Job Analysis: Meaning, Importance, Components, Methods, Process

Meaning of 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 the tasks that comprise the job and the skills, knowledge, abilities, and responsibilities required of the holder for successful job performance.

Job analysis is studying and collecting information relating to the operations and responsibilities of a specific job.

The information thus collected is analyzed, and the facts about the nature of job working conditions and qualities of an employee can be easily known.

Job analysis defines the jobs within the organization and the behaviors necessary to perform these jobs.

Job Analysis is a systematic exploration, study, and recording of a job’s responsibilities, duties, skills, accountabilities, work environment, and ability requirements.

It also involves determining the relative importance of a job’s duties, responsibilities, and physical and emotional skills.

Definition of Job Analysis

Job analysis gathers and analyzes information about job content, human requirements, and the context in which jobs are performed.

Dessier (2005) defines job analysis as the procedure through which a job analyst determines the duties of different positions of an organization and the characteristics of the people to hire them.

Dale Yoder (1983) defines job analysis as “a process in which jobs are studied to determine what tasks and responsibilities they include, their relationships to other jobs, the conditions under which work is performed, and the personnel capabilities required for satisfactory performance.”

In the opinion of Strauss and Sayles (1977), job analysis consists of two parts, a statement of work to be done (Job description) and the skills and knowledge which must be possessed by anyone filling the job (Job Specification)”.

According to Gary Dessler, “Job analysis is the procedure for determining the duties and skills requirements of a job and the kind of person who should be hired for it.”

According to Edwin B. Flippo, “Job Analysis is the process of studying and collecting information relating to the operation and responsibilities of a specific job.”

Job analysis is a systematic way to gather and analyze information about the content and the human requirements of jobs and the context in which jobs are performed.

Job analysis involves collecting data about the performance of the job in an organization.

However, this definition is probably too simplistic when all of the different types of information that must be collected are considered.

For example, the data collected should clearly describe what is required to perform a specific job.

This should include the:

• Knowledge: Knowledge is the degree to which a job holder must know specific technical material.
• Skill: Skill is defined as adequate performance on tasks requiring tools, equipment, and machinery.
• Abilities: Abilities refers to the physical and material capabilities needed to perform tasks not requiring the use of tools, equipment, and machinery. Further, where the job is completed must be considered.

Types of information to be collected by a job analysis are shown below:

• Work activities.
• Work-oriented activities.
• Machines, tools, equipment, and work aids are used.
• Job-related tangible and intangible.
• Work performance.
• Job context.
• Personal requirement.

15 Terminology Used In Job Analysis

1. Task: An identifiable work activity carried out for a specific purpose. For example, typing a letter.
2. Duty: Several tasks that are related to some sequence of events. For example, pick up, sort out, and deliver incoming mail.
3. Position: A collection of tasks and duties which are performed by one person. For example, the P.A. to Chairman receives visitors, takes dictation, operates the computer, answers queries, attends to complaints, and helps students.
4. Job: A group of positions similar in their significant duties. For example, the job of salesmen, technical assistants, computer programmers, etc.
5. Job Families: Groups of different jobs that need similar skills. For example, sales jobs and clerical jobs in different departments.
6. Job Code: A job code uses numbers, letters, or both to provide a quick summary of a job and its content.
7. Job Classification: The grouping of jobs on some basis, such as the nature of work done or the level of pay. For example, skilled, semiskilled, and unskilled Grade II and III officers in a Bank.
8. Job Analysis: The process of gathering information about a job.
9. Job Description: A written summary of tasks, duties, and responsibilities of a job.
10. Job Specification: The minimum skills, education, and experience necessary for an individual to do a job.
11. Job Evaluation: A systematic procedure for finding the relative worth of a job.
12. Job Sharing: It is a scheduling innovation that allows two or more workers to share a job.
13. Job Design: A conscious effort to organize tasks, duties, and responsibilities into a unit of work to achieve a certain objective.
14. Job Rotation: Moving employees horizontally or vertically to expand their skills, knowledge, or activities.
15. Job Enrichment: Adding more responsibilities, autonomy, and control to a job.

Historical Context and Modern Approaches to Job Analysis

Job analysis has a long history within the HR field. Efficiency expert Fred Taylor’s scientific management studies were key contributions to the evolution of contemporary job analysis methods.

Taylor’s industrial engineering approach was focused on reducing costs and improving the efficiency of the manufacturing worker. In particular, his analysis process concentrated on finding the “one best way” to do any job.

This approach, still a central feature of present-day job analysis, examines two main aspects of each job in the organization;

1. the methods employed, and
2. the time measurement for task completion.

The first aspect is concerned with how the job incumbent performs the job – that is, with the minimum requirements for success in the job.

These requirements include;

1. the individual’s knowledge of production techniques and processes, cognitive (mental) abilities, mechanical abilities, and psychomotor abilities, and
2. the working conditions in which the job is performed (e.g., whether the work is done by the individual alone or in conjunction with other members of a team).

The second aspect, common to all job analyses, is time measurement, or the cycle/production time required to produce the goods or services to the organization’s performance standards. This time standard completely depends on the first aspect, concerned with the methods employed (or how the job is performed).

Changing the process from individual to team-based production and modifying the number of raw material inputs or steps in the production process will substantially change the output or number of items that can be produced on a time basis per hour, shift, or day.

4 Features of Job Analysis

From the definitions in the preceding section, we can list the features of job analysis as follows:

1. Job analysis is gathering relevant information about various aspects of a job and identifying tasks required to be performed as part of it.
2. It systematically defines the role, context, conditions, human behavior, performance standards, and responsibilities of a job.
3. It helps establish the job’s worth to an organization. In other words, it measures a job’s value and contribution to the organization’s growth.
4. It establishes job-relatedness, which is crucial for HR decisions involving recruitment, selection, compensation, training, health, and safety.

6 Importance of Job Analysis

Job analysis has been described as a fundamental instrument in the manpower management program. However, its importance may be well understood by narrating the areas of its concentration as under:

Ensuring similarity in job title

If the same job is described or titled in different ways in different organizations, the management finds great difficulty in selecting personnel and pricing the jobs. Job analysis helps minimize this problem by introducing similarities in job titles in different organizations.

Clarifying methods and procedures of work

The jobs are studied scientifically to study the duties and the tasks of the workers doing a particular job. Job analysis helps the management to get a clear picture of workers’ requirements regarding the types of supply of tools, machines, and equipment.

It indicates how much training, responsibilities, and supervision the worker should receive to perform the job efficiently. It helps the industrial engineer improve methods or procedures of work and determine the production standards.

Improving physical conditions of the work environment

Job analysis helps the management provide the worker with optimum conditions for work by providing an adequate workplace with good illumination and ventilation.

It also helps the management decide the ways by which it can avoid unnecessary noise, humidity, and dangerous, unhealthy, and hazardous conditions of work.

Delineating the relation of one job to other jobs

Job analysis describes the skill involved in doing a job as well as the characteristics required by the worker to do the job efficiently.

Thus, it helps the management to grade the jobs and to coordinate the work of a job with other jobs. It also helps the management to keep auxiliary workforces in the form of job families to meet any emergency.

When the best characteristics required by the workers are more or less identical in different jobs, then the jobs can be classified under one family. Inter-job, inter-department, and even inter-plant transfer of employees are common under conditions of industrial growth. Scientifically studying the job facilitates economic, efficient, and equitable transfer.

Similarly, men cannot be advanced from position to position and asked to take more responsibilities as they move upward in the organizational ladder unless the nature of the job under question and the human characteristic requirements of higher positions are definitely known.

Job analysis not only informs the management about the blockade of the promotional opportunities in some cases but also links up with other positions in the same or other departments that can offer opportunities.

Determining conditions of employment

Job analysis helps the industrial engineer determine the length and hours of work as well as the responsibilities for a particular job.

It helps the personnel department in pricing the job as well as in determining whether the job can be made permanent or seasonal. Last but not least, it helps the management to have a scientific procedure to provide every employee with opportunities for promotions and advancement.

Reducing grievances

At present, an appreciable amount of labor unrest is due to the absence of adequate information about jobs. Because of this situation, management and unions, in most cases, do not agree upon wage fixation, transfer, and promotion.

Gross inequalities in rates of wages, poor promotion plans, inability of heads of the department to understand fully the intricacies of the job, and lack of scientific analysis of human qualities create discontentment among employees and sometimes lead to serious grievances.

Job analysis supplies systematic information through job evaluation, job specification, job description, job schedule, etc., and thus helps avoid discontentment.

Basically, job analysis and job standardization are service tools; they are the means to an end.

It is closely connected with research studies on time and motion, industrial health and fatigue, causation of industrial accidents, determination of standards of performance and production standards, improvement of methods of procedure in machine operation, adjustment, and maintenance.

KSAs of Job Analysis

Job analysis can be defined as an examination of the jobs in an organization with a view to documenting the knowledge, skills, and abilities (KSAs) associated with the successful performance of those jobs. The written outcomes of this process are referred to either as a job description or a job specification.

The difference between these two items centers on whether the emphasis is on the duties or tasks to be carried out on the job (i.e., the job description) or on the competencies or KSAs the jobholder must possess to be a successful performer in a specific job (i.e., the job specification). KSAs are elaborated as follows:

Knowledge: Knowledge is the body of information, usually of a factual or procedural nature, that allows an individual to perform a task successfully.

Skill: Skill is the individual’s level of proficiency or competency in performing a specific task. The level of competency is typically expressed in numerical terms.

Ability: Ability is a more general, enduring trait or capability an individual possesses at the time when he or she first begins to perform a task.

Other attributes: Other attributes include work experience.

9 Objectives of Job Analysis

A sound human resource management practice dictates that a thorough job analysis should be done, as it may provide a deeper understanding of the behavioral requirements of jobs.

This, in turn, creates a solid basis on which to make job-related employment decisions.

9 main objectives of job analysis;

1. Organizational structure and design
2. Human resource planning
3. Work simplification
4. Setting up of standards.
5. Support for personnel activities
6. Job description
7. Job specification
8. Job classification system
9. Job evaluation and compensation

Organizational structure and design

By clarifying job requirements and interrelationships among jobs, responsibilities at all levels can be specified, promoting efficiency and minimizing overlap or duplication.

Human resource planning

Job analysis is the foundation of forecasting the needs for human resources and plans for such activities as training, transfer, or promotion.

Job analysis information is incorporated into a human resource information system.

Work simplification

Job analysis provides information related to the job, and this data can be used to make the process or job simple.

Work simplification means dividing the job into small parts, i.e., different product lines or process operations, improving production or job performance.

Setting up of standards.

Standard means minimum acceptable qualities, results, performance, or rewards regarding a particular job.

Job analysis provides information about the job, and each standard can be established using this information.

Support for personnel activities

Job analysis supports various personnel activities like recruitment, selection, placement, training and development, wage administration, performance appraisal, etc.

Job description

A job description is a job profile that describes the job’s contents, environment, and condition. It is prepared based on data collected through job analysis. It provides information about the activities and duties to be performed in a job.

Job description differentiates one job from another by introducing unique characteristics of each job.

Job specification

A job specification is another notable objective of job analysis. It includes information about the requirements of skills and abilities to perform a specific task.

It states the minimum acceptable qualifications an incumbent must possess to perform the assigned duty successfully.

The job specification statement identifies the knowledge, skills, and abilities needed to perform that task effectively.

Job classification system

Selection, training, and pay systems are often key to job classification.

Without job analysis information, it is impossible to determine the relationships among jobs in an organization reliably.

Job evaluation and compensation

Job analysis also provides the required information that is necessary for evaluating the worthiness of jobs.

After preparing the job description and job specification statements, it assists in evaluating actual performance against the predetermined standard. Then the deviation (if any) is found that has taken place during action.

Moreover, it helps establish the value of different jobs in a hierarchical order, comparing jobs to one another.

These, in turn, are valuable in helping managers identify the kinds of employees they should recruit, select, and develop and provide guidance for decisions about training and career development, performance appraisal, and compensation administration.

Strategic Choice of Job Analysis

The following strategic guidelines should be examined when deciding whether to conduct a job analysis;

1. The primary purpose for conducting a job analysis should be specified (such as establishing wage rates or recruiting) to help ensure that all relevant information is examined.
2. The primary purpose of conducting a job analysis should be to input the types of information collected (for example, work activities, machines & tools used, or job context).
3. The purpose of the job analysis, the types of information required, the time & cost constraints, the level of employee involvement & the level of detail desired should be specified before choosing one or more of the available data collection methods.
4. An organization’s strategy can influence which human resource activities will be emphasized. Certain human resource activities (such as selection or performance appraisal) may require different job analysis methods.
   1. Managers should follow or include the following steps when conducting a job analysis.
   2. Determine the purpose of the job analysis.
   3. Identify the jobs to be analyzed.
   4. Determine the data collection method.
   5. Explain the process to employees & involve them.
   6. Collect job analysis information.
   7. Process the job analysis information.
   8. Review & update frequently.
5. The job analysis should be designed so that job descriptions & job specifications can be derived easily.
6. Managers should communicate all relevant information to employees concerning the job analysis to prevent unnecessary uncertainty & anxiety.
7. If major organizational changes occur, managers should consider conducting a job analysis.
8. If major organizations are anticipated, managers should consider conducting a more future-oriented job analysis.

3 Purposes of Job Analysis

The data collected from the job analysis can be used for three purposes.

3 purposes of job analysis are;

1. Job Description
2. Job Specification
3. Job Evaluation

Job Description

Job descriptions describe the duties, responsibilities, working conditions, and activities of a particular job. Job descriptions vary in terms of the level of detail provided.

However, several components are present in virtually every job description—for example, the job title, type of summary, and worker requirements.

One valuable source for locating standardized job descriptions is the Dictionary of Occupational Titles (DOT), published by the US Department of labor, providing more than 12,000 occupations. Managers can adapt the standardized job descriptions from the DOT to the specific jobs within their firm.

Job Specification

Job specifications detail the knowledge, skills, and abilities relevant to a job, including the education, experience, specialized training, personal traits, and manual dexterity required. The job specification is important for several reasons.

First, certain jobs have the qualifications required by law.

For example, airline pilots, attorneys, and medical doctors must be licensed. Another type of job specification is based on professional tradition.

For example, university professors must usually hold a Ph.D. or equivalent degree if they are in a tenure track position.

Finally, job specifications might involve establishing certain standards or criteria for successful performance.

Job Evaluation

The information gathered during a job analysis can be used as input for the organization’s job evaluation system. The job evaluation determines the worth of a particular job to the organization.

This information is primarily used to determine the pay for the job. Thus, employees should be paid more for working more difficult jobs.

7 Components of Job Analysis

A job can be broken into several components and arranged into a hierarchy of work activities. This hierarchy is depicted in the following figure;

7 components of job analysis are;

1. Element
2. Task
3. Duty.
4. Position
5. Job
6. Occupation
7. Job Family.

Element

The smallest practical unit into which any work activity can be subdivided.

Task

An identifiable unit of work activity is produced by applying a Composite of methods, procedures, and techniques.

Duty

An individual performs several distinct tasks to complete a work activity for which he or she is responsible.

Position

The combination of all the duties required of one person performed a job.

Job

A group of positions that are the same enough or their job elements tasks and others to be covered by the same job analysis.

Occupation

Jobs are combined across organizations based on the skills, exhaustion, and responsibilities required by the jobs.

Job Family

A category in which similar cocoons are grouped.

6 Steps or Stages of The Job Analysis Process

There are six steps in the job analysis process. Let’s look at each of them. The steps are shown in the following figure:

1. Decide how we will use the information.
2. Review relevant background information
3. Select representative positions
4. Analyze the job
5. Verify the job analysis information.
6. Develop a job description and job specification

Step 1: Decide how we will use the information.

Decide how we will use the information since this will determine the data and how we collect them. Some data collection techniques – like interviewing the employee and asking what the job entails – are good for writing job descriptions and selecting an employee for the job.

Other techniques, like the position analysis questionnaire, do not provide qualitative information for a job description.

Instead, they provide numerical ratings for each job: these can be used to compare jobs for compensation purposes.

Step 2: Review relevant background information

Review relevant background information, such as organization charts, process charts, and job descriptions.

Organization charts show the organization-wide division of work, with titles of each position and interconnecting lines that report to and communicate with whom.

A process chart provides a more detailed picture of the workflow. A process chart shows the flow of inputs to and outputs from the job we analyze in its simplest form.

Finally, the existing job description usually provides a starting point for building the revised job description.

Step 3: Select representative positions

Select representative positions. There may be too many similar jobs to analyze them all. For example, it is usually unnecessary to analyze the jobs of 200 assembly workers when a sample of 10 jobs will do.

Step 4: Analyze the job

Analyze the job by collecting data on job activities, required employee behaviors, working conditions, and human traits and abilities needed to perform the job. For this step, use one or more of the job analysis methods.

Step 5: Verify the job analysis information.

Verify the job analysis information with the worker performing the job and with his immediate supervisor. This will help confirm that the information is factually correct and complete.

This review can also help gain the employee’s acceptance of the job analysis data and conclusions by giving that person a chance to review and modify our description of the job activities.

Step 6: Develop a job description and job specification

Develop a job description and job specification.

The job description is a written statement describing the job’s activities and responsibilities and its important features, such as working conditions and safety hazards.

Job specification summarizes the personal qualities, traits, skills, and background required to complete the job. It may be in a separate document or the same document as the job description.

7 Job Analysis Methods

An organization uses different methods to collect information and conduct job analysis.

7 job analysis methods are;

1. Observation method
2. Job performance
3. Work sampling
4. Individual interview
5. Structured questionnaire
6. Critical incident method
7. Diary method

Observation method

In this method, the observer observes a worker or a group of workers doing a job. He lists all the duties performed by the worker and the qualities required to perform those duties.

It is a direct method. Direct exposure to jobs can provide a richer and deeper understanding of job requirements than workers’ descriptions of what they do.

Observations alone may reveal little useful information if the work in question is primarily mental.

Job performance

With this approach, an analyst does the job understudy to get firsthand exposure to what it demands.

With this method, there is exposure to actual job tasks and the jobs’ physical, environmental, and social demands. It is suitable for jobs that can be learned relatively quickly.

Its main limitation is that the employee becomes conscious when the employee’s work is observed. This method is inappropriate for jobs that require extensive training or are hazardous.

Work sampling

Under this method, a manager can determine the content and pace of a typical workday through a statistical sampling of certain actions rather than through continuous observation and timing of all actions.

Individual interview

A manager or job analyst visits each job site and talks with employees performing each job. A standardized interview form is used most often to record the information.

Frequently, both the employee and the employee’s supervisor must be interviewed to understand the job completely. In some cases, a group of experts conducts the interview.

They ask questions about the job, skill levels, and difficulty levels.

They ask questions and collect information, and based on this information, job analysis is prepared.

This method can provide information about standard and non-standard activities and physical and mental work.

In short, the worker can provide the analyst with information that might not be available from any other source. Its main limitation is that workers may be suspicious of interviewers and their motives.; interviewers may ask ambiguous questions.

Thus, the distortion of information is a real possibility.

Structured questionnaire

A survey instrument is developed and given to employees and managers to complete.

The main advantage of this method is that information on many jobs can be collected inexpensively in a relatively short time. This method is usually cheaper and quicker to administer than other methods.

Questionnaires can be completed off the job, thus avoiding lost productive time. Its main limitation is that it is time consuming and expensive to develop.

The rapport between analyst and respondent is impossible unless the analyst is present to explain and clarify misunderstandings.

Such an impersonal approach may have adverse effects on respondent cooperation and motivation.

Critical incident method

In this method, the employee is asked to write one or more critical incidents that has taken place on the job.

The incident will explain the problem, how it is handled, the qualities required, difficulty levels, etc. The critical incident method gives an idea about the job and its importance.

A critical means important, and an incident means anything that takes place on the job. This method focuses directly on what people do in their jobs, and thus, it provides insight into job dynamics.

But this method takes much time to gather, abstract, and categorize the incidents.

It may be difficult to develop a profile of average job behavior as this method describes particularly effective or ineffective behavior.

Diary method

Under this method, companies can ask employees to maintain log records or daily diaries, and job analysis can be done based on information collected from the record.

A log record is a book in which employee records /writes all the activities performed by him on the job.

The records are extensive and exhausted and provide a fair idea about the duties and responsibilities in any job.

In this method, the worker does the work himself, and the idea of the skill required, the difficulty level of the job, and the efforts required can be known easily.

6 Job Analysis Tools

Job Analysis supports all other management activities, including recruitment and selection, training and development need analysis, performance analysis, and appraisal, job evaluation, job rotation, job enrichment and enlargement, the right job-individual, creation, and regulation of entry and exit of talent in an organization.

There are various tools and techniques, such as the O-Net model. PAQ model. FJA model.

F-JAS model and competency model help HR managers to develop genuine job description and job specification data.

Though not very new, a few high-profile organizations use these specialized tools and techniques.

Not very common in use, but once understood, these systematic approaches prove extremely useful for measuring the worth of any job in an organization.

6 tools for Job Analysis are;

1. O*Net Model
2. FJA Model
3. PAQ Model
4. F-JAS Model
5. Competency Model
6. Job Scan

O*Net Model

The beauty of this model is that it helps managers or job analysts in listing job-related data for a huge number of jobs simultaneously.

It helps collect and record basic and initial data, including educational, physical, and mental and emotional requirements to some extent.

It also links the compensation and benefits, perks, and advantages to a prospective candidate for a specific job.

FJA Model

FJA stands for Functional Job Analysis and helps collect and record job-related data to a deeper extent. It is used to develop task-related statements.

The technique developed by Sidney Fine and his colleagues helps determine the complexity of duties and responsibilities involved in a specific job.

This work-oriented technique works based on the relatedness of job data, where the complexity of work is determined on a scale of various scores given to a particular job.

The lower scores represent greater difficulty.

PAQ Model

PAQ represents the Position Analysis Questionnaire. This well-known and commonly used technique analyzes a job by getting the questionnaires filled by job incumbents and their superiors.

Designed by a trained and experienced job analyst, the process involves interviewing the subject matter experts and employees and evaluating the questionnaires on those bases.

F-JAS Model

Representing Fleishman Job Analysis System is a basic and generic approach to discovering common elements in different jobs, including;

• verbal abilities,
• reasoning abilities,
• idea generation,
• quantitative abilities,
• attentiveness,
• spatial abilities,
• visual and other sensory abilities,
• manipulative abilities,
• reaction time,
• speed analysis,
• flexibility,
• emotional characteristics,
• physical strength,
• perceptual abilities,
• communication skills,
• memory,
• endurance,
• balance,
• coordination, and
• movement control abilities.

Competency Model

This model discusses employees’ competencies in knowledge, skills, abilities, behaviors, expertise, and performance.

It also helps understand what a prospective candidate requires at the time of entry into an organization at a particular designation in a given work environment and schedule.

The model also includes basic elements such as qualifications, experience, education, training, certifications, licenses, legal requirements, and a candidate’s willingness.

Job Scan

This technique defines personality dynamics and suggests an ideal job model.

However, it does not discuss the individual competencies, such as intellect, experience, or physical and emotional characteristics of an individual required to perform a specific job.

Different tools can be used in different situations. The selection of an ideal job analysis tool depends upon job analysis needs and objectives and the amount of time and resources.

8 Key Factors in Job Analysis

1. Task identity.
2. Variety.
3. Responsibility.
4. Autonomy
5. Working environment
6. Interaction with others
7. Recognition and support
8. Outcomes and performance measures

Task identity

Employees receive more satisfaction from doing a ‘whole’ piece of work. This is likely to happen when the job has a distinct beginning and end, visible to the employee and others.

Employees must see the work results they have produced either independently or as a part of a team.

Variety

Employees who perform repetitive tasks that offer no challenge may lose interest and become bored and dissatisfied.

Greater variety can improve interest, challenge, and commitment to the task. Variety means more than simply adding an extra but similar task.

For example, processing different forms would not make the work more meaningful as there would be no extra challenge.

Too much variety can also be frustrating and a source of conflict and dissatisfaction. The optimum amount of variety will differ from person to person and could depend on the level of the position.

Responsibility

Employees need to feel responsible for a significant part of the work they perform, either individually or as part of a team.

Work should be identified, enabling employees to see that they are personally responsible for the successes and failures of their actions.

Autonomy

This goes hand in hand with responsibility. Employees should have some areas of decision-making within the framework of their job.

Autonomy means giving more scope to employees to regulate and control their work.

Working environment

A job should provide a safe and healthy working environment that is free from discrimination and harassment. It is also important to consider the types of work aids and equipment required to perform the role.

Interaction with others

Employees need to understand their reporting relationships.

For example, employees must know to whom they report. It is important to identify the level of interaction that is required with key internal and external customers.

Recognition and support

Employees need jobs that contribute to self-respect, particularly through acceptance and recognition by fellow workers and supervisors.

Jobs should permit relationships between individuals and encourage teamwork; otherwise, the employee can feel isolated, resulting in negative feelings about their work and work environment.

Outcomes and performance measures

Employees need to know their particular targets and how they relate to the organization’s overall operation. This will involve identifying the outcomes required of the position.

The standard of performance also needs to be identified, along with performance measures. This feedback will provide employees with an equitable capacity for ongoing learning and advancement.

Guidelines for Performing Job Analysis

Before actually analyzing the job, using one or more of the tools we turn to in the following section, keep four practical guidelines in mind.

1. Make the job analysis a joint effort by a human resources specialist, the worker, and the supervisor. The human resource manager might observe the worker doing the job and have the supervisor and worker fill out job questionnaires. The specialist lists the job duties and required human traits based on all that. The supervisor and worker then review and verify the HR manager’s list of the job’s activities and duties.
2. If several employees are doing the same job in different departments, collect job analysis information from employees in different departments, not just one. The way someone with a particular job title spends his time is not necessarily the same from department to department.
3. Make sure the questions and processes are clear to the employees. (For example, some might not know what we mean when we ask about the job’s “mental demands.”) Catch problems early.
4. Use several different tools for job analysis. Generally, try not to rely on a questionnaire but perhaps supplement the survey results with a short follow-up interview. The problem is that each tool has potential drawbacks.

4 Techniques for Designing Jobs

Basically, there are four techniques used in the design of jobs;

1. job simplification,
2. job enlargement,
3. job enrichment, and
4. job rotation.

Job Simplification

Job simplification is a design method whereby jobs are divided into smaller components and subsequently assigned to workers as whole jobs.

Simplification of work requires that jobs be broken down into their smallest units and then analyzed. Each resulting sub-unit typically consists of relatively few operations. These subunits are then assigned to the workers as their total job.

There appear to be two major advantages to using job simplification.

First, since the job requires very little training, it can be completed by less costly unskilled labor.

Second, job speed increases because each worker is performing only a small portion of the previously large job and thus is able to master a smaller, less complicated job unit.

On the negative side, job simplification results in workers experiencing boredom, frustration, alienation, lack of motivation, and low job satisfaction. This, in turn, leads to lower productivity and increased cost.

Job Enlargement

Job enlargement expands a job horizontally. It increases job scope; that is, it increases the number of different operations required in a job and the frequency with which the job cycle is repeated.

By increasing the number of tasks an individual performs, job enlargement increases the job scope or job diversity. Instead of only sorting the incoming mail by department, a mail sorter’s job could be enlarged to include physically delivering the mail to the various departments.

Job Rotation

Job rotation refers to the movement of an employee from one job to another. Jobs themselves are not actually changed; only the employees are rotated among various jobs.

An employee who works on a routine job moves to work on another job for some hours/days/months and returns to the first job. This measure relieves employees from boredom and monotony, improves employees’ skills regarding various jobs, prepares workers’ self-image, and provides personal growth.

However, frequent job rotations are not advisable in view of their negative impact on the organization and the employee.

Job Enrichment

Job enrichment, as it is currently practiced in industry, is a direct outgrowth of Herzberg’s Two Factor Theory of motivation.

It is, therefore, based on the assumption that to motivate personnel, the job itself must provide opportunities for achievement, recognition, responsibility, advancement, and growth. The basic idea is to restore to jobs the elements of interest that were taken away under intensive specialization.

Job enrichment tries to embellish the job with factors that Herzberg characterized as motivators: achievement, recognition, increased responsibilities, opportunities for growth, advancement, and increased competence. There is an attempt to build a higher sense of challenge and achievement through vertical loading into jobs.

“Enrichment means building challenge and achievement into workers’ jobs by changing their jobs’ content—letting them order and inspect their own good day schedule, and so forth.”

Vertical job loading entails redesigning jobs to provide:

1. Greater responsibility,
2. Greater autonomy,
3. More immediate feedback to the individual or group.

Job enrichment might include transferring some of the superior’s activities to subordinates.

8 Reasons Why Job Analysis Is Important For HRM!

Job analysis is a process. 8 importance of job analysis are;

1. Planning and organizing of program
2. Obtaining current information
3. Conducting needs research
4. Establishing_priorities
5. Collecting. job data
6. Preparing job description
7. Developing.job specification
8. Maintaining and updating the job description and job specification.

Planning and organizing of program

The first step is to plan and organize the job analysis program. Planning is done before gathering data from the employees. It is important to identify the objectives of the job analysis.

Top management support is needed to make job analysis a success. A person is designated as in charge of the program, and required authority and responsibility are assigned.

The schedule of the program and budget estimation is prepared.

Obtaining current information

Current job design information is collected, and the analyst studies job descriptions, job specifications, processes used, manuals, and organization flow charts.

Conducting needs research

The analyst determines which manager, the department requires the job analysis.

Research is conducted to determine the purpose of the job analysis and the method used to gather relevant information.

Establishing priorities

With the help of various related department managers, an HR manager will identify and prioritize the jobs to be analyzed.

Collecting job data

The next step is collecting the data related to the job selected for the analysis as they are being performed in the organization.

Preparing job description

Using job information obtained from job analysis, a job description is prepared.

It states the full information about the job, including the working conditions, nature of the job, processes, machines, and materials used.

Developing job specification

Job specifications are developed using the information given in the job description.

A job specification is a statement regarding the human qualities required to perform a particular job. Such information is used to select the person matching the job requirements.

Maintaining and updating the job description and job specification.

Once a job description and job specification have been completed and reviewed, a system must be developed to keep them current.

Job and employee requirements may change over time, and accordingly, job descriptions and specifications need to be adapted.

Why is job analysis the Foundation of HR Practices?

HR practitioners refer to job analysis as the foundation for all HR activities, and there are extremely valid reasons for this assertion.

Before we can meaningfully advertise jobs and attract desired individuals to fill job vacancies identified by the HR planning process, we must be able to specify the individual competencies that we are looking for.

Once we have developed a pool of high-quality job applicants, the selection process will incorporate employment tests and interview questions based on the need to choose the individual who best meets the formal requirements for success identified by our job analysis process.

The selection criteria that follow out of the job analysis process are also used in succession planning to appraise the organization’s internal candidates for possible transfer or promotion to management or executive jobs.

Once we have selected an individual to fill a job, he or she should be given a copy of the job description or specification for the job, which provides specific guidance on how to perform the job in accordance with the wishes of the organization.

The performance appraisal process compares the individual’s accomplishments over a predetermined period with the desired standards specified in the job description or specification.

If the performance appraisal process reveals that the individual has deficiencies that can be rectified by training and development, specific programs or courses can be offered to help the individual reach the desired standards.

Furthermore, compensation systems in organizations typically use a classification process based on knowledge and skills, effort, responsibility, and working conditions – the four indispensable factors of the job that are explicitly noted and formalized by the job analysis process.

Finally, successful career planning programs also draw heavily on the front-end requirement of a comprehensive job analysis.

In planning future career moves, the individual and the organization note the employee’s current KSAs and level of performance and compare these to the KSAs required in various target jobs for which the employee would like to apply.

Once this information is provided by job analysis, the employee is informed of the explicit education and skills development that will be required prior to being considered for the target job.

Job analysis, therefore, is not only a critical requirement for the proper implementation and operation of the HR planning process, as examined in this book, but is also an essential prerequisite for the success of virtually all other HR functions.

4 Major Problems With Job Analysis

Having noted the process of job analysis, let’s now turn to an examination of the frequent problems associated with job analysis.

Job Analysis that is neither updated nor reviewed

One must consider the topic of computer technology to recognize the impact that an extremely rapid rate of change has on how work is being performed.

Job analyses must be reviewed regularly by incumbents, supervisors, HR staff, and so on to ensure that the written job requirements reflect the reality of contemporary job performance. Recent changes in technology, materials, and processes must be incorporated into the amended job description or specification.

Obsolete job descriptions not only fail to provide job incumbents with meaningful guidance as to their required duties and tasks but also result in an HR planning process attempting to match individuals to jobs based on no longer valid information.

Job description or specification that is too vague

If job analysis is to provide important information to allow us to select the individual who best meets job requirements, we must be specific as to what those exact requirements are.

For example, organizations often specify that applicants must have a certain number of years of experience in a certain functional area instead of specifying the exact skills or competencies the applicant should have learned over that period.

Without this specific information, experience or time spent on the job has little relevance for selection.

Similarly, organizations may mistakenly include elements such as “dependability” as one of their job requirements without giving specific examples of what constitutes dependable behavior (e.g., the individual arrives on time for meetings with all preparatory work properly completed).

To be an effective component of HR planning, the job analysis process must produce detailed, specific behavioral examples of successful job performance for each job in the work process.

Contamination and deficiency

Although brevity and clarity are definite virtues with respect to job analysis (a short, clear job description is of great use to both job incumbents and the HR staff), taken to an extreme, these characteristics may cause problems during job analysis efforts.

If our job description or specification fails to incorporate important aspects of the job that are required for success, this error of omission is referred to as deficiency.

Conversely, if we include peripheral, unimportant aspects of a job in the formal job description, we run the risk of contaminating it by diverting attention from valid, important correlates of success.

Contamination of our job analysis process may also lead to legal consequences if we use the information to select individuals based on factors not related to the job.

For job analysis, therefore, we should try to be as brief and clear as possible but not at the expense of excluding any important behavioral or performance element of the job.

Time and costs of job analysis

Some organizations are deterred from conducting job analysis due to the significant time and start-up costs perceived to be associated with the process.

Typical costs include consulting fees for job analysis (if the organization does not have in-house HR staff with relevant qualifications), licensing fees associated with usage of copyrighted job analysis methods, the costs of lost production (or overtime) involved with interviewing and surveying job incumbents, managers, and so on, and the administrative costs involved with codifying, analyzing, drafting, revising, and disseminating the information that results from the process.

However, many organizations that bemoan the large time and cost expenditures associated with job analysis do so only because they have not conducted a proper cost-benefit analysis with respect to this decision.

For example, organizations should also consider the time and cost savings that result from the following:

1. better matching of individual skills to organizational requirements (e.g., reduced costs and often lower absenteeism and turnover associated with training and development),
2. incorporation of the benefits of organizational learning with respect to product and process improvements,
3. reduced job ambiguity and wastage,
4. clarification of operating procedures and job relationships,
5. explicit definition of performance expectations for individuals and teams, and
6. facilitation of other HR programs.

If organizations consider the full costs and benefits associated with entering into the job analysis process, the decision to proceed is invariably very clear!

Conclusion: Job Analysis is an essential prerequisite for the effective management

Information is the basic material used by an industry for many kinds of job-related planning. The nature of job information varies from industry to industry, from department to department, and from purpose to purpose. Information used for job analysis must be accurate, timely, and tailor-made.

Job analysis is the process of determining by observation and study and reporting pertinent information related to the nature of a specific job. It is the method used to determine what types of manpower are needed to perform the jobs of the organization.

Job analysis is composed of—(i) Job description, (ii) Job specification, and (iii) Job evaluation.

Employee turnover is a severe problem in most industries.

Turnover is harmful because it causes serious inconveniences, high costs, wastage of trained workforce, and reduces morale and motivation. It occurs mainly due to frustration for the following reasons:

• A mismatch between expectation and reality, like work,
• A mismatch between the requirements of the job and capabilities,
• A mismatch between responsibility and compensation.

This mismatch has arisen because the work has not been properly defined, designed, and disclosed.

This leads to the concept of job analysis. F.W. Taylor, the father of Scientific Management, also emphasized conducting and studying each part of the job scientifically to develop the best way of doing a task.

Let us now define a job.

Organizations consist of positions that have to be staffed by the right person.

A job is defined as a collection of duties and responsibilities given to an individual employee. Jobs are important to individuals.

They help determine living standards, places of residence, status, and even one’s sense of self-worth. Jobs are important because they are the vehicles through which work is accomplished.

Job analysis is an essential prerequisite for the effective management of the human resources of an organization. It is the process of gathering relevant information about a job. It specifies the tasks involved in a job and the factors that influence the performance of that job.

As a process, it can produce results with great practical relevance for human resource management.

Job analysis has applications in almost all the HR activities of an organization.

It acts as the basis for decisions involving human resource planning, recruitment and selection, training and development, compensation fixation, job evaluation, performance evaluation, career management, and the health and safety of employees.

The end product of a job analysis is a written description of the actual requirements of the job.