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Human Resource Management Session 4
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What are the plans and objectives of the firm?
What types of jobs will be required to achieve
organizational objectives?
What are the duties and responsibilities
associated with each job?
What are the skills, knowledge and abilities
required to perform these duties effectively?
What are the attributes, competencies and
capabilities in people that could result in desired
job behaviors?
Relevant Questions
HRM Session-4: Job Analysis. Dr. V. Ekkirala
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Task: A separate, distinct and identifiable work activity.
Duty: Several related tasks that are performed by an
individual.
Responsibilities: Obligations to perform certain tasks and
duties.
Position: Set of duties & responsibilities performed by a
person.
Job: Group of positions with similar duties, tasks &
responsibilities.
Job families: Groups of different jobs that need similar
skills.
Basics of Job
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HRM Session-4: Job Analysis. Dr. V. Ekkirala 4
Knowledgean organized body of information, usually
of a factual or procedural nature applied directly to the
performance of a function.
Abilitycompetence to perform an observable behavior
or a behavior that results in an observable outcome.
Skillcompetence demonstrated in performing a
learned, psychomotor act, and may include manual,
verbal, or mental manipulation of data, people, or things.
Other characteristicspersonality factors (attitudes),
aptitudes, or physical or mental traits needed to perform
the job.
KASOCs
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Job Analysis
JOB ANALYSIS
Collecting & analyzing information
on the content, context and human
requirements of jobs.
JOB DESCRIPTION
Tasks, duties, responsibilities,
and context of the job.
JOB SPECIFICATION
Knowledge, skills and abilities
required to perform the job
effectively.
Job Data
Manpower Planning
Recruitment & Selection
Performance Appraisal
Training & Development
Placement & Mobility
Job Evaluation
Compensation
Utility &
Application
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HRM Session-4: Job Analysis. Dr. V. Ekkirala
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Functional Job Analysis provides a quantitative score of
each job as a function of its complexity in relationship
with data, people& things. It uses:
Three worker-function scales each forming a hierarchy
indicating the extent of use of data, people, and things to
identify and compare important elements of jobs.
A worker instruction scale to ascertain the degree of
supervision imposed, and
Three scales of reasoning, mathematics and language.
Functional Job Analysis
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Data People Things
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s
0 Synthesizing 0 Mentoring 0 Setting up
1 Coordinating 1 Negotiating 1 Precision
working
2 Analyzing 2 Instructing 2 Operating /
controlling
3 Compiling 3 Supervising 3 Driving /
operating
4 Computing 4 Diverting 4 Manipulating
5 Copying 5 Persuading 5 Tending
6 Comparing 6 Speaking / 6 Feeding /
signaling off bearing
7 Serving 7 Handling
8 Taking instructions /
helping
Functional Job Analysis Basic functions
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The PAQ is a 5-point scale questionnaire used to determine the
degree to which different job elements are involved in performing a
particular job. The 194 items are organized into six sections:
1. Information input: Where and how does the worker get the information
needed to perform the job
2. Mental processes: What Reasoning, decision-making, planning and
information processing activities are involved in performing the job
3. Work output: Physical activities, tools & devices used to perform the job
4. Relationship with other persons required in performing the job
5. Job context: Physical & social contexts in which work is performed
6. Other characteristics: Other activities, conditions & characteristics
relevant to the job.
Position Analysis Questionnaire (PAQ)
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Competency-based job analysis describes the job in terms of the
measurable, observable, behavioral competencies.
Competency modeling defines the core competencies for an
occupational group or for the organization as a whole.
Traditional Job Analysis focuses on WHAT of the job. Competency
analysis focuses on HOWthe job objectives are achieved.
The Personality-Related Position Requirements Form (PPRF)
measures the importance of 12 characteristics for job performance:
General leadership Interest in negotiation Achievement drive
Friendly disposition Sensitivity to others General trustworthiness
Cooperative/ collaborative work tendency Adherence to a work
ethic Thoroughness and attention to detail Emotional stability
Desire to generate ideas Tendency to think things through.
Competency-based Job Analysis
Skills Matrix for one job at BP
G
F
E
D
C
B
A
H
Technical
Expertise
Business
Awareness
Communi-
cation &
Interpersonal
Decision
Making &
Initiative
Leadership
&
Guidance
Planning &
Organizational
ability
Problem
Solving
G
F
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D
C
B
A
H
G
F
E
D
C
B
A
H
G
F
E
D
C
B
A
H
G
F
E
D
C
B
A
H
G
F
E
D
C
B
A
H
G
F
E
D
C
B
A
H
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HRM Session-4: Job Analysis. Dr. V. Ekkirala
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Job Characteristics Model of Job Design
Core Job Critical Psychological Outcomes
Characteristics States
Skill variety
Task identity
Task significance
Autonomy
Feedback
Experienced meaningfulness
of the work
Experienced responsibility for
work outcomes
Knowledge of results from
work activities
High internal
work motivation
High quality work
performance
High satisfaction
with work
Low turnover &
absenteeism
Strength of relationships is
determined by intensity of
employee growth need
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HRM Session-4: Job Analysis. Dr. V. Ekkirala
Developed by Hackman & Oldham
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A fundamental rethinking and radical redesign of
business processes to achieve dramatic improvements
in cost, quality, service and speed.
BPR uses work flow analysis to identify jobs that can be
eliminated or recombined to improve performance
Techniques of Job Design
Job simplification
Job Enlargement
Job Rotation
Job Enrichment
Business Process Re-engineering
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Amazon.com emphasizes more on broader
worker specification than on detailed job
description. The company has de-jobbing
practice. Here a worker switches from one job
to another job at three months intervals.
De-Jobbing