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Job anaiysis common approach
1. Job Analysis
Job Analysis is not a one time activity as jobs are changing
constantly
The job and not the person – an important consideration in job
analysis is conducted of the job and not of the person
It simply highlights what are the minimum activities that are
entailed in a job.
2. Definitions
Job analysis - systematic process of determining the
skills, duties, and knowledge required for performing
jobs in an organization
Job description – document providing information
regarding tasks, duties, and responsibilities of job
Job specification – minimum qualifications to perform
a particular job
3. Job Analysis
Skill Range
Does the job cover a reasonable but not too extensive range
of different tasks?
Are there opportunities to use knowledge and skills
associated with effective performance of the job?
Can the individual make full use of their skills and develop
their skill base?
4. Job Analysis
Job Purpose
Is the purpose of the job clearly and unequivocally
Is its contribution to the organisation’s objectives evident?
Is its contribution to its dept obvious?
Is the post holder responsible for the successful completion
of the whole job?
Do the internal systems help the post holder do the job?
5. Job Analysis
Relationships
Are the formal relationships clearly specified and related to
the achievement of the objectives?
Is there opportunity to develop working relationships within
and across the department’s boundaries?
Are colleagues available with whom the post holder can
discuss professional issues
6. Job Analysis
Job Outcomes:
Can the post holder see the result of their efforts?
Can the results of the post holders efforts be recognised?
Does the post holder have the opportunity to influence their
own levels of performance?
Rewards
Are the rewards appropriate and obtainable?
Are the rewards linked directly with the performance of the
post holder?
7. Steps in Job Analysis
1. Organizational Analysis – Overview of various jobs in the
organization and the linkages between them and the
contribution of various jobs towards achieving organizational
efficiency and effectiveness.
2. Uses of Job Analysis Information
3. Selection of jobs for analysis
4. Collection of Data
5. Preparation of Job description – tasks, duties, responsibilities
6. Preparation of Job Specification – personal attributes required
in terms of education, training, aptitude and experience to
fulfill the job description
8. Methods of collecting information
Job Questionnaire:
Most cost effective method
Elicits information from workers & their immediate supervisor
You can get intimate detailed knowledge of their jobs
Questionnaire needs to be structured in advance
Responses can be used to create a job description
9. Questionnaire method
Disadvantages
Right population – questions can be interpreted differently
Not everyone is able to describe fully & exactly
Questionnaire not easy to make to cover all aspects
10. Interview
Disadvantages:
Time consuming
Quality and experienced analyst
Distrust of interviewers
11. Observation
It is good for simple and repetitive jobs
Disadvantages:
Presence of analyst can cause stress
Jobholder may purposely reduce the pace of
activity to justify overtime
Cannot be used where job requires personal
judgment and intellectual ability
12. Independent Observers
Diary – One or more incumbents note duties and frequency of
tasks performed
Critical Incidents – Incumbents brainstorm of critical incidents
that happen routinely and infrequently – this method is excellent
for training
Photo tape recording
Review of records – Maintenance records, repair records at
seasonal variations
13. Data collected
List of tasks
List of decisions made
Amount of supervision received
Supervision exercised
Diversity of functions performed
Interaction with other staff
Physical conditions
Software used
14. Definitions
Job - Consists of a group of tasks that must be performed for an
organization to achieve its goals
Position - Collection of tasks and responsibilities performed by
one person; there is a position for every individual in an
organization
15. Job Analysis: A Basic Human Resource Management Tool
Human Resource Planning
Tasks Responsibilities Duties
Recruitment
Selection
Training and Development
Job Descriptions Performance Appraisal
Compensation and Benefits
Job
Analysis Safety and Health
Job Specifications
Employee and Labor
Relations
Legal Considerations
Job Analysis for Teams
Knowledge Skills Abilities
16. Job Description
Difficult to have a perfect and fully inclusive JD – as one moves
up in the hierarchy of the organization, a detailed JD becomes
very difficult.
Most orgs would prefer not to describe the job fully, because
employees would stick to it and not do anything beyond
Supervisors job may become redundant
Rapid technological changes
17. Job Description
A job description
Clarifies work functions and reporting relationships, helping
employees understand their jobs.
Aids in maintaining a consistent salary structure.
Aids in Performance evaluations.
Is a set of well written duty statements containing action words
which accurately describe what is being done.
18. Duty statements
should focus on primary, current, normal, daily duties and responsibilities
of the position (not incidental duties, an employee’s qualifications or
performance, or temporary assignments). Related or similar duties
should be combined and written as one statement.
Should be a discreet, identifiable aspect of the work assignment,
described in one to three sentences, and should be outcome-based,
allowing for alternate means of performing the duty, changes in
technology, preferences of employees and supervisors, and
accommodations of workers with disabilities, without altering the nature
of, and/or the duty itself.
19. Writing a JD
Duties are to be listed in order of importance, not necessarily
frequency.
There is no need to group tasks/duties under sub headings,
however it is acceptable.
Commence each statement with a verb eg 'processes', 'maintains',
'records' etc, .
Avoid using the term 'responsible for' rather describe the action
e.g. 'obtains', 'coordinates' etc.
20. Writing a JD
Frequencies should be identified in multiples of 5%. Duties that
take less than 5% of the officer's time should not be shown as
separate but grouped with other duties.
Use action verbs which tell what the position does. Examples
include "supervises", "programs", "directs" and "analyzes".
Provide specific examples to illustrate the duties Avoid
ambiguous terms such as "oversees" or "manages", instead,
describe the activities involved in overseeing or managing.
Quantify activities when possible. Examples may include: How
often is the activity performed? How much money does this
position manage? What is the volume of work handled?
21. Writing a JD : Primary Function
What is the Position's objective?
What is the Role of Position (including key relationships)?
Position summary [Briefly state the purpose or objective of the
position]:
Essential job functions [State the major responsibilities, indicate
New (N) or Existing (E), and the estimated percent of time
devoted to each - include descriptive statements of typical or
representative tasks associated with the major
responsibilities/functions]:
State briefly the general function of your position, including the
basic nature of the department and the relationship of your
position with other positions in your work area
22. Person Specification
Person Specification is a statement derived from
the job analysis process and the job description
Of the characteristics that an individual would need
to possess in order to fulfill the requirements of a
job
23. Compiling a person specification
Attainment: What educational requirements and specialist
knowledge are really required for successful completion of the
task
Experience: What roles and tasks should have been occupied
to ensure that the post holder is adequately equipped?
Abilities: What skills need to be deployed for the competent
performance of the tasks?
Aptitude: Where will the post-holders strengths lie;what
particular talents do they need to possess?
Interests: What interest relevant to the work will suggest
possession of sought after skills /aptitudes?
24. Reasons For Conducting Job Analysis
Staffing – would be haphazard if recruiter did not know
qualifications needed for job
Training and Development – if specification lists a particular
knowledge, skill, or ability, and the person filling the position
does not possess all the necessary qualifications, training
and/or development is needed
Compensation and Benefits – value of job must be known
before dollar value can be placed on it
25. Reasons For Conducting Job Analysis (Continued)
Safety and Health – helps identify safety and health considerations
Employee and Labor Relations – lead to more objective human resource
decisions
Legal Considerations – having done job analysis important for supporting
legality of employment practices
26. Summary of Types of Data Collected Through Job Analysis
Work Activities – work activities and processes; activity records (in film
form, for example); procedures used; personal responsibility
Worker-oriented activities – human behaviors, such as physical actions
and communicating on the job; elemental motions for methods analysis;
personal job demands, such as energy expenditure
Machines, tools, equipment, and work aids used
Job-related tangibles and intangibles – knowledge dealt with or applied
(as in accounting); materials processed; products made or services
performed
27. Summary of Types of Data Collected Through Job Analysis
Work performance – error analysis; work standards; work measurements,
such as time taken for a task
Job context – work schedule; financial and nonfinancial incentives;
physical working conditions; organizational and social contexts
Personal requirements for the job – personal attributes such as
personality and interests; education and training required; work experience
28. Conducting Job Analysis
The people who participate in job analysis should
include, at a minimum:
The employee
The employee’s immediate supervisor
Other key stakeholders in the organization