Complete Notes on Job Analysis

Introduction:
In a country like India, jobs are very important to individuals. They help to determine
standards of living, places of residence, status and even one’s sense of self-worth. They are
important to organizations also because they are the means of accomplishing organizational
objectives. Traditionally, organizations used to define jobs in a rigid way.

A job was that what it requires does not change; it is designed to be immutable and
unchanging, irrespective of the various incumbents performing them. In real world,
however, jobs are not static; they are subject to change.

Technological advancements and competition may compel an organization to put more

stress on features of successful performance rather than on standard job duties, tasks etc.
The job is what the incumbent makes of it. To properly understand the dynamic nature of
jobs, managers gather information about jobs from time to time.

Job Analysis – Meaning:

Job analysis is a systematic and detailed examination of jobs. It is the process of collecting
information about a job — that is, the knowledge, skills, and the experience needed to carry
out a job effectively. The jobholder is supposed to possess job-related knowledge useful to
carry out the job easily.

He must possess relevant skills to put the knowledge into practice quickly and effectively. He
should have the ability to understand how the tools, equipment, materials, resources,
machines need to be deployed in order to produce results. Only after a careful examination
of the requirements of job, the job incumbent’s qualifications are generally determined.

In other words, job analysis refers to the anatomy of the job. It is a complete study of job,
embodying every known and determinable factor, including the duties and responsibilities
involved in its performance, the conditions under which the performance is carried on, the
nature of the task, the qualities required in the worker, and such conditions of employment
as pay hour, opportunities and privileges. It also emphasises the relation of one job to
others in the organisation.

Job Analysis – Definitions:

(1) According to Edwin B. Flippo – “Job analysis is the process of studying and collecting
information relating to the operations and responsibilities of a specific job. The immediate
products of this analysis are job descriptions and job specifications.”

(2) Further, David A. De Cenzo and Stephen P. Robbins has defined “job analysis is a
systematic exploration of the activities within a job. It is a basic technical procedure, one
that is used to define the duties, responsibilities and accountabilities of a job.”

(3) Herbert G. Hereman III has said “A job analysis is a collection of tasks that can be
performed by a single employee to contribute to the production of some product or service
provided by the organisation. Each job has certain ability requirements (as well as certain
rewards) associated with it. It is the process used to identify these requirements.”

Therefore, it can be said safely that “job analysis can be described as a process of collecting
information about a job.”

Job Analysis – Concept:

Job analysis is essentially a process of collecting and analyzing data relating to a job in an
organization. It refers to a scientific and systematic analysis of a job in order to obtain all
pertinent facts about the job. Job analysis has been defined as “the process of determining
by observing and study the tasks, which comprise the job; the methods and equipments
used, and the skills and attitudes required for successful performance of the job.”

Edwin B. Flippo has defined job analysis as “the process of studying and collecting
information relating to the operations and responsibilities of a specific job. The immediate
products of this analysis are job descriptions and job specifications”.

Job analysis provides the following information about a job:

i. Nature of jobs required in a concern;

ii. Nature of organizational structure;

iii. Type of people required to fit that structure;

iv. The relationship of a job with other jobs in a concern;

v. Kind of qualifications required for a particular job;

vi. Provision of physical condition to support the activities of a concern;

vii. Materials, equipments and methods used in performing the job.

Job Analysis – Contents:

A job analysis provides the following information:

(i) Job identification- Its title, including its code number;

(ii) Significant characteristics of a job- Its location, physical setting, supervision, union
jurisdiction, hazards and discomforts;

(iii) What the typical worker does- Specific operation and tasks that make up an assignment,
their relative timing and importance, their simplicity, routine or complexity, the
responsibility or safety of others for property, funds, confidence and trust;
(iv) Which materials and equipment a worker uses- Metals, plastics, grains, yarns, milling
machines, punch presses and micrometers;

Job Analysis – Objectives:

The main objectives of job analysis are as follows:

i. Work Simplification:

Job analysis provides the information related to job and this data can be used to make
process or job simple. Work simplification means dividing the job into small parts i.e.
different operations in a product line or process which can improve the production or job
performance.

ii. Setting Up of Standards:

Standard means minimum acceptable qualities or results or performance or rewards

regarding a particular job. Job analysis provides the information about the job and standard
of each can be established using this information.

iii. Support to Personnel Activities:

Job analysis provides support to various personnel activities like recruitment, selection,
training and development, wage administration, performance appraisal, etc.

Job Analysis – Purposes:

A comprehensive JA programme is an essential ingredient of sound personnel management.
It is the major input to forecasting future human resource requirements, job modifications,
job evaluation, determination of proper compensation, and the writing of job evaluation,
determination of proper compensation, and the writing of job descriptions.

It is of fundamental importance to manpower management programmes because of the

wider applicability of its results. The information provided by JA is useful, if not essential, in
almost every phase of employee relations.

1. Organisation and Manpower Planning:

It is helpful in organisation planning, for it defines labour needs in concrete terms and co-
ordinates the activities of the workforce, and clearly divides duties and responsibilities.

2. Recruitment, Selection:

By indicating the specific requirements of each job (i. e., the skills and knowledge), it
provides a realistic basis for the hiring, training, placement, transfer and promotion of
personnel. “Basically, the goal is to match the job requirements with a worker’s aptitude,
abilities and interests. It also helps in charting the channels of promotion and in showing
lateral lines of transfer.
3. Wage and Salary Administration:

By indicating the qualifications required for doing a specified job and the risks and hazards
involved in its performance, it helps in salary and wage administration. Job analysis is used
as a foundation for job evaluation.

4. Job Reengineering:

Job analysis provides information which enables us to change jobs in order to permit their
being manned by personnel with specific characteristics and qualifications.

This takes two forms:

(a) Industrial engineering activity, which is concerned with operational analysis, motion
study, work simplification methods and improvement in the place of work and its
measurement, and aims at improving efficiency, reducing unit labour costs, and establishing
the production standard which the employee is expected to meet; and

(b) Human engineering activity, which takes into consideration human capabilities, both
physical and psychological, and prepares the ground for complex operations of industrial
administration, increased efficiency and better productivity.

5. Employee Training and Management Development:

Job analysis provides the necessary information to the management of training and
development programmes. It helps to determine the content and subject matter of in-
training courses. It also helps in checking application information, interviewing, weighing
test results, and in checking references.

6. Performance Appraisal:

It helps in establishing clear-cut standards which may be compared with the actual
contribution of each individual.

7. Health and Safety:

It provides an opportunity for identifying hazardous conditions and unhealthy

environmental factors so that corrective measures may be taken to minimise and avoid the
possibility of accidents.

In sum, it may be noted that job analysis is a systematic procedure for securing and
reporting the information which defines a specific job. It has many uses in the management
of personnel. It determines the qualifications required for a job; provides guidance in
recruitment and selection; evaluates current employees for transfer or promotion; and
establishes the requirements for training programmes.
It is used as a foundation for job evaluation and helps in employee development by means
of appraisal and counseling; for establishing improved methods of analysing problems of
health, safety and fatigue; it functions as a guide in connection with discipline and
grievances and as a basis for transfers, lay-offs and as a basis of comparison of the pay rates
obtaining in other organisations; and it establishes workloads and job assignments.

It also helps in redesigning the jobs to improve operational performance or to enrich job
content and employee improvement. Managers may develop ways of giving their
employees an increased sense of personnel accomplishment and control over themselves
and their work.

JA produces four kinds of documentation and procedures that are crucial to personnel
activities:

(i) Job description;

(ii) Job specification;

(iii) Job evaluation, and

(iv) Personnel assessment.

In turn, the procedures and documentation are basic inputs for diverse personnel functions.

Job Analysis – Process (How to Conduct Job Analysis?):

How to conduct job analysis? We should perform eight steps as follows for conducting job
analysis.

These are mentioned below:

Step 1- Identify Purpose of Job Analysis:

First of all we should identify the purpose of job analysis. Otherwise we will not be able to
collect all the pertinent information concerning job analysis and job analysis methods.

Step 2- Selection of Analyst:

We have to choose analyst to whom responsibilities will be assigned for job analysis. The
analysts will be taken from professional human resource, line managers, incumbents or
consultants.

Step 3- Selection of Method:

We will select representative positions to analyze because it may not be necessary to

analyze all jobs and there may be too many similar jobs to analyze. After selecting
representative jobs we must identify the appropriate method which is the best one in order
to analyze a particular job.
Step 4 -Train the Analyst:

If we use internal analyst then we have to give them appropriate training so that they can
use the selected methods of job analysis in an efficient and effective way.

Step 5- Preparation of Job Analysis:

It includes communicate the project in the organization and preparing the documentation.

Step 6- Collection of Data:

Job analysts will collect data relating to job activities, employee behaviours, working
conditions, human traits and abilities to perform the job, etc.

Step 7- Review and Verify:

Analysts must verify the collected data to confirm that the information is factually correct
and complete.

Step 8- Develop a Job Description and Job Specification:

Develop a job description and job specification from the job analysis information. A job
description is a written statement that describes the activities and responsibilities of the job,
working conditions, safety and hazards. A job specification summarizes the personal
qualities, traits, skills, and background required for getting the job done.

Job Analysis – Methods:

Methods of collecting job analysis information include direct observation, work method
analysis, critical incident technique, interview and questionnaire method.

These are given below:

1. Direct Observation Method:

Direct Observation is a method of job analysis to observe and record behaviour / events /
activities / tasks / duties when the worker or group engaged in doing the job. Observation
method can be effective only when the job analyst is skilled enough to know what is to be
observed, how to analyze, and what is being observed.

2. Work Method Analysis:

Work methods analysis is used to describe manual and repetitive production jobs, such as
factory or assembly-line jobs. Work methods analysis includes time and motion study and
micro-motion analysis.

3. Critical Incident Technique:

Critical incident technique is a method of job analysis used to identify work behaviours that
classify in good and poor performance. Under this method, jobholders are asked to describe
critical incidents concerning the job and the incidents so collected are analyzed and
classified according to the job areas they describe.

4. Interview Method:

Interview method is a useful tool of job analysis to ask questions to both incumbents and
supervisors in either an individual or a group setting. Interview includes structured
interviews, unstructured interview, and open-ended questions.

5. Questionnaire Method:

It includes 6 techniques, which are as follows:

a. Position Analysis Questionnaire (PAQ Model):

PAQ model is a questionnaire technique of job analysis. It developed by Mc Cormick,

Jeanneret, and Mecham (1972), is a structured instrument of job analysis to measure job
characteristics and relate them to human characteristics. It consists of 195 job elements that
describe generic human work behaviours.

b. Functional Job Analysis (FJA Model):

FJA model is a technique of job analysis that was developed by the Employment and
Training Administration of the United States Department of Labour. It includes 7 scales
(numbers) that measure- 3 worker-function scales- measure percentage of time spent with:
data, people, things; 1 worker-instruction scale; 3 scales that measure reasoning,
mathematics, and language.

c. Work Profiling System (WPS Model):

WPS model is a questionnaire technique of job analysis, is a computer-administered system

for job analysis, developed by Saville & Holds worth, Ltd.

d. MOSAIC Model:

MOSAIC model is a questionnaire technique of job analysis used to collect information from
incumbents and supervisors. It contains 151 job tasks rated in terms of importance for
effective job performance and 22 competencies rated in terms of importance, and needed
proficiency at entry.

e. Common Metric Questionnaire (CMQ Model):

CMQ model is a technique of job analysis that was developed by Harvey as a “worker-
oriented” job analysis instrument designed to have applicability to a broad range of exempt
and nonexempt jobs. It includes 41 general questions of background section, 62 questions of
contacts with people, 80 items of decision making, 53 items of physical and mechanical
activities, 47 items of work setting.

f. Fleishman Job Analysis System (FJAS Model):

FJAS model is a technique of job analysis that describes jobs from the point of view of the
necessary capacities. It includes 52 cognitive, physical, psycho-motor, and sensory ability;
each of the categories consists of two parts – an operational and differential definition and a
grading scale.

Job Analysis – Functions:

The job analysis provides the following function:

(1) Job identification- Its title, including its code number.

(2) Significant characteristics of a job- Its location, physical setting, supervision, union
jurisdiction, hazards and discomforts.

(3) What the typical worker does? This part of information includes specific operations and
tasks to be performed by the typical worker including their relative timing and importance,
their simplicity, routine or complexity, the responsibility for others, etc.

(4) Job duties- A detailed list of duties along with the probable frequency of occurrence of
each duty.

(5) What materials and equipment the worker uses? Metals, plastics, grains, yarn or lathes,
milling machines testers, punch presses and micrometers.

(6) How a job is performed? Emphasis here is on the nature of operations like lifting,
handling, cleaning, washing, feeding, removing, drilling, driving, setting up and the like.

(7) Required Personal Attributes – These include experience, training undertaken,

apprenticeship, physical strength, coordination or dexterity, physical demands, mental
capabilities, aptitudes, social skills, etc.

(8) Job Relationship – This includes opportunities for advancement, patterns of promotions,
essential co-operation, etc.

Job analysis also provides the information relating to mental skills, working conditions,
hazards, education, vocational preparation, etc.

Sources of Job Analysis Information:

Information about job analysis may be obtained from three principal sources.

They are:
(a) From the employees who actually perform a job;

(b) From other employees such as supervisors and foremen who watch the workers while
doing a job and thereby acquire knowledge about it; and

(c) From outside observers specially appointed to watch employees performing a job. Such
outside persons are called the trade job analysts. Sometimes, special job reviewing
committees are also established.

Job Analysis – Significance:

1. Facilitates Manpower Planning:

Job analysis is the qualitative aspect of manpower requirements. It determines the demands
of the job in terms of responsibilities and duties and then translates these demands into
skills, qualities and other human attributes.

It determines the quantum of work which an average person can perform on the job in a
day. It facilitates the division of work into different jobs. Thus, it is an essential element of
manpower planning as it matches jobs with men.

2. Helps Recruitment, Selection and Placement:

In order to hire the right person on a job, it is essential to know the requirements of the job
and the qualities of the individual who will perform it. The information regarding these is
procured from job description and job specifications respectively. These help the
management in matching the job requirements as closely as possible with workers’
aptitudes, abilities, interests, etc. It facilitates the execution of employment programme.

3. Determines Training and Development Needs:

Job analysis determines the levels of standards of job performance. It helps in administering
the training development programmes. Job descriptions and job specifications are written
documents. If the contents of these two documents are known to the employees, they will
try to acquire the skills and knowledge required to perform the task assigned to them
efficiently.

They may also prepare themselves for the higher post in the light of the job description and
the job specifications. The same information may be used by those who administer the
training and development programmes for determining the contents and subject matter
needed in such programmes.

4. Determines Job Evaluation:

Job evaluation aims at determining the relative worth of the job which helps in determining
the compensation of job. These jobs are evaluated in terms of money. An accurate and
comprehensive set of job descriptions and the job specifications forms of factual basis for
evaluating the worth of the job.

5. Provides Data for Performance Appraisal:

Job analysis data provide a clear-cut standard of performance for every job. The
performance of employee can be appraised objectively with the standard of job
performance so established. A supervisor may very easily compare the contribution of each
man with the set standards.

6. Helps Job Designing:

Industrial engineers may use the job analysis information in designing the job by making the
comprehensive study of the job elements. It helps in time and motion study, work-
specifications, methods and workplace improvement and work-measurement. Human
engineering activities such as physical, mental and psychological actions are studied with the
help of job analysis information.

7. Ensures Safety and Health:

The job analysis process uncovers the hazardous and unhealthy environmental factors such
as heat, noise, fumes, dust, etc. related with the jobs. The management may take corrective
measures to minimize the chances of risks to ensure safety to workers and avoid unhealthy
conditions.

8. Maintains Discipline:

Job analysis provides the information regarding characteristics of various jobs and the job-
holders. It studies the failure of the workman to meet the required standard of
performance. Corrective measures may be taken in time to avoid untoward situations. In
this way it helps in maintaining the discipline in the industry.

Job Analysis – Areas:

Job analysis should collect information on the following areas:

i. 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.

ii. 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 extreme temperatures. There may also be definite risks to the
incumbent such as noxious fumes, radioactive substances, hostile and aggressive people,
and dangerous explosives.
iii. Tools and equipment- Some duties and tasks are performed using specific equipment and
tools. Equipment may include protective clothing. These items need to be specified in job
analysis.

iv. Relationships- Supervision given and received, relationships with internal or external
people, etc. have to be detailed in job analysis.

v. Requirements- The knowledge, skills, and abilities (KSA) required to perform the job must
be clearly defined. While an incumbent may have higher KSA than those required for the
job, a job analysis typically only states the minimum requirements to perform the job.

Job Analysis – Advantages:

Job analysis is an important element of human resource management. Most information
can be taken by human resource manager with the help of job analysis.

The main advantages of job analysis are given below:

i. Job analysis helps the personnel manager at the time of recruitment and selection of right
man on right job;

ii. It helps human resource manager to understand extent and scope of training required in
that field;

iii. It helps in evaluating the relative worth of different jobs;

iv. It also helps to chalk out the compensation plans for the employees;

v. It also helps the personnel manager to undertake performance appraisal effectively in a

concern;

vi. Job analysis reveals unhealthy and hazardous environmental and operational conditions
in various jobs;

vii. Job analysis provides pertinent information to both management and trade unions for
collective bargaining;

viii. Job analysis provides necessary information for effective human resource planning.

Job Analysis – Competency Approach:

Jobs have to be structured, keeping the unique requirements of the situation in mind. Jobs
need not always be structured in a rigid manner. In fact, as most writers are suggesting, they
need to be designed keeping the jobholders’ demands in mind.

For instance, when you downsize, you may ask employee X to handle the job of Y who is
shown the door. When you need to cut costs you may have to merge jobs with more or less
similar duties and responsibilities. The job of a typist may be merged with that of an office
assistant.
The pressures to go lean may compel a firm to work with fewer and fewer hands as years
roll by. Instead of concentrating on a single job, the same employee may be asked to handle
different jobs with more or less similar job duties and responsibilities. It would be admirable
if we pick up employees possessing transferable skills and knowledge at the entry level itself
so that when the need arises, you can roll them on different jobs comfortably.

In fact, in such a scenario, workers can exercise self-control and self-direction, instead of
being forced to handle jobs with watertight compartmentalisation. There is, therefore,
growing demand for workers who are able to seamlessly move job to job, exercising self-
direction and self-control, utilising their competencies fully.

Competencies are nothing but observable and measurable behaviours of a person that help
him carry out the job effectively. Competency-based analysis means describing a job in
terms of measurable, observable, behavioural competencies that an employee doing the job
must exhibit to do well (for example requiring a software engineer to design complex
software programme).

Why Competency Analysis?

Traditional job analysis is always job focused — that is, on the KSAs (knowledge, skills and
abilities) required to perform specific jobs — and examines the linkages among those jobs. It
is oriented toward what needs to be done in terms of duties and responsibilities. It may not
produce results when the organisation actually demands high performance from employees.

Employees not thinking beyond the box or unwilling to take up activities not pertaining to
their own narrow specialty may actually spoil the show. Employees who are not willing to
learn and are plagued by “that’s not my job” attitude may turn out mediocre performance in
the end. Competency analysis, on the other hand, is worker-focused that is, what an
employee must possess in terms of core competencies and specific competencies to
complete the task.

Core competencies here refer to characteristics that every member of the organisation
regardless of position, function or level of responsibility within the organisation is expected
to possess. Specific competencies are characteristics shared by different positions within an
organisation.

Competency models focus more on how the worker is able to meet the job’s objectives and
actually accomplishes the work. They talk about personality and value orientations (e.g., risk
taking) into the mix of what is needed to ‘fit in’ and succeed in the culture of a particular
organisation (Sanchez).

Limitations:

There is, of course, widespread opposition to competency approaches. Schippmann et al.

argued that they are as broad and ill-defined as to be of little practical use in guiding
performance of job duties. Another criticism is that competency models focus on behaviours
than results, and as such focus on how individuals are expected to perform and not their
demonstrated achievements.

Further, the word competency itself is often loosely interpreted to include many things.
Research shows that managers and workers have different perceptions about the
competencies and skills associated with various jobs in organisations. The main
discrepancies between managers and workers exist in their different perceptions of
‘workplace autonomy’ and ‘level of required skills’.

What is required for successful performance in a job is also open to doubt and remains
unexplained. HR practitioners, academics and even trade unions do not expect the so-called
ill-defined approaches to have a long life in actual practice (F. Green; J. Sandberg).

Job Analysis and Total Quality Management (TQM):

The latest thinkers of management have given a new thought of TQM. i.e. Total Quality
Management. After the word MBO (Management by Objectives) this word TQM (Total
Quality Management) is also gaining ground. TQM implies total commitment to quality.

Principles or Essential Features of TQM:

Michael Armstrong – in his book has given the following essential features of TQM:

(1) Creation of a common company theme;

(2) Creation of customer’s mentality. In this opinion customer is a king and his mentality
must be studied.

(3) Improvement in the job is becoming a part of the job.

(4) Each function of the job must be studied and re-assessed as its purpose.

(5) Improvement becoming a continuous process.

(6) There must be improvement in the various systems of communications.

(7) Bureaucracy activities must be reduced.

If a close and thorough study of the principles of TQM is made it can be said that TQM calls
for a new orientation and a broad perspective on the part of every employee. For example –
a typist in an office can no longer be confined only to typing letters as stipulated in his / her
job description. He / she must look beyond his / her job requirement and consider the entire
office as his / her area of operation.

This example can be extended and introduced to other jobs also. In the TQM dispensation,
almost everybody will be required to attend to every task, the ultimate goal being the offer
of better quality of products or services.
It is argued that with the advent of TQM the job analysis is losing its relevance. But large
numbers of eminent authors are of this opinion that TQM or no TQM, job analysis is useful
in as much as it stipulates the tasks to be performed by the job holder. What needs to be
done, to maintain job analysis under TQM is to make job description which contains basic
tasks of job leaving scope for additional duties.

Job Analysis – Notes:

Job Analysis could be a powerful source of competitive advantage. It helps the organisation
to structure jobs in terms of exact requirement. The organisation can forecast human
resource requirements very clearly. Depending on the knowledge, skills and experience of
jobholders, a systematic promotion and transfer policy could also be instituted with east
and comfort.

Job analysis helps a firm to carry out the hiring process in an equitable manner. The right
man could be put at the right place and at the right time. Exciting growth opportunities
could be thrown open to deserving candidates. This helps people with relevant
qualifications to upgrade their skills and talents from time to time.

Those who are not able to run the race could be picked up for special coaching and
counseling. Systematic performance appraisals could also be put in place in order to
separate the winners from the mediocre ones. Job analysis, thus, helps an organisation to
carry out every job-related activity in a systematic and careful manner. It could bring in
immense benefits in the form of employee satisfaction and improved morale.

Potential Problems with Job Analysis:

It should however, be noted that job analysis could suffer in the absence of consistent
support and continued blessings from top management. Much of its usefulness is
dependent on the methods deployed to collect job-related data and information.

Sometimes, the jobholders may not come out with accurate data simply because they are
not aware of its usefulness or relevance. They may even go to the extent of distorting data
deliberately with a view to sabotage the whole process.

Most of these problems could be avoided if management takes care to put everything in
black and white especially while describing the job and also laying down the requirements
of the job in terms of employee’s skills and qualifications. To ensure accuracy, employees
must be informed about everything. They need to be educated about why job analysis is
being undertaken at a specific point of time.

Job Analysis – Techniques of Data Collection:

There are several techniques that can be used for the purpose of collection of data.

The important among them are-

(i) Interviews,
(ii) Direct observations,

(iii) Maintenance of long records,

(iv)Questionnaires,

(v) Critical incident technique, etc.

In practice, these techniques may be used individually, or in possible combinations.

(i) Interviews:

There are two types of interviews which can be used for collection of data for job analysis,
viz., individual interviews (with groups of employees who do the same job) and supervisory
interviews (with one or more supervisors who are thoroughly knowledgeable about the job
being analyzed).

(ii) Direct Observation:

Direct observation is particularly useful in jobs that consist primarily of observable physical
activity like draftsman, mechanics, etc. One approach to this method is by observing the
worker on the job during a complete work cycle. In this process, notes should be taken
regarding all the job activities observed. The next stage is interviewing the worker and
getting the additional information from him. The other approach is to observe and interview
simultaneously.

(iii) Maintenance of Long Records:

In this technique the workers are asked to maintain and keep daily records or list of
activities they are doing on that day. For every activity he engages in, the employee records
the activity in the list given. This technique provides comprehensive job information and it is
much useful when it is supplemented with subsequent interviews.

(iv) Questionnaires:

Many companies use job analysis questionnaires to secure information on job requirement
relating to typical duties and tasks, tools and equipment used, etc.

(v) Critical Incident Technique:

The critical incident technique for job analysis is especially useful for scientific analysis, and
selection research. In this technique, incidents are short examples of successful or
unsuccessful job behaviour. After many incidents are collected they are classified into
behavioural categories.

These categories describe specific desired job behaviours and can be useful in recruitment
and selection decisions. The job analysis information, thus collected is useful to the
personnel department to prepare the forms detailing as job descriptions, job specification
and job standards.

There are three important sub-systems in job analysis. They are job description, job
specification and employee specification.

Job Analysis – Uses:

A comprehensive job analysis programme can be used as a foundation and as an essential
ingredient for all the functions and areas of personnel management and industrial relations.

A brief description of uses of job analysis is as follows:

(1) Employment:

Job analysis is useful as a guide in every phase of employment process like manpower
planning, recruitment selections, placement, orientation induction, and in performance
appraisal as it gives the information about, duties, tasks and responsibilities, etc.

(2) Organisation Audit:

Job information obtained by job analysis often reveals instances of poor organisation in
terms of the factors affecting job design. The analysis process, therefore, constitutes a kind
of organisation audit.

(3) Training and Development Programmes:

Description of duties and equipment used is of great help in developing the content of
training and development programmes. Needs of training and developing are identified with
the help of job description. Further, the training programmes are also evaluated with the
standards of job analysis.

(4) Performance Appraisal:

Instead of rating an employee on characteristics such as dependability there is now a

tendency toward establishing job goals and appraising the work done toward those goals. In
this type of appraisal, a job description is useful in defining the areas in which job goals
should be established.

(5) Promotion and Transfer:

Job information helps in charting the channel of promotion and in showing lateral lines of
transfer.

(6) Preventing Dissatisfaction and Settling Complaints:

Job information can be used as a standard in preventing and settling complaints related to
work load, nature of work, work procedure, etc., alteration or revisions of job description,
etc.

(7) Discipline:

Job information can be used as a standard when discipline is being considered for standard
performance.

(8) Restriction of Employment Activity for Health Reasons and Early Retirement:

When employees are unable to maintain the standard of job performance due to old age or
health hazards, they may opt for early retirement or the organisation may retrench their
services.

(9) Wage and Salary Administration:

Job analysis is the basis for job evaluation. Basically wage and salary levels are fixed on the
basis of job evaluation which takes into consideration the content of the job in terms of
tasks, duties, responsibilities, risks, hazards, etc.

(10) Health and Safety:

Job description provides the information about hazardous and unhealthy conditions,
accident prone areas etc.

(11) Induction:

Job description is a standard function as the employee is provided with the information
about the job.

(12) Industrial Relations:

A job description is a standard function to solve industrial disputes and to maintain sound
industrial relations. If an employee attempts to add or to delete some duties from the ones
listed in job description, the standard has been violated. The labour union as well as
management’s interest has been violated.

The labour union as well as management is interested in this matter. Controversies often
result, and a written record of the standard job description is valuable in resolving such
disputes. Despite these uses, job analysis is also a target of criticism.