Wednesday, February 26, 2020

JOB ANALYSIS


  • JOB ANALYSIS

  • UPDATED
  • HUMAN RESOURCE MGMT
  • BY DR. SHASHI AGGARWAL
  • MEANING OF JOB ANALYSIS
  • MEANING OF JOB :
  • DIVISION OF TOTAL WORK INTO PACKAGES/POSITIONS
  • DALE YODER,” A JOB IS COLLECTION OR AGGREGATION OF TASKS,DUTIES AND RESPONSIBILITIES WHICH AS WHOLE IS REGARDED AS A REGULAR ASSIGNMENT TO INDIVIDUAL EMPLOYEES AND WHICH IS DIFFERENT FROM OTHER ASSIGNMENTS
  • A JOB MAY BE DEFINED AS GROUP OF POSITIONS INVOLVING SOME DUTIES,RESPONSIBILITIES, KNOWLEDGE AND SKILLS.
  • JOB ANALYSIS

  • JOB ANALYSIS REFERS TO THE PROCESS OF COLLECTING INFORMATION ABOUT A JOB
  • TRADITIONAL VIEW
  1. PROCESS TO IDENTIFY AND DETERMINE IN DETAIL THE PARTICULARS JOB DUTIES AND REQUIREMENT AND THE RELATIVE IMPORTANCE OF THESE DUTIES FOR A GIVEN JOB.
  2. JOB ANALYSIS IS A FORMAL AND DETAILED EXAMINATION OF JOBS. IT IS SYSTEMATIC INVESTIGATION OF THE  TASKS,DUTIES AND RESPONSIBILITIES. JOBS ARE DEFINED IN RIGID WAY ALONG PRESCRIBED LINES
·         II. MODERN VIEW : JOBS ARE NOT STATIC. THE SAME JOBS MIGHT BE HANDLED DIFFERENTLY AT DIFFERENT TIMES OF THE YEAR. AN ORGANIZATION IS NOT A STRUCTURE OF UNCHANGING JOBS
  • DEFINITION
  • 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 THE ANALYSIS ARE JOB DESCRIPTION AND JOB SPECIFICATIONS.
  • DECENZO AND P ROBBINS,” A JOB ANALYSIS IS A SYSTEMATIC EXPLORATION OF THE ACTIVITIES WITHIN JOBS. IT IS BASIC TECHNICAL PROCEDURES,ONE THAT IS USED TO DEFINE THE DUTIES,RESPONSIBILITIES AND ACCOUNTABILITY OF A JOB.


  • JOB ANALYSIS
  1. PROCESS BY WHICH JOBS DUTIES AND RESPONSIBILITIES ARE DEFINED
  2. INFORMATION RELATED TO JOBS ARE COLLECTED AND COMPLIED TO KNOW THE WORKING CONDITIONS,NATURE OF THE WORK,QUALITIES OF PERSON TO BE EMPLOYED,POSITION OF THE JON AND OPPORTUNITIES
  3. THE MAIN OBJECTIVE IS TO COLLECT THE DATA AND ANALYSE THE DATA RELATING TO JOBS
  4. THE REQUIRMENT OF JOB ARE KNOWN AS JOB DESCRIPTION AND QUALITIES REQUIRED TO PERFORM THE JOB IS JOB SPECIFICATION
  5. JOB DESCRIPTION AND JOB SPECIFICATION ARE TWO PRODUCT OF JOB ANALYSIS
  • OBJECTIVE AND NEED
  1. RIGHT FIT BETWEEN JOB AND EMPLOYESS
  2. WORK SIMPLIFICATION : JOB ANALYSIS PROVIDE THE INFORMATION RELATED TO JOB AND USED TO SIMPLIFY THE JOB. WORK SIMPLIFICATION MEANS DIVIDING THE JOB INTO SMALL PARTS. AND IT HELPS TO IMPROVE PRODUCTIVITY
  3. ESTABLISHING A STANDARD OF PERFORMANCE
  • SUPPORT TO PERSONNEL ACTIVITIES LIKE RECRUITMENT,SELECTION,TRAINING AND PERFORMANCE APPRAISAL ETC
  • WHY ??????
  1. CLASSIFICATION AND PAY
  2. RECRUITMENT AND SELECTION
  3. TRAINING AND DEVELOPMENT
  4. PERFORMANCE APPRAISAL
  5. HUMAN RESOURCE PLANNING
  • NEED AND IMPORTANCE

  1. HUMAN RESOURCE PLANNING
  2. ORGANIZATIONAL DESIGN
  3. RECRUITMENT
  4. SELECTION
  5. PLACEMENT AND ORIENTATION
  6. TRAINING AND DEVELOPMENT
  7. PERFORMANCE APPRAISAL
  8. JOB REDESIGNING
  9. JOB EVALUATION

  • TIMING OF JOB ANALYSIS( WHEN)
  1. UNDERTAKEN WHEN THE ORGANIZATION IS ESTABLISHED  AND A JOB ANALYSIS PROGRAMME IS UNDERTAKEN FOR THE FIRST TIME
  2. IT IS PERFORMED WHEN NEW JOBS ARE CREATED
  3. DON WHEN JOBS UNDERGO RADICAL TRANSFORMATION DUE TO CHNAGES IN NEW TECHNOLOGIES,METHODS ,PROCEDURES OR SYSTEMS

  • PROCESS OF JOB ANALYSIS

  • ORGANIZATIONAL JOB ANALYSIS :  FIRST STEP OF JOB ANALYSIS UNDER WHICH REQUIRED INFORMATION RELATED TO VARIOUS ASPECTS OF JOBS ARE COLLECTED. THIS IS REQUIRED TO FIND THE LINKAGE BETWEEN JOBS AND ORGANIZATIONAL OBJECTIVES. NECESSARY BACKGROUND INFORMATION FOR THIS STEP CAN BE COLLECTED BY USING ORGANIZATION PROCESS,CHARTS AND DESCRIPTIONS
  • SELECTING REPRESENTATIVE JOB ANALYSIS :ANALYZING ALL JOBS OF AN ORGANIZATION IS BOTH COSTLY AND TIME CONSUMING, ONLY A REPRESENTATIVE SAMPLE OF JOB IS SELECTED FOR THE PURPOSE OF DETAILED ANALYSIS. JOB ANALYSIS IDENTIFIES THOSE JOS WHICH WILL BE INVOLVED IN CONDUCTING THE JOB ANALYSIS
  • COLLECTING OF DATA FOR JOB ANALYSIS :COLLECT JOB RELATED DATA SUCH AS EDUCATION QUALIFICATION,DUTIES,RESPONSIBILITIES,WORKING CONDITIONS,BEHAVIOR SKILLS AND ABILITIES. DATA IS COLLECTED BY USING METHODS SUCH AS OBSERVATION,INTERVIEW AND QUESTIONNAIRE.
  • PROCESSING AND REVIEWING : A JOB ANALYSIS REPORT IS PREPARED BY USING COLLECTED DATA. THE INFORMATION IS VERIFIED WITH THE WORKERS PERFORMING THE JOB AND THEIR SUPERVISOR
  • DEVELOPING JOBS DESCRIPTION : THE INFORMATION COLLECTED IS USED TO DEVELOP A WRITTEN STATEMENT KNOWN AS JOB DESCRIPTION. JOB DESCRIPTION IS A DOCUMENT THAT DESCRIBES THE RESPONSIBILITIES ,WORKING CONDITIONS,LOCATIONS,RISKS AND TASKS REQUIRED FOR EFFECTIVE JOB PERFORMANCE
  • DEVELOPING JOB SPECIFICATION : THE FINAL STEP IS TO DEVELOP JOB SPECIFICATION. JOB SPECIFICATION AND JOB DESCRIPTION ARE TWO TANGIBLE PRODUCT OF JOB ANALYSIS PROCESS. JOB SPECIFICATION IS A STATEMENTS OF PERSONAL TRAITS,EDUCATIONAL QUALIFICATION,EXPERIENCE ,BACKGROUND AND SKILL NEEDED TO PERFORM A JOB.
  • APPROACHES TO JOB ANALYSIS
  1. TASK ORIENTED APPROACH  : FOCUS ON THE ACTUAL ACTIVITIES INVOLVED IN A JOB. MAINLY CONSIDERS DUTIES AND RESPONSIBILITIES OF  A JOB. TASK STATEMENT IS PREPARED BY HR MANAGER WHICH SPECIFIES THE FUNCTIONS OF A JOB IN DETAIL. AND TASKS ARE RATED ON THE BASIS OF IMPORTANCE,FREQUENCY AND DIFFICULTY ETC
  2. WORKER ORIENTED APPROACH : EXAMINING HUMAN ATTRIBUTES OF A JOB IS ANOTHER APPROACH. ATTRIBUTES ARE CLASSIFIED AS KNOWLEDGE,SKILLS,ABILITIES AND OTHER CHARACTERISTICS COLLECTIVELY KNOWN AS KSAO.
  • METHODS
  1. JOB PERFORMANCE
  2. PERSONAL OBSERVATION
  3. CRITICAL INCIDENTS
  4. INTERVIEW METHODS
  5. PANEL OF EXPERTS
  6. EMPLOYEE DIARY/LOG
  7. RECORDS

  • METHODS

  • JOB PERFORMANCE : JOB ANALYSTS ACTUALLY PERFORM THE JOB IN QUESTION. THE ANALYST RECEIVES FIRST HAND EXPERIENCE OF THE ACTUAL TASKS AND PHYSICAL SOCIAL DEMANDS OF THE JOBS. METHOD IS SUITABLE WHERE THE JOBS CAN BE EASILY LEARNED AND WHERE SKILL REQUIREMENT IS LOW. NOT SUITABLE FOR JOBS THAT ARE HAZARDOUS,THAT REQUIRE EXTENSIVE TRAINING
  • PERSONAL OBSERVATION : THE JOB ANALYSTS OBSERVES THE WORKERS DOING THE JOBS DIRECTLY. THE TASK PERFORMED THE PACE AT WHICH THE ACTIVITIES ARE DONE,WORKING CONDITIONS ETC ARE OBSERVED DURING A COMPLETE WORK CYCLE. SUITABLE FOR JOBS THAT INVOLVE MANUAL ,STANDARDIZED AND SHORT JOB CYCLE ACTIVITIES. THE OBSERVER MUST OBSERVE AVERAGE WORKERS,AND MAKE NOTE OF THE SPECIFIC JOB NEEDS.
  • CRITICAL INCIDENTS : QUALITATIVE APPROACH TO JOB ANALYSIS USED TO OBTAIN SPECIFIC,BEHAVIORALLY FOCUSED DESCRIPTION OF WORK OR OTHER ACTIVITIES. JOB HOLERS ARE ASKED TO DESCRIBE INCIDENTS CONCERNING THE JOB ON THE BASIS OF THEIR PAST EXPERIENCE. THE INCIDENT WILL DISCLOSE THE PROBLEM,WAY OF HANDLING,QUALTIES REQUIRED AND DIFFICULTY LEARNED. THE INCIDENTS SO COLLECTED ARE ANALYZED ,CLASSIFIED. A FAIRLY PICTURE OF ACTUAL JOB REQUIRMENTS CAN BE OBTAINED BY DISTINGUISHING BETWEEN EFFECTIVE AND INEFFECTIVE BEHAVIOUR
  • INTERVIEW METHOD :
  • CONSISTS OF ASKING QUESTIONS TO BOTH INCUMBENTS AND SUPERVISORS IN EITHER INDIVIDUAL OR A GROUP SETTING
  • A GROUP OF EXPERTS QUESTIONS,CROSS QUESTIONS AND COLLECT INFORMATION AND BASED ON THIS INFORMATION JOB ANALYSIS IS PREPARED
  • THREE TYPES OF INTERVIEW :
  1. INDIVIDUAL INTERVIEW WITH EACH EMPLOYEE
  2. GROUP INTERVIEW WITH GROUP OF EMPLOYEES HAVING THE SAME JOB
  3. SUPERVISORS INTERVIEWS WITH ONE OR MORE SUPERVISORS ( KNOWLEDGEABLE)
  • LIMITATION OF INTERVIEW METHOD :  TIME CONSUMING AND VALUE OF DATA IS PRIMARILY DEPENDENT UPON THE INTERVIEWER’S SKILL
  • PANEL OF EXPERTS :-CONDUCT INTERVIEW WITH THE EXPERTS. UTILIZES SENIOR JOB INCUMBENTS AND SUPERIOR WITH EXTENSIVE KNOWLEDGE OF THE JOBS
  • EMPLOYEE DIARY OR LOG :REQUIRES THAT EMPLOYEES OBSERVE THEIR PERFORMANCE BY KEEPING A DIARY /LOG OF THEIR JON DUTIES,NOTING HOW FREQUENTLY THEY ARE PERFORMED AND THE TIME REQUIRED FOR EACH DUTY, IF DONE WISELY THIS METHOD PROVIDE COMPREHENSIVE INFORMATION ABOUT THE JOB
  • RECORDS : RECORDS OF THE FACTS REGARDING THE JOB AND JOB HOLDERS MAINTAINED BY THE PERSONNEL DEPARTMENTS
  • QUESTIONNAIRE METHOD : EMPLOYED BY ENGINEERING CONSULTANT. JOB HOLDERS ARE GIVEN A PROPERLY DESIGNED QUESTIONNAIRE AIMED AT COLLECTING INFORMATION. THE BENEFITS IS THAT INFORMATION ON A LARGE NUMBER OF JOBS CAN BE COLLECTED.
  • POSITION ANALYSIS QUESTIONNAIRE
  1.  VERY STRUCTURED QUESTIONNAIRE FILLED BY JOB ANALYST HIMSELF
  2. STANDARDIZED QUESTIONNAIRE ( DEVELOPED BY PURDUE UNIVERSITY) DEVELOPED TO QUANTITATIVELY SAMPLE WORK ORIENTED JOB ELEMENTS
  3. CONSISTS OF 194 ITEMS EACH OF WHICH REPRESENTS A BASIC ELEMENTS THAT MAY OR MAY NOT PLAY AN IMPORTANT ROLE
  4. DIVIDED INTO SIX MAJOR DIVISIONS
  • POSITION ANALYSIS QUESTIONNAIRE
1.       EMPLOYEE ACTIVITIES IN PAQ :
  1. INFORMATION INPUT : (35 ELEMENTS.)
  2. MENTAL PROCESS 15 ELEMENTS
  3. PHYSICAL ACTIVITIES 49 ELEMENTS
  4. RELATIONSHIP WITH OTHER PPL 36 ELEMENTS
  5. JOB CONTEXT 19 ELEMENTS
  6. OTHER JOB CHARACTERSTICS 40 ELEMENTS

  • BENEFITS
  1. PROVIDES A QUANTITATIVE SCORE OR PROFILE OF ANY JOBS IN TERMS OF HOW THE JOBS RATES ON BASIC ACTIVITIES
  2. CAN BE USED TO COMPARE THE JOBS RELATIVE TO ONE ANOTHER
3.       MAJOR LIMITATION : TIME CONSUMING
  • MANAGEMENT POSITION DESCRIPTION QUESTIONNAIRE
  • STANDARDIZED INSTRUMENT DESIGNED SPECIFICALLY FOR THE USE IN ANALYZING MANAGERIAL JOBS
  • 274 ITEM AND FIVE SECTIONS AND TAKE 21 HOURS TO COMPLETE THE QUESTIONNAIRE
  • W.W TOMOV AND P.R PINTO HAVE DEVELOPED THE FOLLOWING MANAGEMENT POSITION DESCRIPTION FACTORS:

  • MANAGEMENT PSOTION DESCRIPTION QUESTIONNAIRE
  1. PRODUC,MARKETING AND FINANCIAL STRATEGY PLANNING
  2. COORDINATION OF OTHER ORGANIZATON UNITS AND PERSONNEL
  3. INTERNAL BUSINESS CONTROL
  4. PRODUCT AND SERVICE RELATIONS
  5. PUBLIC AND CUSTOMER RELATIONS
  6. ADVANCE CONSULTING
  7. AUTONOMY OF ACTIONS
  8. STAFF SERVICE
  9. SUPERVISION
  10. COMPLEXITY AND STRESS
  11. ADVANCED FINANCIAL RESPONSIBILITY
  12. BROAD PERSONNEL RESPONSIBILITY
  13. FUNCTIONAL BASED JOB ANALYSIS
  14. WORKER ORIENTED JOB ANALYSIS APPROACH THAT DESCRIBES THE WHOLE PERSON ON THE JOB
  15. TRIES TO EXAMINE THE FUNDAMENTAL COMPONENTS OF DATA,PEOPLE AND THINGS

  • FUNCTIONAL BASED JOB ANALYSIS
  1. IDENTIFICATION OF THE ORGANIZATIONAL GOALS. IDENTIFIES WHAT SHOULD BE
  2. IDENTIFICATION AND DESCRIPTION OF TASKS
  3. ANALYSIS OF TASKS
  4. DEVELOP PERFORMANCE STANDARD
  5. DEVELOPMENT OF TRAINING CONTENTS
  • INTERNET BASED JOB ANALYSIS
  • ON LINE METHODOLOGY FOR SURVEY HAS INCREASED


  • WHICH METHOD TO FOLLOW :-
  • DEPEND ON THE PURPOSE
  • POSSIBLE MULTIPLE METHODS MAY BE FOLLOWED
  • PROBLEMS
  1. LACK OF SUPPORT
  2. RELYING ON ONE SOURCE
  3. NON TRAINED AND NON MOTIVATED JOB HOLDERS
  4. DISTORTED INFORMATION
  • JOB DESCRIPTION
  1. IMMEDIATE PRODUCT OF JOB ANALYSIS PROCESS. THE DATA COLLECTED THROUGH JOB ANALYSIS PROVIDES A BASIS FOR JOB DESCRIPTION AND JOB SPECIFICATIONS.
  2. IT HELPS IN IDENTIFICATION OF JOB AND PROVIDE A CLEAR IDEA ABOUT WHAT THE JOB IS.
  3. IT DISCLOSES WHAT,HOW AND WHY THE JOB IS TO BE DONE.
  4. A JOB DESCRIPTION IS AN ORGANIZED FACTUAL STATEMENT OF JOB CONTENTS IN THE FORM OF DUTIES AND RESPONSIBILITIES OF A SPECIFIC JOB.
  • CONTENTS OF JOB DESCRIPTION
  1. PROPER JOB TITLE
  2. JOB SUMMARY
  3. JOB LOCATION
  4. MACHINES,TOOLS AND MATERIALS
  5. NATURE OF SUPERVISION
  6. RELATION WITH OTHER JOBS
  • FEATURES OF  A GOOD JOB DESCRIPTION
  1. UP TO DATE
  2. JOB TITLE SHOULD BE SUGGESTIVE,SHORT AND BRIEF
  3. DESCRIPTIVE
  4. JOB SPECIFICATION
  5. CLARITY OF CONTENTS OF JOB DESCRIPTION
  6. NOT STATEMENT OF OPINION
  • EXAMPLE
  • JOB DESCRIPTION OF HUMAN RESOURCE MANAGER
  • HIS DUTIES AND RESPONSIBILITIES INCLUDE:-
  1. RECRUITMENT AND STAFFING
  2. ORGANIZATIONAL DEPARTMENT PLANNING
  3. ORGANIZATION DEVELOPMENT
  4. EMPLOYEE AND COMPLIANCE WITH REGULATORY
  5. EMPLOYEE RELATION
  6. COMPENSATION AND BENEFIT ADMINISTRATION
  • JOB SPECIFICATION
  1. MINIMUM OF A BACHELOR’S DEGREE OR EQUIVALENT IN HUMAN RESOURCE MGMT OR ORGANIZATION DEVELOPMENT
  2. MINIMUM OF SEVEN YEARS OF PROGRESSIVE LEADERSHIP EXPERIENCE IN HUMAN RESOURCE POSITION
  3. SPECIALIZED TRAINING IN EMPLOYMENT LAW,COMPENSATION ETC
  4. ACTIVE AFFILIATION WITH APPROPRIATE HUMAN RESOURCE COMMUNITY
  • JOB SPECIFICATION
  • EDWIN B FLIPPO,” A JOB SPECIFICATION IS A STATEMENT OF MINIMUM ACCEPTABLE HUMAN QUALITIES NECESSARY TO PERFORM A JOB PROPERLY.
  • SUMMARY OF PERSONAL REQUIREMENT FOR A JOB. ALSO CALLED STANDARD OF PERSONNEL FOR THE SELECTION.
  • JOB SPECIFICATION
  1. PHYSICAL CHARACTERISTICS:-
  2. PSYCHOLOGICAL AND SOCIAL CHARACTERISTICS
  3. MENTAL CHARACTERISTICS
  4. PERSONAL CHARACTERISTICS
  • DIFFERENCE
  • JOB DESCRIPTION
  1. SUMMARY OF THE DUTIES,RESPONSIBILITIES
  2. MEASURES THE JOB
  3. UNDERSTANDING THE REQUIREMENT
  • JOB SPECIFICATION
  1. QUALITIES OF THE PERSON
  2. MEASURES THE PERSON HANDLING JOB
  3. MGMT IN SELECTING RIGHT PERSON FOR THE JOB



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