Job Analysis1 ppt presentation

7/24/2019 Job Analysis1 ppt presentation

1/37

JO B AN ALYSIS


2/37

Assignm ent 1

Why is it important to have a goodknowledge on HRP for a business toprogress?

Deadline: 2ndOtober! 2"#$

2%"" words


3/37

Introduction

&n'depth investigation

(naly)e *O+ not person

Determine magnitude of duties! responsibilities and

physial and emotional skills for a given ,ob- .ouses on work behaviors! tasks! and outome

.ators reogni)es what a ,ob demands and what skillsand /uali0ation a produtive employee must possess

( personnel manager has to undertake ,ob analysis so

as to put right man on right ,ob *ob (nalysis may be onduted by the employer1s

Human Resoures department or by a trained *ob(nalyst3onsultant-


4/37

Definition

( de0ned data olletion andanalysis proedure through whihinformation about ,ob tasks and ,obre/uirements are obtained-

*ob analysis is the proedure fordetermining the duties and skill

re/uirements of a ,ob and the kind ofperson who should be hired for it-


5/37

Inform ation collected under job analysis;

4ature of ,obs re/uired in a onern-

4ature si)e of organi)ational struture-

5ype of people re/uired to 0t thatstruture-

5he relationship of the ,ob with other ,obsin the onern-

6ind of /uali0ations and aademibakground re/uired for ,obs-

Provision of physial ondition to supportthe ativities of the onern-


6/37

Job Analysis Process

3onduted in reasonable manner

7ultistage proess

8!9!!; stages' depends uponorgani)ation


7/37

Identification of Job Analysis Purpose

Proess is useless as long as purposenot identi0ed

Hene! underline its need anddesired output-

3annot spend money! energy andput people at work if doesn


8/37

!o ill "onduct Job

Analysis Deide who will ondut it

=ome ompanies prefer getting it

done by their own HR department Hire ,ob analysis onsultants

*ob analysis onsultants helpful as

they o>er unbiased advie 4o personal likes and dislikes when it

omes to analy)e a ,ob-


9/37

# o$ to "onduct t!e

Process How ,ob analysis proess needs to

be onduted

( planned approah re/uired toinvestigate about re/uired ,ob


10/37

Strate%ic D ecision & a'in%

Deide to etent employeeinvolvement in the proess

@evel of details to be olleted andreorded

=oures of data

Data olletion methods


11/37

(rainin% of Job Analyst

5rain the ,ob analyst

How proess will be onduted

Whih method to use' &nterview!Auestionnaire or Observationmethod


12/37

Preparation of Job Analysis

Process HR managers informs employees Cmployees should o>er full support

to ,ob analyst Prepares douments! /uestionnaires!

interviews and feedbak forms-


13/37

D ata "ollection

ather ,ob'related information

What eduational /uali0ation the

employee should have =kills! abilities! to whom he will

report! duties! responsibilities-

5ype of behavior epeted


14/37

D ocum entation) *erification and +e,ie$

Review all the data olleted

&mmediate supervisor

Help on0rm if information is orretand omplete-

ive that person a hane to review

and modify desription of the ,obativities-


15/37

D e,elopin% Job D escription and JobSpecification

=eparate the information gathered intoE

*ob desription

*ob spei0ation

Fital parts of ,ob analysis-5hey de0ne a ,ob fully and guide both employer

and employee on how to go about the wholeproess of reruitment and seletion- +oth data

sets are etremely relevant for reating a right0t between ,ob and talent! evaluateperformane and analy)e training needs andmeasuring the worth of a partiular ,ob-


16/37

Job D escription

Written statement

Desribes ativities and responsibilities of the ,ob

Gseful to publii)e for the ,ob and thus attrating a pool oftalent-

ives reruiting sta> an idea of what kind of employeethey should look for

*ob title

*ob loation

5o whom you will report or who is going to report to you 5asks and duties

Working onditions

7ahines! tools and e/uipments used

Risk of the work


17/37

Job Specification

Written statement

Desribed based on ,ob desription

Helps appliants to reali)e if they are 0t and eligible for the,ob

Cduational /uali0ations

=pei0 /ualities

@evel of eperiene

3ommuniation skills

eneral health *udgment

leadership skills

(bilities

.leibility


18/37


19/37


20/37


21/37

M ethod of collecting jobanalysis data


22/37

O bser,ation & et!od

*ob analyst observes an employee

Reords performed and non'performed task

What are the duties of the employees! and

if employees are able to ful0ll them

Proper method?

Cveryone has own way of observing

Di>erent person interpret things di>erently

+ias

&f ,ob analyst is properly trained this issueould be avoided


23/37

Inter,ie$ m et!od

&mperative to interview the ,ob holder-

7aybe would depend on a preliminarydraft submitted by the ,ob holder andsuperior

*ob holders ought to be given theopportunity to omment on the 0nal

draft &nterview will have a signi0ant impat

on the /uality of the ,ob desription


24/37

Before t!e inter,ie$

Prepare before the atual meeting takes plae

7ake sure that the interview is well planned-

=et up a de0nite appointment with the person to beinterviewed-

5ry to arrange for a neutral venue where you andisuss at ease and be free from interruptions-

Review your knowledge about the organi)ation unit youwill be working with-

5ry to separate! known fats from opinions andinterpretations-

+e areful not to pre,udge- ou may be mistaken-

*ob desription you develop must ommuniate the real

ontent of the ,ob-


25/37

D urin% t!e inter,ie$

=tart the interview

Cstablish rapport

Cplain your roleHelp the worker to think

(sk one /uestion at a time

Phrase /uestion arefully

3ondut interview in plain language

+e patient and onsiderate to theworker


26/37

Do not be dominant

@isten to omplaints but do not

ommentWhen you ask a /uestion! do so in an

in/uisitive manner and not in ahallenging way- Do not show

approval or disapproval-

When losing the interview ask ifthey have anything more to add


27/37

. uestionnaire m et!od

3ommonly used method

(sk the employees to 0ll the /uestionnaires

Personal bias-

.raming of /uestion should be di>erent fordi>erent grades of employees-

7anagement should assure the sta> thatdata olleted will be used for their ownbene0t-

Otherwise! proess would be a waste oftime! money and human resoures-


28/37

Position Analysis Questionnair

e (PAQ) Developed by Dr- Crnest *- 73ormik and assoiates atPurdue Gniversity

3ontains #;% items alled ,ob elements

Clements are worker'oriented-

3lassi0ed as worker behaviors

5he items are organi)ed into si divisions:

&nformation input

7ental proesses Work output

Relationships with others

*ob ontet

Other *ob harateristis Isuh as pae and strutureJ

P iti A l i Q ti i
http://www.paq.com/http://www.paq.com/http://www.paq.com/http://www.paq.com/


29/37

Position Analysis Questionnaire

#;% items of ,ob elements inludes si

ategories: Information input-35

Where employees reeive information to do ,ob

Written? Cmails' researh? 2. Mental processes- 14

Do you need to reason! take deision! planwhile working?

3. Work output 49

Physial abilities needed

5ools used while working


30/37

4.Relationships with other persons-$8

Work in team?

Relation with ustomers

5. o! conte"t- 19

Physial or soial ontetK

Fentilated? 3onLit faing

#. $ther %o! characteristics-41

(tivities! onditions! or harateristisother than those desribed above are

relevant to the ,ob?


31/37

/ ses of job analysis

Cmployment

5raining and Development Program

Performane (ppraisal

Promotion and 5ransfer

Preventing dissatisfation and settling3omplaints

Disipline Wage and =alary (dministration

Health and =afety

&ndustrial Relations


32/37


33/37

Lac' of & ana%em ent

Support *ob analyst get no support from

management

3ommuniate with employees &f no proper proess' employees will not

ooperate

7ay think they are not working well

(tions will be taken against them

Hene! management must do their ,obswell


34/37

Lac' of "o0operation from 1m ployees

4eed employees support

Data should be aurate

Wastage of time! money and humane>ort

7ust win trust of employees

=olve their problems not add to them


35/37

Inability to Identify t!e N eed of JobAnalysis

Remember 0rst step of proess?

Ob,etives should be learly de0ned

Otherwise' whole proess will befutile


36/37

Biasness of Job Analyst

*ob analyst should be fair

4eeds genuine data

=hould not be linked with ,ob analystpersonal feelings

&mpartial

=ometimes' better to outsoure


37/37

/ sin% Sin%le D ata Source

What will be the impat of using onesoure?

Gse many soures 3ombination of methods

Otherwise' data might be inaurate

&f data inaurate' whole proess willbe wasted

Documents

Job Analysis1 ppt presentation