A Session

On
Job Analysis and Job Description
(Chapter 06 and 07; Book: Henderson)

Conducted By
Dr. Md. Miraj Hossen
Associate Professor
Jagannath University, Dhaka

1–1
 A Quiz!! Calculation of Compensation
 Mr. X is an employee of a commercial organization and started his job
from 1st March @basic pay 22,000/-.
 He is entitled to get 50% of his basic pay as house rent, Tk. 1500 as
medical allowances, Tk 1000 as ICT allowances. His yearly increment is
5% of basic pay (in the month July in every year).
 In his job, the targeted performance standard is 1000 unit per month and
he reached to 1250 units in July. There is a provision to give performance
bonus on the exceeding units at market rate.

 In the month of August he received one festival bonus and recreation

allowance @full basic.
 In addition, he also received 20% of performance bonus on the exceeding
amount of his performance standard (assume that the market rate of per
unit is Tk.20 of his production).
 Calculate his total compensation for the month of August.
1–2
 Lecture Contents

What
Whatisisjob
jobanalysis?
analysis?Its
Itselements?
elements?
How job analysis help to determine compensation package?
How job analysis help to determine compensation package?
Preliminary considerations regarding job analysis
Preliminary considerations regarding job analysis
Steps of Planning a job analysis Program
Steps of Planning a job analysis Program
Collecting and designing job data
Collecting and designing job data
Reviewing and revising job facts
Reviewing and revising job facts
Designing a custom-made job analysis questionnaire
Designing a custom-made job analysis questionnaire
Guidelines for conducting a job analysis interview
Guidelines for conducting a job analysis interview

Job
Jobdescription
descriptionand
andits
itsrelated
relatedterms
terms
Broad versus Narrow job descriptions
Broad versus Narrow job descriptions
Planning, operations, and control- related to job descriptions
Planning, operations, and control- related to job descriptions
Elements of the job descriptions
Elements of the job descriptions
Other kinds of information used in job description
Other kinds of information used in job description
Ways of describing job facts
Ways of describing job facts
Revising job descriptions, Using computer in JD
Revising job descriptions, Using computer in JD
 Job Analysis: Definition and elements
 Job analysis is the procedure through which you determine the duties
and responsibilities of any job position, the characteristics of people to
hire the employees and the minimum payment of the job.
 Mathis and Jackson (1999) view job analysis as a systematic way to
gather and analyze information about the content and human requirement
of jobs, and the context (terms and conditions) in which jobs are
performed.
 Job analysis has three elements namely JD, JS, JE
• Job Description
– A list of a job’s duties, responsibilities, reporting relationships,
working conditions, and supervisory responsibilities
• Job Specifications
– A list of a job’s “human requirements,” that is, the requisite education,
skills, personality, and so on.
• Job Evaluation
– Determining the minimum worth of the job.
Preliminary Considerations regarding Job Analysis

 The activities involved in collecting, analyzing and recording

job data must not be taken lightly.
 Before undertaking this costly operation, it is wise to consider
two important factors:
– What kind of support can be expected from senior
management?
 Their understanding, approval, funding and others
 Will the support the restructuring the job?
 Elimination of stress, reduce costs, upgrading QWL?
– What kind of cooperation can be expected from all
employees?
 Actions regarding past analysis- hostility or apathy?
 Contributions to the work done (JA)
 Steps of Planning a Job Analysis Program

 The following four planning steps are helpful in performing a

successful job analysis:

1. Determine the organizational use of job content and

other related data;
2. Learn about the structure, operations, and jobs of the
organization;

3. Identify and select methods for collecting job content

data and other related facts;
4. Schedule the necessary and logical work steps.
 Steps of Planning a JA Program: Contd. ..

Step 1. Determine the organizational use of job content

and other related data:
The scope of the job analysis program relates directly to the
future use of its outputs. Major users and uses of job analysis
are as follows:
 Employment,
 training,
 Organization design and staffing,
 compensation,
 performance review,
 safety and health,
 affirmative action plan,
 hiring the handicapped
 Steps of Planning a JA Program: Contd. ..

Step 2. Learn about the structure, operations, and jobs of

the organization:
Selecting methods and procedures for securing job data and
information requires a broad understanding of the operations of the
organizations.
Numerous in-house sources are available in organizations for
providing job related information such as- organization’s mission
statements, organization’s objectives and goals, and existing job
descriptions.
Following are the three sources that can provide valuable
assistance toward understand the organization’s jobs:
 Organization chart
 Process chart
 Procedure manuals
 Steps of Planning a JA Program: Contd. ..

Step 3. Identify and select methods for collecting job

content data and other related facts:
Once an understanding of the basic reasons for the existence of
the job is established, it is necessary to learn more about the
specific tasks or duties of the job.
Methods for collecting , analyzing, and recording job activity
information are: .
 Interviews with workers or groups of workers
 Observation of the work being performed
 Questionnaire filled by workers performing the jobs
 Dairy/ log maintained by employees indicating activity
 Combination of any of thiese
 Steps of Planning a JA Program: Contd. ..

Step 4. Schedule the necessary and logical work steps :

A time and cost schedule of necessary and logical work steps
assists in obtaining job and data in conformity with desired results.
Developing a budget involves identifying and forecasting the
significant events in a job analysis program as follows:
 Determining the intended use of the job analysis
 Deciding on the kind of instruments that is to be used to
obtain relevant data
 Identifying the jobs to be studied
 Appraising the knowledge of employees and willingness
to assist designing, developing and collection JA data
 Identifying the JA activities and required time.
 Collecting and Describing Job Data
 To establish a sound basis for understanding the processes and
methods developed the following commonly used word to make
clarified:
 Activity- a word with broad general meaning that indicates any kind of
action, movement or behavior required of an incumbent in performing
assignment.
 Major activity or responsibility- A term that relates to an important or
critical area of the job.
 Function- the natural or proper action an individual, work unit, or
mechanism performs.
 Elements- the smallest step into which it is practical to subdivide any
work activity,
 Tasks- a coordinated series of work activity elements used to produce an
identifiable output that can be consumed independently.
 Duty- one or more task perform in carrying out a job responsibility.
 Behavior- the actions an individual takes under circumstances.
 Competency- a combination of ASK demonstrated by an employee ..
 Collecting Job Analysis Data: Contd. …

Methods for Collecting Job Analysis Information

Interviews Questionnaires Observations Diaries/Logs Work sampling

Work Sampling Method

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

Advantages and Disadvantages:

•Work sampling gives an unbiased result since workmen are not under close
observation. Work sampling can be conducted by anyone with limited training.
•Work sampling study may be difficult to understand by worker. It is not
economical for the study of jobs of short duration
 Methods for Collecting Job Analysis Information:

The Interview Method

•Here a manager or job analyst visits each jobsite and talk with employees
performing each job.
•A standardized interview form is used most often to record the information.
It is a printed form in which essential information about the job may be
listed either by employee or by his supervisor.

•Interview Formats
– Structured (Checklist) and Unstructured

•Information Sources
– Individual employees
– Groups of employees
– Supervisors with knowledge of the job

•Advantages
– Quick, direct way to find overlooked information

•Disadvantage- Distorted information

 Methods for Collecting JA Information: …..
• Questionnaires Method
– It is an special tool for consolidating job information. It is a printed
form in which essential information about the job may be listed either
by employee or by his supervisor.
– Information Source
• Have employees fill out questionnaires to describe their job-related
duties and responsibilities
– Questionnaire Formats
• Structured checklists
• Open-ended questions
– Advantages
• Quick and efficient way
to gather information
from large numbers of employees
– Disadvantages
• Expense and time consumed in preparing and testing the
questionnaire
 Methods for Collecting JA Information: …..
The Observation Method
The job analyst observes the individual performing the job and takes
notes to describe the tasks and duties performed. He keenly observes
the work connected with a job. It is a direct method.

Information Source
Observing and noting the physical activities of employees as they go
about their jobs by managers.

Advantages
 Provides first-hand information
 Reduces distortion of information

Disadvantages
 Time consuming
 Reactivity response distorts employee behavior
 Difficulty in capturing entire job cycle
 Of little use if job involves a high level of mental activity
 Methods for Collecting JA Information:

Participant Diaries/Logs Method

Employee maintains diary method.
Under this method, the employees observe their own performance
by keeping a diary of their job duties, noting how frequently they
are performed and the time needed for each duty.

Information Source
Workers keep a chronological diary or log of what they do and the
time spent on each activity.

Advantages
 Produces a more complete picture of the job
 Employee participation

Disadvantages
 Distortion of information
 Depends upon employees to accurately recall their activities
 Designing a Custom-made Job Analysis Questionnaire:

Designing a questionnaire the considerations to be like the following:

What kinds and qualities of data do I want to collect?
What condition process(es) will work best in our organizations

Guideline for preparing a questionnaire:

[Link] leading question should be at first.
[Link] should be set in a logical framework.
[Link] number of question should be as few as possible.
[Link] wording of the questionnaire should be simple and understandable.
[Link] sensitive question should be avoided.
[Link] should not be biasness in the questionnaire.
[Link] should not be any recommendation or suggestion.
[Link] overall design of the questionnaire should be attractive.
[Link] should be short and simple.
[Link] may have some instruction of foot notes.
[Link] only those questions that are absolutely necessary.
[Link] or unstructured questions depends on the nature of the
questions.
 Guidelines for Conducting a JA Interview
• The interview depends on the interviewee’s willingness and
ability to provide necessary information. When both the
interviewer and interviewee are interested enough to share their
information, then the success come.
• Following are some guidelines for conducting interview:
– When interview a small group; to select them ask their supervisor who
knows the best;
– Establish immediate rapport; don’t make them impatience, speak in
simple language, let them know the purpose, try to collect accurately;
– When possible use structured outline, a printed form can be good one;
– If possible confine questions to one area at a time; always focus on their
job, technology and mechanism used;
– After completing the interview verify the job data from the interviewee’s
immediate supervisor.
1–18
 Assignment
• Analyze five Job Advertisement and then prepare an
imaginary job advertisement mentioning the below
information:
– Job Descriptions
– Job Specifications
– Job Evaluation

1–19
 That’s all for Today!
Thank you!

Next Class: chapter 07

Job Descriptions

1–20
 Chapter 07: Job Description
Job description and its related terms
Broad versus Narrow job descriptions
Planning, operations, and control- related to job descriptions
Elements of the job descriptions
Other kinds of information used in job description
Ways of describing job facts
Revising job descriptions, Using computer in JD

Copyright © by Houghton Mifflin Company. All rights reserved. 1–21

 Job Description
• A job description or JD is a written narrative that describes the
general tasks, or other related duties, and responsibilities of a
position.

• A job description contains the following components: job

title, job purpose, job duties and responsibilities, required
qualifications, preferred qualifications, and working
conditions.

• Job descriptions should be thorough, clear, and concise and

include: A brief introduction to the company and its mission.
An overview of the job responsibilities.

1–22
 Broad (generic) Vs. Narrow (specific) JD
Broad Generic Job Descriptions
•A broad, generic job description will be a brief passage outlining the very
basic requirements of a job. It may tell you the title of the position, who to
contact and little else.

Advantages of Broad Generic Job Descriptions

•A broad, generic job description is to the point. Candidates will have the
vital, important information. They will not be overwhelmed by unnecessary
small details.
•A broad job description that does not state too many requirements also
increases the amount of candidates fit to apply—therefore, an employer will
have a broad selection of potential candidates to choose from.

Disadvantages of Broad Generic Job Descriptions

•A broad, generic job description risks not stating clearly enough what is
required of the position, therefore attracting unsuitable candidates.
•Broad job descriptions can also leave job seekers confused and wary of
applying for a role, since they do not have enough information about the
position or the company that is hiring. 1–23
 Broad (generic) Vs. Narrow (specific) JD
Narrow Specific Job Descriptions
A narrow, specific job description is a detailed advertisement. It will explain the role
that is on offer in great detail, including listing the position's duties and expectations.
It will also list the skills, qualifications and training the selected candidate will need
for the role. A specific job description will also offer information on the company
that is hiring.

Advantages of Narrow Specific Job Descriptions

A narrow, specific job description clearly details what is expected of candidates,
therefore increasing chances of perfectly suited candidates applying.
Its detailed manner also means candidates will not have any confusion over the role,
or the company they are applying to work for.

Disadvantages of Narrow Specific Job Descriptions

A narrow, specific job description can be overly detailed, meaning the important
facts get lost among the lengthy description.
An overly specific description also risks preventing many candidates from being
able to apply, since they may feel they are not fit for the role, meaning a company
ultimately may not have a great deal of candidates to chose from.

1–24
 Planning, Operations and Control …. JD
The job description is one of the few tools available to managers in performing
the three basic functions of management planning, operations, and control.
i. Planning
The job description can be valuable in a number of planning activities. These
are-
 Organization design, Staffing levels, Career ladders and career pathing, Job
design, and Pay stems design etc.
ii. Operations
The job description is useful documents for individual who have various
responsibilities in the day to day operation of the organization. These activities
includes:
Recruitment and screening, Test design, Hiring and placement, Orientation,
Developing procedure, Training and development.
iii. Control
Control system must be implemented to ensure compliance with legal
requirements and when necessary, to meet union demand. It can be –
Performance standard, Legal requirements, Collective bargaining
1–25
 Elements of a job description
• The job description describe the assignment a person is hired to perform.
To perform these assignments, the incumbent must have certain ASK. In
addition, job assignments are performed under a wide variety of
conditions.
• The unique physical, intellectual, and emotional demand also must be
recognized and described as precisely as possible.
• Although, there is no universal form exist, most JD contain at least five
sections:
– Identification- Job title, job status, job code, grade, supervisor, date,
written by, approved by, pay range
– Summary- listing major functions or activities
– Definition- among the broad categories define the specific scope or area
of assignment
– Accountabilities- it describe major result achieved and acts as a guide
for the goal-setting process that integrates job requirements with
jobholder contributions.
– Specification- it provides information (ASK, physical-mental ability) to
determine the worth of the job. 1–26
 Other Information used in JD: Conditions of Employment

• Although it does not often appear, a section entitled

Conditions of Employment can be added to a job description.

Conditions of employment:
• Specific information can be requested by using each
responsibility as a center of focus, or a review of information
already collected might be used to identify and describe:
– The environmental conditions within which the
responsibility is performed
– Reasonable accommodation to ensure compliance
– The knowledge, skills, and abilities (competencies)
required of an incumbent to perform responsibility at
minimally acceptable levels and proficient levels.

1–27
 That’s all for Today!
Thank you!

Next Class: chapter 08

Job Evaluation

1–28