Job Analysis

Unit: 3 (Three)
JOB ANALYSIS
Job analysis:
The process of studying and collecting informations relating to the
operations and responsibilities of a specific job. The immediate product of
this analysis are job description and job specification.
It analyze the content & characteristics of the job and requirements/
qualifications needed to perform those jobs.
Job description:
Job description is an organized, factual statement of the duties and
responsibilities of a specific job.
It should tell what is to be done, how it is done, and why. It is a standard of
function. It defines the authorized content of the job. It contains : job title,
location, job summary, duties, machine, tools and equipments, materials
used, supervision given or received, working conditions, hazards etc.
Job specification
A statement of the minimum acceptable human qualities necessary to
perform a job properly. It is a standard of personnel and designates the
qualities required for acceptable performance.
A statement of human qualifications necessary to do the job. Usually
contains such items: education, experience, training, judgement, initiative,
physical effort, physical skills, communication skills, emotional
characteristics, sensory demands such as sight, smell, hearing and many
others depends upon the nature of job.
Uses of Job analysis

HRP- number & types of human resource are determined by the jobs which
need to be staffed. Job related information is provided by JA.
Recruitment & selection- an understanding of the types of skills needed
and the types of job that may open in future helps HR manager to plan
recruitment and knowledge about the work to be done and qualifications
needed helps to select right person- match the right people with the right
job.
Training & development- what a given job demands from the incumbents
in terms of knowledge & skills? Training & development programmes can
be designed depending on the job requirements.
Job evaluation- determination of relative worth of each job to determine
wage & salary differentials. Relative worth is determined mainly on the
basis of job description & specification.
Remuneration- remuneration should be based on relative worth of each
job. Employee need to be compensated on the grades of the job which they
occupy. Otherwise feeling of inequity may arise.
Performance appraisal- Job Analysis helps to fix standards for
performance in relation to which actual performance is compared and
assessed.
Safety & health- provides information regarding hazardous conditions,
unhealthy environmental factors. So that corrective measures can be taken
to minimize and avoid the possibility oh human injury.
Personnel information- planning, acquisition, development, utilization and
remuneration purpose Job Analysis helps by providing information.
Methods of collecting Job information

Observation- job analyst carefully observes the job holder at work and
records what & how s/he does and how much time is needed for completion
of given task.
Interview- job analyst interviews the job holder & supervisor about the job.
Generally structured form is used. The analyst must make judgements about
the informations to be included and its degree of importance.
Questionnaire- job holder fill in the given structured questionnaire, which
are then approved by their supervisor.
Checklists- similar to questionnaire, but the response-sheet contains fewer
subjective judgements and tends to be either yes-or-no variety. It can cover
many activities but job holder has to tick only those tasks that are included
in their jobs.
Technical conference method- a conference of supervisor who possess
extensive knowledge about a job are used.
Diary method- job holders records in detai their activities each day in a
diary.
JOB ANALYSIS TECHNIQUES
1. Job focused techniques
Functional job analysis (FJA) - used to analyze the nature of jobs in terms of
data, people and things. Information collected is categorized under those
three associated functions.
Management position description questionnaire (MPDQ) designed to
analyze managerial position. Job analyst use a checklist containing 197 job
factors related to managerial concern & responsibilities. A statistical
analysis on job factors will be conducted to find the different job factors
relating to the position of individual managers.
2. Job analysis techniques
The hay plan- analyse managerial jobs. since executives are engaged in
numerous tasks it is difficult to specify their duties and responsibility. Hay
plan is based on interview between job analyst & the person in the job.
Information gathered using Hay plan relates to four aspects of managerial
job: i) objective of the job ii) dimensions to be covered by the job holders in
that position iii) nature & scope of the position iv) accountability
Purpose : recruitment, selection, placement, job evaluation, management
development & organizational analysis.
Metods analysis analysis of non managerial job. Studies motion at work.
Method analysis is used in organizations that rely heavily on human labour
to carry out repetitive and routine tasks accurately & efficiently.
Person or behaviour- focused technique.
Position analysis questionnaire (PAQ) to find the personal or
behavioral requirements for performing a job. PAQ contains 194 items. 194
job items are categorized in 5 job dimensions:
i) Job dimension relating to decision making /communication/
social responsibilities
ii) Relating to performing skilled activities
iii) Relating to physical activities/ environmental conditions
iv) Relating to operating vehicles/ equipment
v) Job dimension relating to information processing.
All jobs are categorized under above 5 job dimensions. Information is

collected through using a position questionnaire.
1. Person or behaviour- focused technique.
2. Physical abilities analysis (PAA) analyse the physical abilities/

strengths required by job holders to perform the jobs.
3. The critical incident technique (CIT)- critical job incidents that
represents effective or ineffective performance. This techniques
identifies the crical incidents that occured durung last 6 to 12 months.
Desirable or undesirable.
4. Guidelines-oriented job analysis (GOZA)- GOZA techniques analses job

after completion of following steps:
i) Listing the job domains of the incumbents
ii) List the important or critical duties typically requiring person to
perform in a job
iii) Determine how frequently these critical duties are required to be
performed & their importance
iv) Determine requisite skills/ knowledge
v) Determine physical characteristics
vi) Describe other characteristics
JOB ANALYSIS PROCESS

Six steps in doing job analysis- According to Dessler
1. Decide how you will use the information- it helps to determine the
types of data and methods to collect.
2. Review relevant background information- such as organization chart,
process chart & job description
3. Select representative positions- because there may be too many

similar jobs to analyse. Eg. It is usually unnecessary to analyse the
jobs of 200 assembly workers when a sample of 10 jobs will do
4. Actually analyse the job- by collecting data on job activities, required

employee behavior, working conditions and human traits and abilities
needed to perform the job. Use one ore more methods and techniques
of Job Analysis.
5. Verify the job analysis information- with job holder & immediate
supervisor to confirm that informations is factually correct &
complete.
6. Develop a job description and job specification-

Job Analysis

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Job Analysis

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Unit: 3 (Three)

Uses of Job analysis

Methods of collecting Job information

JOB ANALYSIS TECHNIQUES

1. Job focused techniques

2. Job analysis techniques

All jobs are categorized under above 5 job dimensions. Information is

2. Physical abilities analysis (PAA) analyse the physical abilities/

4. Guidelines-oriented job analysis (GOZA)- GOZA techniques analses job

JOB ANALYSIS PROCESS

3. Select representative positions- because there may be too many

4. Actually analyse the job- by collecting data on job activities, required

6. Develop a job description and job specification-

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