Job Analysis (2)

7/28/2019 Job Analysis (2)

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Prof- Priyanka kedia.


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Objectives of Job Analysis

Explain the concept of Job Analysis.

Discuss the process involved in job analysis.

Classify the different job analysis methods.

Identify the uses of job analysis information.

Define the concepts of job descriptions and jobspecification.

State the various uses of job analysis.

Recognize different types of issues involved in jobanalysis.

Reproduce the concept of job design. Analyse the recent trends in job design and some of

the modern management techniques.


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Job Analysis.

Job analysis is the process of determining and recordingall the pertinent information about a specified job.

A purposeful, systematic process for collecting informationon the important work-related aspects of a job

Job Description- a document that identifies the tasks andduties performed by a job, key Responsibility Area ( KRA).

Job Specification-a document that identifies the

qualifications required by a job.

Most Organizations combine the job description & jobspecification into a single document for each job. Usuallysimply called a job description.


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Concept of Job Analysis. Job description and job specification, the end products of a jobanalysis are used as basis for recruitment . They help inevaluating candidates against job requirements and selectingthe most suitable one.

Job Analysis provides the inputs/paramaters based on whichtraining can be provided to the employees .A Comparison of the

job specification with the existing competencies of an employeehelps in identifying his/her training needs.

Job analysis helps the management in evaluating the relativeworth of each job. This is one of the basic inputs used indesigning the compensation system.

Job Analysis plays a key role in designing and managing theperformance appraisal system in the organization. It helps inindentifying the key responsibility areas (KRAS) for a positionand then setting the goals or objectives for appraisal period.


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Process of Job Analysis.

Information Gathering.

Job Specific Competency

Determination.

Developing a job Description.

Developing a Job Specification.


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Information Gathering- It involves to collect the necessaryinformation pertaining to the organization structure, the roleof the job, and the activities and responsibilities constitutinga job.

Job Specific Competency- It involves identifying the

competencies needed for a job, the abilities & skills Developing a Job Description-It involves preparing a

description of the tasks, responsibilities duties and functionsof the job being analyzed.

Developing a job Specification-It involves providing a

complete list of competencies & qualifications needed tomatch the job description. A Job specification is alsoprepared based on study, comparison or direct inputs fromthe job holders.


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Job Analysis Methods

Observation Method.

Individual Interview Method.

Group Interview Method.

Questionnaire Method. Technical Conference Method.

Dairy Method.

Functional Job Analysis. Position Analysis Questionnaire. ( PAQ).

Critical Incident Technique ( CIT).


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Observation

Direct observation is used for jobs that require manual,standardized, and short-job-cycle activities.

Direct observation is not usually appropriate when the job

involves significant mental activity or it is complex and non

repetitive in nature.

Job analysts must be trained to:Observe relevant job behaviours

Be as unobtrusive as possible.

Disadvantage-The whole analysis might turn into a lengthy,

but redundant document, in case the observer is not aware

of what to note and what to ignore.


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Interview Method

Interviewing job incumbents is often done in combination with observation

This is the most widely used technique

It allows the job analyst to talk with job incumbent.

Interviews can be conducted with a:

Single incumbent

Group of incumbents

Supervisor who is familiar with the jobA structured set of questions is used so answers

can be compared

Interviews are difficult to standardize

Different interviewers may ask different questions

The same interviewer might ask different questions

of different respondents

Information may be unintentionally distorted by the interviewer

Interviewing costs can be high, especially if group interviews arent practical


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Questionnaire Method.

Questionnaires are the least costly data collection method

They can collect large amounts of data in a short time

A structuredquestionnaire includes specific questions about the job,working conditions, and equipment

An open-endedformat permits job incumbents to use their own words and

ideas to describe the jobThe format and structure of a questionnaire are debatable issues

To make a questionnaire easier to use:

Keep it as short as possible

Explain what the questionnaire is being used for

Keep it simpleTest the questionnaire before using it

-IT is an economical method as lager nos of job holders can be addressedat a time.

It is difficult to motivate the participants to complete the questionnairestruthfully and return to the supervisors.


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Diary Method.

The diary or log is a recording by incumbents of:

Job duties

Frequency of the duties

When the duties are accomplished, how much times is spenton the duty.

Most people are not disciplined enough to keep a log

properly.

The diary or log is useful when analyzing jobs that are

difficult to observe.

It is time consuming and costly exercise as the analyst need

to record the entries for a long period of time.


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Uses experts to gather information about job

characteristics

Mainly the supervisors or external people collects

the information ,it enables to avail unbaised

information.

Limitation is that it fails to

include the job incumbents

Viewpoint.

Technical Conference Method


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Functional Job Analysis

FJA is a worker oriented job analysis approach, thatattempts to describe the whole person on the job. It triesto examine the fundamental components of data, peopleand things. There are 5 steps to be followed.

The first step is to identify the organizational goals.

The second step is identification and description of thetask in written format for the job holders, tasks are definedas actions. The task can be physical ,mental orinterpersonal in nature ( E.g. operating a computer,analysis of data ,consulting another person).

The third step is deals with analysis of the task ( Eg

degree of supervision,reasoning,language). In the fourth step the analyst develops performance

standards to asses the results of the workers task.

The final step deals with the development of trainingcontent needed by the job holder.


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Position Analysis

Questionnaire ( PAQ)

The PAQ is a standardised

questionnaire developed at Purdue

university to quantify the job elements.

It contains 194 job elements dividedinto five major divisions. Researchers

analyzed 194 elements in PAQ for 500

different jobs and identified 5dimensions on which jobs differed from

one another.


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Critical Incident Technique.

It is a qualitative approach to job analysis. Here the job holdersare asked to describe several incident based on their pastexperiences.

The job requirements will become clear once the analystdraws the line between effective and ineffective behaviours ofthe workers on the job.

For e.g.-if a shoe salesman comments on the size of acustomers feet and the customer leaves the shop in huff, thebehaviour of the salesman may be judged as ineffective .

The critical incidents are recorded after the events havealready taken place both routine and nonroutine ones.

The process of collecting a fairly good no's of incidents is

lengthily procedure, the process o classifying data into usablejob descriptions can be difficult.

The analysts overseeing the work must have analytical skillsand ability to translate the content of descriptions intomeaningful statements.


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Job Analysis Information.

Job Identification-This contains information about the job titleand job code.

Significant Characteristics of a Job-Location, physical setting,the degree of supervision required, union jurisdiction.

What the typical worker does-specific operations and tasks tobe performed by a typical worker.

What materials and equipment the worker uses-pertaining tothe materials and equipment used by the workers.

How a job is performed-nature of operations like lifting ,handlingsetting up.

Required personal attributes- physical strength , mentalcapabilities ,social skills experience ,prior training,

apprenticeship etc. Job Relationship-opportunities for advancements, pattern of

promotions degree of co-operation and co-ordination requiredwith co-workers etc.


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Job Description

Job Description: a document that identifies thetasks and duties performed on a job.

Attempts to provide statements of fact thatdescribe the job as it is.

Acts as a job contract that conveys employeerights and establishes corresponding obligations.

It protects the employee and the employer by

letting the employee know what is expected and

what must be accomplished.


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Elements Of The Job Description

Job Identification

Job Summary

Responsibilities & Duties

Authority of incumbent

Standards of Performance

Working Conditions

Job Specifications


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Job Specification.

Identifies the knowledge and skill demands made

on the incumbent and the physical and emotional

conditions under which the incumbent must work.

The Specification Explained are

Physical Specifications.

Mental Specifications.

Emotional and Social Specifications.

Behavioral Specifications.


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The Multifaceted Nature of the

Job Analysis

JobAnalysis

Job Description

Job Specifications

RecruitingSelection

Strategic HRPlanning

EmployeeTraining

Employee

Development

Career DevelopmentPerformance Appraisal

Compensate

Safety and Health

Labor Relations


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Uses of Job Analysis.

Employment.

Organization Audit.

Training & Development.

Performance Appraisal.

Promotion and Transfer. Preventing Job dissatisfaction.

Job Evaluation and compensation management.

Health & Safety.

Induction.

Industrial Relations. Career Planning.

Succession Planning.


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Job

Analysis

inPerspectiv

e


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Job Design

Job design determines employees responsibilities, theauthority they enjoy over their work, their decision making

power, their satisfaction and productivity.

Job satisfaction and productivity are interrelated.

When job is being designed , organizational goals,

employee aspirations, performance standards & workenvironment should be taken into consideration.

Job Content & Job depth should be clearly defined to the

people.

Job Content is the various tasks or activities that have to be

performed by the job holder, the responsibilities attached toit.

Job depth is the authority enjoyed by the job holder in

planning and organizing the work


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Approaches to Job Design

Engineering Approach.

Human Relations Approach.

Job Characteristics Approach.

Sociotechnical Approach.


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Engineering Approach.

The work of every workman is fully planned out by

management at least one day in advance, Each man

receives complete written instructions. The instructions

specify what is to be done, how it is to be done, and

the time allowed for doing it. They did not have to use their mental or intellectual

skills and did exactly what they were asked to do.

Advantage-hire unskilled labour for most of the

operative jobs.

Disadvantage-

Repetition-Mechanical pacing-no end product-little

social interaction-no personal input.


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Human Relations Approach.

It introduced a human touch to job design in order todeal with the problem of over-specialized jobs.

In order to meet the social needs of the workers,casual interactions with supervisors & co-workerswere encouraged.

According to Herzberg's theory of motivation-Motivational factors (achievement, recognition, work

itself, responsibility, advancement and growth).

-Hygiene factors- ( working conditions,organizational policies, interpersonal relations,job security).

Helps in wining the employees commitment andenhancing performance of the job.


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Job Characteristics

Approach Theory by Hack man and Oldham states that employees will

work hard when they are rewarded for the work they do and

when the work gives them satisfaction.

Hence integration of motivation, satisfaction and

performance with job design.

According to this approach Job can be described in terms of

five core job dimensions:

1. Skill Variety

2. Task Identity

3. Task significance4. Autonomy

5. Feedback.


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Sociotechnical Approach

According to this approach, job should be designed keeping aholistic view in mind ( physical & social environments).

It is alternative to both the Engineering & Human relationsapproach.

As per this approach there are certain basic characteristics ajob should have.

It should offer challenging and demanding goals to the jobholder.

It should offer something new to the employee to avoidmonotony.

It should offer social support and recognition to an employeesachievement.

It should offer a prospective future to the job holder in terms ofincreased responsibility, pay & status.

It should provide the job holder with decision making authority.

The job should correlate with the job holders family and sociallife.


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Recent Trends in Job

Design. Job Rotation.

Job Enrichment.

Job Enlargement.


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Some More Modern

Management Techniques

Flexitime.

Telecommuting.

Job Sharing.

Condensed Work Week.

Working from home.


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Job Rotation

Job rotation involves shifting a person from one job to another, so thathe is able to understand and learn what each job involves. Thecompany tracks his performance on every job and decides whether hecan perform the job in an ideal manner. Based on this he is finally givena particular posting.

Job rotation is done to decide the final posting for the employee e.g.Mr. A is assigned to the marketing department whole he learns all the

jobs to be performed for marketing at his level in the organization .afterthis he is shifted to the sales department and to the finance departmentand so on. He is finally placed in the department in which he shows thebest performance.

Job rotation gives an idea about the jobs to be performed at everylevel. Once a person is able to understand this he is in a betterunderstanding of the working of organization .

Helps in developing management a generalist person as it exposesthe employees to various operations.

Avoids monopoly

Provides an opportunity to broaden ones knowledge


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Job Enlargement

Jon enlargement can be explained with the help ofthe following example If Mr. A is working as anexecutive with a company and is currentlyperforming 3 activities on his job after jobenlargement or through job enlargement we add 4

more activities to the existing job so now Mr. Aperforms 7 activities on the job.

It must be noted that the new activities which havebeen added should belong to the same hierarchylevel in the organization. By job enlargement weprovide a greater variety of activities to the individual

so that we are in a position to increase the interest ofthe job and make maximum use of employees skill.Job enlargement is also essential when policies likeVRS are implemented in the company.


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Job Enrichment

Job Enrichment is well known technique for job

design as it increases employees motivation.

Less supervision and the job holder has sufficient

freedom to plan, organize & control his or her job.

Interesting and challenging job.

Identifies future managerial calibre.

Improves decision making.

Identifies higher order needs of employees (SelfEsteem, Self Actualization, Achievement).

Reduces work load of superiors .


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Some More Modern

Management Techniques

Flexitime.

Telecommuting.

Job Sharing.

Condensed Work Week.

Working from home.


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We Are what we repeatedly do.

EXCELENCY is Not aACT but HABIT!!!

Thank you!!

Documents

Job Analysis (2)