Job analysis is the systematic process of collecting information about the duties, responsibilities, skills, and working conditions of a job. It involves determining the tasks and behaviors required to perform the job successfully. The key outcomes of job analysis include job descriptions that summarize the principal duties and specifications of the job, as well as information used for recruitment, selection, training, performance evaluation, and compensation. Job analysis data is typically collected through methods such as observation, interviews, questionnaires, and logs completed by job incumbents. The results provide an objective basis for designing and classifying jobs within an organization.

1. Job Analysis and design

2. The Vocabulary of Job Analysis
 Position: the responsibilities and duties performed by an individual. There
are as many positions in an organization as there are employees
 Job: group of positions that are similar in their duties, such as computer
programmer
 Job analysis: a purposeful, systematic process for collecting information
on the important work-related aspects of a job
 Job description: the principal product of a job analysis. It represents a
written summary of the job as an identifiable organizational unit
 Job specification: a written explanation of the knowledge, skills, abilities,
traits, and other characteristics (KSAOs) necessary for effective
performance on a given job
 Tasks: Coordinated and aggregated series of work elements used to
produce an output

3. LINKAGE BETWEEN ORGANISATION &
JOBS
Jobs are therefore:
 the basic units of an organizational structure
(The Building Blocks)
 the link between an individual and the organization
(Employee/Employer)
 the bridge between people and what is expected of
them
(Their Work)
 designed independent of the person doing the job at
that point in time
 Help evaluate the job for identifying compensatory
specifications

4. JOB ANALYSIS IS ….
NOT
 A personal analysis
 A performance appraisal

5. Job Analysis
Job analysis is the process of gathering information about the job and
evaluating such information in terms of what is necessary and relevant.
Essentially, job analysis involves three questions:
1. What is a job?
2. What should be analyzed?
3. What methods of analysis should be used?

6. 4–6
Types of Information Collected
Work
activities
Human
behaviors
Human
requirements
Job
context
Machines, tools,
equipment, and
work aids
Performance
standards
Information
Collected Via
Job Analysis

7. Nuts and Bolts
 Who is involved in the job analysis?
 Management
 Supervisors
 Job analysts
 Job incumbent
 Unions
 Consultants

8. JOB ANALYSIS
TWO BASIC RULES:
 We will not analyse the strengths and
weaknesses of the incumbent holding the job
 We will analyse the value contribution of the job
to the organisation, as if it is being performed at
the normal level

9. The Steps in Job Analysis
S te p 1
E x a m i n e t h e
t o t a l o rg a n i-
z a t i o n a n d
t h e f it o f
e a c h j o b
S te p 2
D e t e r m i n e
h o w j o b
a n a l y s i s
i n f o r m a t i o n
w i l l b e u s e d
S te p 3
S e l e c t j o b s
t o b e
a n a ly z e d
S te p 5
P r e p a r e j o b
d e s c r i p t i o n
S te p 6
P r e p a r e jo b
s p e c i f ic a t i o n
U s e i n f o r m a t i o n f r o m
S t e p s 1 – 6 f o r :
J o b d e s i g n
P l a n n in g
R e c r u i tm e n t
S e l e c t i o n a n d tr a in in g
P e r f o r m a n c e e v a l u a t i o n
C o m p e n s a t io n a n d b e n e f i t s
E E O c o m p l ia n c e
F o ll o w - u p e v a l u a t io n s
S te p 4
C o l l e c t d a t a
b y u s i n g
a c c e p ta b l e
j o b a n a l y s i s
t e c h n i q u e s
F ig 6 - 1

10. Methods of Data Collection
 When collecting job data, these basic
methods can be used separately orin some
combination:
 Observation
 Interview
 Questionnaires
 Job incumbent diaries or logs
 In each method, job information is:
 Collected
 Studied in terms of tasks completed by the job
incumbent (job oriented analysis)

11. Methods of Data Collection
 When collecting job data, these basic
methods can be used separately orin some
combination:
 Observation
 Interview
 Questionnaires
 Job incumbent diaries or logs
 In each method, job information is:
 Collected
 Studied in terms of tasks completed by the job
incumbent (job oriented analysis)

12. 4–12
Methods of Collecting Job Analysis
Information: Observation
 Information Source
 Observing and noting the
physical activities of
employees as they go
about their jobs
 Advantages
 Provides first-hand
information
 Reduces distortion of
information
 Disadvantages
 Time consuming
 Difficulty in capturing entire
job cycle
 Of little use if job involves a
high level of mental activity

13. Methods of Collecting Job Analysis
Information: The Interview
 Information Sources
 Individual employees
 Groups of employees
 Supervisors with knowledge
of the job
 Advantages
 Quick, direct way to find
overlooked information
 Disadvantages
 Distorted information
 Interview Formats
 Structured (Checklist)
 Unstructured

14. 4–14
FIGURE 4–3
Job Analysis Questionnaire for
Developing Job Descriptions
Note: Use a questionnaire
like this to interview job
incumbents, or have them
fill it out.
Source: www.hr.blr.com. Reprinted with
permission of the publisher, Business and Legal
Reports, Inc., Old Saybrook, CT

15. Job Analysis: Interviewing
Guidelines
 The job analyst and supervisor should work together to
identify the workers who know the job best.
 It is advisable to 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.

16. Interviews
 Interviews are difficult to standardize
 Different interviewers may ask different questions
 The same interviewer might ask different
questions
of different respondents
 Information may be unintentionally distorted by
the interviewer
 Interviewing costs can be high, especially if
group interviews aren’t practical

17. Questionnaires
 Questionnaires are the least costly data
collection method
 They can collect large amounts of data in a short
time
 A structure d questionnaire includes specific
questions about the job, working conditions, and
equipment
 An o pe n-e nde d format permits job incumbents to
use their own words and ideas to describe the job
 The format and structure of a questionnaire
are debatable issues

18. Questionnaires
 To make a questionnaire easierto use:
 Keep it as short as possible
 Explain what the questionnaire is being used for
 Keep it simple
 Test the questionnaire before using it

19. Job Incumbent Diary or Log
 The diary orlog is a recording by incumbents
of:
 Job duties
 Frequency of the duties
 When the duties are accomplished
 Most people are not disciplined enough to
keep a log
 Kept properly, the log permits an examination of
routine duties and exceptions
 The diary or log is useful when analyzing jobs that
are difficult to observe

20. Which Method to Use?
 Many organizations use a multi-methods job
analysis approach
 The analyst interviews incumbents and
supervisors in conjunction with on-site
observation
 A task survey based on expert judgments is
constructed and administered
 A statistical analysis of the responses is
conducted
 Using a comprehensive process is relatively
expensive and time-consuming

21. Specific Quantitative
Techniques
 Three of the more popularquantitative
techniques:
 Functional job analysis
 Position analysis questionnaire
 Management position description questionnaire

22. Functional Job Analysis
 Functional job analysis (FJA) is the result of 60 years of research
on analyzing and describing jobs
 Conceived in the late 1940s
 Developed to improve job classifications in the Dictio nary o f
O ccupatio nalTitle s (DO T)
 DOT descriptions helped job analysts learn what was involved in a
particularjob
 FJA could then be used to elaborate and more thoroughly
describe the content of a job
 The goal was creating a common language for accurately
describing jobs

23. Functional Job Analysis
 FJA assumes jobs can be described in terms of three
basic relationships the workerhas with the work:
 Physically relating to thing s
 Using mental resources to process data
 Interacting with pe o ple
 Using behavioral terms, each relationship can be
organized along a continuumof complexity
 Lowest to highest
 Each job has a quantitative score
 Jobs with similar ratings can be assumed to be similar

24. Functional Job Analysis
E x p e r ie n c e R e q u ir e m e n t s
T ra in in g
E x p e r ie n c e
L ic e n s in g
•
•
•
W o r k e r R e q u ir e m e n t s
B a s ic s k ills
C ro s s -f u n c tio n a l s k ills
G e n e ra l k n o w le d g e
E d u c a tio n
•
•
•
•
W o r k e r C h a r a c t e r is tic s
A b ilitie s
In te r e s ts a n d w o r k v a lu e s
W o rk s ty le s
•
•
•
O c c u p a tio n a l C h a r a c te r is t ic s
L a b o r m a r k e t in fo r m a tio n
O c c u p a tio n a l o u tlo o k
W a g e s
•
•
•
O c c u p a tio n a l R e q u ir e m e n t s
G e n e ra liz e d w o r k a c tiv itie s
W o r k c o n te x t
O rg a n iz a tio n a l c o n te x t
•
•
•
O c c u p a tio n a l S p e c ific R e q u ir e m e n ts
O c c u p a tio n a l s k ills , ta s k s ,
a n d k n o w le d g e
M a c h in e s , to o ls , a n d e q u ip m e n t
•
•
O * N E T

25. Position Analysis Questionnaire
 The position analysis questionnaire (PAQ):
 Was developed by researchers at Purdue University/Contains
195 items
 the position analysis questionnaire is a structured job analysis
questionnaire containing 194 items called job elements. These
elements are worker-oriented. The items are organized into six
divisions:

26. Position Analysis Questionnaire
 Computerized scoring of the PAQis based on seven
dimensions: each presents a basic element that may or
may not be a part of the job
 Decision making
 Communication
 Social responsibilities
 Performing skilled activities
 Being physically active
 Operating vehicles or equipment
 Processing information
 The scores permit development of job profiles and job
comparisons

27. Management Position Description
Questionnaire
 Conducting a job analysis formanagerial jobs
is challenging because of:
 The disparity across positions
 Levels in the hierarchy
 The type of industry
 An attempt to systematically analyze
managerial jobs was conducted at Control
Data Corporation
 The result is the management position description
questionnaire (MPDQ)

28. Management Position Description
Questionnaire
 The MPDQ is:
 A checklist of 208 items related to the
concerns and responsibilities of managers
 A comprehensive description of managerial work
 Intended for use across most industrial settings

29. 4-29
Outcomes of Job Analysis
Figure 4-1

30. 4-30
Person Specification
 Pe rso n spe cificatio n: summarizes the characteristics of
someone able to perform the job well
 Esse ntialcrite ria : job candidate characteristics that are
critical to adequate new hire performance and for which
candidates should be screened
 De sirable crite ria : job candidate criteria that may
enhance the new hire’s job performance, but that are not
essential to adequate job performance

31. 4–31
Use of Job Analysis Information
Recruitment and
Selection
Compensation
Legal
Compliance
Discovering
Unassigned
Duties
Performance
Appraisal
Training
Information
Collected Via
Job Analysis

32. 4-32
Job Description
 A written description of the duties and responsibilities of
the job itself based on a job analysis. Job descriptions
usually include:

33. The ELEMENTS OF JOB
DESCRIPTION
 Job Purpose
 Job Context & Major Challenges
 Principal Accountabilities
 Organizational Relationships

34. Job Enrichment: A Motivational
Approach
 Job enrichment tries to design jobs in ways
that help incumbents satisfy theirneed for:
 Growth
 Recognition
 Responsibility
 The job is expanded vertically
 Employees are given responsibility that might
previously have been part of a supervisor’s job
 According to Herzberg, employees are
motivated by jobs that enhance theirfeelings
of self-worth

35. Job Enrichment: A Motivational
Approach
 A job must possess “core job dimensions” to
lead to desired outcomes:
 Skill variety
 Task identity
 Task significance
 Autonomy
 Feedback

36. Work-Family Balance and Job
Design
 Work-family tension is driven by changing
workforce demographics
 Women and single parents entering the workforce
 Dual-career couples
 The aging population
 Some organizations meet employees’ needs
through flexible workarrangements:
 Job sharing
 Flextime
 Telecommuting

37. Work-Family Balance and Job
Design
 Benefits of family-friendly arrangements:
 Higher recruitment
and retention rates
 Improved morale
 Lower absenteeism
and tardiness
 Higher levels of employee productivity
 Telecommuting allows employees to workat home part-
orfull-time
 Communication is through phone, fax, computer
 Often resisted by managers who fear loss of control and
subordinate accessibility

38. 4–38
Job Analysis in a “Jobless”
World
Flattening the
Organization
Reengineering
Business
Processes
De-jobbing the
Organization
Using Self-
Managed Work
Teams

39. 4–39
Competency-Based Job
Analysis
 Competencies
 Demonstrable characteristics of a person that
enable performance of a job.
 Reasons for Competency-Based Job Analysis
 To support a high-performance work system.
 To create strategically-focused job descriptions.
 To support the performance management
process in fostering, measuring, and rewarding:
 General competencies
 Leadership competencies
 Technical competencies

40.  THANKYOU!