THE JOB ANALYSIS

PROCESS
 The philosophy behind the job analysis process
is simple. The organization needs to know
what every employee’s job entails: what they
do, how they do it, and what they need to
know. It involves gathering data about the job
and interpreting what it means about the tasks
and responsibilities of the position.
 Without thorough job analysis and resulting job
description , there could very well be a
mismatch between the employee’s skills and
expectations. This can result in low morale,
lack of motivation and high turnover
 Job analysis methods
The basic method by which HRM determine
job elements and the essential knowledge,
skills, and abilities for successful
performance include the following:
 Observation method:

A job analyst watches employees directly or

review films of workers on the job. Although
this method gives first hand information.
Workers rarely function most efficiently
when they are being watched.
 Job analysis methods
 Individual interview method:
it involves interviewing the employee who
are actually doing the job
 Group interview method

Similar to individual interview method

except that several people who hold the
position are interviewed simultaneously
 Job analysis methods
 Structured questionnaire method:
It gives the workers a specifically designed
questionnaire on which they check or rate
items they perform in their job from a long
list of possible task items.
 Technical conference method:

It uses supervisors with extensive

knowledge of the job, frequently call subject
matter experts. Here specific job
characteristics are obtained from the
experts.
 Job analysis methods
 Diary method:
In this method job incumbents to record
their daily activities. This is most time
consuming method and may extend over
long period of time
 Purpose of job analysis
 No matter what method you use to
gather data, the information collected
and written down from the job analysis
process generates three tangible
outcomes. Job descriptions, job
specifications and job evaluation
 Purpose of job analysis
 Job Description
It is written statement of what the job
holder does, how the job is done, under
what conditions, the essential functions,
how the work is to be completed, what the
purpose of the work is, and how it relates to
the organization mission

“A statement including what a job entails”

 Purpose of job analysis
 Job title: usually describes the job and
hints the nature and duties of the job
 Job identification: section includes the
department location of the job, a job
identification code
 Objective: of the position or how it relates
to other positions and the organization
mission
 Supervisor: to whom the position reports
 Job summary: including an outline of the
job responsibility
 Purpose of job analysis
 Job specifications or minimum requirements: for
education, experience, special skills, licenses and
certifications
 Essential functions: with a detailed list of tasks,
duties and responsibilities. This may be further
divided into sections including essential mental
functions essential physical functions
 Disclaimer: statement that indicates that the job
description is not an exclusive list of the activities
the employee may need to perform. Other duties
as assigned is a common part of the disclaimer
 Signatures: of top management, supervisor and
employee
 Purpose of job analysis
 Job specifications
It states the minimum acceptable
qualification that the incumbent must
possess to perform the job successfully.
Based on the information acquired through
job analysis, the job specifications identify
pertinent knowledge, skills, education,
experience, certification and abilities
 Purpose of job analysis
 Job evaluation
In addition to providing data for job descriptions
and specifications, job analysis also provides
valuable information for making job
comparisons. If an organization is to have
equitable compensation program, jobs that have
similar demands in terms of skills, knowledge
and abilities should be placed in common
compensation groups. Job evaluation contributes
by specifying the relative value of each job in
the organization, which makes it an important
part of compensation administration
 Job design
 Job refers to the way the position and tasks
within that position are organized. It describes
what tasks are included; how and when tasks
are done; and any factors that affect the work,
such as in what order the tasks are completed
and conditions under which the tasks are
completed.
 Problem arises when employees do not feel a
sense of accomplishment after completing the
tasks. To prevent this, the job needs to
designed so that the tasks have a clear
purpose and relate to the company mission.
 Job design
 Too often organizations take tasks that
more senior employees consider
unpleasant and load those into positions
for new hires.
 Good job designs incorporates tasks that
relate to organization goals and values
into every job description
 Job enrichment
 “If you want people to do a good job, give
them a good job to do”
 Expanding the job content to create more
opportunities for job satisfaction
 Richard Hackman offered a model of how
to design jobs that provide motivation
based on five core characteristics
 Job enrichment
 Skill variety: allowing workers to use different skills
and talents to do a number of different activities
 Task identity: workers are able to see a completed
product or project or some visible outcome that
creates a sense of accomplishment
 Task significance: the task performed have some
meaningful impact on the organization or the
external environment
 Autonomy: worker has some control over the job
 Feedback from the job itself: the job includes some
opportunity to show the worker if the tasks are
done properly
 Compressed work week
schedules
 Allow employees to work longer days in
exchange for longer weekend or other
days off.
 The most typical is 4/10 schedule, which
allows employees to work four ten hours
days in exchange of three days weekend
 Companies have started using
compressed work weeks in response to
customer demand for extended hours or
employee demand for flexibility
 Flex time
 Also called flexible working hours, allows
employees to schedule the time they
begin their eight hour working day within
guidelines.
 An alternative to traditional 9 to 5 work
schedules allows employees to vary
arrival and departure times
 For example employees may choose from
start times 7,8 or 9AM and end their days
8 hours later
 Telecommuting

 Using technology to work in a location

other than the traditional workplace
 Its is also just as likely that employees
use phone, internet, and teleconferencing
to accomplish their tasks while travelling
doing research, or at a local coffee shop
 Companies that have successfully
implemented telecommuting programs
list the following keys to success
 Telecommuting

 Planning is necessary before implementing a

telecommuting program
 Clear expectation are important; employees
must understand the business goals that are to
be met
 Well written policies and guidelines need to be
developed as to who is eligible
 Employees must understand that the privilege
may be revoked if the employee is not
performing to the expectation
 Senior management must be committed to
promoting telecommuting and making it work