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Job Analysis

This document discusses job analysis, which involves gathering and analyzing information about jobs within an organization. This information is used for organizational planning, human resource management, and other functions. Job analysis information includes job descriptions, worker specifications, performance criteria, and more. It can be obtained through methods like observation, interviews, questionnaires, and documentation review. The information is then used for applications like job descriptions, specifications, and standards. Job design takes the analyzed job information and transforms work through techniques like job rotation, enlargement, and enrichment to create productive and satisfying jobs.

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Faisal Madjid
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156 views11 pages

Job Analysis

This document discusses job analysis, which involves gathering and analyzing information about jobs within an organization. This information is used for organizational planning, human resource management, and other functions. Job analysis information includes job descriptions, worker specifications, performance criteria, and more. It can be obtained through methods like observation, interviews, questionnaires, and documentation review. The information is then used for applications like job descriptions, specifications, and standards. Job design takes the analyzed job information and transforms work through techniques like job rotation, enlargement, and enrichment to create productive and satisfying jobs.

Uploaded by

Faisal Madjid
Copyright
© Attribution Non-Commercial (BY-NC)
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PPT, PDF, TXT or read online on Scribd
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JOB ANALYSIS AND DESIGN

A managerial activity, performed within organisations, and directed at gathering , analysing, and synthesizing information about jobs, information that serves as the foundation for organisational planning and design, human resource management, and other managerial functions (Ghorpade and Atchinson, 1980)

Links between job analysis and Human Resource Management


Job design

Human resource planning

Job Information

job description worker specification performance criteria compensable factors job families

Recruitment and selection

Performance appraisal

Compensation

Training and development

What is analysed ?
Work activities The job context tools, machines, equipment, and work aids used how the job performed the personnel requirements for the job job relationships job-related tangibles or intangibles

How will the information be obtained?


Observation interviews panel of experts questionnaires diary/log film combination

The three phases of job analysis information


PREPARATION FOR JOB ANALYSIS COLLECTION OF JOB ANALYSIS INFORMATION APPLICATIONS OF JOB ANALYSIS INFORMATION

General familiarity with organisati on and type of work

Job identi ficati on

Ques tionn aire devel opme nt

Data colle ction

Applications: job descriptions job specifications job standards

Addition to human resource information system

Job Descriptions
A written statement that explains the duties, working conditions, and other aspects of a specified job

Job Specifications
A description of the job demands on the employees who do it and the human skills that are required. It is a profile of the human characteristics needed by the person performing the job.

Job Performance Standards


Standards that become targets for employee efforts; and Standards are criteria against which job success is measured.

The Job-Design Input-Output Framework


Feedback Organisational elements Environmental elements Behavioral elements Job design

Productive and satisfying jobs

INPUTS

TRANSFORMATION PROCESS

DESIRED OUTPUTS

ELEMENTS OF JOB DESIGN


ORGANISATIO NAL ELEMENTS ENVIRONMENTAL ELEMENTS BEHAVIORAL ELEMENTS

mechanistic approach work flow work practices ergonomics

Employee abilities and availability


social and cultural expectations

autonomy variety task identity task significance feedback

Techniques of Job Redesign


Underspecialisation Overspecialisation
work simplification reengineering

job rotation job enlargement job enrichment autonomous work teams

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