Job Analysis, Job Description

& Job Design

Presented by-
Col P S Jaggi
Gaurav Khokhani
Namita Rajani
INTRODUCTION

Job Analysis is a detailed description of the

physical and other demands of a job or job
goal based on direct observation of the job.
Among other things, it describes what the
worker does in terms of activities and
functions, and the worker characteristics
(skills, knowledge, abilities, and adaptabilities)
needed to accomplish the tasks involved.
INTRODUCTION

Job Analysis is a process to identify and determine

in detail the particular job duties and
requirements and the relative importance of
these duties for a given job. Job Analysis is a
process where judgments are made about data
collected on a job.

Job Analysis data may be collected from the

injured worker, other workers and the employer
through interviews or questionnaires, the product
of the analysis is a description or specifications
of the job, not a description of the person.
Job Analysis and Evaluation

Do it or else…
What is Job Analysis?

It is the systematic process of

determining the tasks, duties,
knowledge, skills, abilities, and other
requirements (KSAOs) necessary for
performing jobs in an organization.
Job Analysis Defined

Process of defining a job in terms of its

component tasks or duties and the
knowledge or skills required to perform
them
Job Analysis
The identification of criteria necessary
for successful performance in a given
job
Identifies KSAs
 Job tasks to perform
 Skills required

 Abilities needed
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
 Definitions (Continued)
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
Purpose of a Job Analysis

Necessary to success of human resource

functions and provides a legal foothold for
organizations to defend themselves against
employment-related litigation
Types Of Job Analysis Information
Considerable information is needed, such
as:
Worker-oriented activities
Machines, tools, equipment, and work aids
used
Job-related tangibles and intangibles
Work performance
Job content
Personal requirements for the job
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
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
Job Analysis: A Basic Human Resource Management Tool

Human Resource
Tasks Responsibilities Duties Planning
Recruitment
Selection

Job Training and

Development
Descriptions
Job Performance Appraisal
Analysis Job Compensation and
Specifications Benefits
Safety and Health
Employee and Labor
Relations
Knowledge Skills Abilities Legal Considerations
Job Analysis for Teams
Two Primary Outcomes or
Aspects of Job Analysis
A. Job Description:
a written statement about the tasks, duties,
activities and results associated with a given
job.
B. Job Specification:
a description of the knowledge, skills,
abilities, and other attributes (KSAOs) which
an individual needs to satisfactorily perform a
job.
 
Three Types of Job Analysis
Job Competency- Job
Requirements Based Rewards

Focus on Focus on Focus on both

specific tasks general intrinsic and
and KSAOs. KSAOs. extrinsic
rewards.
Looks at Looks at the Used for
context for a use of KSAOs specific jobs.
specific job. across jobs.
The Process of Job Analysis

Strategic Choices

Gather Information
Uses of Job Description and Job
Specification
Personnel planning
Process Information
Performance appraisal
Hiring
Training & development
Job Description
Job evaluation & compensation
Health & safety
Employee discipline
Job Specification Work Scheduling
Career planning
The Process
of
Job Analysis
in
Detail….
Strategic Choices

• Employee involvement

• Level of details

• Time and frequency of analysis

• Past-oriented v/s future-oriented

• Sources of job data

 Sources of Job Data
Non-human sources Human sources
Existing job descriptions and Job analysts
specifications
Equipment maintenance records Job incumbents
Equipment design blueprints Supervisors
Architectural blueprints of work area Job Experts
Films of employees working
Training manuals and other job
materials
Literature like magazines &
newspapers
Information Gathering
What type of data is to be collected?

♠ Work activities

♠ Machines, tools, equipment & work aids used

♠ Job context

♠ Personal requirements
Who should collect the data?

♠ Trained job analysts

♠ Supervisors

♠ Job incumbents
Conducting Job Analysis
The people who participate in job
analysis should include, at a
minimum:
The employee
The employee’s immediate
supervisor
Timeliness of Job Analysis
Rapid pace of
technological
change makes
need for accurate
job analysis even
more important
now and in the
future.
An Example of Job Analysis ….

Client Need
A medium sized health care
organisation was seeking to clarify
the competencies required for
success in targeted professional
roles as a means of improving
selection and performance
management practices.
An Example of Job Analysis…
Consultant Solution
After an initial project planning session to agree on the
process for consultation, project success factors and
timelines, the Consultant reviewed existing documentation
that provided insight into the roles and how they may develop
in the future. This provided the platform for constructing
questions for interviews and focus groups. Several
incumbents participated in the focus groups that
concentrated on time applications in the role and role
challenges. Managers of incumbents were also interviewed to
identify several critical incidents capturing highly effective or
ineffective performance.
The resultant data were analysed by the Consultant to draft a
provisional set of competencies for the target roles. These
profiles were embedded into a validation questionnaire that
provided an opportunity for a wide cross-section of role
stakeholders to provide feedback against the provisional
profiles in terms of accuracy and comprehensiveness.
An Example of Job Analysis….
Outcome
CHANGES finalised the competency
profiles, demonstrating both the accuracy
and buy-in to the final profiles. With some
guidance from Consultant, the
competencies were integrateed with
selection and performance management
systems, and now form the bedrock for
selection data gathering and performance
feedback.   
 Purpose of Job Analysis
&
Methods of Data Collection
 Purpose of Job Analysis
HRP

Recruitment
&Selection
Job
Description T&D

Job
Job Analysis Evaluation

Job Remuneration
Specification
Performance
Appraisal

Safety
& health
 Human Resource Planning
It is the process of forecasting an organisation’s
future demand for, and supply if, the right type
of people in the right number
The number and type of personnel are determined
by the jobs which need to be staffed
Job related information is therefore important for
Hrp
 Recruitment and Selection
Recruitment is process of finding and attracting capable
applicants for employment
Job analysis helps Hr manager to locate places to locate
places to obtain employees for openings anticipated in
future
Selection is process of differentiating between applicants in
order to identify those with a greater likelihood of success
in a job
Precise knowledge of job helps Hr manager to effectively
select someone to do the job
 Training and Development
Training and Development is any attempt to
improve current or future employee
performance by increasing an employee’s
ability to perform through learning
Job analysis helps HRD manager to know
what a given job demands in terms of
knowledge and skills
Training and development programmes can
be designed depending on the job
requirement
 Job Evaluation
Job Evaluation is process of analysing and
assessing the various jobs systematically to
ascertain their relative worth in an
organisation
Relative worth is determined mainly on the
basis of job description and job specification
 Remuneration

Remuneration is the compensation an

employee receives in return for his or her
contribution to the organisation
Remuneration must be based on relative
worth of each job
 Performance Appraisal
Performance Appraisal is an objective
assessment of an individual’s performance
against well defined well defined
benchmarks
Job analysis helps fix standards for
performance in relation to which actual
performance of an employee is compared
and assessed
 Safety And Health
Safety refers to protection of workers from the
danger of accidents

The process of a detailed job analysis provides

an excellent opportunity to uncover and
identify hazardous conditions ,so that
corrective measures can be taken to minimise
and avoid the possibility of human injury
Job analysis can also:
 Help the company remain profitable and
competitive
 Help the company keep up with technology

 Prevent employees from being overworked

 Help the company stay

in compliance with
government regulations
 Methods of Data Collection

Observation Interviews Questionnaire

Job
Data

Technical
Checklists Diary
Conference
 Methods of Data Collection
Observation Method
 Analyst observes Job Holder
 Directly
 Videotape

 Usefulwhen job is fairly routine

 Simple method and gives accurate result

 Time consuming

 Analyst need to be trained

 Methods of Data Collection
Interview Method

Individual
 Several workers are interviewed individually

 The answers are consolidated into a single job analysis

Group
 Employees are interviewed simultaneously

 Group conflict may cause this method to be ineffective

 Methods of Job Analysis

Questionnaires
 Employees answer questions about the
job’s tasks and responsibilities

 Each question is answered using a scale

that rates the importance of each task
 Methods of Job Analysis
Questionnaires (ctnd.)
 Position Analysis Questionnaire (PAQ)

 A structured, behavioral questionnaire

 194 items in 6 categories

 Information input

 Mental processes

 Work output

 Relationships

 Job context

 Other characteristics
 Methods of Job Analysis
Diary Method
 Employees record information into
diaries of their daily tasks
 Record the time it takes to complete

tasks
 Must be over a period of several weeks or
months
 Methods of Job Analysis

Technical Conference Method

 Uses experts to gather information about
job characteristics
 Problem with Job Analysis
• Support from top Management
• Single Means and Source
• No Training or Motivation
• Activities may be Distorted
JOB DESIGN
 Definition
Job design involves conscious efforts to organize
tasks, duties and responsibilities into a unit of
work to achieve certain objectives.

It integrates work content (tasks, functions,

relationships), the rewards (extrinsic and
intrinsic), and the qualifications reqd. (skills,
knowledge, abilities) for each job in a way that
meets the needs of employees and the
organization.
 Steps Involved in Job Design

• Specification of individual tasks

• Specification of the method(s) of

performing each task

• Combination of tasks into specific jobs to

be assigned to individuals
Factors affecting Job Design
Feedback

Organization
al Factors

Environment Job Productive &

al Factors Design Satisfying Job

Behavioural
Factors
Organizational Factors
• Characteristics of Task

• Work Flow

• Ergonomics

• Work Practices
Environmental Factors

• Employee Abilities & Availability

• Social & Cultural Expectations

Behavioural Elements
• Feedback

• Autonomy

• Use of Abilities

• Variety
 Job Design Approaches

High
Socio-technical Systems

Job Enrichment
Impact
Job Enlargement
Medium

Job Engineering

Job Rotation
Low

Low Medium High

Complexity
 Job Rotation
It involves moving employees from job to job
to add variety and reduce boredom by
allowing them to perform a variety of tasks.

Drawbacks:
• Increased training costs
• Disrupted work
• Demotivate intelligent & ambitious trainees
 Job Engineering

Job Engineering focuses on the tasks to

be performed, methods to be used,
workflows among employees, layout of
the workplace, performance standards
and interdependencies among people
and machines
Golden rules for Job Engineering

• Clearly defined end product/output

• Clearly defined steps/tasks
• Employees know their responsibility
• Readily available information, tools &
facilities
• Employees involvement in the work
design process
Job Enlargement
• Task Variety

• Meaningful Work Modules

• Ability Utilization

• Worker-paced Control

• Performance Feedback
 Job Enrichment
Direct
Feedback
Personal Client
Accountability Relationship

Direct New
Enriched
Communication Leaning
Authority
Job

Scheduling
Control Over
of own
Resources
Work
Unique
Experience
 Job Enrichment and its
Outcomes
Job Characteristics Psychological Needs Outcomes

Feedback Knowledge of Results

Motivation,
Performance,
Satisfaction
Autonomy Sense of Responsibility, with Job,
Self-control, Self-esteem Low
Absenteeism,
Job
Meaningfulness, Involvement
Significance, Identity,
Achievement, Variety
Skill, Variety
 Some Cautions about Job
Enrichment
• Not a Substitute for Good Management
• ‘Enriched’ is a Relative Term
• Enriching Jobs may create a ‘Snow Ball’ Effect
• Assumes that workers want more responsibility
• May have negative Short-run Effects
• May become Static
• Participation can affect the Enrichment Process
• Change is difficult to Implement
 Socio-technical Systems

The Socio-technical Systems approach

focuses on organizations as being
made up of people with various
competencies (social systems) who use
tools, machines and techniques
(technical system) to create goods or
services valued by customers and other
stakeholders.
Contemporary Issues In
Job Design
• Telecommuting

• Alternative Work Pattern

• Techno-stress

• Task Revision

• Skill Development
THANK YOU