JOB ANALYSIS
McCormick, 1976 in “handbook of industrial & organisational psychology” define job
analysis refers to the process of getting detailed information about jobs. Job analysis has
deep historical roots. Socrates argued that society needed to recognize 3 things:
1) there are individual differences in aptitudes for work, meaning that differ in their
abilities
2) unique aptitude requirements exist for different occupations
3) to achieve high quality performance, society must attempt to place people in
occupation that best suit their aptitudes.
For society (organization) to succeed, it must have detailed information about the
requirements of jobs (through job analysis) and it must ensure that a match exists
between the job requirements and individuals’ aptitudes (through selection). The larger
society the more important for organisation to understand and match job requirements
and people to achieve high quality performance.
The important of job analysis to HR manager
1. Work redesign.
Job analysis and job design are interrelated. Often a firm will seek to redesign work to
make it more efficient & effective. To redesign the work, detailed information about
the existing jobs must be available.
2. Human resource planning.
Planners analyze an organization’s human resource needs in a dynamic environment
and develop activities that enable a firm to adapt to change. This planning process
requires accurate information about the level of skill required in various jobs to
ensure that enough individuals are available in the organization to meet the human
resource needs of the strategic plan.
3. Selection
Hr selection identifies the most qualified applicants for employment. To identify
which applicants are most qualified, it is first necessary to determine the task that will
performed by the individual hired and the knowledge, skill, and abilities that
individual must have to perform the job effectively.
4. Training
Almost every employee hired by an organization will require training. Some training
programs may be more extensive than others, but all require the trainer to have
identified the task performed in the job to ensure that the training will prepared
individuals to perform their jobs effectively.
5. Performance appraisal
Deals with getting information about how well each employee is performing in order
to reward those who are effective, improve the performance of those who are
ineffective, or provide a written justification for why the poor performer should be
disciplined. Through job analysis, the organization can identify the behaviour and
results that distinguish effective performance from ineffective performance.
6. Career Planning
Entails matching an individual skill’s and aspirations with opportunities that are or
may become available in the organisation. This matching process requires that those
in charge of career planning know the skill requirements of the various jobs. This
allow them to guide individuals into jobs in which they will succeed and satisfied.
7. Job Evaluation
The process of job evaluation involves assessing the relative dollar value of each job
to the organization to set up internally equitable pay structure. If pay structures are
not equitable, employee will be dissatisfied and quit, or they will not see the benefits
of striving for promotions. To put dollar values on jobs, it is necessary to get
information about different jobs to determine which jobs deserve higher pay than
others.
Job analysis information
2 types of information are most useful in job analysis:
1. Job description – a list of tasks, duties and responsibilities (TDRs) that a job entails.
When a manager attempts to evaluate job performance, it is most important to have
detailed information about the work performed in the job. This makes it possible to
determine how well an individual is meeting each job requirement
2. Job specification