Job Anaylsis & Designs Training course. course duration one day only.

1. Prepared by : Gihan Aboueleish

3.  “jobanalysis is the process of studying and
collecting information relating to the
operations and responsibility of a specific
job” “ EDWIN FLIPPO “
 “job analysis is a systematic exploration of
activities within a job.it is a basic technical
procedure ,one that is used to define the
duties ,responsibilities and accountabilities
of a job” “DAVID A.DECENZO and STEPHEN P.ROBBINS”

15. Job Analysis 
Determining duties and skill requirements of a ◦
job and the right kind of person.
Job Description 
Job’s duties, responsibilities, reporting ◦
relationships, working conditions, and
supervisory responsibilities.
Job Specification 
Job’s “human requirements”, the requisite ◦
education, skills, personality, etc.

16. Recruitment and Selection 
Compensation 
Performance Appraisal 
Training 
Discovering Unassigned Duties 
EEO Compliance 

18. Decide how you’ll use the information. .1
Review relevant background .2
information.
Select representative positions. .3
Actually analyze the job. .4
Verify the job analysis information. .5
Develop a job description and job .6
specification.

19.  Organization chart
 A chart that shows the organization wide
distribution of work, with titles of each position
and interconnecting lines that show who reports to
and communicates to whom.
 Process chart
 A work flow chart that shows the flow of inputs to
and outputs from a particular job.

20. Personal
Job performance observation Interview
Job data Questionnaire
Critical incidents Daily records Check list

22. Human Resource
Planning
Tasks Responsibilities Duties
Recruitment
Selection
Training and
Job Development
Descriptions Performance
Job Appraisal
Analysis Job Compensation and
Specifications Benefits
Safety and Health
Employee and Labor
Relations
Knowledge Skills Abilities
Legal Considerations
Job Analysis for
Teams

23. Employment Planning and
the Strategic Planning Process

24.  Meaning
It is a logical sequence of job analysis
Job design involves systematic attempt to
organize tasks ,duties and responsibilities into
a unit of work to achieve certain objective. It
is the division of total task to be performed
into manageable units-departments and
divisions and to provide for proper integration.

26. • The specification of individual task
a)
• The specification of methods of performing each
task
b)
• The combination of task into specific jobs to be
assigned to individuals working into organization
c)

27. Organizational Environmental Behavioral
factors factors factors
• Characteristic • Employee • Feed back
of task abilities and • Autonomy
• Work flow availability • Use of
• Ergonomics • Social and abilities
• Work cultural • Variety
practices expectations

28.  What physical and mental tasks does the
worker accomplish?
 When does the job have to be
completed?
 Where is the job to be accomplished?
 How does the worker do the job?
 Why is the job done?
 What qualifications are needed to
perform the job?

29. Contents Area of Information
Job title and location Name; of job and where it
is located.
Organizational relationship A brief explanation of
the number of persons
supervised (if applicable)
and the job title(s) of the
position(s) supervised. A
statement concerning
supervision received.
Relation to other jobs; Describes and outlines the
coordination required by
the job.

30. Area of Information Contents
Job summary; Condensed explanation of the
content of the job.
Information concerning The content of this area
varies
job requirements; greatly from job to job and
from organization to
organization. Typically it
includes information on
such topics as machines,
tools, and materials;
mental complexity and
attention required;

31. A job description should be a
formal, written document, usually from
one to three pages long & include the
following:
Date written.
Job Status (full-time or part-time; salary
or wage).
Position title.
Job summary (a synopsis of the job
responsibilities).
Detailed list of duties and responsibilities.
Supervision received (to whom the
jobholder reports).

32. Supervision exercised, if any (who reports to this
employee).
Principal contacts (in and outside the
organization).
Related meetings to be attended and reports to be
filed.
Competency or position requirements.
Required education and experience.
Career mobility (position[s] for which job holder
may qualify next).

33. a)Job rotation.
b)Job enlargement
c)Job enrichment
d)Self managing teams.
e)High performance work design

35.  Raisesintrinsic reward potential of job
 Beneficial to the organization
 Worker becomes competent in several
jobs
 Improves interdepartmental co-operations
 Motivates employees
 Reduces boredom
 Develops wide skills among workers

36.  No effect on employee enthusiasm and
efficiency.
 Reduces interest in the job.
 No effect on relationships among tasks.
 Increases
training cost and the flow of
work affected

38.  Job enlargement means increasing the
scope of a job through extending the
range of its job duties and
responsibilities.
 This is also called horizontal job loading
and is possible in the case of manual
,technical ,and clerical job holders.
 It does not increase the depth of a job

40. Beneficial to employees
and management
advantages
Acts as a Meets psychological
motivator needs of workers

41. Success depends on
psychology on
employee
Limitations
Oppositions from unions Needs support of
employee motivation

43. Self – directed work team
Quality circle
Production call
Special purpose teams

44.  Thismeans improving performance
in an environment where positive
and demanding goals are set. In
many organizations , such high
performance work design does not
work effectively

45.  Management must decide clearly what it
needs in the firm of new technology or new
methods of production and the results
expected from its introduction
 Management sets goals and standards for
success
 Multi-skilling is encouraged
 Self- managed teams or autonomous groups
are established
 Support systems are provided for material
supply

46.  Managers and team leaders adopt a
supportive rather than an autocratic style
 Thorough training is carried out as per
assessment of training needs
 Payment system is designed with employee
participation to fit their needs as well as
those of management
 Payment mat be related to team
performance , but with skill – based pay for
individuals
 A” peer performance review” process may
be used

48.  ”jobevaluation is a systematic and
orderly process of determining the
worth of a job in relation to other
jobs.” “According to EDWIN B. FLIPPO”

49.  Determines the relative worth of jobs
 Based on the analysis of the facts about job
 To bring a balanced wage structure
 Needs to be differentiated from job analysis
and performance analysis.

50.  Clearly indicates the relative worth of
different jobs in an organization.
 Itestablishes a hierarchy of jobs and evolves
a graduated wage scale for employee.
 Itis useful for introducing a
satisfactory, rational and balanced wage
structure in an organization.
 It promotes employees goodwill

51.  It provides scientific base for promotions and
transfers of workers.
 It avoids injustice to workers as regards wage
payment, promotion and transfers.
 It removes vague feelings and suspicions of
unfairness, favoritism.
 It makes promotions and transfers more easily
acceptable.
 It removes grievances and disputes among
employees

52. • Ranking or job comparison
Non- • Grading or job
quantitative classification
• Point rating
Quantitative • Factor comparison

53.  Securing acceptance from employees
 Creating / forming job evaluation committee
 Finding /deciding the jobs to be evaluated
 Analyzing and preparing job description
 Selecting the method of evaluation
 Classifying jobs
 Installing he program
 Periodical review

54.  Information sources
 Advantages
 Individual employees
 Quick, direct way to find
 Groups of employees
overlooked information
 Supervisors with knowledge
of the job
 Disadvantages
 Interview formats
 Distorted information
 Structured (Checklist)
 Unstructured

55.  The job analyst and supervisor should work together to
identify the workers who know the job best.
 Quickly establish rapport with the interviewee.
 Follow a structured guide or checklist, one that lists open-
ended questions and provides space for answers.
 Ask the worker to list his or her duties in order of
importance and frequency of occurrence.
 After completing the interview, review and verify the
data.

56. Information source  Advantages 
Have employees fill out ◦ Quick and efficient way ◦
questionnaires to gather information
from large numbers of
employees
Questionnaire 
formats
Structured checklists ◦
Disadvantages 
Opened-ended questions ◦ Expense and time ◦
consumed in preparing
and testing the
questionnaire

57.  Information source  Advantages
◦ Observing and noting the ◦ Provides first-hand
physical activities of information
employees as they go ◦ Reduces distortion of
about their jobs information
 Disadvantages
◦ Time consuming
◦ Difficulty in capturing
entire job cycle
◦ Of little use if job involves
a high level of mental
activity

58.  Information source  Advantages
◦ Workers keep a ◦ Produces a more
chronological diary/ log complete picture of the
of what they do and the job
time spent in each ◦ Employee participation
activity
 Disadvantages
◦ Distortion of information
◦ Depends upon employees
to accurately recall their
activities

59.  The position analysis questionnaire (PAQ)
 Questionnaire to collect quantifiable data
concerning the duties and responsibilities of various
jobs.
 The Department of Labor (DOL) procedure
 Standardized method by which different jobs can
be quantitatively rated, classified, and compared.
 Functional job analysis
 The extent to which
instructions, reasoning, judgment, and
mathematical and verbal ability are necessary for
performing job tasks.

60. Job Description
 A writtenstatement of what the worker
actually does, how he or she does it, and what
the job’s working conditions are.

61.  Job Identification
 Job Summary
 Responsibilities And Duties
 Authority Of Incumbent
 Standards Of Performance
 Working Conditions
 Job Specifications

62.  Job Identification
 Job title: name of job
 FLSA status section: Exempt or nonexempt
 Preparation date: when the description was
written
 Prepared by: who wrote the description
 Job Summary
 Describes the general nature of the job
 Lists the major functions or activities

63.  Relationships (chain of command)
 Reports to: Vice president of employee relations.
 Supervises: Human resource clerk, test
administrator, labor relations director, and one
secretary.
 Works with: All depatment managers and
executive management.
 Outside the company: Employment agencies,
executive recruiting firms, union representatives,
state and fedral employment offices, and various
vendors.

64.  Responsibilities and duties
 A listing of the job’s major responsibilities and
duties (essential functions)
 Defines limits of jobholder’s decision-making
authority, direct supervision, and budgetary
limitations.
 Standard Occupational Classification
 Classifies all workers into one of 23 major groups
of jobs which are subdivided into 96 minor
groups of jobs and detailed occupations.

65.  Standards of Performance and Working
Conditions
 Lists standards the employee is expected to
achieve under each of the job description’s main
duties and responsibilities.
 Standards must be specific
 Examples:

66.  What kind of person to recruit - what
qualities that person should be tested on
 Eitherlisted in a section of job description or
in a separate document

67.  Specifications for trained personnel
 Focus on traits like length of previous
service, quality of relevant training, and previous
job performance.
 Specifications for untrained personnel
 Focus on physical traits, personality, interests, or
sensory skills that imply some potential for
performing or for being trained to do the job.

68.  Specifications Based on Judgment
 Self-created judgments (common sense)
 List of competencies in Web-based job
descriptions (e.g., www.jobdescription.com)
 O*NET online
 Standard Occupational Classification
 Specifications Based on Statistical
Analysis
 Attempts to determine statistically the
relationship between a predictor or human trait
and an indicator or criterion of job effectiveness.

69.  Steps in Statistical Approach:
Analyze the job and decide how to measure job performance
Select personal traits (like finger dexterity) that you believe should predict
successful performance
Test candidates for these traits
Measure these candidates’ subsequent job performance
Statistically analyze relationship between the human trait (finger dexterity)
and job performance

70.  Job
 Generally defined as “a set of closely related
activities carried out for pay”.

71.  Job Enlargement
 Assigning workers additional same level
activities, thus increasing the number of
activities they perform.
 Job Enrichment
 Redesigning jobs in a way that increases the
opportunities for the worker to experience
feelings of
responsibility, achievement, growth, and
recognition.

72.  Job Rotation
 Moving a trainee from department to
department to broaden his or her experience
and identify strong and weak points to prepare
the person for an enhanced role with the
company.
 Systematically moving workers from one job to
another to enhance work team performance.

73.  Dejobbing  ExternalFactors Leading
 Broadening the responsibilities To Dejobbing
of the company’s jobs  Rapid product and
 Encouraging employee technological change
initiative  Global competition
 Deregulation,
 Internal Factors Leading  Political instability,
To Dejobbing  Demographic changes
 Flatter organizations  Rise of a service economy.
 Work teams

74.  Competencies
 Demonstrable characteristics of a person that
enable performance of a job.
 Competency-based job analysis
 Describing a job in terms of the
measurable, observable, behavioral
competencies (knowledge, skills, and/or
behaviors) an employee must exhibit to do a
job well.

75.  To Support HPWS
 Traditional job descriptions (with their lists of specific
duties) may actually backfire if a high-performance
work system is the goal.
 Maintain A Strategic Focus
 Describing the job in terms of the
skills, knowledge, and competencies the worker needs
is more strategic.
 Measuring Performance
 Measurable skills, knowledge, and competencies are
the heart of any company’s performance management
process.

76.  Performance management
 Managing all elements of the organizational
process that affect how well employees perform.
 Types of competencies
 General competencies
 reading, writing, and mathematical reasoning.
 Leadership competencies
 leadership, strategic thinking, and teaching others.
 Technical competencies
 specific technical competencies required for specific
types of jobs and/or occupations.