Job Analysis)

Human Resource Management
Chapter 2: Job Analysis and Job Design
Human Resource Management by Shah M Saad Husain
Job Analysis
Job Analysis is the process of determining and reporting pertinent

information relating to the nature of a specific job
It is the determination of tasks which comprise the job and of the

skills, knowledge, abilities, and responsibilities required of the
holder for successful job performance
It is a process of determining through observation and study, the

pertinent information relating to the nature of a specific job
The job analysis should report the job as it exists at the time
of the analysis, not as it should exist, not as it existed in the
past, and not as it exists in similar establishments.
Job Analysis basis for HR activities

HR activities
Relationship with Job Analysis
Job Definition
Results in a description of duties and

responsibilities and helps current job holders
and their supervisors as well as prospective
employees
Job Design
Indicates when a job is to be redesigned
Recruitment
Identifies the job requirements and skills

needed to perform the job
Selection & Placement
Determines the importance of different skills

and abilities, and helps in comparing various
candidates objectively
Orientation
Clearly defines duties and responsibilities to a

new employee
Job Analysis and other HR activities

HR activities
Training
Career Counseling
Employee Safety
Specific job requirements help analyze the training

needs of current and potential employees.
Establishment of training objectives depends on
Job Analysis.
Helps identify whether a problem is occurring due
to a training need or some other reason.
Managers and HR specialists can only provide
career counseling when they understand the job.
Employees can appreciate their career options
when they have better understanding of various
jobs
Uncovers unsafe practices and/ or environmental
conditions associated with a job.
Job Analysis and other HR activities
HR activities
Performance Appraisal,
Career growth
10 Compensation
Prerequisite for performance appraisal in

understanding exactly what the employee is
supposed to do, aides in fair evaluation, helps
develop career paths.
Determines relative size/dimensions and
worth of a job by identifying its difficulty level,

duties and responsibilities, skills and abilities.
The worth of a job helps determine its wage.
Products of Job Analysis

Job Description:
1.
2.
3.
Concentrates on describing the job as it is currently being

performed
It explains in written form, what the job is called, what is to
be done, where it is to be done, and how it is to be done
Most job descriptions contain sections that include the
following: the job name, a brief summary description of the
job, a listing of jobs and duties and responsibilities, and
explanation of organizational relationships pertinent to the
job

Job Specification:
1.
2.
Concentrates on characteristics needed to

perform the job
It describes the competency, education, and
experience qualifications the incumbent must
posses to perform the job

Job Specification:
A potential problem with all job descriptions is that

they become outdated.
Often the job description is not updated to reflect

any changes that have occurred in the job
A good practice is to have the job holder and

supervisor periodically review the most current job
description and determine whether the description
needs updating
Job Analysis Methods

Four of the most frequently used methods
for conducting a job analysis are:
1.
Observation
2.
Interviews
3.
Questionnaires
4.
Functional Job Analyses

1.
Observation
This method is used to analyze jobs that are relatively

simple and straight forward
Individual/s performing the job are observed and notes

describing the work are taken
This information includes details about what was done,

how it was done, how long it took, what the job
environment was like, what equipment was used, etc.
1.
Observation
Motion Study:
determining the most efficient way to do a task
identifies the motions or movements necessary for

performing a task or job and then design the most
efficient ways of putting those motions and
movements together

1.
Observation
Time Study:
The objective - to determine how long should it take an

average person to perform a particular job
It is the analysis of a job or task to determine the

elements of work required to perform it
It also determines the order in which these elements

occur, and the times required to perform them effectively
1.
Observation
Work Sampling:
Based on taking statistical samples of job actions

throughout the workday, as opposed to continuous
observation of all actions
Inferences can be drawn about the requirements

and demands of the job
1.
Observation
Observer must be carefully trained to know

what to look for and what to record
Application is limited to jobs involving short

and repetitive cycles

2.
Interviews
The person conducting the job analysis meets and interviews

the jobholder
Interviews can be structured with pre-designed formats or

unstructured
Structured interviews ensure that all pertinent aspects of the job

are covered
They make it easier to compare information obtained from

different people holding the same job
Time consuming method

3.
Questionnaires
Job analysis questionnaires contain both objective and open-ended

questions
For existing jobs, the jobholder completes the questionnaire with

feedback from supervisor, and returns to the job analyst
For new jobs, questionnaire is sent to the supervisor of the new job
If the job being analyzed is vacant but duplicated in another

department, questionnaire is completed by the incumbent in the
duplicate job
One questionnaire method is to have the incumbent write an actual

description of the job, subject to the approval of the immediate
supervisor. The incumbent is the most knowledgeable person about
the job and this method also brings out any difference in perception
between the incumbent and the supervisor

Questionnaires
3.
This method can obtain information from a large

number of people in a short time, is usually used when
a large input is need in limited time and cost
Possibility exists that either the respondent or job

analyst will misinterpret the information

3.
Questionnaires
Position Analysis Question ( PAQ)
It is a highly specialized instrument for analyzing any job in terms of

employee capabilities
It uses six major categories of employee activities
194 descriptors, called job elements, describe the six categories in detail
Using a 5-point scale, one can analyze each description for the degree to
which it applies to the job
It can be used to analyze almost any kind of job, and is relatively easy to
use but very lengthy

3.
Questionnaires
Management Position Description Questionnaire (MPDQ)
It is a highly structured questionnaire designed for

analyzing managerial jobs
It contains 208 items grouped under 13 categories

relating to managerial responsibilities, restrictions,
demands, and other miscellaneous position
characteristics

4.
Functional Job Analysis
The primary premises of FJA includes the following:

1.
2.
3.
4.
5.
6.
A fundamental distinction must be made between what gets done and what employees do
to get things done
Jobs are performed in relation to data, people, and things
In relation to things, employees draw on physical resources; in relation to data, employees
draw on mental resources; and in relation to people, employees draw from interpersonal
resources
All jobs require employees to related data, things and people to some degree
Although the behavior of employees and their tasks can be described in numerous ways,
only a few distinctive features are involved
The levels of difficulty required in dealing with data, people and things are hierarchical and
can be represented by a scale
Problems with Job Analysis

Some of the most frequently problems associated with job
analyses are:
1.
Top management support is missing
2.
Only a single means and source are used for gathering data
3.
4.
The supervisor and the job holder do not participate in the

design of the job analyses procedure
Employees are not allowed sufficient time to complete the
analyses
5.
Activities may be distorted
6.
There is a failure to critique the job
Job Design
Job design is the process of structuring work and designing the

specific work activities of an individual or group of individuals to
achieve certain organizational objectives
It address the basic question of how the job is to be performed,

who is to perform it, and where it is to be performed
The overall goal of job design is to develop work assignments
that :
1.
Meet the requirements of the organization and the technology
2.
Satisfy the personal and individual requirements of the job holder
Job Design
Following have important influences on job design:
Work Flow Analysis: which seeks to ensure that each job in the organization
receives work as an input, adds value to that work, and passes it on to
another worker
Business Strategy and the organizational structure that fits that strategy
Job Design Process

The job design process can generally be divided
into three phases:
1.
The specification of individual tasks What Tasks
2.
The specification of the method of performing each task

How
3.
The combination of individual tasks into specific jobs to be

assigned to individuals
Job Design
The key to successful job design is to

balance the requirements of the organization
and the job holder
Job Scope and Job Depth
Job Scope: refers to the number and variety

of different tasks performed by the jobholder
In job with narrow scope, the job holder

performs a few different and repetitive tasks
Jobs with narrow scope can result in more

error and less quality
Job Depth: refers to the freedom of jobholders to

plan and organize their own work, work at their
own pace, and move around and communicate.
A lack of job depth can result in job dissatisfaction
It can in turn lead to tardiness, absenteeism, and

even sabotage
Job Depth
Job Scope
Automobile
Assembly
Line
Secretarial
Work
Newspaper
Delivery
Advertising
Six approaches to Job Design

1.
Socio-technical approach
2.
Work Simplification
3.
Job Enlargement
4.
Job Rotation
5.
Job Enrichment
6.
Team-Based Job Designs
Socio-technical approach to Job Design
As the name suggests, both the technical system,

and the accompanying social system should be
considered when designing jobs
According to this approach, employers should

design jobs by taking a holistic, or systems, view of
the entire job situation
This approach integrates the technical needs of the

organization with the social needs of the employees
involved in decision making
Socio-technical approach to Job Design

The following guidelines use the socio-technical approach to designing jobs
1.
A job needs to be reasonably demanding for the individual in terms other

than sheer endurance, yet provide some variety (not necessarily novelty)
2.
Employees need to be able to learn on the job and continue learning
3.
Employees need some minimum decision area that they call their own
4.
Employees need some minimal degree of social support and recognition in

the workplace
5.
Employees need to be able to relate to what they do, and what they
produce to their social lives
6.
Employees need to believe that the job leads to some sort of desirable
future
Work Simplification
This approach assumes that work can be broken

down into simple, repetitive tasks that maximize
efficiency
Work simplification can utilize labor effectively to

produce a large amount of a standardized product
Example: The automobile industry
Job Enlargement and Job Rotation
Both of these approaches are used reduce fatigue and

boredom among workers performing simplified and
highly specialized work
Job Enlargement is the process of expanding a jobs

duties
Example: Auto workers installing carpets on the car floor also install car
seats and instrument panel
Job Rotation is the process of rotating workers among

narrowly defined tasks without disrupting the flow of work
Example: Same auto workers rotated to install tires
Job Enrichment
Job enrichment is the process of putting specialized tasks

back together so that one person is responsible for producing
the whole unit or the entire service
This expands both the horizontal and vertical dimensions of a

job
It gives employees more opportunities for autonomy and

feedback
It gives them responsibilities that require decision making,

scheduling work, determining work methods, and judging
quality
Team-Based Job Designs
This approach focuses on giving a team, rather than an

individual, a whole and meaningful piece of work to do
Team members are empowered to decide how to

accomplish the work
Team members are cross-trained in different skills, and

then rotated to do different tasks within the team
Job Design and the physical work environment
The physical work environment; temperature,

humidity, ventilation, noise, light, color can have an
impact on the design of jobs.
Adverse physical conditions have a negative effect

on performance. The degree of effect varies from
individual to individual
If employees must be exposed to less than ideal

conditions, the time of exposure should be
minimized
Job Design and Alternative work schedules
Alternative work schedules are being used by many firms to

increase productivity and decrease cost
This does not alter the work to be done, but its allocation
The most common work schedules are:

1.
Flexitime: allows employees to choose, within certain limits,

their work hours
2.
Job Sharing: where two or more part-time individuals perform a

job that would normally be performed by on full-time employee
3.
Condensed workweek: where the no. of hours per day is

increased and no. of days a week is decreased
Relationship between Job Analysis and Job

Design
Job Analysis and Job Design are directly linked to one

another
In practice, most Job Analyses are performed on existing jobs

that have previously been designed
Existing jobs are also redesigned as a result of Job Analyses.

Example: A job analysis might reveal that the current method of performing
a job (the job design) is inefficient or contains unnecessary tasks.

Job Analysis)

Загружено:

Сведения о документе

Авторское право

Доступные форматы

Поделиться этим документом

Поделиться или встроить документ

Параметры публикации

Этот документ был вам полезен?

Это неприемлемый материал?

Авторское право:

Доступные форматы

Job Analysis)

Загружено:

Авторское право:

Доступные форматы

Human Resource Management

Chapter 2: Job Analysis and Job Design

Human Resource Management by Shah M Saad Husain

Human Resource Management by Shah M Saad Husain

Job Analysis is the process of determining and reporting pertinent

It is the determination of tasks which comprise the job and of the

It is a process of determining through observation and study, the

Human Resource Management by Shah M Saad Husain

Human Resource Management by Shah M Saad Husain

Job Analysis basis for HR activities

Relationship with Job Analysis

Results in a description of duties and

Indicates when a job is to be redesigned

Identifies the job requirements and skills

Selection & Placement

Determines the importance of different skills

Clearly defines duties and responsibilities to a

Human Resource Management by Shah M Saad Husain

Job Analysis and other HR activities

Relationship with Job Analysis

Specific job requirements help analyze the training

Human Resource Management by Shah M Saad Husain

Job Analysis and other HR activities

Relationship with Job Analysis

Prerequisite for performance appraisal in

Determines relative size/dimensions and

worth of a job by identifying its difficulty level,

Human Resource Management by Shah M Saad Husain

Human Resource Management by Shah M Saad Husain

Human Resource Management by Shah M Saad Husain

Products of Job Analysis

Concentrates on describing the job as it is currently being

Human Resource Management by Shah M Saad Husain

Products of Job Analysis

Concentrates on characteristics needed to

Human Resource Management by Shah M Saad Husain

Human Resource Management by Shah M Saad Husain

Human Resource Management by Shah M Saad Husain

Products of Job Analysis

A potential problem with all job descriptions is that

Often the job description is not updated to reflect

A good practice is to have the job holder and

Human Resource Management by Shah M Saad Husain

Job Analysis Methods

Functional Job Analyses

Human Resource Management by Shah M Saad Husain

Job Analysis Methods

This method is used to analyze jobs that are relatively

Individual/s performing the job are observed and notes

This information includes details about what was done,

Human Resource Management by Shah M Saad Husain

Job Analysis Methods

determining the most efficient way to do a task

identifies the motions or movements necessary for

Human Resource Management by Shah M Saad Husain

Job Analysis Methods

The objective - to determine how long should it take an

It is the analysis of a job or task to determine the

It also determines the order in which these elements

Human Resource Management by Shah M Saad Husain

Job Analysis Methods

Based on taking statistical samples of job actions

Inferences can be drawn about the requirements

Human Resource Management by Shah M Saad Husain