Techniques and processes used in Collection of Job Analysis Informatin in Human Resource Management

1. COLLECTION OF JOB
ANALYSIS INFORMATION
Presentors:
Roshan Dhital
Perulima Bhandari

2. INTRODUCTION
Job Analysis:
 Systematic recording of activities involved
 Qualification needed
 Process of collecting information of job and job
holder

3. UNDERSTAND THE PURPOSE OF JOB ANALYSIS
 Purposes can be:
 Human resource planning decision
 Recruitment and selection decision
 Training and management development decisions
 Employee compensation decision
 Performance appraisal decision
 Assignment of duties, responsibilities, authority

4. SELECT POSITIONS FOR JOB ANALYSIS
 The specific positions in the organization structure
needing job analysis should be selected for
collection of information.
 Representative jobs are selected

5. IDENTIFY INFORMATION NEEDED
 Types should identified
1) Work activities( specific, procedures,
complexity, responsibilities, hazards)
2) Worker-oriented activities(nature,
motion, human behaviors )
3) Machines and materials used(types,
knowledge, goods made)

6. CONTD…
1) Job performance standards( quality and quantity)
2) Job context(condition, schedule, incentives ,
relationships)
3) Personal attributes(education, experience,
strength)

7. IDENTIFY SOURCES OF INFORMATION
 Employees
 Supervisors
 Independent Experts
 Nonhuman sources

8. CHOOSE METHOD FOR COLLECTING
INFORMATION
 Observation method
 Interview method
 Questionnaire method
 Diary method
 Technical conference method

9. COLLECT INFORMATION
 Information is collected and processed
 Verified for accuracy and stored

10. USES OF JOB ANALYSIS INFORMATION
 Recruitment and selection
 Compensation
 Performance appraisal
 Training and development

11. OBSERVATION METHOD
 Observe employees doing a job
 Information about activities,
equipments, materials, etc
 Time study and motion study
 Time study determines the time
required to perform specific job
efficiency
 Useful for simple and repetitive jobs
 However, may lead to distortions

12. INTERVIEW METHOD
 Face to face interview of individual or
group
 Checklist of question used for
interviewed purposes
 Allows explanation of unclear
questions
 Uncertain questions can also be
provided.
 Better accuracy is ensured for
assessing what a job fails.
 Costly and time consuming.

13. QUESTIONNAIRE METHOD
 Popular for collecting data from a large
number of employees
 Structured questionnaire containing a
list of possible activities
 Quicker and economic for gathering
information
 Allows many jobs to be studied at one
time
 However, questionnaire may be
misunderstood.

14. TECHNICAL CONFERENCE METHOD
 Specialists and technicians with
extensive knowledge of the job are
interviewed
 Get information's that are not
obtained from employees
 However, supervisor and exporter
may lack formally with the
complexity of the job
 The information may lack accuracy

15. DIARY METHOD
 Employees record their daily activities
in a diary
 Comprehensive information is
obtained
 This method is an economies ad
feasible
 Not a popular method.
 Employees regarded it as an added
workload

16. THANK YOU