jobanalysis hrm4

7/21/2019 jobanalysis HRM4

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JOB ANALYSIS

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INTRODUCTION

Job analysis is the process of gathering information about a job. It is,

to be more specific, a systematic investigation of the tasks, duties

and responsibilities necessary to do a job.

Job Analysis


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Nature of job analysis

Job Analysis

Job Analysis

Job Tasks

Job Duties

Job Responsibilities


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Job Analysis

Benefits of Job analysis

Job analysis information is useful for a variety of organisationpurposes ranging from human resource planning to career

counselling


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Job Analysis

Important benefits of Job Analysis

M u l t i f a c e t e d N a t u r e o f J o b A n a l y s i s

R e c r u i t m e n t

e l e c t i o n

! l a c e m e n t

T r a i n i n g

" o u n s e l l i n g

# u m a n R e s o u r c e

! l a n n i n g

J o b $ v a l u a t i o n

J o b D e s i g n a n d

R e d e s i g n

! e r f o r m a n c e

A p p r a i s a l

$ m p l o y e e a f e t y


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Who should conduct job analysis

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Job Analysis

Job incumbents themselves

upervisors

$%ternal analysts


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The process of Job analysis

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The major steps involved in job analysis are&

'rganisational analysis

election of representative positions to be analysed

"ollection of job analysis data

!reparation of job description

!reparation of job specification

Job Analysis


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The process of Job analysis


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ypes o o ana ys sInformation

( Work Activities:

( Machines, Tools, Equipment and WorkAids used

( ersonal requirements

( Job conte!t


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Which method to use "

( #actors to be considered beforechoosin$ the method of collectin$ dataare:

( &'o( of )ob*employees to be considered(

( & Time limit

( &+ost factors

( &Education levels of incumbents

( & Type of data required(


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Employee

diaries

Job experts

identify major

job characteristics

Job

Analysis

Direct observation

of the worker

Structured

uestionnaire

!ilmin" workers

on the job

#nterviewin"

employees

in "roups

#nterviewin"

employees

individually

!ethods Of Collectin" Job Analysis Data


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!ethods Of Collectin" Job AnalysisData

Job Analysis

Job erfor!ance& the analyst actually performs the job in )uestion

and collects the needed information

"ersonal obser#ation$the analyst observes others doing the job

and *rites a summary

%ritical incidents$job incumbents describe several incidents

relating to *ork, based on past e%perience+ the analyst collects,

analyses and classifies data.

&nter#ie'$job incumbents and supervisors are intervie*ed to get

the most essential information about a job


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Panel of experts: e!perienced people such as )ob incumbents

and supervisors ith $ood knoled$e of the )ob asked to

provide the information(

Diary method: )ob incumbents asked to maintain diaries or

lo$s of their daily )ob activities and record the time spentand nature of ork carried out(

Questionnaire method: )ob incumbents approached

throu$h a properly desi$ned questionnaire and asked to

provide details(

he Position Analysis Questionnaire: it is a

standardised form used to collect speci-c

information about )ob tasks and orker traits(


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#mployee acti$ities in %A&

1) &nfor!ation &nut$here and ho* does the employee get the information he-sheuses in performing his-her job.

$%amples&

se of *ritten materials.

/ear0visual differentiation.

2) Mental "rocesses$ hat reasoning, decision making, planning and information0processing activities are involved in performing the job1

$%amples&

2evels of reasoning in problem solving.

"oding-decoding

3) "*ysical acti#ities$hat physical activities does the employee perform and *hattools or devices does he-she use1

$%amples&

se of 3eyboard devices.

Assembling-disassembling.

Job Analysis

Cont


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Job Analysis

4) ,elations*is 'it* ot*er eole$ hat relationships *ith other people arere)uired in performing the job1

$%amples&

Instructing.

"ontacts *ith public, customers.

() Job contet$In *hat physical and social conte%t is the *ork performed1$%amples&

#igh temperature.

Interpersonal conflict situations.

+) .t*er Job c*aracteristics$hat activities, conditions, or characteristics other than

those described above are relevant to the job1$%amples&

pecified *ork pace.

Amount of job structure.

#mployee acti$ities in %A&


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!ana"ement %osition Description 'actors

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4. !roduct, marketing and financial strategy planning.5. "oordination of other organisational units and personnel.

6. Internal business control.

7. !roducts and services responsibility.

8. !ublic and customer relations.

9. Advanced consulting.

:. Autonomy of actions.

;. Approval of financial commitments.


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(uidelines for conductin" jobanalysis inter$ie)s

Job Analysis

!ut the *orker at ease+ establish rapport. ?ake the purpose of the intervie* clear.

$ncourage the *orker to talk by using empathy creativity.

#elp the *orker to think and talk according to the logical se)uence of the duties

performed.

Ask the *orker only one )uestion at a time.

!hrase )uestions carefully so that the ans*ers *ill be more than just @yes or @no.

Avoid asking leading )uestions.

ecure specified and complete information pertaining to the *ork performed and

the *orkerBs traits.

"onduct the intervie* in plain, easy language.

"onsider the relationship of the present job to other jobs in the department.

"ontrol the time and subject matter of the intervie*.

>e patient and considerate to the *orker.

ummarise the information obtained before closing the intervie*.

"lose the intervie* promptly.


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Job Analysis

*eha$ioural 'actors Impactin"Job Analysis

The follo*ing behavioural factors must be taken care of *hilecarrying out a job analysis&

$%aggerate the facts

$mployee an%ieties

Resistance to change

'veremphasis on current efforts

?anagement straight jacket


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.utcomes of Job Analysis

The information obtained from )obanalysis is classi-ed into threecate$ories(

( Job description

( Job speci-cation

( Job evaluation


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Job Analysis

Job Description

Job descrition$this is a *ritten statement of *hat the job holderdoes, ho* it is done, under *hat conditions it is done and *hy it is

done.


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Job /escription

( A )ob description is a ritten statement of theduties, responsibilities, required quali-cationsand reportin$ relationships of a particular )ob(

( The )ob description is based on ob)ectiveinformation obtained throu$h )ob analysis(

( Job description acts as an important resource for

&/escribin$ the )ob to potential candidates

&0uidin$ ne hired employees in hat they are

speci-cally e!pected to do1 rovidin$ a point of comparison in appraisin$

hether the actual duties ali$n ith thestated duties(


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+pecimen of Job Description

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Job Analysis

itle %o!ensation !ana/er

"ode #R-564=

Department #uman Resource Department

ummary Responsible for the design and administration of employee

compensation programmes.

Duties "onduct job analysis.

!repare job descriptions for current and projected

positions.

$valuate job descriptions and act as "hairman of Job

$valuation "ommittee.

Insure that companyBs compensation rates are in tune *ith

the companyBs philosophy.

Cont


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Job Analysis

Relate salary to the performance of each employee."onduct periodic salary surveys.

Develop and administer performance appraisal

programme.

Develop and oversee bonus and other employee

benefit plans.

Develop an integrated #R information system.

orking conditions /ormal. $ight hours per day. Cive days a *eek.

Report to Director, #uman Resource Department.

+pecimen of Job Description


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Jo! spe"i#"ation

( Job secification$ it offers a profile of human characteristics

kno*ledge, skills and abilitiesE needed by a person doing a job.

( Job specifications specify the minimum acceptable )ualifications

re)uired by the individual to perform the task efficiently. >ased on

the information obtained from the job analysis procedures jobspecification identifies the )ualifications, appropriate skills,

kno*ledge, and abilities and e%perienced re)uired to perform

the job.

( Job specification is an important tool in the selection process as it

keeps the attention of the selector on the necessary )ualificationsre)uired


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Job Analysis

+pecimen of job specification

$ducation ?>A *ith specialisation in #R?-?A in social *ork-!FDiploma in #R?-?A in industrial psychology.

A degree or diploma in 2abour 2a*s is desirable.

$%perience At least 6 yearsB e%perience in a similar position in a large

manufacturing company.

kill, 3no*ledge, Abilities 3no*ledge of compensation practices in competingindustries, of job analysis procedures, of compensation

survey techni)ues, of performance appraisal systems.

kill in *riting job descriptions, in conducting job analysis

intervie*s, in making group presentations, in performing

statistical computations

Ability to conduct meetings, to plan and prioritise *ork.

ork 'rientation Cactors The position may re)uire upto 48 per cent travel.

Age !referably belo* 6= years.


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Job Evaluation

( Job evaluation provides the relative valueof each )ob in the or$ani2ation( It is animportant tool to determine compensation

administration(( If an or$ani2ation is to have an equitable

compensation pro$ram, )obs that havesimilar demands on terms of skills,

education and other characteristics shouldbe placed in the common compensation$roups(

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Job Analysis

A close loo, at the jobs insideIndia-s best )or, places

asen %o!!unication ec*nolo/ies$$mployees enjoy considerable freedomto think and innovate and *ork in their o*n style. There is absolutely no

monitoring of anybody. There are no attendance registers and there is no limit on sick

leaves. $very employee is trusted and management is transparent. There is no

perk that "$' Rajiv ?ody enjoys that a junior employee does not.

5u/*es oft'are yste!s$ # makes sure that all its employees get

interesting breaks 0 these may take the shape of personality development

programmes, cricket matches, literature clubs, or adventure activities. 'ne of the

employees even commented GIf I donHt like my boss, I can change my section.G

Monsanto &ndia$?onsanto India is a flat organisation three to four levelsE. $ven

these levels are often cut short through an open culture. $veryone sits in an open

office. The *orkstations are the some sie. The travel allo*ances are the same soare the refreshments of course it sets stiff targets for employees, but trains them

*ith a rare rigour so that they get a fair shot at those. !eople identified as future

leaders are rolled over challenging positions.

Cont

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%adbury &ndia$ Cun is serious business at "adbury India. The #R managerHsstatement sums up the companyHs philosophy& @e believe that the day you stop

enjoying *ork is the day you stop contributing. e make people stretch& but *e

make them stretch *ith a smile.G The company firmly believes that a smile a day

keeps the market blues a*ay.

"*ilis oft'are %entre$The companyHs office in >angalore, employees couldhave all the comforts in the *orld& a variety of cuisines, a creche, a gymnasium,

bunker beds for naps, gym instructor, doctor, psychological counsellor, a dietician.

It is a *hole ne* *orld of *ork, play, study and rest. /ot surprisingly, senior

e%ecutives remain glued to their seats even after office hours. The company had to

come out *ith an order recently stating that nobody should stay in the office after < p.m.

*ithout sufficient reason

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Job Analysis

A close loo, at the jobs insideIndia-s best )or, places

jobanalysis hrm4

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