JOB ANALYSIS

Job analysis is conducted to determine the responsibilities inherent in the

position as well as the qualifications needed to fulfil its responsibilities. It is essential
when recruiting to locate an individual having the requisite capabilities and education.

Importance of Job Analysis (JA)

Successful HRM practices can lead to outcomes that create competitive
advantage. When properly performed, job analyses can enhance the success of HRM
practices by laying the required foundation.

Definition of Different Job Terms

a) Position-consists of the responsibility and duties performed by an individual.

There are as many positions in the firm as there are employees.
b) Job- group of positions that are similar in their duties. In some instances, only
one position may be involved, simply because no other similar position exists.
For example, the position of the chief accountant also constitutes a job since
there is only one chief accountant in the organization.
c) Occupation-group of jobs that are similar as to kind of work and are found
throughout an industry. An occupation is a category of work found in many firms.
d) Job analysis- the procedure used for determining/collecting information relating
to the operations and responsibility of a specific job. The end results are job
description and job specifications.
e) Job description- organized, factual statements of the duties and responsibilities
of a specific job. It tells what is to be done, how it is done, and why. It is a list of
job duties, responsibilities, reporting relationships, working conditions, and
supervisory responsibilities.
f) Job specifications- a written explanation of the minimum acceptable human
qualities necessary for effective performance of a given job. It designates the
qualities required for acceptable performance, which are requisite education,
skills personality, and so on.
 g) Job classification- grouping of jobs on some specified basis such as kind of work
or pay. It can refer to a grouping by any selected characteristics but preferably
used most often in connection with pay and job evaluation.
h) Job evaluation- systematic and orderly process of determining the worth of a job
relation to other jobs. The objective is to determine the correct rate of pay.
i) Tasks- coordinated and aggregated series of work elements used to produce an
output.
j) O*Net-online resource which has replace the Dictionary of Job Titles; list of job
requirements for a very large number of jobs.
k) Functional job analysis- a task-based or work-oriented technique describing the
work performed.
l) Position analysis questionnaire (PAQ) – an example of a job analysis method

Job analysis provides information in several cases including the following:

1. How much time is taken to complete basic tasks?
2. How are task grouped together into a job?
3. How can a job designed so that employee performance can be improved?
4. What kind of skills is needed to perform a given job?
5. What kind of person is best suited to perform a certain type of job?
All these information provides a foundation for other HR activities.

Specific Information Provided by Job Analysis

1. Job title and location

2. Organizational relationship- brief explanation of the number of persons
supervised (if applicable) and job title of the position supervised. It also reflects
supervision received.
3. Relation to other jobs- describes and outlines the coordination required by the
job.
4. Job summary- condensed explanation of the content of the job.
 5. Information concerning job requirements- usually provides information about
machines, tools, materials, mental complexity and attention required, physical
demands, and working conditions. It varies from job to job.

Uses of Job Analysis Information

1. Preparing the job description and writing the job specifications

The result of job analysis provides a complete description that contains job
summary, the job duties and responsibilities, machine and equipment used, and some
indications of the working conditions. It is also used to describe the individual traits and
characteristics required in performing the job well.

2. Recruitment and selection

Job analysis information is useful when searching for the right person to fill the
job. It helps to seek and find the type of people that will contribute to and suit the needs
of the organization.

3. Determining the rate of compensation

Job analysis information is also essential for estimating the value of and
appropriate compensation for each job. This is because compensation usually depends
on the job’s required skill and education level, safety hazards, degree of responsibility,
and so on, all of which are assessed through job analysis.

4. Performance appraisal
It involves comparison of actual versus planned output. Job analysis information
is used to identify the standards and performance objectives and specific activities to be
performed against which employees are evaluated. It is used to acquire an idea of
acceptable level of performance for a job.
5. Training
Job analysis information is used to design training and development programs
because the analysis and resulting job description show the skills and therefore the kind
of training that is required. Training and development are conducted to satisfy these
skills and competency requirements.

6. Career planning and development

The movement of individuals into and out of positions, jobs, and occupation is a
common procedure in organizations. JA provides clear and detailed information to
employees on career movement.

7. Safety
The safety of a job depends on the proper layout, standards, equipment, and
other physical conditions. What a job entails and the type of people needed contribute
information to establish safe procedures so that unsafe practices can either be changed
or discontinued.

8. Labor relations
An attempt of an employee to add or subtract from the duties listed, as a result of
job analysis, is already a violation of this standard. The labor union as well as the
management is interested in this matter. Controversies often result and a written record
of the standard job jurisdiction is valuable in resolving such disputes.

Methods Used in Job Analysis

1. Interview
Job analysis information can be obtained by interviewing the job
incumbent or by group interviews with group of employees doing the same job or
by interviewing the supervisor who is knowledgeable about the job. Interview
information is particularly valuable for professional and technical jobs that mainly
involve thinking and problem solving.
 2. Observation
Direct observation is especially useful when jobs consist mainly of
observable physical activity. Jobs like those of a janitor, production workers, and
drivers, are examples of these. On the other hand, observation is usually not
appropriate when the job entails significant amount of mental activity, such as the
work of the lawyer, financial analyst, and the like.
3. Questionnaires
The use of questionnaires is usually the least costly method for collecting
large amount of information in a short period of time. Advantages of using the
questionnaire method include the information gathered is quantitative in nature
and can be easily updated as the job changes. It usually includes questions
asking the worker to describe the kinds of experiences, qualifications, and
attitudes need to performed and the importance of each activity or the
percentage of time spend in performing it.
4. Employee recording/use of log book
This is recording by job incumbents of job duties, frequency of the duties,
and when the duties are accomplished. This can produce a complete picture of
the job, especially when supplemented with subsequent interviews with the
worker and the supervisor.

Steps in Conducting Job Analysis

Step 1 Step 2 Step 3 Step 4

Examine the total Determine the Select job to be Collect data by

organization and purpose of JA. analyzed. using acceptable JA
the fit of each job. techniques.

Step 7 Step 6 Step 5

Use information from Step 1-6 for Job
Design, Planning, Selection and Training, Prepare JS. Prepare JD.
Recruitment, Performance appraisal,
Compensation, etc.
 Figure 2. Recommended Steps in Conducting Job Analysis
Step 1- Provide a broad view of how each job fits into the total fabric of the organization.
This is to determine how the data will be used in HRM planning HR mangers should
decide what data needs to be collected, the best method of collection, and the uses of
the information in a comprehensive HRM strategy.
Step 2 – Identify the use to which the information will be put, since this will determine
the type of data to be collected and how to collect data. This requires studying the
organization charts, job descriptions, and work process charts.
Step 3 – Since it is usually too costly and time consuming to analyze every job, a
representative sample of jobs needs to be selected. Review relevant background
information such as organization charts, process charts, and existing job descriptions.
Organization chart show how the job in question relates to other jobs and where it fits in
the overall organization. It should identify the title of each position and, by means of
interconnecting lines, show who reports to whom in the hierarchy.
Process charts show the flow of inputs to and outputs from the job under study.
Existing job description can provide a starting point for building the revised job
description.
Step 4 – This involves the actual analysis of job by collecting data on job activities,
required employee behaviour, education, training, experience requirements, working
hours, equipment used, required job duties, process workflow, working conditions, and
human traits and abilities needed to perform the job. This is done through the use of
acceptable job analysis techniques. The information collected in Step 4 is then used in
Step 5 and Step 6 to develop the job description and job specifications. A job
description and job specification are usually two concrete products of the job analysis.

Writing the job Description

The original purpose of job description is to establish the level of difficulty of a
specific position for the purpose of establishing pay levels. Over the years, new
directions in management thinking point to a move from duty-oriented job description to
role and competency-oriented descriptions. This does not become outdated as quickly
and provides both supervisor and employees clarity on the what, how, and even why of
the position. In addition, it is easier to alter as the technologies, strategies, or
customers’ needs change.
One way to begin creating role and competency description statement is to
cluster related skills like customer service competency, which may include the following
entries: anticipate customer needs; deliver on time; show care and concern; and help
customer evaluate needs. Converted into behavioural statements for job description, it
may be stated as: ‘’Deliver commitments or service to meet or exceed customer
satisfaction’’ or ‘’Show care and concern to demonstrate customer importance and
value.’’ The value of utilizing the role and competency model is that these behaviours
seldom change, even as the means of executing them evolve with modern technology
or company strategy. In addition, if an employee has an objective standard to measure
the performance of the job, it will be known whether or not the standards are being met.
The first and immediate product of job analysis is the job description. As
indicated, this is basically descriptive and constitutes a record of existing and pertinent
job facts. These facts must be organized in some fashion in order to be usable.
Suggested contents are given as follow:
1. Date written
2. Job status- full-time/part-time including salary
3. Job identification – the identification section includes such information as job title,
department, division, plant and code number of the job.
4. Job summary – A brief one or two-sentence state describing the purpose of the
job and what output are expected from job incumbents.
5. Working relationship, responsibilities, and duties performed-Relationship
statement shows the jobholder’s relationship with others inside and outside the
organization. These include supervision received (to whom the job incumbent
report) and supervision exercised (who reports to the employee).

Below is an example of a job description:

Job Title: HR Manager
Reports to: Vice President of HR
Supervises: HR Assistant, Compensation, Analysis, and Benefits Clerk
Coordinates with: All department managers and executive management
Outside the Company: Recruitment agencies, DOLE, union representative

Responsibilities and duties should be presented in clear and precise statements and
should include essential functions and major tasks, duties and responsibilities
performed. The function of each job should be identified and explained for the benefit of
the jobholder.
6. Authority of incumbent- defines the limit of the jobholder’s authority, including
his/her decision-making authority, direct supervision of other personnel, and
budgetary limitation.
7. Competency requirements- education and experience including special skills
required to perform the given job.
 8. Working conditions- a list of the general working conditions involved with job,
location of the job, and other relevant characteristics of the immediate work
environment such as hazards and noise levels.

Below is an example of a job specification:

Position title: Chief Accountant
Division/Department: Accounting Department
Reports to: General Manager
Coordinates with: All department Heads
Supervises: All Accounting Personnel

SUMMARY OF DUTIES
Apply principles of accounting to analyze financial information and prepare financial
reports by compiling information, preparing profit and loss statements, and utilizing
appropriate accounting control procedures.
PRIMARY RESPONSIBILITIES
1. Prepare profit and loss statements and monthly closing and cost accounting
reports
2. Compile and analyze financial information to prepare entries to accounts, such
as general ledger accounts, and document business transactions.
3. Establish, maintain, and coordinate the implementation of accounting and
accounting control procedures.
4. Analyze and review budgets and expenditures
5. Monitor and review accounting and related system reports for accuracy and
completeness
6. Prepare and review budget, revenue, expense, payroll entries, invoices, and
other accounting documents
7. Analyze revenue and expenditure trends, recommend appropriate budget levels,
and ensure expenditure control
8. Explain billing invoices and accounting policies to staff, vendors, and clients
9. Resolve accounting discrepancies
10. Recommend, develop, and maintain financial databases, computer software
systems, and manual filing systems
11. Supervise the input and handling of financial data and reports for the company’s
automated financial systems
12. Interact with internal and external auditors in completing audits
13. Perform other duties as maybe assigned by the general manger from time to time
 KNOWLEDGE AND SKILL REQUIREMENTS
1. Knowledge of finance, accounting, budgeting, and cost control principles
including generally accepted accounting principles; knowledge of financial and
accounting software applications; ability to analyze financial data and prepare
financial reports, statements, and projections. This is normally acquired through a
combination of the completion of a bachelor’s degree in Accounting, three to five
years of accounting experience, and successful completion of CPA exams.
2. Work requires willingness to work a flexible schedule

WORKING CONDITIONS
Working conditions are normal for an office environment. Work may require occasional
weekend and/or evening work.

New Jobs and Hot Jobs for the 21st Century

New job descriptions are appearing with increasing frequency. A cursory scan of
company openings being advertised in JobStreet Philippines, an online recruitment
center, gives a sense of what is happening in the job market. Of more than 700
positions listed on the site, there are several new titles including chart/board
coordinator, configuration manger, device driver engineers, network administrator,
network engineer, page publisher, web developer and web publisher, java programmer,
e-business manager, and e-consultant to name a few. The internet has changed the
way people do things. More online shopping, for example, means more jobs in package
delivery services. With more young people online, the Internet is also seen as a key
venue for reaching the coveted youth market.
Those who seek work in e-commerce would be wise to seek out hot sectors such
as the wireless and fiber optics industries, writes Dori Jones Yang in U.S. News and
World Report. Wireless services, in fact, is one of the world’s hottest sectors, according
to Employment Review Online.
Rapid advances in computers and telecommunications technology are the main
drivers behind the emergence of new job titles. An ‘’auditor’’ is now called an ‘’e-
commerce accountant.’’ Apparently, e-commerce accountants are those who advise
companies on whether they make financial sense to sell goods and services online. The
still requires traditional accounting training and license, but to keep abreast with the
times, they also need to be familiar with software and Internet technologies.
In the Philippines, a number of major private and government agencies have
already employed web designers, content producers, and other internet professionals.
Employment prospects and career advancement are affected by the choice of
course and school, as well as academic achievement, individual aptitude, and so on.
Both the academe and industry leaders agree in emphasizing the primacy of
engineering and technical fields, including information technology, if one wishes to be
ahead in the race for jobs year from now.

Writing the Job Specifications

The job specification use the job description to define the kind of human traits
and experience required to do a specific job well. It shows what kind of person to recruit
and for what qualities that person should be tested. Job specifications identify the
minimum acceptable qualifications required for an employee to perform the job
adequately. The job specification may be a separate section on the job description, a
separate document entirely, or at the concluding part of the job description.
The information contained in a job specification usually includes the following
basic criteria:

1. Knowledge- body of information one needs to perform the job;

2. Skills- the capability to perform a learned motor task such as word processing
skills;
3. Ability- the capability needed to perform non-motor tasks such as communication
abilities;
4. Personal characteristics- an individual’s traits such as tact, assertiveness,
concern for others etc;
5. Credentials- proof or documentation that an individual possesses certain
competencies;
6. Technical requirements- include criteria such as educational background, related
work experience, and training.