of job analysis information: Be selective regarding the future
uses of job analysis. The employee or the manager may request a job analysis to determine
the appropriate compensation, but they also beinterested in formally documenting changes
in recruitment, placement and training for a particular job.
Step 3: Identify the “job” to be analyzed: it is always advisable to choose flow
representative and key positions for job analysis, thus avoiding unnecessary time and
financial expenditure.
Step 4: collection of Job Analysis data: manager should consider using a number of
different methods of data collection because it is unlikely that any one method will provide
all the necessary information needed. Three of the most popular form of data collection is:
 Observation of tasks and behavior with the job incumbent i.e. both physical and
mental activities;
 Interviews;
 Questionnaires and checklists;
Step 5: Develop a Job Description: Highlight the major tasks, pertaining to effective job
performance through the written description;

6. 5 | P a g e J o b A n a l y s i s _ S u s a n t a S a r k a r S u b h o
Step 6: Develop a Job Specification: Transcript the information obtained after step 4
highlight what personal qualities, trait, skills, and background is necessary for optimal job
performance.
Step 7: Review and update of information: If no major changes have occurred in the
organization, then a complete review of all jobs should be performed every three years.
In short we may show steps of Job Specification:
6. Contents of Job Analysis
Job analysis is a process for systematically collecting information to help you fully
understand and describe the duties and responsibilities of a position as well as the
knowledge, skills and abilities required to do the job. The aim is to have a complete picture
of the position - what is actually done and how.
The purpose of job analysis is to provide the information necessary for writing job
descriptions. Job descriptions are used as the basis of most other HR management practices
from selection to training to performance management. Job analysis information can also
be used in the job evaluation process, which is the process for assigning value to a job for
the purpose of setting compensation.
The types of information collected during job analysis will be specific to each organization.
However, typical kinds of information that are gathered are:
Review& Update of information
Developa job specification
Developa job description
Collectionofjob analysisdata
Identifythe job to be analyzed
Selectionofusesof job analysis information
Studyingjob vis a visthe organization

7. 6 | P a g e J o b A n a l y s i s _ S u s a n t a S a r k a r S u b h o
 Summary of duties
 Details of most common duties
 Supervisory responsibilities
 Educational requirements
 Special qualification
 Experience
 Equipment/tools used
 Frequency of supervision
 Others the incumbent must be in contact with
 Authority for decision making
 Responsibility for records/reports/files
 Working conditions
 Physical demand of the job
 Mental demands of the job
Information about jobs can be gathered using qualitative or narrative techniques such as
interviews, questionnaires, observations and activity logs.
 Interviews
The employee and/or manager are asked a series of questions about the job, the essential
tasks of the job, and the abilities required to perform it well
 Questionnaires
Ask the employee to fill out a standard questionnaire about the essential tasks of the
job
 Observation
The person collecting the data observes the activities of the employee and records these
on a standardized form direct observation of the employeeat work is a usefultechnique
if the activities are easily observable
 Activity Logs
The employee is asked to keep a log of every activity and the time spent on it for a set
period of time
A job Analysis provides the following information:
1. Job Identification;
2. Significant characteristics of a job;
3. What the typical worker does;
4. Which materials and equipment of a worker uses;
5. How a job is performed;
6. Required personnel attributes;
7. Job relationship.
7. Job Description
A job description is a list that a person might use for general tasks, or functions,
and responsibilities of a position. It may often include to whom the position reports,
specifications such as the qualifications or skills needed by the person in the job, and
a salary range. Job descriptions are usually narrative, but some may instead comprise a
simple list of competencies; for instance, strategic human resource planning methodologies

8. 7 | P a g e J o b A n a l y s i s _ S u s a n t a S a r k a r S u b h o
may be used to develop a competency architecture for an organization, from which job
descriptions are built as a shortlist of competencies.
According to Torrington, a job description is usually developed by conducting a job
analysis, which includes examining the tasks and sequences of tasks necessary to perform
the job. The analysis considers the areas of knowledge and skills needed for the job. A job
usually includes several roles. According to Hall, the job description might be broadened
to form a person specification or may be known as "Terms of Reference". The person/job
specification can be presented as a stand-alone document, but in practice it is usually
included within the job description. A job description is often used in recruitment.
According to E.B.Flippo, “It is an organized factual statement of the duties and
responsibilities of a specific job”. It should tell:
 What is to be done?
 How it is to be done?
 Why?
For each employee, a good job description helps the incumbent to understand:
 Their duties and responsibilities
 The relative importance of their duties
 How their position contributes to the mission, goals and objectives of the
organization
For the organization, good job descriptions contribute to organizational effectiveness by:
 Ensuring that the work carried out by staff is aligned with the organization's
mission
 Helping management clearly identify the most appropriate employee for new
duties and realigning work loads
Job descriptions are also the foundation for most HR management activities:
a) Recruitment
Job descriptions are used to develop a recruitment campaign that clearly articulates the
duties to be performed and qualifications required by the organization for the position
b) Selection
Interview questions, hiring criteria and the screening process are based on the duties and
qualification outlined in the job description
c) Orientation
The job description helps the employee see how their position relates to other positions in
the organization
d) Training
The job description can be used to identify areas where the employee does not adequately
meet the qualifications of the position and therefore needs training
e) Supervision
The job descriptioncan be usedby the employeeand the supervisorto help establisha work
plan

9. 8 | P a g e J o b A n a l y s i s _ S u s a n t a S a r k a r S u b h o
f) Compensation
Job descriptions can be used to develop a consistent salary structure, which is based on
relative level of duties, responsibility and qualifications of each position in the organization
g) Performance Management
The job description and the work plan are used to monitor performance
h) Legal Defense
If an employee is terminated for poor performance, an accurate, complete and up-to-date
job description will help the organization defend its decision
8. Criticism
• Lack of management support
• Lack of co-operation from employees
• Inability to identify the need of job analysis
• Bias of job analyst
• Using single Data source.
9. Conclusion:
Job analysis is an important task of an organization. Job analysis is a strategic plan of
Human resourceManagement. Mmodern job analysisand jobdesign techniquescouldhelp
companies implement high-performance strategies

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Reference:
1. Job description & job specification, Lohitakksh Chauhhan.
2. The Oxford Handbook of Human Resource Management,
https://global.oup.com/academic/product/the-oxford-handbook-of-human-
resource-management-9780199547029?cc=bd&lang=en&
3. https://en.wikipedia.org/wiki/Job_analysis
4. Human Resource Management, Job analysis, Maya