Job Analysis

and Job
Design
 Purpose

To examine the role of Job analysis and its effect on

employment planning
To illustrate competency with tools and techniques of job
analysis
To describe the various ways jobs can be designed and to
suggest the best way for the organization
To illustrate how to prepare job description

W E D N E S D A Y,
2
MARCH 6, 2026
 Learning Objectives
At the end of this session, you should be able to:

 To discuss what job analysis and what role it plays and its effect on
employment planning

 To be familiar with and show competency with the tools and techniques of
job analysis

 To define job design and understand the various ways jobs can be designed
and the best ways for the organisation
 To prepare job descriptions
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Job

Position

Job Specification

Job Description
 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.
 Job Specification: Statement of the needed knowledge, skills, and
abilities (KSAs) of the person who is to perform the job.
 Job Description: Statement of the tasks, duties, and responsibilities
(TDRs) of a job to be performed.
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 Job Analysis
Job Analysis:
 Systematic process of obtaining information about the skills, duties, and
knowledge required for performing jobs in an organization.
(Mondy et al,. 1999)
 HR managers use the information to develop job descriptions and job
specifications that are the basis for recruitment, training, employee
performance appraisal and career development.
 The ultimate purpose of job analysis is to improve organizational
performance and productivity.

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 Summary of Types of Data Collected Through
Job Analysis

 Work Activities – work activities and processes; activity

records ; procedures used; personal responsibility.
 Personal requirements for the job – personal
characteristics such as personality and interests;
education and training required; work experience.
 Machines, tools, equipment, and work aids used.

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 Conducting Job Analysis

The people who participate in job analysis should

include, at a minimum:

1. The employee
2. The employee’s immediate supervisor

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 Performing Job Analysis

Step 1 : Select jobs to study.

Step 2 : Determine information to collect: Tasks,

responsibilities, skill requirements, etc.

Step 3 : Identify sources of data: Employees,

supervisors/managers.

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 Performing Job Analysis
Step 4: Methods of data collection:
 Interviews
 Questionnaires
 Observation
 Diaries and Records

Step 5: Evaluate and validate data collection:

 Other employees
 Supervisors/managers

Step 6: Write job analysis report.

10
20XX
 Reasons For Conducting Job Analysis

 Staffing : would be disorganized if recruiter did not know

qualifications needed for job.
 Training and Development: if specification lists a particular
knowledge, skill, or ability, and the person filling the position
does not possess all the necessary qualifications, training and/or
development is needed.
 Compensation and Benefits: value of job must be known before
dollar value can be placed on it.
 Safety and Health helps identify safety and health considerations.
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 Job Analysis: A Basic Human Resource Management Tool

Tasks Responsibilities Duties

Human Resource Planning
Recruitment
Job Selection
Descriptions Training and Development
Job Performance Appraisal
Analysis Job
Compensation and Benefits
Safety and Health
Specifications
Employee and Labor
Relations
Legal Considerations
Job Analysis for Teams
Knowledge Skills Abilities

12
 Popular Approaches to Job Analysis

Position
Position
Analysis
Analysis
Questionnaire
Questionnaire
FunctionalJob
Functional Job ComputerizedJob
Computerized Job
Analysis
Analysis Analysis
Analysis

CriticalIncident
Critical Incident
Method
Method

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 Popular Approaches to Job Analysis

1. Position Analysis Questionnaire (PAQ model) :

 is a structured questionnaire of job analysis to measure job
characteristics and relate them to human characteristics.
 it consists of 195 job elements that describe common
human work behaviors.

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 Popular Approaches to Job Analysis
2. Critical Incident Method:

 Situation analysis technique in which actions or behavior of an

employee (during, for example, a customer service event) is recorded
and examined to ascertain the actual requirements of a successful
operation.
 a method for improving an employee's performance by writing down
and examining examples of what they did particularly well or badly and
how it affected their work.

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 Popular Approaches to Job Analysis

3. Functional Job Analysis (FJA):

 Quantitative approach to job analysis that uses a collected list of the
various functions or work activities that can make up any job.

 FJA breaks down job roles into seven areas: things, data, worker
instructions, reasoning, people, mathematics and language.

 Analysis of worker actions within these areas plays a key part of the
Functional Job Analysis process.
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 Job Descriptions

Job Title

Job Description

1. Title. Job Identification

2. Statement.

3. Essential Functions.
1. XXX
2. XXX
3. XXX
4. XXX Essential
4. Specifications. Functions
1. XXX
2. XXX
3. XXX
4. XXX

Job Specifications
 Key Elements of a Job Description
1. Job Title:

 Indicates job duties and organizational level.

2. Job Identification:
 Distinguishes job from all other jobs.

3. Essential Functions (Job Duties):

 Indicate responsibilities entailed and results to be. accomplished

4. Job Specifications:
 Basic skills required to perform the job and physical demands of the
job.

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 Problems with Job Descriptions
1. If poorly written, they provide little guidance to the jobholder.
2. They are not always updated as job duties or specifications
change.
3. They may break up the law by containing. specifications not
related to job success.
4. They can limit the scope of activities of the jobholder,
reducing organizational flexibility.

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 Job Design
What is Job Design?
 Job design in the personnel or engineering activity of specifying the contents of
the job, the tools and the techniques to be used, the surroundings of the work,
and the relationship of one job to another
 In other words, the aspect of personnel or industrial engineering that directly
affects the degree of specialization of the job and the psychological dimensions of
the task is called Job Design
 A result of job analysis is that improves jobs through technological and human
considerations to enhance organization efficiency and employee job satisfaction.

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 Job Design

Four approaches to various aspects of Job Design

• Work simplification
• Job rotation
• Job enlargement
• Job enrichment

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 Job Design

 WORK SIMPLIFICATION – This approach to job design refers to

specialized jobs. In this approach the complete job is broken down
into small sub parts which usually consist of a few operations.
 JOB ROTATION – In job rotation, the employees takes turn at several
work-simplified jobs. It provides more flexible work assignments
and reduce boredom and monotony
 JOB ENLARGEMENT- attempt to increase satisfaction by giving
employees a greater variety of things to do.
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 Job Design

JOB ENRICHMENT: - Enhancing a job by adding more

meaningful tasks and duties to make the work more
rewarding or satisfying.
• Providing opportunities for achievement, recognition,
growth, responsibility, and performance.

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 Job Enrichment Factors

1. Increasing the level of difficulty and responsibility of the job.

2. Allowing employees to retain more authority and control
over work outcomes.
3. Providing unit or individual job performance reports directly
to employees.
4. Adding new tasks to the job that require training and growth.
5. Assigning individuals specific tasks, thus enabling them to
become experts.

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 Job Design
The FOUR MAJOR CATEGORIES used as approaches to design work
 The Perceptual Motor approach
 The Biological approach
 Mechanistic approach
 Motivational approach

The Perceptual Motor and the Biological approaches have their roots in
human factor engineering . Their major focus is on the integration of human
and machine systems.

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 Job Design

Scientific Management and Mechanistic Approach

Job design was central to Fredrick Taylor’s model of Scientific Management
Taylor’s job design method focused heavily on productivity than satisfaction
The basic principles were as follows:
 Work should be studied scientifically
 Work should be arranged so the workers can be efficient
 Employees selected for work should be matched to the demands of the job

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 Job Design

 Employees should be trained to perform the job

 Monitory compensation should be tied directly to performance and
should be used to reward the performance of employees

This approach to work design was appealing since it enhanced

performance but because of its repetitive nature it led to dissatisfaction
among workers

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 Job Design

Job Enrichment as a Motivational Approach

The notion of satisfying employees’ needs as a way of
designing jobs comes from Frederic Herzberg's two factor
theory of motivation.
Herzberg’s basic idea is that employees will be motivated
by jobs that enhance their feeling of self worth

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 Job Design
The Job Characteristic Model - proposes that for a job to lead to
desired outcome it must possess certain core job dimensions
 Skill variety – the degree to which the job requires s variety of different
activities in carrying out the work which involves the use of several
individual skills and talents
 Task identity – the degree to which the job requires completion of a
whole and identify piece of work

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 Job Design
 Task significance- the degree to which the job has substantial impact on the
lives or work of other people whether in the immediate organisation or
external environment
 Autonomy- the degree to which the job provides substantial freedom,
independence and discretion to the individual in scheduling work and
determining the procedures to be used in carrying it out
 Feedback- the degree to which carrying out the activities required by the job
results in the individual obtaining direct and clear information about the
effectiveness of his or her performance.

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 Job Design
The Resultant Psychological State – if the core dimensions are
present, the following psychological state occur:-
 Experience meaningfulness – the degree to which this job incumbent
experiences work as important, valuable and worthwhile
 Experience responsibility – extent to which the job incumbent feels personally
responsible and accountable for the results of the work performed
 Knowledge of results- an understanding that a job incumbent receives above
how effectively he or she is performing the job

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