Job Analysis Monika Final_print

8/17/2019 Job Analysis Monika Final_print

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A

PROJECT REPORT

ON

“ A Study of JOB ANALYSIS OF SAISUN GROUP OF

COMPANY”

ubmitted in partial fulfillment of degree of

MASTER OF BUSINESS ADMINISTRATION

RANI DURGAWATI VISHWAVIDHALAYA

JABALPUR

GLOBAL NATURE CARE SANGATHAN’S GROUP OF

INSTITUTION, JABALPUR (M.P.)

Subm!!"# b$

M%&' A*+

MBA -RD SEM

U"* !"

M*1. G""!R

R% N% 3

45456785E&*%m"&! N%

BE9684

SESSION 674:;4


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GLOBAL NATURE CARE SANGATHAN GROUP OF

INSTITUTION, JABALPUR (M.P.

!EPARTMENT OF MANAGEMENT

STUDENT DECLARATION

I MONI"A AGRA#AL(MBA $%d S&'&t&% )&%&*y

d&+-%& t)-t t)& %o/&+t &0t1t&d “ A Study of JOB

ANALYSIS OF SAISUN GROUP OF

COMPANY”Su*'1tt&d10 -%t1- fu2'&0t of t)&

%&3u1%&'&0t fo% t)& d&4%&& of MASTER OF

BUSINESS A!MINISTATION to R-01

!u%4-5-t161)5-71dy--y- J-*-u%.T)1 1 'y o%1410- 5o%8 -0d t)-t 0o -%t of t)1

%&o%t )- *&&0 u*'1tt&d fo% t)& -5-%d of -0y

ot)&% d&4%&&,d1o'-,f&o5)1 o% ot)&% 1'1-%

t1t& o% %19& -0d t)-t t)& 5o%8 )- 0ot *&&0

u*1)&d 10 -0y /ou%0- o% '-4-910&.

S140-tu%&

N-'& : MONI"A AGRA#ALRo No : ;


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EN NO: BE@=?;!-t&:


INSTITUTION, JABALPUR (M.P.!EPARTMENT OF MANAGEMENT

AC=NOWLEDGEMENT

I extend my special gratitude to our beloved H.O.D.of

MBA department MR. SHAI!"DRA BAS!DI#A and all

faculty members.

I $is% to ac&no$ledgement my sincere gratitude and

indebtedness to my pro'ect guide MRS. (!!)A RAI

MONI=A AGRAWAL MBA *rdsem


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GLOBAL NATURE CARE SANGATHAN

GROUP OF INSTITUTION, JABALPUR (M.P.

+!R)I,I+A)! O, (-ID!

T)1 1 to +&%t1fy t)-t t)& %o/&+t %&o%t &0t1t&d “A STU!Y

OF JOB ANALYSIS OF SAISUN GROUP OF

COMPANY”u*'1tt&d *y MONI"A AGRA#AL (MBA $%d

S&'&t&% , Ro No ;


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Go*- N-tu%& C-%&

S-04-t)-0

G%ou of I0t1tut1o0,

J-*-u%


INSTITUTION, JABALPUR (M.P.)

DEPARTMENT OF MANAGEMENT>

CERTIFICATE OF HOD

T)1 1 +&%t1fy t)-t %o/&+t &0t1t&d “ A Study of JOB

ANALYSIS OF SAISUN GROUP OF COMPANY”5)1+) 1 *&104

u*'1tt&d *y MONI"A AGRA#AL of MBA III &'&t&%'-y

*& -++&t&d to5-%d -%t1- fu2'&0t of '-t&% of

*u10& -d'101t%-t1o0 51t) &+1-19-t1o0 10 HR

M-%8&t104.

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DH.O.!.

F-+uty of M-0-4&'&0t

GNCSGI J-*-u%

INDE?

Sr. No. Topic PAGE

NO

1 Company Profile

2 !xecutive Summary

3 Ob'ective of t%e study

4 Introduction

5 Research Methodology

6 Data Analysis and Interpretation

7 ,inding8 Suggestion

9 Conclusion


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/uestionnaire

Bibliograp%y


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SAISUN COMPANY PROFIE

A!OUT SAISUN "

SaiSun,a fastest growing ISO 9! " #$ certified , multi%process human resource outsourcing

consulting group ha&ing 'lo(al Presence)

Mr) ShaleshRa* pal is the Managing Director of SaiSun 'roup of company+ also the mem(er of

-ecuti&e .oard of 'lo(al 'roup of Institutions)

An M.A from a premier Institute +certificate course in Management from /ni&ersity of

Australia) 0e started his own company in #1, after ha&ing &ast e-periencein 0uman Resource

Management area) /nder his guidance, SaiSun 'roup has (ecome a dynamic (usiness reality )An astute (usinessman, his 2eenness for perfection+ an eye for minute detail added with his firm

(elief in his &ision has ta2en SaiSun 'roup to reach un(elie&a(le success in such a short span of

time)


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3 4he pro(lem of unemployment is not actually poor demand of people (y the industry , (ut

rather the una&aila(ility of well trained and oriented candidates who can perform in their *o(s5)

SAIS/6, a fastest growing Multi Process 0uman Resource Outsourcing Company in India) 7ith

a &ision to ma2e SAIS/6 a leader in MP0RO and largest staffing Solution Pro&ider

'lo(ally)SAIS/6 see2 to achie&e clients delight through e-cellence in pro&iding ser&ices ,

(ased on 4ransparency + 8oyalty) SAIS/6 is focused on pro&iding end to end solutions for all

types of Staffing and mployee related functions)7e manage 0R Consultancy and a range of

4emporary and permanent ser&ices for leading glo(al organiations) Company deploys a cogent

mi- of (est e-perts, strong methodologies, process and domain specific 2nowledge and

technological e-pertise to e-ecute the out sourced .usiness processes to near perfection :

#o$%i& E'p(r)i*( IT + No& IT

SAISUN SER,ICES

!) Recruitments ;Domestic PA6 India + International<

#) Staffing Solutions through 4hird Party Payroll

=) Payroll Outsourcing

>) Campus Recruitments

?) Mass Scale 0uman Resource Pro&ider in 'o&ernment Sector through 4enders)

1) Customied 0ouse @eeping Ser&ices in 'o&ernment Sector)


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,ISION AN# MISSION

,ISION "

4o emerge as the (est 0R ser&ice pro&ider in the world and (e the most respected and sought

after consulting firm for clients and employees)

MISSION "

4o ma2e SaiSun a pioneer in the MP0RO and largest staffing solution pro&ider

glo(ally) SaiSun see2s to achie&e clients delight through e-cellence in pro&iding ser&ices (ased

on creati&e com(ination of transparency, hard wor2 and loyalty)

SiaSun is focused on pro&iding end to end solution for all types of staffing and employee related

pro(lem)


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,ISION AN# ,AUES "

At SaiSun , we (elie&e that our success is (est reflected through your success)

!E ,AUE"

Partnership" 7 act as an e-tension of our clientBs office and wor2 closely to

pro&ide you with decisi&e and dedicated support) 7e understand what matters to you the most

and deli&er accordingly)

INTEGRITY"

In a demanding (usiness with high e-pectations and standards, we

honestly represent our clients to candidates and our candidates to clients) 7e do not

promise what we cannot deli&er)

CONFI#ENTIAITY"


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7e accord the highest respect to information that we ha&e (een entrusted)

SAISUN -IG-IG-TS

An ISO 9!" #$ certified company)

PA6 India+ 'lo(al Presence)

! strong + e-perienced 4eam)

0ighest salary offered for COO E CO % 9# lacs)

0a&ing more then >? employees on our payroll under fle-i% staffing)

Placed more then !!, senior le&el candidates till date in India + O&erseas)

mpanelled with ? Multinational + Corporate Companies)

Started our *ourney with Recruitment in #1 + later di&ersified into ! new

(usiness models) Offices in @enya E Mum(ai E Ahmada(ad E .anglore E Orissa E .hopal E Delhi E

Chandigarh) O&erseas placement in /S E /2 E Canada E/2raine E South Africa E Du(ai

EAfghanistan etc)

SAISUN SER,ICES


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SAISUN MET-O#OOGY


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I#EOOGY


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Progress is impossi(le without change and those who cannot change their Minds,cannot change analysis)

SAISUN SEECTION PROCESS"

Ko( Analysis)

Sourcing of the candidates)

Initial Screening)

Inte&iew)

Hinal Inter&iew)

Ko( Offer)

O! ANAYSIS "


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SOURCING OF T-E CAN#I#ATES "

0ere are the &arious ways of the hiring is mention "%

0ead 0unting)

Mass Mailing)

Portals% 6a2ri)com E Monster)

Ad&ertising)

Ko( Positing)

References)

INITIA SCREENING "

4his is the way of chec2ing the candidates on the general personality, age, Fualification,

communication , family (ac2ground of the candidate) 4he candidate may also (e informed

of salary , wor2ing conditions , etc)


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INTER,IE/

O#O Interaction with 0R)

FEE#!AC0 "

4his is the step in which we 'enerally ta2e the feed(ac2 of a candidate whether

candidate suita(le or not)

OFFER T-E O! + FORMAITIES "

.efore ma2ing a *o( offer , the candidates may (e su(*ected to one more oral

inter&iew to find out their interest in the *o( and their e-pectations, At this stage,

salary and other per2s may (e negotiated)

!(&(i)* or ci(&)*

Hocus on deli&ery of specialied acti&ity E functions)

Manage une-pected (usiness Demands E manpower)

Staffing fle-i(ility% Managing short term + temporary (usiness needs)

Screen candidates for permanent employment)

Reduce 0R Administration on cost and time in&ol&ement)

Heed(acd and mentoring sessions with the Associates (ased on the clientBs

feed(ac2)

Comprehensi&e Regulatory Statutory compliance)

EECUTI,E SUMMARY

Managing human resource in todayBs dynamic en&ironment is (ecoming more and more

comple- as well as important) Recognition of people as a &alua(le resource in the organiation


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has lead to increase trends in employee maintenance, *o( security, etc) My research pro*ect deals

with 3Ko( Analysis as carried out at Saisun 'roup of Company)5 In this report, I ha&e studied and

e&aluate the *o( analysis process as it is carried out in the company)

Ko( Analysis is a systematic process of identifying and determining the particular *o(, its duties,

reFuirements and the relati&e importance of these duties for a gi&en *o() It is a process where

*udgments are made through data collected on a *o()

An important concept of Ko( Analysis carried out (y the 'raph Method and the analysis is

conducted of the Ko() 7hile Ko( Analysis data is collected through &arious means li2e inter&iews

or Fuestionnaires, the product of the analysis is a *o( description, *o( specification, a structured

inter&iew plan and rating scale)


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OBJECTIVES OF THE STUDY

)o revie$ t%e %uman resources department.

• Analysis of t%e functionalities of %uman resources department.

• )o do a comparative analysis of t%e organi0ation $it% t%e ot%er in t%e

same business and capacity .

• ,inding out t%e $ea&nesses1 s%ort comings1 strengt%s and beauties of

t%e %uman resource department.

• )o put some suggestions 2 recommendations for t%e development and

polis%ing of t%e %uman resource department.

• )o &no$ t%e process of 'ob analysis of an organi0ation.

•

)o study t%e system and t%e met%od of 'ob analysis in SaiSun (roup of+ompany.

• )o study t%e impact of 'ob analysis on employee 'ob satisfaction.


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INTRODUCTION

o A&%*i* i* o&( o )( $o*) i$por)%&) &c)io&* o -$%& R(*orc( M%&%(r.

P(ror$%&c( Appr%i*% o #(*i&i& P(r*o&&&( *((c)io& ($po(( )r%i&i& c%r((r

:(;(op$(&) %&: p%&&i& %r( %$o& )( $%& %c)i;i)i(* )%) :(p(&:* po& )(

i&or$%)io& %)(r(: i& )(


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i) i;(* ir) )o % &(= =or: ? O! ANAYSIS@ T( )(r$ o A&%*i*B i* %*o >&o=&%*

?o R(;i(=@ or ?o S):.@

O! ANAYSIS "

#IFINITION OF O! ANAYSIS "

?Ko( Analysis is a systematic e-ploration, study and recording the responsi(ilities, duties,

s2ills, accounta(ilities, wor2 en&ironment and a(ility reFuirements of a specific *o()5

!%(r* %&: R(

?o A&%*i* i* )( proc(** o *):i& %&: co(c)i& i&or$%)io& r(%)i& )o )(

op(r%)io&* %&: r(*po&*iii)i(* o % *p(ciic


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? o %&%*i* i* )( proc(** o cri)ic% (;%%)i& )( op(r%)io&* :)i(* %&: r(%)io&*ip

o )(


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Desired output le&el ; 7hat is e-pected of an employee L <

4ypes of training reFuired)

o Co&)(')" Ko( conte-t refers to the situation or condition under which an

employee performs a particular *o() 4he information collection will include"

/or>i& Co&:i)io&*. Ris2s in&ol&ed)

7hom to eport

7ho all will report to him or her)

0aards

Physical and mental demands)

Kudgements)

7ell li2e *o( content, data collected under this category are also su(*ect to change

according to the type of *o( in a specific di&ision or department)

o R(ir($(&)* "4his include (asic (ut specific reFuirements which ma2e

a candidate eligi(le for a particular *o() 4he collected data includes" @nowledge or (asic information reFuired to perform a *o( successfully)

Specific s2ills susch as communication s2ills, I4 s2ills, operational s2ills,

motor s2ills, processing s2ills and so on) Pesonal a(ility including aptitude, reasoning, manipulati&e a(ilities, handling

sudden and une-pected situations, pro(lem%sol&ing a(ility, mathematical

a(ilities and so on) ducational ualifications including degree, diploma, certification of license)

Personal Characteristics such as a(ility to adapt to different en&ironment,

endurance, willingness, wor2 ethic, eagerness to learn and understand things,

(eha&ior towards colleagues , su(ordinates and seniors, sense of

(elongingness to the organiation, etc

Hor different *o(, the parameters would (e different) 4hey depend upon the type of *o(,

designation, compensation grade and responsi(ilities and ris2s in&ol&ed in a *o()

Prpo*( o o A&%*i*

4he main purpose of conducting a *o( analysis process is to use this particular information to

create a right fit (etween *o( and employee, to assess the performance of an employee, to

determine the worth of a particular tas2 and to analye training and de&elopment needs of an

employee deli&ery that specific *o()


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Rcri)$(&) %&: S((c)io& "Ko( Analysis helps in determining what 2ind of

person is reFuired to perform a particular *o() It points out the educational

Fualifications, le&el of e-perience and technical, physical, emotional and personal

s2ills reFuired to carry out a *o( in desired fashion) 4he o(*ecti&e is to fit a right

person at a right place,

P(ror$%&c( A&%*i* " Ko( Analysis is done to chec2 if goals and o(*ecti&es of

a particular *o( are met or not) It helps in deciding the performance standards,

e&aluationcriteria and indi&idualBs output) On this (asis, the o&erall performance of an

employee is measured and he or she is appraised accordingly)

Tr%i&i& %&: #(;(op$(&) " Ko( Analysis can (e used to assess the

training and de&elopment needs of employees) 4he difference (etween the e-pectedand actual output determines the le&el of training that need to (e imparted to

employees) It also helps in deciding the training content, tools and eFuipments to (e

used to conduct training and methods of training)

Co$p(&*%)io& M%&%($(&) " Of course, *o( analysis plays a &ital role in

deciding the pay pac2ages and e-tra per2s and (enefits and fi-ed and &aria(le


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incenti&es of employees) After all, the pay pac2age depends on the position, *o( tile

and duties and responsi(ilities in&ol&ed in a *o() 4he process guides 0R managers in

deciding the worth of an employee for a particular *o( opening)


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U*(* O o A&%*i*

Ko( analysis helps to prepare sound human resource practice and policies) .ecause *o( analysis

pro&ides a deeper understanding of the (eha&ioral reFuirements of the *o(, it plays a &ital role in

the defense of employment practices) Hollowing are the main importance and uses of *o(

analysis"

1. -R P%&&i&

Ko( analysis pro&ides useful information for human resource planning) It is the foundation for

forecasting demand for and supply of human resources in an organiation) It is also necessary for

preparing 0R in&entory and 0R information system in the organiation)

2. R(cri)$(&) A&: S((c)io&


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Ko( analysis pro&ides necessary information for conducting recruitment and selection of

employees in the organiation) Recruitment generates a pool of candidates who are willing to

perform in the organiation, whereas selection selects the (est suited candidate out of the

a&aila(le candidates who are supposed to perform well in the organiation)

3. Tr%i&i& A&: #(;(op$(&)

/p%to%date description and specification statements help to ensure the reFuirement of training

and de&elopment needs in the organiation) .y comparing 2nowledge and s2ill of current

employees with the e-pected le&el of performance, the need of training and de&elopment

reFuirement can (e assessed)

4. Co$p(&*%)io& M%&%($(&)

Ko( analysis pro&ides necessary information for managing compensation of employees) It helps

to ran2 the *o( in order to determine pay sur&eys) 0ence, it helps in compensation decisions)

5. P(ror$%&c( Appr%i*%

Ko( analysis helps to appraise the performance of employees (y pro&iding clear cut standards of

performance for each *o() It compares each employeeNs actual performance with the

predetermined standards)

6. I&or$%)io& O #)i(*

Ko( analysis pro&ides &alua(le information regarding the duties and responsi(ilities of an

incum(ent through *o( description statement) It also pro&ides the content and s2ill reFuirement

of each *o()

7. -(%) A&: S%()

In course of *o( analysis, certain unsafe en&ironmental and operational conditions or personal

ha(its are disco&ered and thus, that may lead to safety impro&ements)


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O! #ESCRIPTION "

CONCEPT "

One of the main end products of a *o( analysis is Ko( Description) Ko( Description

is a (road, general and written statement of a specific *o( (ased on the findings of a *o(

analysis) It generally includes duties, purpose, responsi(ilities, scope and wor2ing

conditions of a *o( along with he *o(Bs tittle and the name or designation of the person to

whom the employee reports) Ko( description usually forms the (asis of Ko( Specification )

It is generally regards as a legal documents) It is an outline of what the *o( consists of)

#(i&i)io& " 3 A *o( description is a word picture ;in writing < of the organiational

relationship, responsi(ilities and specific duties that constitute a gi&en *o( or specific)5

Paul Pigors and Charles Myers


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CONTENTS OF O! #ESCRIPTION

o Ti)("4ells a(out the *o( title, code num(er and the department where it is to done)

o S$$%r "A (rief write up%a(out what the *o( is all a(out)

o %c)i;i)i(* "A description of the tas2s done, facilities used, e-tent of super&isory help, etc)

/or>i& co&:i)io&* "4he physical en&ironment of *o( in terms of heat, light , noise and other haards)

Soci% E&;iro&$(&)Sie of wor2 group and interpersonal interactions reFuired to do the *o()


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G(&(r% Prpo*( o o #(*crip)io&

'eneral purpose *o( description are used (y organiation to find the &ery (asic information a(out

a particular *o( opening) 4hough data includes wor2erBs duties (ut does not contain su( tas2s,

performance standards and (asis for e&aluating *o(s and esta(lishing right compensation

pac2ages)

Sp(ciic Prpo*( o o #(*crip)io&

Specific purpose *o( description includes detailed information a(out *o( responsi(ilities of an

employee) It also cco&ers su( tas2s, essential functions and detailed *o( duties) It in&ol&es huge

amount of details such as what an employee needs to do, how it is to (e done and what are the

performance standards, etc)


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If done well, the *o( description will help 0R assess where the *o( falls within any e-isting pay

structures so that you donBt create ineFuity or compression issues when filling the role)

*4 egal +ompliance

7hile maintaining *o( descriptions is not reFuired (y law, doing so can help your organiation

stay in compliance with many e-isting employment laws) 0ere are some e-amples"

• F* Lb%* S!*#1 A@!. #our 'ob description can %elp to ensure proper

classi6cation of roles as exempt vs. non7exempt1 $%ic% $ill t%en a8ect t%e

overtime eligibility of t%e person 6lling t%e role.

• Eu P$ A@! %2 49


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• Am"*@&1 +! D1b!"1 A@!. )%e 'ob description can be an essential

component in determining t%e essential functions of t%e 'ob $%en $or&ing

out reasonable accommodations for disabled individuals. )%e 'ob description

s%ould directly specify t%e essential and non7essential 'ob functions1 and

s%ould be periodically revie$ed for accuracy on t%is point.


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in&ol&ed in a *o( and other unusual sensory demands) It also includes general health, mental

health, intelligence, aptitude, memory, *udgment, leadership s2ills, emotional a(ility)

DEFINITION 3

> A 'ob speci6cation is a statement of t%e minimum acceptable %uman

?ualities necessary to perform a 'ob properly.@

CONTENTS OF JOB SPECIFICATION 3

PHYSICAL SPECIFICATION3 )%ese speci6cations include p%ysical features li&e1 $eig%t1 %ealt%1 age1

%eig%t1 vision1 %earing capacity to use and operate mac%ines1 tools1

e?uipments1etc. =%ysical speci6cations vary from 'ob to 'ob.

MENTAL SPECIFICATION3


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A#,ANTAGES OF O! ANAYSIS

!))Pr(*(&) i$$(:i%)( i&or$%)io&" after the process is finished, we can o(tain *o(%

related information such as tas2s, responsi(ilities, duties, ris2s and haards and not to mention

the s2ills and a(ilities needed to perform the *o()

#. A**i*) i& :(*i&i& )( r(ir($(&)* )o p(ror$ %


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=)A**i*) i& )( iri& proc(**" mployer sometimes has difficulties when to recruit the

right candidate) Ko( analysis is the answer) Ko( analysis process gi&es answers how employers

can create, esta(lish and maintain effecti&e hiring practices)

) >))-(p* i& p(ror$i& (;%%)io& %&: %ppr%i*% proc(**(*" it is Fuite atrou(lesome for managers when performing e&aluation and appraisal e&aluation) 4hey need to (e

o(*ecti&e and ha&e to use the right tool) Ko( Analysis helps managers e&aluating the performance

of employees (y comparing the standard or desired output with deli&ered or actual output) On

these (ases, they appraise their performances) 4he process helps in deciding whom to promote

and when) It also guides managers in understanding the s2ill gaps so that right person can (e fit

at that particular place in order to get desired output)

?)A**i*)* i& :(i;(ri& %ppropri%)( )r%i&i&" it is one important function of 0RD todeli&er training for the employees) 4he suita(le training will increase the producti&ity howe&er

how do we 2now which training is suita(le for the employeesL Ko( analysis can answer that

Fuestion)

1) A**i*)* i& #(ci:i& Co$p(&*%)io& P%c>%( or % Sp(ciic o" A genuine

and un(iased process of *o( analysis helps managers in determining the appropriate

compensation pac2age and (enefits and allowances for a particular *o() 4his is done on the (asis

of responsi(ilities and haards :


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#ISA#,ANTAGES OF O! ANAYSIS

3. .Sub"@!0" m!!"*1it is a c%allenging 'ob for a 'ob analyst toavoid personal biasness $%en observing a target employee. )%e feelings of

li&es and disli&es may interfere $it% t%e 'ob analyst $%en collecting genuine

and accurate data.

5. L"&!$ /*%"@!13t%e most frustrating part $%en a 'ob analyst

doing %is 'ob is t%is re?uires lots of time t%is is time consuming to collect t%e

data needed.

*. . R"u*" %!1 %2 um& "%*!1$it% so many people involved1

t%ere:s no $onder t%at doing 'ob analysis is ?uite troublesome. )%e process

involves lots of %uman e8orts.


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C. U&u"# J%b A&$1! t%e s&illed and ?uali6ed 'ob analyst is a

must. Hes%e needs to master t%e appropriate s&ills to conduct t%e process.

)raining for a 'ob analyst %as to be completed in order to get aut%entic data.

E. M"&! Ab!"1 C&&%! b" D*"@!$ Ob1"*0"#3

ast but not t%e least1 mental abilities suc% as intellect1 emotional c%aracteristics1

&no$ledge1 aptitude1 psyc%ic and endurance are intangible t%ings t%at cannot be

observed or measured directly. =eople act di8erently in di8erent situations.

)%erefore1 general standards cannot be set for mental abilities.

JOB ANALYSIS METHOD

Mo*) Co$$o& M()o:* o o A&%*i*

1.O*(;%)io& M()o: " A *o( analyst o(ser&es an employee and records all his

performed and non performed tas2, fulfilled and un fulfilled responsi(ilities and duties,

methos, ways and s2ills used (y him or her to perform &arious duties and his mental or

emotional a(ility to handle challenges and ris2s)


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An effecti&e and right process of analying a particular *o( is a great relief for managers) It helps

them to maintain the right Fuality of employees, measure their performance on realistic tandards,

assess their training and de&elopment needs and increase their producti&ity) 8etBs discuss the *o(

analysis process and find out how it ser&es the purpose)


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I:(&)iic%)io& o o A&%*i* Prpo*( "7ell any process is futile until

its purpose is not identified and defined) 4herefore, the first step in the process is to


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Pr(p%r%)io& o o A&%*i* Proc(** "

Communicating it within the organiation is the ne-t step ) 0R managers need to

communicate the whole thing properly so that employees offer their full support to the

*o( analyst) 4he stage also in&ol&es preparation of documents, Fuestionnaires, inter&iews

and feed(ac2 forms)

#%)% Co(c)io& "

6e-t is to collect *o(%related data including educational Fualifications of employees, s2ills and

a(ilities reFuired to perform the *o(), wor2ing conditions, *o( acti&ities, reporting) 0ierarchy,

reFuired human traits, *o( acti&ities, duties and responsi(ilities in&ol&ed and employee (eha&ior)

#oc$(&)%)io& ,(riic%)io& %&: R(;i(= "

Proper documentation is done to &erify the authenticity of collected data and then re&iew it) 4his

is the final information that is used to descri(e a specific *o()

#(;(opi& o #(*crip)io& %&: o Sp(ciic%)io&

6ow is the time to segregate the collected data into useful information) Ko( Description

descri(es the roles, acti&ities, duties and responsi(ilities of the *o( while Ko( Specification is a

statement of educational Fualification , e-perience, personal traits and s2ills reFuired to perform

the *o()

4hus, the process of *o( analysis helps in identifying the worth of specific *o(, utiliing the

human talent in the (est possi(le manner, eliminatinf un%needed *o(s and setting realistic

performance measurements standards)


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Ro( o o A&%*i* i& E*)%i*i& E(c)i;(

-iri& Pr%c)ic(*A ma*or change has (een o(ser&ed in the world of wor2 since !9$s) 4he era of structured *o(s,

pac2ed or fi-ed wor2 schedules, male%dominated wor2ing culture and no family intruding started

diminishing gradually)

Companies and employees around the world faced dramatic effects of moderniation, fle-i(ility

in wor2 schedules, *o( sharing, wor2 from home options and employee%supporti&e policies, etc)

All than2s to the then managers who analyed the importance of fitting an indi&idual at a *o( he

or she e-celled at to increase the company turno&er, employee satisfaction and achie&e a

professional%personal life (alance) And all this was possi(le (y analying the worth of a specific

*o( and collecting genuine *o(%related data)

A prop(r


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4he data collected during the process helps managers in identifying the ris2s and challenges

in&ol&ed in a specific *o( and 2ind of person suita(le for deli&ering the desired duties perfectly)

An employerBs recruitment and selection process purely depends on *o( analysis) /ntil the

recruiting managers do not 2now a(out *o( to (e performed, e-pectations from prospecti&e

candidate and the right indi&idual profile reFuired for performing a specific *o(, it is almost

impossi(le to source or target talent or human resource in order to fill the &acancy)

o %&%*i* proc(** (p* i& (*)%i*i& ((c)i;( iri& pr%c)ic(* %&: i:(* $%&%(r* i&

i:(&)ii& )( *((c)io& cri)(ri% r(ir(: )o :(i;(r )( ('p(c)(: o)p)) 8etBs discuss how)

-o= )o E*)%i* E(c)i;( -iri& S)r%)(i(* D

I:(&)ii& 0RA*"

Ko( Analysis process helps in identifying @ey Result AreasE@ey Responsi(ilities Areas;@RAs< such as 2nowledge, technical, communication and personal s2ills, mental,

aptitude, physical and emotional a(ilities to perform a particular tas2)

Different *o(s ha&e different reFuirements) 4herefore, the process needs to (e performed

e&ery time when there is a reFuirement to fill the *o( opening) 4his is a (asis for


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de&eloping Fuestionnaires, de&ising inter&iew Fuestions and setting selection test papers)

4he information in the form of scores or grades can then (e used for hiring process)

S())i& S((c)io& S)%&:%r:*"

Ko( Analysis also helps managers in setting certain standards for selection process in

terms of educational Fualifications, wor2 e-perience, e-pertise, special s2ill sets, unusual

sensory a(ilities, specific career trac2, certifications and licenses and other legal

reFuirements) 4his helps in identifying the (asic reFuirements that ma2e a candidate

eligi(le for a particular post)

I:(&)ii& 0SA*"

4he process also helps managers in determining @ey Success Areas or @ey Performance

Areas) 4hese are performance measurement tools that are used (y companies around the

world to measure those aspects that determine success of a *o( such as organiational

goals, indi&idual goals and the actions reFuired to achie&e these goals) 4his is a(out

comparing the actual results deli&ered (y an indi&idual with pre%set success factors and

analying the performance) Once through, the whole process may reFuire few changes if

achie&ed results are around the set standards) 4hey may reFuire a complete change if

there is a huge gap (etween the e-pected and deli&ered results)

4herefore, a thorough and un(iased *o( analysis process can help organiations source right

candidates, hire the most suita(le indi&idual and set appropriate selection standards)


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RESEARCH METHODOLOGY

Researc% met%odology is a $ay to systematically solve t%e problem. It may be

understood %as a science of studying %o$ researc% is done scienti6cally. In it $e

study t%e various steps t%at all generally adopted by a researc%er in studying %is

researc% problem along $it% t%e logic be%ind t%em.

)%e scope of researc% met%odology is $ider t%an t%at of researc% met%od.

M"&& %2 R"1"*@

Researc% is de6ned as >a scienti6c 2 systematic searc% for pertinent information

on a speci6c topic@. Researc% is an art of scienti6c investigation.Researc% is a

systemi0ed e8ort to gain ne$ &no$ledge. It is a careful in?uiry especially t%roug%

searc% for ne$ facts in any branc% of &no$ledge. )%e searc% for &no$ledge t%roug%

ob'ective and systematic met%od of 6nding solution to a problem is a researc%.

RESEARC- #ESIGN

A researc% is t%e arrangement of t%e conditions for t%e collections and analysis of

t%e data in a manner t%at aims to combine relevance to t%e researc% purpose $it%

economy in procedure. In fact1 t%e researc% is design is t%e conceptual structure

$it%in $%ic% researc% is conductedF it constitutes t%e blue print of t%e collection1

measurement and analysis of t%e data. As searc% t%e design includes an outline of

$%at t%e researc%er $ill do from $riting t%e %ypot%esis and its operational

implication to t%e 6nal analysis of data.

)%e design is suc% studies must be rigid and not exible and most focus attention

on t%e follo$ingF


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R(*(%rc #(*i& c%& ( c%)(ori(: %*"

APPLY RESEARCH METHOD

4he present study is e-ploratory in nature, as it see2s to disco&er ideas and insight to (ring out

new relationship) Research design is fle-i(le enough to pro&ide opportunity for considering

different aspects of pro(lem under

SAMPLING DESIGN

TYPES OF RESEARCH

!G=ORA)OR#

D!S+RI=)I!

2

!G=!RIM!")

A R!S!AR+H


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Sampling may be de6ned as t%e selection of some part of an aggregate on t%e

basis of $%ic% a 'udgment or inference about t%e total is made. Sampling design is

t%e process of obtaining information about t%e population by examining t%e part of

it.

• S%$pi& M()o:

;udgment and convenient sampling is used in t%is study as ASD+ %as c%osen on

t%e basis of past study of s&ills possessed by t%e employees. +onvenient

sampling is used as ASD+ %as c%osen t%e employees who are wor2ing in day shift)

S%$pi& U&i)

It de6nes t%e target population t%at $ill be sampled. It is ans$er $%o is to be

sampled. It ans$ers $%o is to be surveyed. In t%is study1 t%e sampling unit is t%e

employees in t%e production department.

S%$p( Si(

It indicates t%e number of people to be surveyed. arge sample gives more

reliable results t%an small sample. But in t%is study1 t%e sample si0e is not so

large. )%e sample si0e is restricted to 3 respondents J!mployees4.

#ATA COECTION

,or any study t%ere must be data for analysis purpose. Kit%out data t%ere is

no means of study. Data collection plays an important role in any study. It can be

collected from various sources. I %ave collected t%e data from t$o sources $%ic% are

given belo$

1. Pri$%r #%)%

• =ersonal Investigation

• Observation Met%od

• Information from correspondents

• Information from superiors of t%e organi0ation


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2. S(co&:%r #%)%

• =ublis%ed Sources suc% as ;ournals1 (overnment Reports1 "e$spapers and

Maga0ines etc.

•

-npublis%ed Sources suc% as +ompany Internal reports prepare by t%emgiven to t%eir analyst 2 trainees for investigation.

• OLcial Kebsites1 some ot%er sites are also searc%ed to 6nd data.

IMITATIONS OF T-E STU#Y

,ollo$ing limitations $ere faced during t%e study

3. )%e study is based on t%e information gat%ered from t%e people in company.

)%erefore in suc% case it is possible t%at t%e information supplied mig%t be

biased because t%e company mig%t %ave s%o$n partiality to$ards t%eir

information.

5. Since t%e survey $as limited to 3 people1 it is rat%er diLcult to give a

precise conclusion but I %ave tried to t%e best of my capability to give t%e

conclusion on a compre%ensive manner.

*. ;ob is not based on 'ob analysis in some cases.


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DATA INTERPRETATION

3. (ender $ise classi6cation of respondents.

(ender "o. of Respondents of RespondentsMale N N,emale 33 33 )otal 3 3

Source =rimary Data

INTERPRETATION3 ,rom t%e above table1 it can be inferred t%at N of t%e

respondents are male and 33 of t%e respondents are female.


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5.Age $ise classi6cation of respondents.

Age "o. of Respondents of Respondents575C Age 5C 5C*7*C Age ** **


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*.!xperience $ise classi6cation of respondents.

!xperience "o. of Respondents of RespondentsBelo$ Cyears 5N 5NC73 years C< C


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C.Ho$ long you are $or&ing in t%e organi0ation P

Respondents J,rom4 "o. of Respondents of Respondents5 year 5C 5CC year C C 3 year 5 55 year C C

)otal 3 3

!xcellentF 5C

(oodF C

AverageF 5

-nsatis6edF C

JOB E?PERIENCE

INTERPRETATION3

Out of 3 respondent C $ere C year experience %older1 5 %as 3 year

experience1 $%ile 5C employees %as 5 year experience and only C %as 5 year

experience.


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yes3

no

E. Is you feel t%e training procedure are ma&ing you e8ective

relating to t%e organi0ation P

Response "o. of Respondents of Respondents #es 3 3"o

)otal 3 3

INTERPRETATION3

Out of 3 Respondent $ere not satis6ed $it% Recruitment process1 $%ile 3

respondent $ere

Q.#ou are satis6ed $it% your organi0ation salary increment P


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Response "o. of Respondents of Respondents #es QE QE"o 5< 5


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Response "o. of Respondents of Respondents #es Q Q"o * *

)otal 3 3

Q

*

C%um&4

yes

no

I&)(rpr()%)io&

According to t%e above interpretation t%e Q of t%e respondents got

t%eir 'ob according to t%eir s&ills $%ile t%e remaining doesn:t.

. Is you feel your $or& is related to 'ob analysis P


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Response "o. of Respondents of Repondents #es CC CC"o


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"o 5 5 )otal 3 3

N

5

C%um&4

yes

no

I&)(rpr()%)io&

According to the a(o&e interpretation the $ of the respondent thin2s that the *o(

analysis leads to the performance appraisal which is mandatory part for the performance

appraisal while the remaining doesnBt thin2 so)

33.Is t%e 'ob pro6le made clear to t%e employees at t%e time of 'oiningP

Response "o. of Respondents of Respondents


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Sometimes 3C 3C )otal 3 3

CC*

3C

C%um&4

yes

no

sometimes

I&)(rpr()%)io&

According to the a(o&e interpretation the ?? of the respondents said that (efore *oining R+ D

department gi&e *o( description to (ecome familiar with the en&ironment !? respondents said

sometimes and the remaining = respondents said they doesnBt get a proper *o( description

(efore *oining)

3*. K%ic% is t%e best $ay of evaluationP


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Response "o. of Respondents of RespondentsKritten test 5 5On t%e ;ob Q QIntervie$ 3 3 )otal 3 3

5

Q

3

C%um&4

$ritten test

on t%e 'ob

intervie$

I&)(rpr()%)io&

According to the a(o&e interpretation # of the respondents said written test is the (est way for

e&aluation, of the respondents refer on the *o( while the remaining ! respondents refer

inter&iew)

3


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Response "o. of Respondents of Respondents #es E E"o 3C 3C

Sometimes 5C 5C )otal 3 3

E3C

5C

C%um&4

yes

no

sometimes

I&)(rpr()%)io&

According to the a(o&e interpretation 1 of the respondents 2nows a(out their career

growth, #? respondents said sometimes and the remaining !? respondents doesnBt

2now a(out their career growth)

3C. Is 'ob analysis improves t%e ot%er HR policies of your organi0ationP

Response "o. of Respondents of Respondents #es Q Q"o * *


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)otal 3 3

Q

*

C%um&4

yes

no

I&)(rpr()%)io&

According to the a(o&e interpretation the ma-imum num(er of respondents said that *o( analysis

impro&es the 0R policies)


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FINDING

!) 4he *o( analysis system followed (y the organiation is &ery effecti&e as ma*ority of employees are

satisfied and ha&e gi&en positi&e responses)

5. (ood performance leads to annual increments and promotions.

*. !mployee satisfy $it% t%eir 'ob because t%ey get $or& according to t%eir s&ills.


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N. ;ob analysis system motivate t%e employees for t%eir career advancement.

. ;ob analysis al$ays $or& to improve ot%er HR policy in t%e Saisun group of

company.

SUGGESTIONS


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CONCUSIONS

4here are the following conclusions come up after the research of the pro*ect (y filling the Fuestionnaire"


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UESTIONNAIRES

3.(ender $ise classi6cation of respondents.

(ender "o. of Respondents of RespondentsMale,emale )otal

5.Age $ise classi6cation of respondents.


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Age "o. of Respondents of Respondents575C Age*7*C Age


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Response "o. of Respondents of Respondents #es"o )otal

Q.#ou are satis6ed $it% your organi0ation salary increment P


N. Is you feel your 'ob related to your s&illsP


. Is you feel your $or& is related to 'ob analysis P

Response "o. of Respondents of Respondents #es

"o )otal

3. Is 'ob analysis and re?uired s&ill sets are t%e basis of performance

appraisal P


33.Is t%e 'ob pro6le made clear to t%e employees at t%e time of

'oiningP


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Response "o. of Respondents of Respondents #es"oSometimes )otal

35. Is proper 'ob description given to t%e employees before 'oining P

Response "o. of Respondents of Respondents #es"oSometimes )otal

3*.K%ic% is t%e best $ay of evaluation P

Response "o. of Respondents of RespondentsKritten testOn t%e ;obIntervie$ )otal

3


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BIBLIOGRAPHY

BOO=S

ot%ari1 +.R.1 Researc% Met%odology1 Kis%$a=ra&as%an1 India.

• otler1 =%ilip1 Mar&eting Management1 =rentice %all India.

• .As$at%appa.1 H.R and =.M )%ird !dition


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• )ata Mc(ra$7Hill =ublis%ing +ompany .ltd.

Kebsites

• $$$.google.co

• $$$.learningmail.com• $$$.saisungroupofcompany.com

• $$$.'obanalysis.com
http://www.google.co/http://www.learningmail.com/http://www.saisungroupofcompany.com/http://www.jobanalysis.com/http://www.learningmail.com/http://www.saisungroupofcompany.com/http://www.jobanalysis.com/http://www.google.co/

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