Job Analysis
Introduction
Job analysis is the process of studying and collecting information
relating to the operations and responsibilities of a specific job.
• The information thus collected is analyzed, and the facts about the
nature of job working conditions and qualities in an employee can
be easily known. Job analysis defines the jobs within the
organization and the behaviors necessary to perform these jobs.
• Job Analysis is a systematic exploration, study, and recording of a
specific job’s responsibilities, duties, skills, accountabilities, work
environment, and ability requirements.
• It also involves determining the relative importance of the duties,
responsibilities, and physical and emotional skills for a given job.
Definitions
• Mathis and Jackson (1999) view job analysis as a systematic way to
gather and analyze information about the content and human
requirements of jobs and the context in which jobs are performed.
• According to Edwin B. Flippo, “Job Analysis is the process of
studying and collecting information relating to the operation and
responsibilities of a specific job.”
For example, the data collected should clearly describe exactly
what is required to perform a specific job.
This should include the:
• Knowledge: Knowledge is defined as the degree to which a
job holder must know specific technical material.
• Skill: Skill is defined as adequate performance on tasks
requiring tools, equipment, and machinery.
• Abilities: Abilities refers to the physical and material
capabilities needed to perform tasks not requiring the use of
tools, equipment, and machinery. Further, where the job is
completed must be considered.
So the types of information to be collected by a job analysis are
shown below:
• Work activities.
• Work-oriented activities.
• Machines, tools, equipment, and work aids are used.
• Job-related tangible and intangible.
• Work performance.
• Job context.
• Personal requirement.
So. job analysis is the process of determining and reporting
pertinent information relating to the nature of a specific job. It is
the determination of the tasks that comprise the job and the skills,
knowledge, abilities, and responsibilities required of the holder for
successful job performance.
The end product of a job analysis is a written description of the
actual requirements of the job.
Strategic Choice of Job Analysis
The following strategic guidelines should be examined when
deciding whether to conduct a job analysis;
• The primary purpose for conducting a job analysis should be
specified (such as establishing wage rates or recruiting) to help
ensure that all relevant information is examined.
• The primary purpose of conducting a job analysis should be input
for the types of information collected (for example, work activities,
machines & tools used, or job context).
• The purpose of the job analysis, the types of information required,
the time & cost constraints, the level of employee involvement &
the level of detail desired should be specified before choosing one
or more of the available data collection methods.
• The strategy of an organization can influence which human
resource activities will be emphasized. In turn, certain human
resource activities (such as selection or performance appraisal) may
require different job analysis methods.
– Managers should follow or include the following steps when
conducting a job analysis.
– Determine the purpose of the job analysis.
– Identify the jobs to be analyzed.
– Determine the data collection method.
– Explain the process to employees & involve them.
– Collect job analysis information.
– Process the job analysis information.
– Review & update frequently.
• The job analysis should be designed so that job descriptions & job
specifications can be derived easily.
• Managers should communicate all relevant information to
employees concerning the job analysis to prevent unnecessary
uncertainty & anxiety.
• If major organizational changes have taken place, managers should
consider conducting a job analysis.
• If major organizations are anticipated, managers should consider
conducting a more future-oriented job analysis.
Purposes of Job Analysis
The data collected from the job analysis can be used for a variety of
purposes. These are:
• Job description.
• Job specification.
• Job evaluation.
Job Description
Job descriptions describe the duties, responsibilities, working
conditions, and activities of a particular job. Job descriptions vary in
terms of the level of detail provided.
However, several components are present in virtually every job
description—for example, the job title, type of summary, and
worker requirements.
One valuable source for locating standardized job descriptions is the
Dictionary of Occupational Titles (DOT), published by the US
Department of labor, providing more than 12,000 occupations.
Managers can adapt the standardized job descriptions from the
DOT to the specific jobs within their firm.
Job Specification
Job specifications detail the knowledge, skills, and abilities relevant
to a job, including the education, experience, specialized training,
personal traits, and manual dexterity required. The job specification
is important for several reasons.
First, certain jobs have the qualifications required by law.
For example, airline pilots, attorneys, and medical doctors all need
to be licensed. Another type of job specification is based on
professional tradition.
For example, university professors must usually hold a Ph.D. or
equivalent degree if they will be in a tenure track position.
Finally, job specifications might involve establishing certain
standards or criteria that are deemed necessary for successful
performance.
Job Evaluation
The information gathered during a job analysis can be used as input
for the organization’s job evaluation system. The job evaluation
determines the worth of a particular job to the organization.
This information is primarily used to determine the pay for the job.
Thus, employees should be paid more for working on more difficult
jobs.
Job Analysis Tools
Job Analysis supports all other management activities,
including recruitment and selection, training and development
need analysis, performance analysis and appraisal, job evaluation,
job rotation, job enrichment and enlargement, the right job-
individual, creation, and regulation of entry and exit of talent in an
organization.
There are various tools and techniques, such as the O-Net model.
PAQ model. FJA model.
F-JAS model and competency model that helps HR managers to
develop genuine job description and job specification data. Though
not very new, only a few very high-profile organizations use these
specialized tools and techniques.
Not very common in use, but once understood, these systematic
approaches prove extremely useful for measuring the worth of any
job in an organization.
• O*Net Model.
• FJA Model.
• PAQ Model.
• F-JAS Model.
• Competency Model.
• Job Scan.
Functional Job Analysis
FJA stands for Functional Job Analysis and helps in collecting and
recording job-related data to a deeper extent. It is used to develop
task-related statements.
Developed by Sidney Fine and his colleagues, the technique helps
determine the complexity of duties and responsibilities involved in
a specific job.
This work-oriented technique works based on the relatedness of
job data, where the complexity of work is determined on a scale of
various scores given to a particular job. The lower scores represent
greater difficulty.
Positional Analysis Questionnaire
PAQ represents the Position Analysis Questionnaire. This well-
known and commonly used technique analyzes a job by getting the
questionnaires filled by job incumbents and their superiors.
Designed by a trained and experienced job analyst, the process
involves interviewing the subject matter experts and employees
and evaluating the questionnaires on those bases.