Module-2

JOB ANALYSIS
Meaning
• Job : A job may be defined as a “collection or aggregation of tasks,
duties and responsibilities which as a whole, are regarded as a regular
assignment to individual employees”.
• Job In other words, when the total work to be done is divided and
grouped into packages, we call it a “Job”.
• Job Analysis: Itis 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.
Definitions

Edwin Flippo: “Job analysis is the process of studying and collecting

information relating to the operations and responsibility of a specific
job”.

Harry 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”.
Uses of Job Analysis
1. Human resource planning
2. Recruitment
3. Selection of personnel
4. Training and development
5. Organization audit
6. Job evaluation
7. Job design
8. Performance appraisal
9. Career planning
10. Safety and health
Steps/stages/process/procedure in Job
Analysis
1. Collection of background information
2. Selection of representative job to be analyzed
3. Collection of job analysis data
4. Job Description
5. Developing job specification
Techniques of Job Analysis Data

1. Personal observation
2. Sending out questionnaires
3. Maintenance of log records
4. Conducting personal interviews
 Components of
Job Analysis

Job Description Job Specification

 Job Description
The preparation of job description is
necessary before a vacancy is advertised.
It tells in brief the nature of a job. In other
words, it emphasizes the job
requirements.
 Definition of Job Description

Edwin Flippo: “Job Description 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 done and why.”
 The Details given in
Job Description
• Job title
• Organizational location of the job
Supervision given and received
• Materials, tools, machinery and equipment worked
with
• Designation of the immediate superiors and
subordinates
• Salary levels: Pay, DA, other allowances, bonus,
incentive wage, method of payment, hours of work,
shift, break etc.
 Contd…

• Complete list of duties to be performed

separated according to daily, weekly,
monthly and casual, estimated time to be spent on
each duty
• Definition of unusual terms
• Conditions of work: Location, time, speed of work,
accuracy, health hazards, accident hazards
• Training and development facilities
• Promotional chances and channels
 Job Specification
Job specification is based on job
description. It is a written statement of
qualifications, traits, physical and
mental characteristics that an individual
must possess to perform the job duties
and discharge responsibilities
effectively.
Definition of Job Specification
Edwin Flippo: “Job Specification is a
statement of minimum acceptable human
qualities necessary to perform a job
properly”.
 Job Specification covers:
• Educational and professional qualifications Skills
• Practical experience
• Physical fitness
• Special qualities required for performing the job
• Intelligence, judgement and initiative required
for performing the job
 Job Design
Job design is defined by Michael Armstrong,
“as the process of deciding on the content of
a job in terms of its duties and
responsibilities; on the methods to be used in
carrying out the job, in terms of techniques,
systems and procedures and on the
relationships that should exist between the
job holder and his superiors, subordinates
and colleagues”.
Two important goals of job
design

To meet the organizational

requirements such as higher
productivity, operational efficiency,
quality of product/service etc. and
To satisfy the needs of the individual
employees like interests, challenges,
achievement or accomplishment, etc.
 Poorly designed jobs often result in

• Boredom
• Increased turnover
• Reduced motivation
• Low levels of job satisfaction
• Less than optimal productivity
• Increase in organizational costs
 Techniques of Job Design

Job
Rotation

Job Job Job

Simplification Design Enlargement

Job
Enrichment
 Job Simplification
This requires that jobs be broken down into their smallest units and then
analyzed.
• Each resulting subunit typically consists of relatively few operations. These
subunits are then assigned to workers as their total job.
• This is done so that employees can do these jobs without much specialized
training.
• Many small jobs can also be performed simultaneously, so that the complete
operation can be done more quickly. Time and motion studies are often used
for work simplification
 Advantages of Job Simplification

– Requires less training

– Less cost unskilled labour
– Increase in speed
Job Enlargement: (Horizontal)
• It involves the addition to or expansion
of tasks in the job and job becomes a
meaningful operation.
• It is the strategy adopted by many
organizations to combat the ill-effects
of division of labour.
• Its focus is on enlarging the contents of
jobs by adding tasks and responsibilities.
 Job Enlargement

• It involves expansion of the scope and width of the job by

means of assigning certain closely related operations.
• E.g. a clerk in an office doing typing work may be also
assigned tasks of drafting simple letters, sorting mail and
filling of papers. This will reduce his boredom and make
him satisfied with the job. His efficiency will also improve.
Job Enrichment: (Vertical)
It is a direct outgrowth of Herzberg’s Two
Factor Theory of Motivation.
It is therefore based on the assumption that
in order to motivate personnel, the job itself
must provide opportunities for achievement,
recognition, responsibility, advancement
and growth.
Job Enrichment
• It involves the vertical expansion of jobs by
increasing the amount of worker
responsibilities associated with the
positions.
• E.g. a worker who previously only loaded
boxes for delivery into a trailer may be
given the responsibility of verifying that the
customer order is correct.
Job Enrichment
• Through job enrichment, autonomy,
responsibility and control becomes part of
a worker’s job.
• This in turn leads to greater feelings of
satisfaction, higher motivation and
increased productivity.
 Job Rotation
• This refers to the movement of an
employee from one job to the another over
a designated period of time.

• Jobs themselves are not actually changed,

only the employees are rotated among
various jobs.
• An employee who works on another job for
some days or months and returns back to
the first job.
 Job Rotation
This would relieve the employee from
boredom and monotony, improves the
employee’s skills regarding various jobs and
prepares the employee to meet the
contingencies.
This is also intended to improve worker’s
self-image and provides personal growth.
 Job Rotation
• However, job rotation can have a very limited
potential.
• It does not change the basic nature of jobs. Rather an
employee is asked to perform several monotonous jobs in
place of a single job.
• Therefore, the employees who want a challenging and
satisfying job still feel frustrated.
• Moreover, frequent rotation of employees may cause
interruptions in the work routine of the organization.
 HR Planning

• The process of getting right number of qualified people into the right
time, so that an organization can meet its objectives.
• It is forward looking function.
• Organization use HRP as a means of achieving greater effectiveness .
• Providing essential information for management before making
organization decision.
 HRP DEFINATION

• E.W.Vetter HRP “ A process by which an organization should move

from its current manpower position to its desired manpower position.
Through planning, management strives to have the right number &
right kind of people at the right place at the right time, doing things
which result in both the organization the receiving maximum long-run
benefit.”
Human Resource Planning Process
1. Analysing Organizational Objectives:
• The foremost step in every process is the determination of the objectives for
which the process is to be carried on, so as to ensure that a right number of
people for the right kind of job are selected.
• The objective to be achieved in future in various fields such as production,
marketing, finance, expansion and sales gives the idea about the work to be
done in the organization.

2. Inventory of Present Human Resources:

• From the updated human resource information storage sys­tem, the current
number of employees, their capacity, perfor­mance and potential can be
analysed. To fill the various job requirements, the internal sources (i.e.,
employees from within the organization) and external sources (i.e., candidates
from various placement agencies) can be estimated.
3. Forecasting Supply and Demand:  The human resources required at
different positions according to their job profile are to be estimated.
The available internal and external sources to fulfill those requirements
are also measured. There should be proper matching of job description
and job specification of one particular work, and the pro­file of the
person should be suitable to it.

4.Estimating Manpower Gaps:

• Comparison of human resource demand and human resource supply
will provide with the surplus or deficit of human resource. Deficit
represents the number of people to be employed, whereas surplus
represents termination. Extensive use of proper training and
development programme can be done to upgrade the skills of
employees
5. Formulating the Human Resource Action Plan:
• The human resource plan depends on whether there is deficit or
surplus in the organization. Accord­ingly, the plan may be finalized
either for new recruitment, training, interdepartmental transfer in
case of deficit of termination, or voluntary retirement schemes and
redeployment in case of surplus.
6. Training and Development: The training is not only for the new
joinees but also for the existing employees who are required to update
their skills from time to time. After the employment plan, the training
programs are conducted to equip the new employees as well as the old
ones with the requisite skills to be performed on a particular job.
7. Appraisal of Manpower Planning: Finally, the effectiveness of the
manpower planning process is to be evaluated. Here the human
resource plan is compared with its actual implementation to ensure the
availability of a number of employees for several jobs.
At this stage, the firm has to decide the success of the plan and control
the deficiencies, if any.
Thus, human resource planning is a continuous process that begins
with the objectives of Human Resource planning and ends with the
appraisal or feedback and control of the planning process.
 Benefits of HRP

• Cost effectiveness
• Growth in individual as well org.
• Plan for physical facilities
• Control in functions, operations.
• Development of employee
• Forecast the changes
 Linkage of HRP to other plans

• HRP is closely liked to various plans like

• Financial plan
• Economic plan
• Recruitment plan
• Retention plan
• Training plan
• Productivity plan
 Factors affecting HRP

• Internal factor:
• Organization growth
• Time horizon
• HR policies
• External factors:
• Policies of the govt.
• Labour market
• Outsourcing
• Natural factors
• Technological factors
Limitation.
• The future is uncertain :
There are several external factors viz. Technological, political, cultural, etc. that affects the employment
opportunities. Therefore, the management can consider the human resource planning as a guiding factor
and can not rely completely on it.
• Problem of surplus staff:
With the surplus manpower, the companies try to remove this imbalance using termination, layoff,
removal of the existing employees. This could create a sense of insecurity among them, and that would
result in the loss of their faith in the company.
• Time consuming activity
The human resource planning is time-consuming since it collects the complete information regarding the
personnel requirements of each department and then finds the suitable sources to satisfy the needs
• Expensive process
The human resource planning is an expensive process. All the activities carried out from the time the
manpower need arises till the final placement of employees, consumes lot of time and is very expensive.
End Of Module 2