CHAPTER 3 – JOB ANALYSIS

1. CHAPTER 3 – JOB ANALYSIS

2. KEY CONCEPTS AND SKILLS • Define job analysis • Reasons for conducting job analysis • Types of information required for job analysis • Methods used in conducting job analysis • Contents of a well-written job description and job specification

3. CHAPTER OUTLINE • What is job analysis? • Terms used in job analysis • Reasons for conducting job analysis • Job analysis process • The job description • Job specification

4. WHAT IS JOB ANALYSIS? • Job analysis is the most basic HR tool • The systematic process of studying and collecting information relating to the operations and responsibilities of a specific job • An essential human resource duty and one of the first duties that needs to be performed by HR department • Products of Job Analysis are Job Descriptions and Job Specifications

5. Main purpose of job analysis • To obtain answers to six important questions: • 1. What tasks does the employee accomplish? • 2. When is the job to be completed? • 3. Where is the job to be accomplished? • 4. How does the employee do the job? • 5. Why is the job done? • 6. What qualifications are needed to perform the job?

6. TERMS USED IN JOB ANALYSIS • Position - a collection of tasks and responsibilities assigned to one individual. There is one position for every individual working in the organisation. • Job - consists of tasks that must be performed for an organisation to achieve its objectives. It is a group of positions that are similar as to kind and level of work. In some jobs, only one position may be involved, simply because no other similar position exists. • Job Analysis - the process of studying and collecting information relating to the operations and responsibilities of a specific job. The products of Job Analysis are Job Descriptions and Job Specifications.

7. TERMS USED IN JOB ANALYSIS • Job Description - a document that provides information regarding the tasks, duties, and responsibilities of a particular job. It is an organised, factual statement of the duties and responsibilities of the job. In brief, it tells what is to be done, how it is done, and why. • Job Specification - a statement of the minimum acceptable human qualities necessary to perform a job properly. Where the job description describes the job, the job specification is a standard of personnel and designates the qualities required for acceptable performance.

8. REASONS FOR CONDUCTING JOB ANALYSIS • Human Resource Planning • Recruitment and Selection • Training and Development • Performance Appraisal • Compensation and Benefits • Safety, Health and Environment • Employee/Industrial Relations

9. JOB ANALYSIS PROCESS • Process essentially one of data collection • Job analyst first studies job and determines tasks to be performed, duties, and responsibilities • Then uses information to help determine types of knowledge, skills and abilities required • Looks at the other aspects like equipment or materials used, products made, or services performed • Also looks at relationships of work flow and procedures, as well as lines of promotion

10. JOB ANALYSIS PROCESS • Job Standards • In some organisations job analysis process also considers job standards • Involves work measurement studies to determine how long it takes to perform a task, or how much output per day or month is expected

11. APPROACHES IN JOB ANALYSIS • Popular approaches are questionnaires, written narratives, observations, and interviews • Usually job analyst does not use only one method of job analysis • For management jobs, questionnaire method commonly used • Written narratives or interviews may be also be used • Production or skilled jobs, preferred method usually interview coupled with observation

12. APPROACHES IN JOB ANALYSIS • Questionnaires • Quick and simple method especially when large number of jobs • Structured questionnaires prepared and administered to job holders • Forms then approved by the holders’ superiors • For non-management jobs questionnaire often filled in by job holders’ superior and then approved by the next level immediate superior

13. APPROACHES IN JOB ANALYSIS • Written Narratives • A variation of questionnaire method • Job holders asked to write report or description of what they do • Reports then compiled by job analyst and used as basis for writing job descriptions and job specifications

14. APPROACHES IN JOB ANALYSIS • Observation • Very useful when analysing jobs which involve a certain amount of manual skills • Job analyst usually watches job holder perform tasks and records observations • Important to observe employee perform a few rounds for him to get used to being observed before taking down notes of observations • Usually not enough to observe just one person for one job, should observe other people in same job perform the tasks

15. APPROACHES IN JOB ANALYSIS • Interviewing • Necessary to supplement questionnaires, written narratives, or observations with an interview with job holders and to check findings with their superiors • Main aim of interview is to obtain all the relevant facts about the job • Helpful to plan interviews with help of a checklist or a series of structured questions

16. APPROACHES IN JOB ANALYSIS • Guidelines for Interviewing • Let the person know purpose of interview and assure him that objectives will not be detrimental to his well-being • Show sincere interest in the person and the job being analysed • Avoid trying to tell person how to do the job • Do some preparation and talk to the person and his supervisor in their own language • Do not confuse the work with the worker • Remember that job analysis is not motion study • Verify the information obtained

17. APPROACHES IN JOB ANALYSIS • Interviewing • To ensure accuracy of interview: • Work to a logical sequence of questions so that interviewees can put thoughts in a certain order • Pin people down on what they actually do • Ensure that job holders do not give vague or inflated descriptions of their work • Sort out real work performed from imaginary • Obtain a clear statement from job holders about their authority to make decisions and the amount of guidance they receive from their superiors • Avoid asking leading questions • Create an atmosphere of trust which would allow job holders ample opportunity to talk

18. THE JOB DESCRIPTION • The first product of a job analysis exercise • A descriptive document containing facts about the job organised in a logical manner • Format of job description will vary depending on the organisation and the use

19. THE JOB DESCRIPTION • Contents • 1. Job identification • Job title, alternative titles, department, division, location, and code number 2. Job summary or Job Purpose • A short definition with the aim to convey in one sentence a broad picture of the job 3. Duties performed • Heart of the job description • Writing style terse and direct and start each sentence with an action verb

20. THE JOB DESCRIPTION • Contents • 4. Supervision given • Titles of jobs that are immediately above and below this job and degree of supervision involved 5. Relation to other jobs • Vertical relationships of promotion and horizontal relationships of work flow and procedures

21. THE JOB DESCRIPTION • Contents • 6. Machines, tools and materials • Major types of equipment and materials used 7. Working conditions • Unusual working conditions like hot, cold, dry, dusty, oily, noisy, risky or hazardous should be listed 8. Definitions of unusual terms • Any technical or unusual terms used with notes of their meaning or unusual use

22. THE JOB DESCRIPTION • Contents • 9. Additional comments • Any comments that add to and clarify the whole job description 10. Date of the Job Analysis • Date placed to prevent job description becoming obsolete

23. JOB SPECIFICATION • Document containing the minimum acceptable qualifications a person should possess to perform a particular job • Information in job specification usually include educational requirements, experience, physical abilities, and sometimes even personality traits • Some organisations, job specification forms part of job description and both documents considered to be one job description

24. JOB SPECIFICATION • Simplify task of putting down requirements by classifying into mandatory or desirable • Mandatory requirement becomes compulsory attribute job candidate must have • Desirable requirement means nice to have but not compulsory • Also need to specify for mandatory requirements whether requirement is basic or advanced and whether it should be possessed from the beginning or can be developed on the job • If requirement is desirable, then must specify level of importance

25. JOB SPECIFICATION • Tendency for many organisations to establish excessively high requirements for formal education and training backgrounds • Must guard against this as it can result in overly qualified personnel who may get bored with the job easily