project '10final main

8/8/2019 Project '10final Main

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Master of Business Administration

CHAPTER 1

INTRODUCTION

ANDREVIEW OF LITERATURE

CHAPTER.1 OVERVIEW

DC School of Management and Technology 1


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INTRODUCTION

1.1 THE COMPANY - RAYSUT CEMENT CO. (S.A.O.G)1.1.1 RCC Vision, Mission and Values

1.1.2 Awards and Recognitions1.1.3 Features1.1.4 Product Range1.1.5 Subsidiary1.1.6 Business Conduct1.1.7 Management Commitments1.1.8 RCC Organogram1.1.9 The Group System1.1.10 The Contract System1.1.11 Employee Categorization1.1.12 Job Clarity and Job Analysis

1.1.13 Career in RCC

1.2 JOB ANALYSIS

1.2.1 Fundamental Job Description1.2.2 Job Specification1.2.3 Purpose of Job Analysis1.2.4 Determining the type of information to be collected1.2.5 Methods of Job Analysis1.2.6 Potential Problems in Job Analysis

1.3 KNOWLEDGE

1.4 SKILL

1.5 BEHAVIOURAL ATTRIBUTES

CONCLUSION

CHAPTER-1



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INTRODUCTION AND REVIEW OF LITERATURE

Today's organizations operate in a rapidly changing environment. Consequently, one

of the most important assets for an organization is the ability to manage change -- and

for people to remain healthy and authentic.

- Carter McNamara -

The scenario of the Industrial World is changing Long ego, when the

concept of organized labour and huge production was introduced, whatever we were

producing was sold in the market. Gradually, with the advances in Science and

Technology, Information Technology, Management Sciences, etc. scenario changed

resulting in competition in market with the emphasis on quality, Low cost

production, Speedy Delivery, Customer Care. Naturally, in todays Industrial world

success of companies is depending not on the raw materials and infrastructures but

ideas, insights and creativity of employees working in it. Correspondingly, the

profession of Organization Development (OD) has been changing to meet the

changing needs of organizations.

Job Analysis

A job analysis is the process used to collect information about the duties,

responsibilities, necessary skills, outcomes, and work environment of a particular job.

As much as possible data is required to put together a job description, which is the

frequent outcome of the job analysis. Additional outcomes include recruiting plans,

position postings and advertisements, and performance development planning within

the performance management system. The more information is gathered, the easier the

actual writing of the job description will be.

The Study

Keeping above understanding into background, the researcher have decided to

conduct job analysis for different job titles in the mechanical maintenance department

of Raysut Cement Company (S.A.O.G), Salalah, Sultanate of Oman. While studying

about the company, it was realized that the plant people, are into more of technical

work, which involves wide range of job activities; so that they should be

knowledgeable and better skilled in terms of conceptual, technical and behavioral

skills. Further, among the plant based work units, since Mechanical Maintenance



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Department was found to have higher number of company employees the researcher

selected Mechanical Maintenance Department as target Department and conducted the

study.

In this study based on the Job analysis of the different Job Titles in target the

department, the researcher have conducted analysis, developed the job descriptions

and specification and presented it in four chapters as follows

Chapter 1 Introduction and Review of Literature

Chapter 2 Research Methodology

Chapter 3 Data Analysis

Chapter 4 Data Presentation

The present chapter namely, Introduction and Review of Literature comprises of two

parts; Profile of The Company - Raysut Cement Co. and literature review pertaining

to Job Analysis, its importance, methods and various other factors related to it.



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PART.1 PROFILE OF THE COMPANY

1.1 RAYSUT CEMENT COMPANY (S.A.O.G)

Raysut Cement Company (S.A.O.G) formed in1981, started its commercial

operations in 1984.The factory with administrative building is strategically located at

Raysut industrial area in Salalah, in the southern region of Dhofar in Sultanate of

Oman. It covers an area of 275,000 sq.m of land, in Raysut industrial estate very near

to Salalah seaport.

In addition to the main plant at Raysut, there is a terminal outlet for the storage

and handling facility at Muscat, 1020 Km away from Salalah. It caters to the local

markets. Export markets of Yemen, Gulf, Srilanka, Seychelles, Mauritius, and other

East African countries are easily assessable from Salalah.

RCC distinguished itself from other cement producer in the region by the

quality, products variety, deep inventory of growth of raw materials; customer-

focused marketing; diversification across region and markets logistics. RCCs

marketing network spread across 10 countries in the whole of Asia, Africa and Middle

East. Reflecting its aim to be a regional player, it occupies industry leader positions.

The total cement production capacity runs at 3.0 MMTPA. The business

model with diversified portfolio of high quality assets generates more stable cash

flows and greater capacity to drive growth than the traditional resource. In 2007, the

company generated turnover of US$ 163.8 million, underlying earnings before interest

and tax (EBIT) of US$ 86.8 million, and a net profit of US$ 78.3 million. By March

31, 2008, our market capitalization was US$ 1.3 billions. In 2007, Cement sales

exceeded 2.225 MMTPA, with EBITDA at US$ 96.2 million.RCCs objective is to create a long-term value through development and

conversion of natural resources, adopting best industry practices in all aspects of

operation and provide market-focused solutions. RCC put thrust to-

Actively manage and build their business with high quality assets and services.

Strive towards a high performance organization in which every individual accepts

responsibility and is rewarded for results.



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Gain mutual trust of the shareholders, employees, customers, suppliers and

communities through positive communications and consistently delivering on the

commitments.

Raysut Cement Company focuses on

Performance oriented approach achieving high quality business results

and strengthening their capabilities.

Safety and Environment firm commitment to health, safety and

sustainable development.

Truthfulness doing what they say with no compromise.

Value - win-win relationships and value addition to all parties.

The Challengeto deliver results even in a situation of adversity

The company is managed by Board of Directors, run by a team of professional

managers. Shareholders in company have equivalent economic and voting rights as

per norm of the country.

Among Top Omani Corporates Rank

Profit (Growth % from 2005:105.92) 5

Market Capitalization (RO 231 Million) 4

Return on Equity (29.17%) 5

Earning per share growth (71.67%) 4

1.1.1 RCC - VISION, MISSION AND VALUES

Company instead of going into complexity of words designed its vision, mission and

values in simple and understandable to all fashion which reads as follows:

Vision Raysut

A great world starts form us!

Mission Raysut

o We strive for efficiency through economies of scale, modern technology and

management.

o We create value for share holders.

o We satisfy our customers with quality products and services.

o We bare social responsibility by taking care of our employees and protecting

environment.



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Values Raysut

o Sincerity

o Dedication

o Integrity

o Innovation

1.1.2 AWARDS AND RECOGNITIONS

The awards and recognitions that the Raysut Cement Company possesses are as

follows:

National Award for best five industries by His Majesty Sultan Qaboos Bin said for

many consecutive years.

National Award for pollution free Industrial Environment.

ISO 9001:2008 Quality Certification, from BM Trada, Netherlands.

ISO 14001:2004 Environment Management Certification, from BM Trada

Netherlands.

Accreditation of American Petroleum Institute (API) for Oil Well Cement.

Approved product standards British Standards (BSEN), American Standards

(ASTM), Omani Standards (OS), and Petroleum Development Oman (PDO).

1.1.3 FEATURES

The salient features of RCC may be quoted as:

State-of-the art technology at 3 million tones of cement per annum

First cement terminal in Oman

3x2400 MT capacity steel silos

1x5000 MT capacity steel silo

Electronic packer and weigh bridge

Bulk and bagged cement dispatches

100% Omani cement supplies

1.1. 4 PRODUCT RANGE

Following are the products of RCC:

Ordinary Portland Cement (OPC) conforming to BS 12 & ASTM type1 and OS/7.

Sulpahate Resistant Cement (SRC) confirming to BS 4027 & ASTM type V.



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Oil well cement class A(O) and oil well cement class G (HSR) conforming to API

10A.

Pozzolana Oil wells Cement (POC) conforming to Petroleum Development Oman

specification.

1.1.5 SUBSIDIARY

The company has formed a new subsidiary named Raysea Navigation SA in

October 2008. The 100% subsidiary has been registered in Panama with a normal

capital of $ 10,000 (RO 3,850) with the objective of facilitating the shipping needs ofthe company. The company has financed to procure the vessel by the subsidiary. The

subsidiary is still to commence its commercial operations

1.1.6 BUSINESS CONDUCT

The ethical code of conduct applies to all employees and contractors,

regardless of their specific job or location. It defines RCCs policies, standards and

guidelines on a wide range of ethical issues, including conflict of interest, financial or

business interest etc. The managers and supervisors are accountable not only for their

own actions, but also for the actions of their staff.

1.1.7 MANAGEMENT COMMITMENTS

RCC is committed not to compromise on its Health Safety and Environment

Conservation (HSEC) policy under any circumstances and work for continued

improvement in our HSEC performance.

Uphold business practices and meet all its standards, applicable legal or other

requirements.

Facilitate appropriate work environment in which everyone is treated fairly, with

respect and can realize their full potential.

Encourage the whole workforce to adhere to the policies with established reward

management system.



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1.1.8 RCC ORGANOGRAM



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1.1.9 THE GROUP SYSTEM

RCC follows a group system in the technical department. There are mainly four

groups headed by four separate group leaders and assisted by various support groups.

Each group is in charge of different production segments, starting from the mining of

the raw materials to the dispatching of the final finished product.

The various groups and support groups are as follows:

(a).Groups:

Group I - Mining and crushing

Group II - Operation Group up to Clinker Silo (Raw mill, grinding and

processing)

Group III - Operation Grinding Cement

Group IV - Packing and Dispatching

(b). Support Groups:

Support Group - Support and Services (Internal Services + External Services

(Public Relations))

Support Group - Mechanical Maintenance

Support Group - Quality Assurance

Support Group - Electrical and Instrumentation Maintenance

1.1.10 THE CONTRACT SYSTEM

When ever there is any need of additional hands to do the job, companys go

for contract workers i.e. hiring of workers from other manpower supply agencies or

assigning work on contract basis ,which may be for



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Completion of job on contractual basis (job contract). In the case of job contract

companies normally define the job after due approval float quotation, discuss,

negotiate and finalize the contract, including terms and conditions, completion

period, payment etc.

To compensate for manpower recruitment of different work groups (Manpower

contract). In the case of manpower contract, usually there is structured Manpower

Contract System comprising of

o Quotation, discussion and finalization of contract

o Selection of contract workers

o Regulatory procedures, say entry, security check at main gate, attendance

(coming in and or going out) etc.

o Allocation of job, Supervision, etc

o Payment

1.1.11EMPLOYEE CATEGORIZATION

SM Senior Management

LSM Lower Senior Management

MM Middle Management

LMM Lower Middle Management

NMS Non Managerial Senior

NMI Non Managerial Intermediate

NMJ Non Managerial Junior

Labour Force

1.1.12 JOB CLARITY AND JOB ANALYSIS

Role ambiguity is said to be one of major sources of stress. In other words, job

clarity and defined responsibilities are both, good satisfiers and motivators. The

company has revised the job description of all role occupants. This was with the

primary objective to make every one clear with regard to their role and

responsibilities. The company is always in look out for professionally qualified staff

members in the management to enrich its base, and is striving for the better job

analysis for a sustainable growth focused organization.



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1.1.13 CAREER IN RCC

At Raysut Cement, career of an employee grows as the company grows. Since

inception, Raysut Cement is rich with diverse workforce and professional work

environment. Every employee has the opportunity to contribute to business process

and grow with the organization. All are treated equally with mutual respect, thereby

allowing wide opportunities to apply their full potential.

The companys mission and vision is to harness the skills of Omani youths,

providing education, special training on specific area of functionality in-house and

abroad. RCC recognizes this as a crucial factor to grow in this competitive world.

While the existing employees are evaluated annually according to their job-related

skills, qualifications, abilities for future career planning, the new aspiring candidates

are selected purely based on an individual qualification and expertise to perform a job.

Raysut Cement extends all employees with on-the-job training, and supports

their ongoing academic or vocational education requirements. The career development

plan is a collective responsibility, the employee to take the initiative as to how

develop their education, skills and broaden experience. Management extends all

support with the right opportunities to enhance their skills.



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PART.2 - LITERATURE REVIEW

1.2 JOB ANALYSIS

A job analysis is a step-by-step specification of an employment position's

requirements, functions, and procedures. Just as a seed cannot blossom into a flower

unless the ground is properly prepared, many human resource management (HRM)practices cannot blossom into competitive advantage unless grounded on an adequate

job analysis.

Job Analysis is a process to identify and determine in detail the particular job

duties and requirements and the relative importance of these duties for a given job.

Job Analysis is a process where judgements are made about data collected on a job.

An important concept of Job Analysis is that the analysis is conducted of the Job, not

the person. While Job Analysis data may be collected from incumbents through

interviews or questionnaires, the product of the analysis is a description or

specifications of the job, not a description of the person.

Job analysis is a worker oriented analytic approach that attempts to describe

the whole person on the job. This includes the functional, specific, content and

adaptive skills needed by an individual to perform job satisfactorily. Under the job

analysis process we identify and prepare the job descriptions and job specifications.

The job analysis includes the following two steps:

Fundamental Job Description



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Job Specification (Functional and Behavioral)

Job Analysis Flow Chart:

1.2.1 FUNDAMENTAL JOB DESCRIPTION

A job description is a list of the general tasks, or functions, and responsibilities

of a position. Typically, it also includes to whom the position reports, specifications

such as the qualifications needed by the person in the job, salary range for the

position, etc.

A job description is usually developed by conducting a job analysis, which

includes examining the tasks and sequences of tasks necessary to perform the job. The

analysis looks at the areas of knowledge and skills needed by the job. Note that a role

is the set of responsibilities or expected results associated with a job. A job usually

includes several roles. The job description might be broadened to form a person

specification. An alternate terminology used under the UN system is Terms of

reference (TOR).

Purpose:The objective of a job description is to have a outline of duties and

responsibilities to make the screening process as direct and focused as possible.

Job descriptions may have the following elements:

Improvement cooperation by giving all members of the organization insight in

existing responsibilities/roles

Enabling career moves within the organization

Determination of amount of pay per function


Job Analysis

Job Description Job Specification

Functional Behavioral


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Increase of results by specification of responsibilities and key performance

indicators

Development of job owner by specification of competences

Possible Job Description items:

Job: A specific designation of a post within an organization normallyassociated with a job description that details the tasks and responsibilities that go

with it. With the rise of online job search engines, job titles became increasingly

important. In many cases, this causes job title inflation.

Job duties: May also be called Tasks Performed; may be as lengthy asnecessary to fully describe each essential duty or responsibility which comprises

the employee's functions, generally starting with principal duties.

Roles and responsibilities: This includes supervisory level, managerialrequirements, and any working relationships and may also include your

corporate/individual objectives.

Salary and benefits:Describes the compensation type, hourly or salary, andamount; In addition it includes both standard benefits and any fringe benefits

associated with the position.

A complete job description should contain job identification information, a job

summary of the job duties, accountabilities and job specifications or employment

standard information. Developing a comprehensive, accurate job description gives the

work unit the opportunity to

Determine if a reorganization of the work is necessary

Confirm previously enacted changes to the job duties

Develop realistic requirements for the position, including specific education and

experience, qualifications, skills or professional characteristics.

Once the specific job description is finalized, the document:

Provides the basis for the classification of the position

Forms the basis of the posting document

Focuses attention on key phrases that are critical in recruiting for the position

Gives candidate an accurate description of the job and its requirements



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Provides the supervisors with a definitive, useful tool to attract, hire, retain and

develop a qualified employee.

Fundamental job descriptions comprises of the information in these areas:

a). Title

b). Main tasks and key areas

c). Responsibilities

d). Qualifications and experience

e). Special difficulties which must be checked

In addition it could have:

f). Advancement opportunities

g). Benefits.

1.2.2 JOB SPECIFICATION

A job specification describes the knowledge, skills, education, experience, and

abilities you believe are essential to performing a particular job. The job specification

is developed from the job analysis. Ideally, also developed from a detailed job

description, the job specification describes the person you want to hire for a particular

job.

A job specification cuts to the quick with your requirements whereas the job

description defines the duties and requirements of an employees job in detail. The job

specification provides detailed characteristics, knowledge, education, skills, and

experience needed to perform the job, with an overview of the specific job

requirements.Components of a Job Specification:

Experience: Number of years of experience in the job you are seeking to fill.

Number of years of work experience required for the selected candidate. Note

whether the position requires progressively more complex and responsible

experience, and supervisory or managerial experience.

Education: State what degrees, training, or certifications are required for the

position.



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Required Skills, Knowledge: State the skills, and knowledge of individuals who

have successfully performed this job. Or, use the job analysis data to determine

the attributes you need from your ideal candidate. Your recruiting planning

meeting or email participants can also help determine these requirements for the

job specification.

Behavioral Skills:Details the personal characteristics of the individual

FUNCTIONAL ANALYSIS:

The key functional specification is of equal importance to the job description. The

person specification details like the skills, experience, abilities and expertise that are

required to the job. It should be drawn up after the job description and, with the job

description, should inform the content of the advert. The person specification should

be specific, related to the job, and not unnecessarily restrictive for example only

qualifications strictly needed to do the job should be specified. The following things

should be kept in mind:

Criteria must be fully justified in relation to tasks to be performed

Select the key duties from the job description

Translate the duties into the abilities and skills needed to do the job

Separate the essential skills from the desirable ones

Identify any specific knowledge requirements for the job or the requirement of

some evidence of the ability to learn.

Indicate qualifications and level of education required for the job, if relevant

Identify any length of relevant experience required to carry out the job.

The person specification must form the part of further particulars of a vacancy along

with the job description in order that the applicants have a full picture of what the job

entails. Personnel requirements and specifications for the particular job are the

personal knowledge, skills, aptitudes and traits that are required for successful

performance. It includes:

a). Knowledge

b). Key functional skills



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Step 1 Broad Frame

Step 2 - Customized

Step 3 Specify/Verify

BEHAVIORAL ANALYSIS:

This ensures the understanding of the key behavioral skills which an individual should

possess while on the job. There are different methods of behavioral analysis which are

recognized as the best of breed techniques.

Critical Incident Method: The critical incident technique of the job analysis is used

to identify those work behaviors that differentiate between the good or poor

performance. Critical incident method involves collection of observations of

employee behaviors that are both effective and ineffective. These observations are

then used to identify the critical incidents, or behavioral requirements, of eachactivity incidents are then categorized according to the job dimensions, they represent

and complied into a checklist. The advantage of this technique is that it focuses on

observable and measurable job behaviors. This technique is highly individualized or

complex jobs.

1.2.3 PURPOSE OF JOB ANALYSIS

Successful HRM practices can lead to outcomes that create competitive

advantage. Job analyses, properly performed, enhance the success of these HRM


Company Roles

DOT / O * Net

Direct Observation

Interviews

Diaries

Questionnaires

Job Element Analysis

Critical Incident Method


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practices by laying the foundation. Job analysis information can be applied to a

variety of HRM practices. We now take a brief look at some of them.

Establishing Fair and Effective Hiring Practices

An employer's recruitment and selection practices seek to identify and hire the

most suitable applicants. Job analysis information helps employers achieve this aim

by identifying selection criteria, such as the knowledge, skills, and abilities (KSAs)

needed to perform a job successfully. A firm's managers and human resource (HR)

professionals can then use this information to choose or develop the appropriate

selection devices (e.g., interview questions, tests). This approach to selection is legally

required.

An employer facing discrimination charges must demonstrate to the courts that its

selection criteria are job-related. To support this type of claim-relatedness, a firm must

demonstrate that the challenged selection practice was developed on the basis of job

analysis information. As one judge noted during a discrimination hearing, without a

job analysis on which to base selection practices, an employer "is aiming in the dark

and can only hope to achieve job-relatedness by blind luck."

In the 1990s, the need for firms to base selection criteria on job analysis

information became even more important due to the passage of the Americans with

Disabilities Act. This law states that employment decisions concerning disabled

candidates must be based on their ability to perform the essential functions of the job.

For instance, if report reading were an essential job function, then applicants whose

disabilities prevented them from reading could be lawfully denied employment

(assuming there was no way to accommodate them). If, however, report reading were

not an essential function, the inability to read could not lawfully serve as a basis for

denial. The determination of which job functions are essential is made during a jobanalysis.

Developing Training and Appraisal Programmes

Firms can also use job analysis information to assess training needs and to

develop and evaluate training programs. Job analyses can identify tasks a worker must

perform. Then, through the performance appraisal process, supervisors can identify

which tasks are being performed properly or improperly. The supervisor can next

determine whether improperly performed work can be corrected through training.



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HR professionals also use job analysis information to develop relevant training

programs. The job analysis specifies how each job is performed, step by step,

allowing HR professionals to develop training materials to teach trainees how to

perform each task. To evaluate the effectiveness of a training program, the

organization must first specify training objectives or the level of performance

expected of trainees when they finish the program. The success of a training program

is judged on the basis of the extent to which those performance levels have been

reached. Expected performance levels are often specified during a job analysis.

Information obtained from a job analysis can be used to develop performance

appraisal forms. An example of a job analysis-based form would be one that lists the

job's tasks or behaviours and specifies the expected performance level for each. The

role of job analysis is crucial here. Without job analysis information, organizations

typically use a single, generalized form in which all workers are appraised on the

basis of a common set of characteristics or traits that are presumed to be needed for all

jobs (e.g., cooperation, dependability, leadership).

Job analysis-based appraisal forms are superior to the generalized forms because

they do a better job of communicating performance expectations and because they

provide a better basis for giving feedback and for making HRM decisions.Most companies base pay rates, in part, on the relative worth or importance of

each job to the organization. Job worth is typically determined by evaluating or rating

jobs based on important factors such as skill level, effort, responsibility, and working

conditions. The information provided by a job analysis serves as the basis for job

worth evaluations.

Job analysis also plays an important role in the development of productivity

improvement programs. Various pay-for-performance programs provide rewards toemployees who perform their jobs at or above some desired level. Job analysis is used

to identify that level of performance.

Remedial Uses

Managers must sometimes discipline employees for their failure to properly

carry out their job responsibilities. For instance, workers may be disciplined for

refusing to perform tasks that they believe is not part of their jobs. If the

responsibilities and limits of authority of a job are delineated in a job analysis, this

information may be used to help resolve such problems.



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Job analysis information can also be useful from a safety and health point of

view. While conducting a job analysis, an employer may uncover potential dangers or

hazards of a job. The job analysis may also identify unsafe practices, such as tasks

that are performed in a way that could cause injury.

1.2.4 DETERMINING THE TYPE OF INFORMATION TO BE COLLECTED

A wealth of information may be gathered during a job analysis. Job Analysis

should collect information on the following areas:

Duties and Tasks: The basic unit of a job is the performance of specific tasks and

duties. Information to be collected about these items may include: frequency,

duration, effort, skill, complexity, equipment, standards, etc. Environment: This may have a significant impact on the physical requirements to

be able to perform a job. The work environment may include unpleasant

conditions such as offensive odours and temperature extremes. There may also be

definite risks to the incumbent such as noxious fumes, radioactive substances,

hostile and aggressive people, and dangerous explosives.

Tools and Equipment: Some duties and tasks are performed using specific

equipment and tools. Equipment may include protective clothing. These itemsneed to be specified in a Job Analysis.

Relationships Supervision given and received: Relationships with internal or

external people.

Requirements: The knowledge, skills, and abilities (KSA's) required to perform

the job. While an incumbent may have higher KSA's than those required for the

job, a Job Analysis typically only states the minimum requirements to perform the

job

1.2.5 METHODS OF JOB ANALYSIS

A typical method of Job Analysis would be to give the incumbent a simple

questionnaire to identify job duties, responsibilities, equipment used, work

relationships, and work environment. The completed questionnaire would then be

used to assist the Job Analyst who would then conduct an interview of the

incumbent(s). A draft of the identified job duties, responsibilities, equipment,

relationships, and work environment would be reviewed with the supervisor for



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accuracy. The Job Analyst would then prepare a job description and/or job

specifications.

The method that you may use in Job Analysis will depend on practical

concerns such as type of job, number of jobs, number of incumbents, and location of

jobs. Several methods exist that may be used individually or in combination. These

include: Review of job classification systems, incumbent interviews, supervisor

interviews, structured questionnaires, observation, diaries and job element analysis.

1. Review of Job Classification Systems

The various job classification systems are as follows:

Dictionary of Occupational Titles: The Dictionary of Occupational Titles (DOT)

was developed in response to the demand for standardized occupational

information to support an expanding public employment service. The U.S.

Employment Service established a Federal-State employment service system, and

initiated an occupational research program, utilizing analysts located in numerous

field offices throughout the country, to collect the information required. The use of

this information has expanded from job matching applications to various uses for

employment counselling, occupational and career guidance, and labour market

information services.

In order to properly match jobs and workers, the public employment service

system requires that a uniform occupational language be used in all of its local job

service offices. Occupational analysts collect data provided to job interviewers to

systematically compare and match the specifications of employer job openings

with the qualifications of applicants who are seeking jobs through its facilities.

The first edition of the DOT, published in 1939, contained approximately 17,500

job definitions. Blocks of jobs were assigned 5- or 6-digit codes which placedthem in one of 550 occupational groups and indicated whether the jobs were

skilled, semi-skilled, or unskilled.

The latest edition of the DOT published in 1977, contained over 2,100 new

occupational definitions and several thousand other definitions were substantially

modified or combined with related definitions. In order to document these

changes, approximately 75,000 on-site job analysis studies were conducted from

1965 to the mid-1970. These studies, supplemented by information obtained



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through extensive contacts with professional and trade associations, reflected the

restructuring of the economy at that time.

Australian Standard Classification of Occupations: The Australian Standard

Classification of Occupations (ASCO) is a skill-based classification of

occupations which used as the Australian national standard for producing and

analyzing labour force statistics, human resource management, and the listing of

job applicants and vacancies. This system classifies jobs according to skill level

(e.g., the amount of formal education, on-the-job training and previous experience

necessary to perform the job) and skill specification (e.g., the knowledge required,

the tools and equipment used, the materials worked on and the goods and services

produced).

O*NET: The Occupational Information Network encompasses changes to the

DOT in terms that reflect the latest research in the field of job analysis. By

identifying and describing the key components of modern occupations, O*NET

supplies up-dated information critical to the effective training, education,

counselling and employment of workers. O*NET contains data describing over

1,100 occupations. O*NET also contains linkages that crosswalk O*NET

occupational titles to eight other classification systems (DOT, MOS, OPM, etc.).

O*NET uses "Occupational Profiles" to give a short overview of the most

important data descriptions on each occupation.

U.S. Standard Occupational Classification System: The Occupational

Classification System manual was created for Bureau of Labour Statistics (BLS)

field economists to help ensure correct occupational matches when collecting

compensation data. Available to the public, this manual allows the user to lookup

job descriptions for occupations found in the NCS bulletins and is used by fieldeconomists in the classification of thousands of occupations.

2. Interviews:

In this job analyst interviews the job holder and his/her supervisor to elicit

information about the job. Usually a structured interview form is used to record the

information. During the interview, the analyst must make judgments about the

information to be included and degree of importance. The interview method is time

consuming. The time problem will be compounded if the interviewer talks with two ormore employees during the same job. The effectiveness of the interview method



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depends on the interviewer and on the ability of the job holder to meaningful

responses.

3. Observation:

It is a method of job analysis in which direct observation of job duties, work

sampling or observation of segments of job performance and in direct recording of

activities. The job analyst carefully observes the job holder at work and records what

he or she does and how much time is needed for the completion of a given task. This

method has both positive as well as negative sides. On the positive side the method is

simple and the data collected are accurate because of direct observation. On the flip of

the side the method is time consuming and in applicable to jobs which involves high

proportion of unobservable mental activities and those, which do not have complete

and easily observable job cycles.

4. Diaries:

This method requires the job holders to record description of the daily work

activities. This technique is accurate and eliminates errors caused by memory lapses

the job holder makes while answering questionnaires and checklists. This method is

however time consuming because the recording of tasks may have to spread over

number of days.5. Questionnaires:

An inexpensive way to collect information about a job that a detailed list of all

tasks performed in a job is complied and given to at least one employee

knowledgeable about the job. Jobholders fill in the given structured questionnaire,

which are then approved by their supervisors. The filled in questionnaires offer

enough data on jobs. Standard questionnaires are available or the analyst may prepare

them for the purpose. Information on large number of jobs can be collected in arelatively short period of time. The questionnaire method helps save time and the staff

required carrying out programme.

6. Job Element Analysis:

Break down the task which are critical and then analyze the key elements of the

job and case.

1.2.6 POTENTIAL PROBLEMS IN JOB ANALYSIS



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The information you get from job analysis may not be as good as you hoped, firstly in

its accuracy and consequently how stable it is over time.

Accuracy: Accuracy of response may be affected by a number of issues,

including:

1. The informant may not tell the truth (eg. idealizing, giving what you want, fear of

consequences).

2. The organizational context shapes how job is done.

3. Distortions may affect perceptions of job for personal or political reasons.

4. Errors of misunderstanding may occur (cognitive).

5. Not understanding the job.

6. Over-emphasis on similarities, missing differences. Confirmation by assessors of

their stereotype of the role.

7. Job not being done properly (behavioral).

8. Personal motivations (affective).

Stability: A number of items may affect the stability of the job detail, including:

1. Seasonality (some jobs change over time)

2. Technology effects, automating and sometimes complexifying.

3. Employee-determined changes, e.g. Improvements.

4. Environmental factors, such as laws, business climate, etc.

1.3 KNOWLEDGE

Knowledge is the perception of the agreement or disagreement of two ideas - John

Locke.

Knowledge is defined by the Oxford English Dictionary as (i) expertise, and

skills acquired by a person through experience or education; the theoretical or

practical understanding of a subject; (ii) what is known in a particular field or in total;

or (iii) awareness or familiarity gained by experience of a fact or situation.

Philosophical debates in general start with Plato's formulation of knowledge as

"justified true belief." There is however no single agreed definition of knowledge

presently, nor any prospect of one, and there remain numerous competing theories.

Knowledge acquisition involves complex cognitive processes: perception, learning,

communication, association and reasoning. The term knowledge is also used to mean



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the confident understanding of a subject with the ability to use it for a specific purpose

if appropriate. See knowledge management for additional details on that discipline.

Types of Knowledge:

1. Explicit knowledge can be articulated into formal language, including

grammatical statements (words and numbers), mathematical expressions,

specifications, manuals, etc. Explicit knowledge can be readily transmitted others.

Also, it can easily be processed by a computer, transmitted electronically, or

stored in databases.

2. Tacit knowledge is personal knowledge embedded in individual experience and

involves intangible factors, such as personal beliefs, perspective, and the value

system. Tacit knowledge is hard to articulate with formal language (hard, but not

impossible). It contains subjective insights, intuitions, and hunches. Before tacit

knowledge can be communicated, it must be converted into words, models, or

numbers that can be understand. In addition, there are two dimensions to tacit

knowledge:

a. Technical Dimension (procedural): This encompasses the kind of informal

and skills often captured in the term know-how. For example, a craftsperson

develops a wealth of expertise after years of experience. But a craftsperson

often has difficulty articulating the technical or scientific principles of his or

her craft. Highly subjective and personal insights, intuitions, hunches and

inspirations derived from bodily experience fall into this dimension.

b. Cognitive Dimension: This consists of beliefs, perceptions, ideals, values,

emotions and mental models so ingrained in us that we take them for granted.

Though they cannot be articulated very easily, this dimension of tacit

knowledge shapes the way we perceive the world around us. The Four Modes of Knowledge Creation

1. Socialization: From tacit to tacit sharing experiences to create tacit knowledge,

such as shared mental models and technical skills. This also includes observation,

imitation, and practice. However, experience is the key, which his why the mere

transfer of information often makes little sense to the receiver.

2. Internalization: From explicit to tacit embodying explicit knowledge into tacit

knowledge. Closely related to learning by doing. Normally, knowledge isverbalized or diagrammed into documents or oral stories.



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3. Externalization: From tacit to explicit the quintessential process of

articulating tacit knowledge into explicit concepts through metaphors, analogies,

concepts, hypothesis, or models. Note that when we conceptualize an image, we

express its essence mostly in language.

4. Combination: From explicit to explicit a process of systemizing concepts into

a knowledge system. Individuals exchange and combine knowledge through

media, such as documents, meetings, and conversations. Information is

reconfigured by such means as sorting, combining, and categorizing. Formal

education and many training programs work this way.

1.4 SKILLA skill (also called talent)is the learned capacity to carry out pre-determined

results often with the minimum outlay of time, energy, or both. Skills can often be

divided into domain-general and domain-specific skills. For example, in the domain

of work, some general skills would include time management, teamwork and

leadership, self motivation and others, whereas domain-specific skills would be useful

only for a certain job. Skill usually requires certain environmental stimuli and

situations to assess the level of skill being shown and used. People need a broad range

of skills in order to contribute to a modern economy and take their place in the

technological society of the twenty-first century.

Skills Most Sought After by Employers:

1. Communications Skills (listening, verbal, written): By far, the one skill mentioned

most often by employers is the ability to listen, write, and speak effectively.

Successful communication is critical in business.

2. Analytical/Research Skills: Deals with your ability to assess a situation, seek

multiple perspectives, gather more information if necessary, and identify key

issues that need to be addressed.

3. Computer/Technical Literacy: Almost all jobs now require some basic

understanding of computer hardware and software, especially word processing,

spreadsheets, and email.

4. Flexibility/Adaptability/Managing Multiple Priorities: Deals with your ability to

manage multiple assignments and tasks, set priorities, and adapt to changing

conditions and work assignments.



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5. Interpersonal Abilities: The ability to relate to your co-workers, inspire others to

participate, and mitigate conflict with co-workers is essential given the amount of

time spent at work each day.

6. Leadership/Management Skills: While there is some debate about whether

leadership is something people are born with, these skills deal with your ability to

take charge and manage your co-workers.

7. Multicultural Sensitivity/Awareness: There is possibly no bigger issue in the

workplace than diversity, and job-seekers must demonstrate a sensitivity and

awareness to other people and cultures.

8. Planning/Organizing: Deals with your ability to design, plan, organize, and

implement projects and tasks within an allotted timeframe. Also involves goal-

setting.

9. Problem-Solving/Reasoning/Creativity: Involves the ability to find solutions to

problems using your creativity, reasoning, and past experiences along with the

available information and resources.

10. Teamwork: Because so many jobs involve working in one or more work-groups,

you must have the ability to work with others in a professional manner while

attempting to achieve a common goal.

SKILL CLASSIFICATION

Sl.No Classification Elements Description

1 Physical

StrengthsLift, push or pull physicalobjects

Stamina Expend Physical energy for long

AgilityReact quickly, has dexterity,

coordinationVision See details and colour of objects

Hearing Recognize sound tone and pitch

2 Mental Perception Observe and differentiate details

ConcentrationAttend to details amiddistractions

Memory Retain and recall ideas

ComprehensionUnderstand spoken and writtenideas

Problem SolvingReason and analyze abstractinformation

Creativity Produce new details and



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products

3 Learned

NumericalComputation

Solve arithmetic and numericalproblems

Oral Expression Speak clearly and effectively

Written expression Write clearly and effectivelyPlanning Project a course of action

Decision making Chose a course of action

Craft Knowledge Apply specialized information

Craft SkillPerform a complex set ofactivities

4 Motivational

Adaptability-ChangeAdjust to interruptions andchanges

Adaptability-Repetition Adjust to repetitive activities

Adaptability-PressureAdjust critical and demandingwork

Adaptability-IsolationWork alone or with little

personal contact

Adaptability-Discomfort

Work in hot, cold, noisy workplaces

Adaptability-Hazards Work in dangerous situations

Control-DependabilityWork with minimum of supervision

Control-Perseverance Stick to task until completed

Control-InitiativeAct on own, take charge whenneeded

Control-Integrity Observe regular moral and ethiccodes

Control-Aspiration Limit desire for promotion

5 Social

Personal AppearanceMeet appropriate standards ofdress

ToleranceDeal with people in tensesituations

Influence Get people to cooperate

Cooperation Work as a member of team

1.5 BEHAVIOURAL ATTRIBUTES

Of equal importance to skills are the values, personality traits, and personal

characteristics that employers seek. Here is our list of the 10 most important

categories of behavioural attributes

1. Honesty/Integrity/Morality: Employers probably respect personal integrity more

than any other value, especially in light of the many recent corporate scandals.

2. Adaptability/Flexibility: Deals with openness to new ideas and concepts, to

working independently or as part of a team, and to carrying out multiple tasks orprojects.



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3. Dedication/Hard-Working/Work Ethic/Tenacity: Employers seek job-seekers who

love what they do and will keep at it until they solve the problem and get the job

done.

4. Dependability/Reliability/Responsibility: There's no question that all employers

desire employees who will arrive to work every day - on time - and ready to work,

and who will take responsibility for their actions.

5. Loyalty: Employers want employees who will have a strong devotion to the

company -- even at times when the company is not necessarily loyal to its

employees.

6. Positive Attitude/Motivation/Energy/Passion: The job-seekers who get hired and

the employees who get promoted are the ones with drive and passion -- and who

demonstrate this enthusiasm through their words and actions.

7. Professionalism: Deals with acting in a responsible and fair manner in all your

personal and work activities, which is seen as a sign of maturity and self-

confidence; avoid being petty.

8. Self-Confidence: Look at it this way, if you don't believe in yourself, in your

unique mix of skills, education, and abilities, why should a prospective employer?

Be confident in yourself and what you can offer employers.9. Self-Motivated/Ability to Work with Little or No Supervision: While teamwork is

always mentioned as an important skill, so is the ability to work independently,

with minimal supervision.

10. Willingness to Learn: No matter what your age, no matter how much experience

you have, you should always be willing to learn a new skill or technique. Jobs are

constantly changing and evolving, and you must show an openness to grow and

learn with that change.

BEHAVIOURAL TRAITS CLASSIFICATION

Classification Elements Description

AttitudeOrientation

Adaptability Perform well under changing conditions

AggressivenessTakes commands appropriately in allsituations

Perseverance Pursues established work schedules andgoals to a successful end despite any



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obstacles

Work EthicPositive can-do approach that willcontribute to the good of theorganization

People Skills

Communication Expressing needs and desires effectivelyto others

Energy LevelFast pace in executing assignments andinnate ability to increase activity tomaximum when necessary

PerceptivenessComprehensive understanding of humanquotient and good interpersonal dealings

Pressure Bearing

Creates a positive impression andmakes pressure felt in any situation withfavorable results

ManagerialAptitude

CreativityInnovatively employ qualitative andquantitative strengths

DelegationAssign responsibility and authority toothers

Independent JudgmentCapable of ascertaining direction andgoals utilizing independent talent

PlanningEstablishes short and long rangeobjectives

TeamOrientation

CooperationMotivated towards selfless service to co-workers

Employee Relations Creates and maintains healthy workplace relationship

LoyaltyCommits a contract to work hard for theorganization

Technical Expertise

Possess a superlative degree of accruedand formal knowledge and ability toapply the knowledge in proficientmanner

CONCLUSION

A wealth of information may be gathered during a job analysis. Job analysis

information may be divided into three categories: job content, job context, and worker

requirements. Job content refers to workers' job activities or what workers actually do

on the job. Job context refers to the conditions under which the work is performed and

the demands such jobs impose on the worker. Worker requirements refer to the

worker qualifications needed to perform the job successfully.



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In the present globalized economy, the organizations are in need to have better

job analysis to have better performance and competitive advantage. There is enormous

pressure on the personnel management departments to better understand the job

analysis and develop job descriptions and specifications. The present study was under

taken for the job analysis of different job titles in the mechanical maintenance

department of the Raysut Cement Company, Salalah, Sultanate of Oman. The

researcher had framed two objectives and it comprises development of job

descriptions and development of job specifications for different job titles.

CHAPTER 2



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RESEARCH METHODOLOGY

CHAPTER.2 OVERVIEW

2.1 Title of the Study

2.2 Statement of the Problem

2.3 Significance of the Study

2.4 Objectives of the Study

2.5 Definition of Concepts2.6 Pilot Study

2.7 Universe of Study

2.8 Unit of Study

2.9 Pre-Test

2.10 Research Design

2.11 Source of Data Collection

2.12 Tool of Data Collection2.13 Sampling Technique



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2.14 Sample Size

2.15 Data Analysis

2.16 Limitations of the Study

CHAPTER-2

RESEARCH METHODOLOGY

2.1 TITLE OF THE STUDY

Job Analysis of different Job Titles with special reference to Raysut Cement

Company (S.A.O.G), Salalah, Sultanate of Oman.

2.2 STATEMENT OF THE PROBLEM

Raysut Cement Company (S.A.O.G) formed in 1981, has over 300 employees

with different job titles working there. Even though it is a thirty year old

establishment, the company doesnt have structured job descriptions and

specifications and is in high demand for the same. The job descriptions and the job

specifications available in the company are not able to meet up the organizationsdevelopmental needs. This study is therefore an attempt to conduct job analysis and



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develop job descriptions and job specifications for different job titles in the

mechanical maintenance department; there by helping the organization to be in line

with the competitive demands.

2.3 SIGNIFICANCE OF THE STUDY

Job analysis is the process used to collect information about the duties,

responsibilities, necessary skills, outcomes, and work environment of a particular job.

You need as much data as possible to put together a job description, which is the

frequent outcome of the job analysis. Additional outcomes include recruiting plans,

position postings and advertisements, and performance development planning within

performance management system. The job analysis may include these activities:Reviewing the job responsibilities of current employees, analyzing the work duties,

tasks, and responsibilities that need to be accomplished by the employee filling the

position and articulation of the most important outcomes or contributions needed from

the position.

This study is an attempt to conduct the job analysis for different job titles in

the mechanical maintenance department of the Raysut Cement Company and brings it

to the attention of the authorities. The concerned authorities can have all the details

related to different job positions and can use it for different organizational purposes.

The researcher too will have a better idea about the process and procedures in job

analysis and development of job descriptions and specifications.

2.4 OBJECTIVES OF THE STUDY

In the light of above discussion the researcher has formulated objectives for the study

which may be enumerated as follows:

1. To develop job description for different job titles

2. To develop job specifications for different job titles

2.5 DEFINITION OF CONCEPTS

It is clear from the objectives, that the study is concerned with the development of job

descriptions and job specifications for different job titles. Following are the

definitions of certain terms or concepts used in the study.

Job Title: Designation of the employee



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Job Activity: Different tasks or work that an employee does while on his job.

Job Challenges: The difficulties or hard ships that an employee may go through

while on the job.

Reporting Structure: The person to whom the employee is reporting to.

Knowledge: Intellectual proficiencies of the employees, required to do a given

job.

Skill: Ability of an employee to do a particular job.

Education: Professional accomplishments of the employees.

Experience: The employees involvement in the working filed (expressed in

years).

Behavioural Attributes: Mode of conducting oneself while on the job.

Conditions: Policies and specifications with regard to work or employment

Company: Raysut Cement Company

Employee: Any worker or labour of the mechanical maintenance department of

the Raysut Cement Company.

Essential Requirements: Attributes that one must possess.

Desirable Requirements: Attributes that one ought to possess.

2.6 PILOT STUDY

The researcher enquired and obtained the permission form the concerned

authorities of the Raysut Cement Company to conduct the study. The researcher also

conducted an organizational study prior to the research, to better understand the

company, its functioning and management, functional departments, organization

performance, management practices followed in various areas and also the employees.

2.7 UNIVERSE OF STUDY

The universe of study is all the job titles of the Raysut Cement Company

Salalah, Sultanate of Oman.



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2.8 UNIT OF STUDY

The unit of study is any job title of the mechanical maintenance department of the

Raysut Cement Company.

2.9 PRE-TEST

In order to check the feasibility of the research design and the data collection tool

the researcher has conducted a pre-test; i.e. Job Analysis for the Job Title Courier

Boy. This helped the researcher to modify the process and tool of data collection i.e.

the checklist for job activities, knowledge, skill and behavioural attributes.

2.10 RESEARCH DESIGN

The research design is descriptive, because this is a fact-finding study.

Descriptive research studies are those studies, which are concerned with describing

the characteristics of a particular individual, or a group. The present study portrays the

development of Job Descriptions and Job Specifications for different job titles I n

RCC. This study can also be considered as a case study research, as it is an in depth

study of Job Analysis pertaining to Raysut Cement Company (S.A.O.G). Case study

research excels in bringing understanding of a complex issue or object. Case studies

emphasize more on detailed contextual analysis of events, conditions and

relationships.

The research has also developed a process as how to go about with study i.e. the

job analysis of different Job Titles in the Maintenance Department

1. Process Map for developing Job Descriptions:


Make list of the different job titles in the organization

Differentiate the job titles matching with the universal job titles and

those which are not matching with the universal titles (DOT/O*NET)


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2. Process Map: Job Specification- Functional Analysis:


Detail the list of job activities for

each job titles (DOT/O * NET)

Universal Job Titles Non-Universal Job Titles

Conversion of job activities of differentjob titles into simple statements

Refer to already available jobdescriptions and job activities in the

organization

List the job activities and developjob description forms

Filling of the JD Forms by Jobholders (2) and supervisor

Compiling of the job activities from theabove steps and the final JD is prepared

Convert Job Titles to universal titlestaking expert opinions (Team

leaders/Group leaders/ Supervisors)

Make a list of the possible educational qualifications needed forparticular job titles

Refer the profile of the job holders with similar job titles

Compile the qualifications with the expert opinion


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3. Process Map: Job Specification- Behavioral Analysis:

2.11 SOURCE OF DATA COLLECTION

Primary and secondary data is used in this study. Primary data was collected

from the respondents using the interview schedule. The respondents were the

supervisors and incumbents (job holders) of the mechanical maintenance department.

The secondary data was collected from books, files from the personnel andadministration department, internet sources etc.

Before framing the tool of data collection i.e. the interview schedule, the

researcher had gathered information regarding the job activities, knowledge and skill

requirement etc. for the different job titles of the mechanical maintenance department,

from the personnel and administration department and also from the internet sources.

These included the following details:

Job Title Job Activities

Knowledge and Skill requirement

The gathered information was sorted and arranged. After the sorting and

arrangement of the details the supervisors and incumbents for different job titles were

also identified.

2.12 TOOL OF DATA COLLECTION


Make a list of the different behavioral skills

Refer the process map for the job activities of particular job titles

Compile the behavioral skills with the expert opinion


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In this study, the details given by the supervisors and other employees of the

mechanical maintenance department were the key data; and for the collection of this

data, the researcher had interviewed the respondents, i.e. is the supervisors and

incumbents in the mechanical maintenance department of the Raysut Cement

Company. The researcher clearly explained to the respondents about the study.

Given, the check list of job activities, knowledge and skill requirement the

respondents were asked to mark the appropriate ones.

2.13 SAMPLING TECHNIQUE

The sampling technique used in the study is Multi Stage Random Sampling. The

employees at Raysut Cement Company are divided into technical employees and non

technical employees. The technical population is again divided into Maintenance

and Non-maintenance. From that the technical population maintenance department is

selected randomly. Twenty job titles of the mechanical maintenance department were

included in the study.They are:1. Group Leader Mechanical Maintenance

2. Mechanical Foremen

3. Production Foremen4. Refractory Civil Foremen

5. Mechanical Draftsmen

6. Preventive Maintenance Mechanical Inspector

7. General Fitter

8. Welder

9. Fabricator

10. Technician11. Machinist

12. Electrician

13. Painter

14. Plumber

15. Carpenter

16. Mason

17. Lubricator

18. Crane Operator



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19. Rigger

20. Helper

The maintenance department is working with the help of support group2 and

4groups. SG2 has divisions say- Preventive Maintenance, Civil and Work Shop. The

civil section and the workshop are working on its own; on the other hand preventive

maintenance department is working in association with four working groups and the

gangs.

2.14 SAMPLE SIZE

The sample size of the study is 20 Job Titles of the Mechanical Maintenance

Department


RCC

Technical Non Technical

Non - Maintenance Maintenance

Civil Workshop

Group1 - Gang1

Group2 - Gang 2&3

Group3 - Gang 4

Support Group 2 Groups (Maintenance Employees)

Preventive

Maintenance

G1 G2 G3 G4

Lime stone Shell

Kiln Raw mill

Reclaimer Raw mill


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2.15 DATA ANALYSIS

The information collected was complied and analyzed, based on which the

Recruitment-Performance Management (RPM) Matrix and the Education- ExperienceMatrix was made. RPM-Matrix is table showing the essential and desirable

knowledge as well as skill for different job activities. Education-Experience matrix is

a table showing the essential educational qualification and its corresponding

experience.

2.16 LIMITATIONS OF THE STUDY

1. Time constrains was there for the study.

2. Non availability of the information for several job titles from the O*NET or DOT

3. For certain Job Titles Job Description or Job Activity List from the organization

was not available.

4. Errors of misunderstanding may occur; say not understanding the job, over

emphasis on similarities and missing differences, personal motives etc.



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CHAPTER 3

DATA ANALYSIS

CHAPTER.3 OVERVIEW



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INTRODUCTION

3.1 Group Leader Mechanical Maintenance3.2 Mechanical Foremen3.3 Production Foremen3.4 Refractory Civil Foremen3.5 Mechanical Draftsmen3.6 Preventive Maintenance Mechanical Inspector3.7 General Fitter3.8 Welder3.9 Fabricator3.10 Mechanical technician3.11 Machinist3.12 Electrician3.13 Painter

3.14 Plumber3.15 Carpenter3.16 Mason3.17 Lubricator3.18 Crane Operator3.19 Rigger3.20 Helper

CONCLUSION

CHAPTER - 3



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DATA ANALYSIS

This chapter deals with the analysis of the information collected. As explained in

earlier chapters, the present study is concerned with the Job Analysis of different Job

Titles in the mechanical maintenance department of the Raysut Cement Company,

Salalah, Sultanate of Oman. It was to explore -

i) The different job activities involved in a job and

ii). The knowledge, skills, educational qualification, experience and behavioral

attributes needed to perform particular job.

Keeping the above in background two objectives were set, which are as follows:

To develop Job Description for different Job Titles

To Develop Job Specification for different Job Titles

On the basis of the information collected a Recruitment-Performance Management

(RPM) matrix as well as an Education-Experience matrix was also developed. These

two matrices will be highly useful for the organization in various ways like:

Development of the weighted application forms

Interview Rating Sheet

Base Salary Fixation

Initiating Training and Development

Initiating Career Planning etc.



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JOB CODE: SGM/10/GL

JOB TITLE: Group Leader- Mechanical Maintenance

JOB ACTIVITIES

1. Establishes procedures, and directs testing, operation, maintenance, and repair of

transmitter equipment.

2. Plans installation, maintenance, testing, and repair of facilities and equipment.

3. Directs, reviews, and approves product design and changes, and directs testing.

4. Plans and coordinates engineering projects, organizes and assigns staff, and directs

integration of technical activities with products.

5. Analyzes technology, resource needs, and market demand, and confers with

management, production, and marketing staff to plan and assess feasibility of project.

6. Specifies system components or directs modification of products to ensure

conformance with engineering design and performance specifications.

7. Alters or modifies design to obtain specified functional and operational

performance.

8. Investigates equipment failures and difficulties, diagnoses faulty operation, and

makes recommendations to maintenance crew.

9. Develops models of alternate processing methods to test feasibility or new

applications of system components, and recommends implementation of procedures.

10. Assists drafter in developing structural design of product, using drafting tools or

computer-assisted design/drafting equipment and software.

11. Initiates experiments to test and analyze existing designs and equipment to obtain

data on performance of product, and prepares reports.



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12. Determines parts supply, maintenance tasks, safety procedures, and service

schedule required to maintain machines and equipment in prescribed condition.

13. Recommends or initiates personnel actions, such as employment, performanceevaluations, promotions, transfers, discharges, and disciplinary measures.

14. Confers with personnel, such as management, engineering, quality control,

customers, and workers' representatives to coordinate work activities and resolve

problems.

15. Computes estimates and actual costs of factors, such as materials, labor, and

outside contractors, and prepares budgets.

16. Emergency breakers; planning and scheduling.

REPORTING STRUCTURE: Reports to Works Manager

KNOWLEDGE REQUIREMENT

1. Engineering and Technology: Knowledge of equipment, tools, mechanical

devices, and their uses, technology, and other applications

2. Design: Knowledge of design techniques, principles, tools and instruments

involved in the production and use of precision technical plans, blueprints,

drawings, and models

3. Mathematics: Knowledge of numbers, their operations, and interrelationships

including arithmetic, algebra, geometry, calculus, statistics, and their applications

4. Mechanical: Knowledge of machines and tools, including their designs, uses,

benefits, repair, and maintenance

5. Language: Knowledge of the structure and content of the English language

including the meaning and spelling of words, rules of composition, and grammar

6. Building and Construction: Knowledge of materials, methods, and the appropriate

tools to construct objects, structures, and buildings.

7. Public Safety and Security: Knowledge of public safety, and security operations,

rules, regulations, precautions, prevention, and the protection of people, data, and

property



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8. Administration and Management: Knowledge of principles and processes involved

in business and organizational planning, coordination, and execution. This

includes strategic planning, resource allocation, manpower modeling, leadership

techniques, and production methods

9. Education and Training: Knowledge of instructional methods and training

techniques including curriculum design principles, learning theory, group and

individual teaching techniques, design of individual development plans, and test

design principles .

SKILL REQUIREMENT

1. Basic Skills

a. Mathematics: Using mathematics to solve problems

b. Reading Comprehension: Understanding written sentences and paragraphs in work

related documents

c. Writing: Communicating effectively with others in writing as indicated by the

needs of the audience

d. Speaking: Talking to others to effectively convey information

e. Critical Thinking: Using logic and analysis to identify the strengths and

weaknesses of different approaches

2. Technical Skills

a. Technology Design: Generating or adapting equipment and technology to serve

user needs

b. Operations Analysis: Analyzing needs and product requirements to create a design

3. Systems Skills

a. Problem Identification: Identifying the nature of problemsb. Idea Generation: Generating a number of different approaches to problems

c. Judgment and Decision Making: Weighing the relative costs and benefits of a

potential action

d. Visioning: Developing an image of how a system should work under ideal

conditions

4. Social Skills

a. Monitoring: Assessing how well one is doing when learning or doing something

b. Instructing: Teaching others how to do something



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EDUCATIONAL QUALIFICATION AND EXPERIENCE:

a. Degree (B.tech, BE) Mechanical Engineering with 15yrs working experience

b. Diploma in Mechanical Engineering with 20yrs working experience

BEHAVIORAL ATTRIBUTES:

1. Work Ethic

2. Perceptiveness

3. Technical Expertise

4. Independent Judgment

Table.3.1.A

RPM Matrix Group Leader Mechanical Maintenance

JOB ACTIVITY % OF TIME TO

BE DEVOTED

(100%)

ESSENTIAL DESIRABLE

Planning

(2,4,5,7,9,11,12,13,

15,16)

50% K 4,3,8

S 1a,1b,1c,1e2a,

3b

K 1,6

S 3d

Direction

(1,3,6,10,14,8)

50% K 2,3,5,9

S 1d,2b,3a,3c,4a

K 7

S 4b

Table.3.2.B

Education-Experience Matrix Group Leader Mechanical Maintenance

DC School of Management and Technology

Essential Desirable

EducationDiploma in Mechanical

Engineering

Degree (B.Tech/BE)

Mechanical Engineering

Experience 20Yrs 15Yrs

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JOB CODE: SGM/WS/MF

JOB TITLE:Mechanical Foremen

JOB ACTIVITIES

1. Assigns workers to perform activities, such as service appliances, repair and

maintain vehicles, and install machinery and equipment.

2. Directs, coordinates, and assists in performance of workers' activities, such as

engine tune-up, hydroelectric turbine repair, or circuit breaker installation.

3. Recommends or initiates personnel actions, such as employment, performance

evaluations, promotions, transfers, discharges, and disciplinary measures.

4. Confers with supervisors to coordinate work activities and resolve problems.

5. Examines object, system, or facilities, or industrial plant, and analyzes information,

to determine installation, service, or repair needed.

6. Interprets specifications, blueprints, and job orders, and constructs templates and

lays out reference points for workers.

7. Monitors operations, and inspects, tests, and measures completed work, using

devices, such as hand tools, gauges, and specifications to verify conformance tostandards.

8. Establishes or adjusts work methods and procedures to meet production schedules,

using knowledge of capacities of machines, equipment, and personnel.

9. Requisition of materials and supplies, such as tools, equipment, and replacement

parts for work activities.

10. Completes and maintains reports, such as time and production records,

inventories, and test results.



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11. Trains workers in methods, procedures, and use of equipment and work aids, such

as blueprints, hand tools, and test equipment.

12. Recommends measures, such as procedural changes, service manuals revisions,

and equipment purchases, to improve work performance and minimize operating

costs.

13. Patrols work area and examine tools and equipment to detect unsafe conditions or

violations of safety rules.

14. SAP updating

REPORTING STRUCTURE: Reports to Group Leader Mechanical

Maintenance

KNOWLEDGE REQUIREMENT

1. Mechanical: Knowledge of machines and tools, including their designs, uses,

benefits, repair, and maintenance

2. Language: Knowledge of the structure and content of the English language

including the meaning and spelling of words, rules of composition, and grammar

3. Engineering and Technology: Knowledge of equipment, tools, mechanical

devices, and their uses, technology, and other applications

4. Clerical: Knowledge of administrative and clerical procedures and systems such

as word processing systems, filing and records management systems, stenography

and transcription, forms design principles, and other office procedures and

terminology

5. Design: Knowledge of design techniques, principles, tools and instrumentsinvolved in the production and use of precision technical plans, blueprints,

drawings, and models

6. Education and Training: Knowledge of instructional methods and training

techniques, group and individual teaching techniques etc

7. Public Safety and Security: Knowledge of public safety, and security operations,

precautions, prevention, and the protection of people, data, and property

SKILL REQUIREMENT



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1. Basic Skill

a. Mathematics: Using mathematics to solve problems

b. Reading Comprehension: Understanding written sentences and paragraphs in work

related documents

c. Writing: Communicating effectively with others in writing as indicated by the

needs of the audience

d. Speaking: Talking to others to effectively convey information

2. Technical Skills

a. Equipment Maintenance: Performing routine maintenance and determining when

and what kind of maintenance is needed

b. Equipment Selection: Determining the kind of tools and equipment needed to do a

job

c. Repairing: Repairing machines or systems using the needed tools

d. Operations Analysis: Analyzing needs and product requirements to create a design

3. Systems Skills

a. Problem Identification: Identifying the nature of problems

b. Information Gathering: Knowing how to find information and identifying essential

information4. Resource Management Skills

a. Management of Material Resources: Obtaining and seeing to the appropriate use

of equipment, facilities, and materials needed to do certain work

b. Management of Personnel Resources: Motivating, developing, and directing

people as they work, identifying the best people for the job

c. Time Management: Managing one's own time and the time of others

5. Social Skillsa. Monitoring: Assessing how well one is doing when learning or doing something

b. Instructing: Teaching others how to do something

EDUCATIONAL QUALIFICATION AND EXPERIENCE

a. Degree (B.Tech, BE) Mechanical Engineering with 10yrs working experience

b. Diploma in Mechanical Engineering with 15yrs working experience

BEHAVIORAL ATTRIBUTES



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1. Work Ethics

2. Employee Relation

3. Delegation

4. Aggressiveness

Table.3.2.A

RPM Matrix Mechanical Foremen

JOB ACTIVITY

% OF TIME TO

BE DEVOTED

(100%)

ESSENTIAL DESIRABLE

Planning

(1,3,4,6,8)

20% K 1,2

S 1a,1b,2d,3a,

4a

K 5

S 2b,3b,4c

Supervision

(2,5,7,11,13)

50% K 1 ,2,3,6

S 1d,2a,4b,5b

K 7

S- 2c,5a

Data Maintenance

(9,1,4)

30% K 2

S - 1a, 1b, 1c

K- 4

Table.3.2.B



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Education-Experience Matrix - Mechanical Foremen

JOB CODE: RCC/G2/PF

JOB TITLE:Production Foreman

JOB ACTIVITIES

1. Direct and coordinate the activities of employees engaged in production or

processing of goods.

2. Plans and establishes wo

project '10final main

Documents