Download VTU (Visvesvaraya Technological University) MBA 2nd Semester (Second Semester) 17MBA21-Human Resource Management HRM Chapter 2 Important Lecture Notes (MBA Study Material Notes)
Chapter
2
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Job analysis
Chapter
2
INTRODUCTION
? Job analysis is the process of gathering
information about a job. It is, to be more
specific, a systematic investigation of the
tasks, duties and responsibilities necessary to
do a job.
FirstRanker.com - FirstRanker's Choice
Job analysis
Chapter
2
INTRODUCTION
? Job analysis is the process of gathering
information about a job. It is, to be more
specific, a systematic investigation of the
tasks, duties and responsibilities necessary to
do a job.
? According to Jones and Decothis ?Job analysis
is the process of getting information about
jobs: specially, what the worker does; how he
gets it done; why he does it; skill, education
and training required; relationship to other
jobs, physical demands; environmental
conditions?.
FirstRanker.com - FirstRanker's Choice
Job analysis
Chapter
2
INTRODUCTION
? Job analysis is the process of gathering
information about a job. It is, to be more
specific, a systematic investigation of the
tasks, duties and responsibilities necessary to
do a job.
? According to Jones and Decothis ?Job analysis
is the process of getting information about
jobs: specially, what the worker does; how he
gets it done; why he does it; skill, education
and training required; relationship to other
jobs, physical demands; environmental
conditions?.
? 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?.
FirstRanker.com - FirstRanker's Choice
Job analysis
Chapter
2
INTRODUCTION
? Job analysis is the process of gathering
information about a job. It is, to be more
specific, a systematic investigation of the
tasks, duties and responsibilities necessary to
do a job.
? According to Jones and Decothis ?Job analysis
is the process of getting information about
jobs: specially, what the worker does; how he
gets it done; why he does it; skill, education
and training required; relationship to other
jobs, physical demands; environmental
conditions?.
? 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?.
4-3
Nature of job analysis
Job Analysis
Job Tasks
Job Duties
Job Responsibilities
FirstRanker.com - FirstRanker's Choice
Job analysis
Chapter
2
INTRODUCTION
? Job analysis is the process of gathering
information about a job. It is, to be more
specific, a systematic investigation of the
tasks, duties and responsibilities necessary to
do a job.
? According to Jones and Decothis ?Job analysis
is the process of getting information about
jobs: specially, what the worker does; how he
gets it done; why he does it; skill, education
and training required; relationship to other
jobs, physical demands; environmental
conditions?.
? 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?.
4-3
Nature of job analysis
Job Analysis
Job Tasks
Job Duties
Job Responsibilities
FirstRanker.com - FirstRanker's Choice
Job analysis
Chapter
2
INTRODUCTION
? Job analysis is the process of gathering
information about a job. It is, to be more
specific, a systematic investigation of the
tasks, duties and responsibilities necessary to
do a job.
? According to Jones and Decothis ?Job analysis
is the process of getting information about
jobs: specially, what the worker does; how he
gets it done; why he does it; skill, education
and training required; relationship to other
jobs, physical demands; environmental
conditions?.
? 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?.
4-3
Nature of job analysis
Job Analysis
Job Tasks
Job Duties
Job Responsibilities
FirstRanker.com - FirstRanker's Choice
Job analysis
Chapter
2
INTRODUCTION
? Job analysis is the process of gathering
information about a job. It is, to be more
specific, a systematic investigation of the
tasks, duties and responsibilities necessary to
do a job.
? According to Jones and Decothis ?Job analysis
is the process of getting information about
jobs: specially, what the worker does; how he
gets it done; why he does it; skill, education
and training required; relationship to other
jobs, physical demands; environmental
conditions?.
? 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?.
4-3
Nature of job analysis
Job Analysis
Job Tasks
Job Duties
Job Responsibilities
Who should conduct job
analysis?
v Job incumbents themselves
v Supervisors
v External analysts
FirstRanker.com - FirstRanker's Choice
Job analysis
Chapter
2
INTRODUCTION
? Job analysis is the process of gathering
information about a job. It is, to be more
specific, a systematic investigation of the
tasks, duties and responsibilities necessary to
do a job.
? According to Jones and Decothis ?Job analysis
is the process of getting information about
jobs: specially, what the worker does; how he
gets it done; why he does it; skill, education
and training required; relationship to other
jobs, physical demands; environmental
conditions?.
? 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?.
4-3
Nature of job analysis
Job Analysis
Job Tasks
Job Duties
Job Responsibilities
Who should conduct job
analysis?
v Job incumbents themselves
v Supervisors
v External analysts
The process of Job analysis
The major steps involved in job analysis are:
v Organizational analysis
v Selection of representative positions to be analyzed
v Collection of job analysis data
v Preparation of job description
v Preparation of job specification
FirstRanker.com - FirstRanker's Choice
Job analysis
Chapter
2
INTRODUCTION
? Job analysis is the process of gathering
information about a job. It is, to be more
specific, a systematic investigation of the
tasks, duties and responsibilities necessary to
do a job.
? According to Jones and Decothis ?Job analysis
is the process of getting information about
jobs: specially, what the worker does; how he
gets it done; why he does it; skill, education
and training required; relationship to other
jobs, physical demands; environmental
conditions?.
? 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?.
4-3
Nature of job analysis
Job Analysis
Job Tasks
Job Duties
Job Responsibilities
Who should conduct job
analysis?
v Job incumbents themselves
v Supervisors
v External analysts
The process of Job analysis
The major steps involved in job analysis are:
v Organizational analysis
v Selection of representative positions to be analyzed
v Collection of job analysis data
v Preparation of job description
v Preparation of job specification
Aspects?of?Job?Analysis
Job Description: ?Job?description?is?a?functional?
description?of?the?contents?what?the?job?entails
? It?is?a?narration?of?the?contents?of?a?job?
? It?is?a?description?of?the?activities?and?duties?to?be?
performed?in?a?job,?the?relationship?of?the?job?
with?other?jobs,?the?equipment?and?tools?
involved,?the?nature?of?supervision,?working?
conditions?and?hazards?of?the?job?and?so?on.
FirstRanker.com - FirstRanker's Choice
Job analysis
Chapter
2
INTRODUCTION
? Job analysis is the process of gathering
information about a job. It is, to be more
specific, a systematic investigation of the
tasks, duties and responsibilities necessary to
do a job.
? According to Jones and Decothis ?Job analysis
is the process of getting information about
jobs: specially, what the worker does; how he
gets it done; why he does it; skill, education
and training required; relationship to other
jobs, physical demands; environmental
conditions?.
? 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?.
4-3
Nature of job analysis
Job Analysis
Job Tasks
Job Duties
Job Responsibilities
Who should conduct job
analysis?
v Job incumbents themselves
v Supervisors
v External analysts
The process of Job analysis
The major steps involved in job analysis are:
v Organizational analysis
v Selection of representative positions to be analyzed
v Collection of job analysis data
v Preparation of job description
v Preparation of job specification
Aspects?of?Job?Analysis
Job Description: ?Job?description?is?a?functional?
description?of?the?contents?what?the?job?entails
? It?is?a?narration?of?the?contents?of?a?job?
? It?is?a?description?of?the?activities?and?duties?to?be?
performed?in?a?job,?the?relationship?of?the?job?
with?other?jobs,?the?equipment?and?tools?
involved,?the?nature?of?supervision,?working?
conditions?and?hazards?of?the?job?and?so?on.
Purposes of Job Description
1. Grading and classification of jobs
2. Placement and Orientation of new employees
3. Promotions and transfers
4. Outlining for career path
5. Developing work standards
6. Counselling of employees
7. Delimitation of authority
FirstRanker.com - FirstRanker's Choice
Job analysis
Chapter
2
INTRODUCTION
? Job analysis is the process of gathering
information about a job. It is, to be more
specific, a systematic investigation of the
tasks, duties and responsibilities necessary to
do a job.
? According to Jones and Decothis ?Job analysis
is the process of getting information about
jobs: specially, what the worker does; how he
gets it done; why he does it; skill, education
and training required; relationship to other
jobs, physical demands; environmental
conditions?.
? 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?.
4-3
Nature of job analysis
Job Analysis
Job Tasks
Job Duties
Job Responsibilities
Who should conduct job
analysis?
v Job incumbents themselves
v Supervisors
v External analysts
The process of Job analysis
The major steps involved in job analysis are:
v Organizational analysis
v Selection of representative positions to be analyzed
v Collection of job analysis data
v Preparation of job description
v Preparation of job specification
Aspects?of?Job?Analysis
Job Description: ?Job?description?is?a?functional?
description?of?the?contents?what?the?job?entails
? It?is?a?narration?of?the?contents?of?a?job?
? It?is?a?description?of?the?activities?and?duties?to?be?
performed?in?a?job,?the?relationship?of?the?job?
with?other?jobs,?the?equipment?and?tools?
involved,?the?nature?of?supervision,?working?
conditions?and?hazards?of?the?job?and?so?on.
Purposes of Job Description
1. Grading and classification of jobs
2. Placement and Orientation of new employees
3. Promotions and transfers
4. Outlining for career path
5. Developing work standards
6. Counselling of employees
7. Delimitation of authority
Title Compensation manager
Code HR/2310
Department Human Resource Department
Summary Responsible for the design and administration of employee
compensation programmes.
Dutiesv Conduct job analysis.
v Prepare job descriptions for current and projected positions.
v Evaluate job descriptions and act as Chairman of Job Evaluation Committee.
v Insure that company?s compensation rates are in tune with
the company?s philosophy.
FirstRanker.com - FirstRanker's Choice
Job analysis
Chapter
2
INTRODUCTION
? Job analysis is the process of gathering
information about a job. It is, to be more
specific, a systematic investigation of the
tasks, duties and responsibilities necessary to
do a job.
? According to Jones and Decothis ?Job analysis
is the process of getting information about
jobs: specially, what the worker does; how he
gets it done; why he does it; skill, education
and training required; relationship to other
jobs, physical demands; environmental
conditions?.
? 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?.
4-3
Nature of job analysis
Job Analysis
Job Tasks
Job Duties
Job Responsibilities
Who should conduct job
analysis?
v Job incumbents themselves
v Supervisors
v External analysts
The process of Job analysis
The major steps involved in job analysis are:
v Organizational analysis
v Selection of representative positions to be analyzed
v Collection of job analysis data
v Preparation of job description
v Preparation of job specification
Aspects?of?Job?Analysis
Job Description: ?Job?description?is?a?functional?
description?of?the?contents?what?the?job?entails
? It?is?a?narration?of?the?contents?of?a?job?
? It?is?a?description?of?the?activities?and?duties?to?be?
performed?in?a?job,?the?relationship?of?the?job?
with?other?jobs,?the?equipment?and?tools?
involved,?the?nature?of?supervision,?working?
conditions?and?hazards?of?the?job?and?so?on.
Purposes of Job Description
1. Grading and classification of jobs
2. Placement and Orientation of new employees
3. Promotions and transfers
4. Outlining for career path
5. Developing work standards
6. Counselling of employees
7. Delimitation of authority
Title Compensation manager
Code HR/2310
Department Human Resource Department
Summary Responsible for the design and administration of employee
compensation programmes.
Dutiesv Conduct job analysis.
v Prepare job descriptions for current and projected positions.
v Evaluate job descriptions and act as Chairman of Job Evaluation Committee.
v Insure that company?s compensation rates are in tune with
the company?s philosophy.
4-22
v Relate salary to the performance of each employee.
Conduct periodic salary surveys.
v Develop and administer performance appraisal programme.
v Develop and oversee bonus and other employee benefit plans.
v Develop an integrated HR information system.
Working conditions Normal. Eight hours per day. Five days a week.
Report to Director, Human Resource Department.
Specimen of Job Description
FirstRanker.com - FirstRanker's Choice
Job analysis
Chapter
2
INTRODUCTION
? Job analysis is the process of gathering
information about a job. It is, to be more
specific, a systematic investigation of the
tasks, duties and responsibilities necessary to
do a job.
? According to Jones and Decothis ?Job analysis
is the process of getting information about
jobs: specially, what the worker does; how he
gets it done; why he does it; skill, education
and training required; relationship to other
jobs, physical demands; environmental
conditions?.
? 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?.
4-3
Nature of job analysis
Job Analysis
Job Tasks
Job Duties
Job Responsibilities
Who should conduct job
analysis?
v Job incumbents themselves
v Supervisors
v External analysts
The process of Job analysis
The major steps involved in job analysis are:
v Organizational analysis
v Selection of representative positions to be analyzed
v Collection of job analysis data
v Preparation of job description
v Preparation of job specification
Aspects?of?Job?Analysis
Job Description: ?Job?description?is?a?functional?
description?of?the?contents?what?the?job?entails
? It?is?a?narration?of?the?contents?of?a?job?
? It?is?a?description?of?the?activities?and?duties?to?be?
performed?in?a?job,?the?relationship?of?the?job?
with?other?jobs,?the?equipment?and?tools?
involved,?the?nature?of?supervision,?working?
conditions?and?hazards?of?the?job?and?so?on.
Purposes of Job Description
1. Grading and classification of jobs
2. Placement and Orientation of new employees
3. Promotions and transfers
4. Outlining for career path
5. Developing work standards
6. Counselling of employees
7. Delimitation of authority
Title Compensation manager
Code HR/2310
Department Human Resource Department
Summary Responsible for the design and administration of employee
compensation programmes.
Dutiesv Conduct job analysis.
v Prepare job descriptions for current and projected positions.
v Evaluate job descriptions and act as Chairman of Job Evaluation Committee.
v Insure that company?s compensation rates are in tune with
the company?s philosophy.
4-22
v Relate salary to the performance of each employee.
Conduct periodic salary surveys.
v Develop and administer performance appraisal programme.
v Develop and oversee bonus and other employee benefit plans.
v Develop an integrated HR information system.
Working conditions Normal. Eight hours per day. Five days a week.
Report to Director, Human Resource Department.
Specimen of Job Description Job Specification:
? job specification focuses on the person i.e, the
job holder
? Job specification is a statement of the
minimum levels of qualifications, skills, physical
and other abilities, experience, judgment and
attributes required for performing job
effectively.
? Job specification specifies the physical,
psychological, personal, social and behavioural
charac?teristics of the job holders
FirstRanker.com - FirstRanker's Choice
Job analysis
Chapter
2
INTRODUCTION
? Job analysis is the process of gathering
information about a job. It is, to be more
specific, a systematic investigation of the
tasks, duties and responsibilities necessary to
do a job.
? According to Jones and Decothis ?Job analysis
is the process of getting information about
jobs: specially, what the worker does; how he
gets it done; why he does it; skill, education
and training required; relationship to other
jobs, physical demands; environmental
conditions?.
? 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?.
4-3
Nature of job analysis
Job Analysis
Job Tasks
Job Duties
Job Responsibilities
Who should conduct job
analysis?
v Job incumbents themselves
v Supervisors
v External analysts
The process of Job analysis
The major steps involved in job analysis are:
v Organizational analysis
v Selection of representative positions to be analyzed
v Collection of job analysis data
v Preparation of job description
v Preparation of job specification
Aspects?of?Job?Analysis
Job Description: ?Job?description?is?a?functional?
description?of?the?contents?what?the?job?entails
? It?is?a?narration?of?the?contents?of?a?job?
? It?is?a?description?of?the?activities?and?duties?to?be?
performed?in?a?job,?the?relationship?of?the?job?
with?other?jobs,?the?equipment?and?tools?
involved,?the?nature?of?supervision,?working?
conditions?and?hazards?of?the?job?and?so?on.
Purposes of Job Description
1. Grading and classification of jobs
2. Placement and Orientation of new employees
3. Promotions and transfers
4. Outlining for career path
5. Developing work standards
6. Counselling of employees
7. Delimitation of authority
Title Compensation manager
Code HR/2310
Department Human Resource Department
Summary Responsible for the design and administration of employee
compensation programmes.
Dutiesv Conduct job analysis.
v Prepare job descriptions for current and projected positions.
v Evaluate job descriptions and act as Chairman of Job Evaluation Committee.
v Insure that company?s compensation rates are in tune with
the company?s philosophy.
4-22
v Relate salary to the performance of each employee.
Conduct periodic salary surveys.
v Develop and administer performance appraisal programme.
v Develop and oversee bonus and other employee benefit plans.
v Develop an integrated HR information system.
Working conditions Normal. Eight hours per day. Five days a week.
Report to Director, Human Resource Department.
Specimen of Job Description Job Specification:
? job specification focuses on the person i.e, the
job holder
? Job specification is a statement of the
minimum levels of qualifications, skills, physical
and other abilities, experience, judgment and
attributes required for performing job
effectively.
? Job specification specifies the physical,
psychological, personal, social and behavioural
charac?teristics of the job holders
purpose
1. Personnel planning
2. Performance appraisal
3. Hiring
4. Training and development
5. Job evaluation and compensation
6. Health and safety
7. Employee discipline
8. Work scheduling
9. Career planning
FirstRanker.com - FirstRanker's Choice
Job analysis
Chapter
2
INTRODUCTION
? Job analysis is the process of gathering
information about a job. It is, to be more
specific, a systematic investigation of the
tasks, duties and responsibilities necessary to
do a job.
? According to Jones and Decothis ?Job analysis
is the process of getting information about
jobs: specially, what the worker does; how he
gets it done; why he does it; skill, education
and training required; relationship to other
jobs, physical demands; environmental
conditions?.
? 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?.
4-3
Nature of job analysis
Job Analysis
Job Tasks
Job Duties
Job Responsibilities
Who should conduct job
analysis?
v Job incumbents themselves
v Supervisors
v External analysts
The process of Job analysis
The major steps involved in job analysis are:
v Organizational analysis
v Selection of representative positions to be analyzed
v Collection of job analysis data
v Preparation of job description
v Preparation of job specification
Aspects?of?Job?Analysis
Job Description: ?Job?description?is?a?functional?
description?of?the?contents?what?the?job?entails
? It?is?a?narration?of?the?contents?of?a?job?
? It?is?a?description?of?the?activities?and?duties?to?be?
performed?in?a?job,?the?relationship?of?the?job?
with?other?jobs,?the?equipment?and?tools?
involved,?the?nature?of?supervision,?working?
conditions?and?hazards?of?the?job?and?so?on.
Purposes of Job Description
1. Grading and classification of jobs
2. Placement and Orientation of new employees
3. Promotions and transfers
4. Outlining for career path
5. Developing work standards
6. Counselling of employees
7. Delimitation of authority
Title Compensation manager
Code HR/2310
Department Human Resource Department
Summary Responsible for the design and administration of employee
compensation programmes.
Dutiesv Conduct job analysis.
v Prepare job descriptions for current and projected positions.
v Evaluate job descriptions and act as Chairman of Job Evaluation Committee.
v Insure that company?s compensation rates are in tune with
the company?s philosophy.
4-22
v Relate salary to the performance of each employee.
Conduct periodic salary surveys.
v Develop and administer performance appraisal programme.
v Develop and oversee bonus and other employee benefit plans.
v Develop an integrated HR information system.
Working conditions Normal. Eight hours per day. Five days a week.
Report to Director, Human Resource Department.
Specimen of Job Description Job Specification:
? job specification focuses on the person i.e, the
job holder
? Job specification is a statement of the
minimum levels of qualifications, skills, physical
and other abilities, experience, judgment and
attributes required for performing job
effectively.
? Job specification specifies the physical,
psychological, personal, social and behavioural
charac?teristics of the job holders
purpose
1. Personnel planning
2. Performance appraisal
3. Hiring
4. Training and development
5. Job evaluation and compensation
6. Health and safety
7. Employee discipline
8. Work scheduling
9. Career planning
Specimen of job specification
Educationv MBA with specialisation in HRM/MA in social work/PG
Diploma in HRM/MA in industrial psychology.
v A degree or diploma in Labour Laws is desirable.
Experiencev At least 3 years? experience in a similar position in a large
manufacturing company.
Skill, Knowledge, Abilitiesv Knowledge of compensation practices in competing
industries, of job analysis procedures, of compensation
survey techniques, of performance appraisal systems.
v Skill in writing job descriptions, in conducting job analysis
interviews, in making group presentations, in performing
statistical computations
v Ability to conduct meetings, to plan and prioritise work.
Work Orientation Factorsv The position may require upto 15 per cent travel.
Agev Preferably below 30 years.
FirstRanker.com - FirstRanker's Choice
Job analysis
Chapter
2
INTRODUCTION
? Job analysis is the process of gathering
information about a job. It is, to be more
specific, a systematic investigation of the
tasks, duties and responsibilities necessary to
do a job.
? According to Jones and Decothis ?Job analysis
is the process of getting information about
jobs: specially, what the worker does; how he
gets it done; why he does it; skill, education
and training required; relationship to other
jobs, physical demands; environmental
conditions?.
? 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?.
4-3
Nature of job analysis
Job Analysis
Job Tasks
Job Duties
Job Responsibilities
Who should conduct job
analysis?
v Job incumbents themselves
v Supervisors
v External analysts
The process of Job analysis
The major steps involved in job analysis are:
v Organizational analysis
v Selection of representative positions to be analyzed
v Collection of job analysis data
v Preparation of job description
v Preparation of job specification
Aspects?of?Job?Analysis
Job Description: ?Job?description?is?a?functional?
description?of?the?contents?what?the?job?entails
? It?is?a?narration?of?the?contents?of?a?job?
? It?is?a?description?of?the?activities?and?duties?to?be?
performed?in?a?job,?the?relationship?of?the?job?
with?other?jobs,?the?equipment?and?tools?
involved,?the?nature?of?supervision,?working?
conditions?and?hazards?of?the?job?and?so?on.
Purposes of Job Description
1. Grading and classification of jobs
2. Placement and Orientation of new employees
3. Promotions and transfers
4. Outlining for career path
5. Developing work standards
6. Counselling of employees
7. Delimitation of authority
Title Compensation manager
Code HR/2310
Department Human Resource Department
Summary Responsible for the design and administration of employee
compensation programmes.
Dutiesv Conduct job analysis.
v Prepare job descriptions for current and projected positions.
v Evaluate job descriptions and act as Chairman of Job Evaluation Committee.
v Insure that company?s compensation rates are in tune with
the company?s philosophy.
4-22
v Relate salary to the performance of each employee.
Conduct periodic salary surveys.
v Develop and administer performance appraisal programme.
v Develop and oversee bonus and other employee benefit plans.
v Develop an integrated HR information system.
Working conditions Normal. Eight hours per day. Five days a week.
Report to Director, Human Resource Department.
Specimen of Job Description Job Specification:
? job specification focuses on the person i.e, the
job holder
? Job specification is a statement of the
minimum levels of qualifications, skills, physical
and other abilities, experience, judgment and
attributes required for performing job
effectively.
? Job specification specifies the physical,
psychological, personal, social and behavioural
charac?teristics of the job holders
purpose
1. Personnel planning
2. Performance appraisal
3. Hiring
4. Training and development
5. Job evaluation and compensation
6. Health and safety
7. Employee discipline
8. Work scheduling
9. Career planning
Specimen of job specification
Educationv MBA with specialisation in HRM/MA in social work/PG
Diploma in HRM/MA in industrial psychology.
v A degree or diploma in Labour Laws is desirable.
Experiencev At least 3 years? experience in a similar position in a large
manufacturing company.
Skill, Knowledge, Abilitiesv Knowledge of compensation practices in competing
industries, of job analysis procedures, of compensation
survey techniques, of performance appraisal systems.
v Skill in writing job descriptions, in conducting job analysis
interviews, in making group presentations, in performing
statistical computations
v Ability to conduct meetings, to plan and prioritise work.
Work Orientation Factorsv The position may require upto 15 per cent travel.
Agev Preferably below 30 years.
Methods Of Collecting Job
Analysis Data
? Job performance: the analyst actually performs the job
in question and collects the needed information
? Personal observation: the analyst observes others
doing the job and writes a summary
? Critical incidents: job incumbents describe several
incidents relating to work, based on past experience;
the analyst collects, analyses and classifies data.
? Interview: job incumbents and supervisors are
interviewed to get the most essential information
about a job
FirstRanker.com - FirstRanker's Choice
Job analysis
Chapter
2
INTRODUCTION
? Job analysis is the process of gathering
information about a job. It is, to be more
specific, a systematic investigation of the
tasks, duties and responsibilities necessary to
do a job.
? According to Jones and Decothis ?Job analysis
is the process of getting information about
jobs: specially, what the worker does; how he
gets it done; why he does it; skill, education
and training required; relationship to other
jobs, physical demands; environmental
conditions?.
? 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?.
4-3
Nature of job analysis
Job Analysis
Job Tasks
Job Duties
Job Responsibilities
Who should conduct job
analysis?
v Job incumbents themselves
v Supervisors
v External analysts
The process of Job analysis
The major steps involved in job analysis are:
v Organizational analysis
v Selection of representative positions to be analyzed
v Collection of job analysis data
v Preparation of job description
v Preparation of job specification
Aspects?of?Job?Analysis
Job Description: ?Job?description?is?a?functional?
description?of?the?contents?what?the?job?entails
? It?is?a?narration?of?the?contents?of?a?job?
? It?is?a?description?of?the?activities?and?duties?to?be?
performed?in?a?job,?the?relationship?of?the?job?
with?other?jobs,?the?equipment?and?tools?
involved,?the?nature?of?supervision,?working?
conditions?and?hazards?of?the?job?and?so?on.
Purposes of Job Description
1. Grading and classification of jobs
2. Placement and Orientation of new employees
3. Promotions and transfers
4. Outlining for career path
5. Developing work standards
6. Counselling of employees
7. Delimitation of authority
Title Compensation manager
Code HR/2310
Department Human Resource Department
Summary Responsible for the design and administration of employee
compensation programmes.
Dutiesv Conduct job analysis.
v Prepare job descriptions for current and projected positions.
v Evaluate job descriptions and act as Chairman of Job Evaluation Committee.
v Insure that company?s compensation rates are in tune with
the company?s philosophy.
4-22
v Relate salary to the performance of each employee.
Conduct periodic salary surveys.
v Develop and administer performance appraisal programme.
v Develop and oversee bonus and other employee benefit plans.
v Develop an integrated HR information system.
Working conditions Normal. Eight hours per day. Five days a week.
Report to Director, Human Resource Department.
Specimen of Job Description Job Specification:
? job specification focuses on the person i.e, the
job holder
? Job specification is a statement of the
minimum levels of qualifications, skills, physical
and other abilities, experience, judgment and
attributes required for performing job
effectively.
? Job specification specifies the physical,
psychological, personal, social and behavioural
charac?teristics of the job holders
purpose
1. Personnel planning
2. Performance appraisal
3. Hiring
4. Training and development
5. Job evaluation and compensation
6. Health and safety
7. Employee discipline
8. Work scheduling
9. Career planning
Specimen of job specification
Educationv MBA with specialisation in HRM/MA in social work/PG
Diploma in HRM/MA in industrial psychology.
v A degree or diploma in Labour Laws is desirable.
Experiencev At least 3 years? experience in a similar position in a large
manufacturing company.
Skill, Knowledge, Abilitiesv Knowledge of compensation practices in competing
industries, of job analysis procedures, of compensation
survey techniques, of performance appraisal systems.
v Skill in writing job descriptions, in conducting job analysis
interviews, in making group presentations, in performing
statistical computations
v Ability to conduct meetings, to plan and prioritise work.
Work Orientation Factorsv The position may require upto 15 per cent travel.
Agev Preferably below 30 years.
Methods Of Collecting Job
Analysis Data
? Job performance: the analyst actually performs the job
in question and collects the needed information
? Personal observation: the analyst observes others
doing the job and writes a summary
? Critical incidents: job incumbents describe several
incidents relating to work, based on past experience;
the analyst collects, analyses and classifies data.
? Interview: job incumbents and supervisors are
interviewed to get the most essential information
about a job
? Panel of experts: experienced people such as job
incumbents and supervisors with good
knowledge of the job asked to provide the
information.
? Diary method: job incumbents asked to maintain
diaries or logs of their daily job activities and
record the time spent and nature of work carried
out.
? Questionnaire method: job incumbents
approached through a properly designed
questionnaire and asked to provide details.
FirstRanker.com - FirstRanker's Choice
Job analysis
Chapter
2
INTRODUCTION
? Job analysis is the process of gathering
information about a job. It is, to be more
specific, a systematic investigation of the
tasks, duties and responsibilities necessary to
do a job.
? According to Jones and Decothis ?Job analysis
is the process of getting information about
jobs: specially, what the worker does; how he
gets it done; why he does it; skill, education
and training required; relationship to other
jobs, physical demands; environmental
conditions?.
? 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?.
4-3
Nature of job analysis
Job Analysis
Job Tasks
Job Duties
Job Responsibilities
Who should conduct job
analysis?
v Job incumbents themselves
v Supervisors
v External analysts
The process of Job analysis
The major steps involved in job analysis are:
v Organizational analysis
v Selection of representative positions to be analyzed
v Collection of job analysis data
v Preparation of job description
v Preparation of job specification
Aspects?of?Job?Analysis
Job Description: ?Job?description?is?a?functional?
description?of?the?contents?what?the?job?entails
? It?is?a?narration?of?the?contents?of?a?job?
? It?is?a?description?of?the?activities?and?duties?to?be?
performed?in?a?job,?the?relationship?of?the?job?
with?other?jobs,?the?equipment?and?tools?
involved,?the?nature?of?supervision,?working?
conditions?and?hazards?of?the?job?and?so?on.
Purposes of Job Description
1. Grading and classification of jobs
2. Placement and Orientation of new employees
3. Promotions and transfers
4. Outlining for career path
5. Developing work standards
6. Counselling of employees
7. Delimitation of authority
Title Compensation manager
Code HR/2310
Department Human Resource Department
Summary Responsible for the design and administration of employee
compensation programmes.
Dutiesv Conduct job analysis.
v Prepare job descriptions for current and projected positions.
v Evaluate job descriptions and act as Chairman of Job Evaluation Committee.
v Insure that company?s compensation rates are in tune with
the company?s philosophy.
4-22
v Relate salary to the performance of each employee.
Conduct periodic salary surveys.
v Develop and administer performance appraisal programme.
v Develop and oversee bonus and other employee benefit plans.
v Develop an integrated HR information system.
Working conditions Normal. Eight hours per day. Five days a week.
Report to Director, Human Resource Department.
Specimen of Job Description Job Specification:
? job specification focuses on the person i.e, the
job holder
? Job specification is a statement of the
minimum levels of qualifications, skills, physical
and other abilities, experience, judgment and
attributes required for performing job
effectively.
? Job specification specifies the physical,
psychological, personal, social and behavioural
charac?teristics of the job holders
purpose
1. Personnel planning
2. Performance appraisal
3. Hiring
4. Training and development
5. Job evaluation and compensation
6. Health and safety
7. Employee discipline
8. Work scheduling
9. Career planning
Specimen of job specification
Educationv MBA with specialisation in HRM/MA in social work/PG
Diploma in HRM/MA in industrial psychology.
v A degree or diploma in Labour Laws is desirable.
Experiencev At least 3 years? experience in a similar position in a large
manufacturing company.
Skill, Knowledge, Abilitiesv Knowledge of compensation practices in competing
industries, of job analysis procedures, of compensation
survey techniques, of performance appraisal systems.
v Skill in writing job descriptions, in conducting job analysis
interviews, in making group presentations, in performing
statistical computations
v Ability to conduct meetings, to plan and prioritise work.
Work Orientation Factorsv The position may require upto 15 per cent travel.
Agev Preferably below 30 years.
Methods Of Collecting Job
Analysis Data
? Job performance: the analyst actually performs the job
in question and collects the needed information
? Personal observation: the analyst observes others
doing the job and writes a summary
? Critical incidents: job incumbents describe several
incidents relating to work, based on past experience;
the analyst collects, analyses and classifies data.
? Interview: job incumbents and supervisors are
interviewed to get the most essential information
about a job
? Panel of experts: experienced people such as job
incumbents and supervisors with good
knowledge of the job asked to provide the
information.
? Diary method: job incumbents asked to maintain
diaries or logs of their daily job activities and
record the time spent and nature of work carried
out.
? Questionnaire method: job incumbents
approached through a properly designed
questionnaire and asked to provide details.
? The Position Analysis Questionnaire: it is a
standardised form used to collect specific
information about job tasks and worker traits.
FirstRanker.com - FirstRanker's Choice
Job analysis
Chapter
2
INTRODUCTION
? Job analysis is the process of gathering
information about a job. It is, to be more
specific, a systematic investigation of the
tasks, duties and responsibilities necessary to
do a job.
? According to Jones and Decothis ?Job analysis
is the process of getting information about
jobs: specially, what the worker does; how he
gets it done; why he does it; skill, education
and training required; relationship to other
jobs, physical demands; environmental
conditions?.
? 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?.
4-3
Nature of job analysis
Job Analysis
Job Tasks
Job Duties
Job Responsibilities
Who should conduct job
analysis?
v Job incumbents themselves
v Supervisors
v External analysts
The process of Job analysis
The major steps involved in job analysis are:
v Organizational analysis
v Selection of representative positions to be analyzed
v Collection of job analysis data
v Preparation of job description
v Preparation of job specification
Aspects?of?Job?Analysis
Job Description: ?Job?description?is?a?functional?
description?of?the?contents?what?the?job?entails
? It?is?a?narration?of?the?contents?of?a?job?
? It?is?a?description?of?the?activities?and?duties?to?be?
performed?in?a?job,?the?relationship?of?the?job?
with?other?jobs,?the?equipment?and?tools?
involved,?the?nature?of?supervision,?working?
conditions?and?hazards?of?the?job?and?so?on.
Purposes of Job Description
1. Grading and classification of jobs
2. Placement and Orientation of new employees
3. Promotions and transfers
4. Outlining for career path
5. Developing work standards
6. Counselling of employees
7. Delimitation of authority
Title Compensation manager
Code HR/2310
Department Human Resource Department
Summary Responsible for the design and administration of employee
compensation programmes.
Dutiesv Conduct job analysis.
v Prepare job descriptions for current and projected positions.
v Evaluate job descriptions and act as Chairman of Job Evaluation Committee.
v Insure that company?s compensation rates are in tune with
the company?s philosophy.
4-22
v Relate salary to the performance of each employee.
Conduct periodic salary surveys.
v Develop and administer performance appraisal programme.
v Develop and oversee bonus and other employee benefit plans.
v Develop an integrated HR information system.
Working conditions Normal. Eight hours per day. Five days a week.
Report to Director, Human Resource Department.
Specimen of Job Description Job Specification:
? job specification focuses on the person i.e, the
job holder
? Job specification is a statement of the
minimum levels of qualifications, skills, physical
and other abilities, experience, judgment and
attributes required for performing job
effectively.
? Job specification specifies the physical,
psychological, personal, social and behavioural
charac?teristics of the job holders
purpose
1. Personnel planning
2. Performance appraisal
3. Hiring
4. Training and development
5. Job evaluation and compensation
6. Health and safety
7. Employee discipline
8. Work scheduling
9. Career planning
Specimen of job specification
Educationv MBA with specialisation in HRM/MA in social work/PG
Diploma in HRM/MA in industrial psychology.
v A degree or diploma in Labour Laws is desirable.
Experiencev At least 3 years? experience in a similar position in a large
manufacturing company.
Skill, Knowledge, Abilitiesv Knowledge of compensation practices in competing
industries, of job analysis procedures, of compensation
survey techniques, of performance appraisal systems.
v Skill in writing job descriptions, in conducting job analysis
interviews, in making group presentations, in performing
statistical computations
v Ability to conduct meetings, to plan and prioritise work.
Work Orientation Factorsv The position may require upto 15 per cent travel.
Agev Preferably below 30 years.
Methods Of Collecting Job
Analysis Data
? Job performance: the analyst actually performs the job
in question and collects the needed information
? Personal observation: the analyst observes others
doing the job and writes a summary
? Critical incidents: job incumbents describe several
incidents relating to work, based on past experience;
the analyst collects, analyses and classifies data.
? Interview: job incumbents and supervisors are
interviewed to get the most essential information
about a job
? Panel of experts: experienced people such as job
incumbents and supervisors with good
knowledge of the job asked to provide the
information.
? Diary method: job incumbents asked to maintain
diaries or logs of their daily job activities and
record the time spent and nature of work carried
out.
? Questionnaire method: job incumbents
approached through a properly designed
questionnaire and asked to provide details.
? The Position Analysis Questionnaire: it is a
standardised form used to collect specific
information about job tasks and worker traits.
Employee activities in PAQ
1. Information Input: Where and how does the employee get the
information he/she uses in performing his/her job.
Examples:
Use of written materials.
Near-visual differentiation.
2. Mental Processes: What reasoning, decision making, planning and
information-processing activities are involved in performing the job?
Examples:
Levels of reasoning in problem solving.
Coding/decoding
3. Physical activities: What physical activities does the employee
perform and what tools or devices does he/she use?
Examples:
Use of Keyboard devices.
Assembling/disassembling.
FirstRanker.com - FirstRanker's Choice
Job analysis
Chapter
2
INTRODUCTION
? Job analysis is the process of gathering
information about a job. It is, to be more
specific, a systematic investigation of the
tasks, duties and responsibilities necessary to
do a job.
? According to Jones and Decothis ?Job analysis
is the process of getting information about
jobs: specially, what the worker does; how he
gets it done; why he does it; skill, education
and training required; relationship to other
jobs, physical demands; environmental
conditions?.
? 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?.
4-3
Nature of job analysis
Job Analysis
Job Tasks
Job Duties
Job Responsibilities
Who should conduct job
analysis?
v Job incumbents themselves
v Supervisors
v External analysts
The process of Job analysis
The major steps involved in job analysis are:
v Organizational analysis
v Selection of representative positions to be analyzed
v Collection of job analysis data
v Preparation of job description
v Preparation of job specification
Aspects?of?Job?Analysis
Job Description: ?Job?description?is?a?functional?
description?of?the?contents?what?the?job?entails
? It?is?a?narration?of?the?contents?of?a?job?
? It?is?a?description?of?the?activities?and?duties?to?be?
performed?in?a?job,?the?relationship?of?the?job?
with?other?jobs,?the?equipment?and?tools?
involved,?the?nature?of?supervision,?working?
conditions?and?hazards?of?the?job?and?so?on.
Purposes of Job Description
1. Grading and classification of jobs
2. Placement and Orientation of new employees
3. Promotions and transfers
4. Outlining for career path
5. Developing work standards
6. Counselling of employees
7. Delimitation of authority
Title Compensation manager
Code HR/2310
Department Human Resource Department
Summary Responsible for the design and administration of employee
compensation programmes.
Dutiesv Conduct job analysis.
v Prepare job descriptions for current and projected positions.
v Evaluate job descriptions and act as Chairman of Job Evaluation Committee.
v Insure that company?s compensation rates are in tune with
the company?s philosophy.
4-22
v Relate salary to the performance of each employee.
Conduct periodic salary surveys.
v Develop and administer performance appraisal programme.
v Develop and oversee bonus and other employee benefit plans.
v Develop an integrated HR information system.
Working conditions Normal. Eight hours per day. Five days a week.
Report to Director, Human Resource Department.
Specimen of Job Description Job Specification:
? job specification focuses on the person i.e, the
job holder
? Job specification is a statement of the
minimum levels of qualifications, skills, physical
and other abilities, experience, judgment and
attributes required for performing job
effectively.
? Job specification specifies the physical,
psychological, personal, social and behavioural
charac?teristics of the job holders
purpose
1. Personnel planning
2. Performance appraisal
3. Hiring
4. Training and development
5. Job evaluation and compensation
6. Health and safety
7. Employee discipline
8. Work scheduling
9. Career planning
Specimen of job specification
Educationv MBA with specialisation in HRM/MA in social work/PG
Diploma in HRM/MA in industrial psychology.
v A degree or diploma in Labour Laws is desirable.
Experiencev At least 3 years? experience in a similar position in a large
manufacturing company.
Skill, Knowledge, Abilitiesv Knowledge of compensation practices in competing
industries, of job analysis procedures, of compensation
survey techniques, of performance appraisal systems.
v Skill in writing job descriptions, in conducting job analysis
interviews, in making group presentations, in performing
statistical computations
v Ability to conduct meetings, to plan and prioritise work.
Work Orientation Factorsv The position may require upto 15 per cent travel.
Agev Preferably below 30 years.
Methods Of Collecting Job
Analysis Data
? Job performance: the analyst actually performs the job
in question and collects the needed information
? Personal observation: the analyst observes others
doing the job and writes a summary
? Critical incidents: job incumbents describe several
incidents relating to work, based on past experience;
the analyst collects, analyses and classifies data.
? Interview: job incumbents and supervisors are
interviewed to get the most essential information
about a job
? Panel of experts: experienced people such as job
incumbents and supervisors with good
knowledge of the job asked to provide the
information.
? Diary method: job incumbents asked to maintain
diaries or logs of their daily job activities and
record the time spent and nature of work carried
out.
? Questionnaire method: job incumbents
approached through a properly designed
questionnaire and asked to provide details.
? The Position Analysis Questionnaire: it is a
standardised form used to collect specific
information about job tasks and worker traits.
Employee activities in PAQ
1. Information Input: Where and how does the employee get the
information he/she uses in performing his/her job.
Examples:
Use of written materials.
Near-visual differentiation.
2. Mental Processes: What reasoning, decision making, planning and
information-processing activities are involved in performing the job?
Examples:
Levels of reasoning in problem solving.
Coding/decoding
3. Physical activities: What physical activities does the employee
perform and what tools or devices does he/she use?
Examples:
Use of Keyboard devices.
Assembling/disassembling.
4. Relationships with other people: What relationships with other
people are required in performing the job?
Examples:
Instructing.
Contacts with public, customers.
5. Job context: In what physical and social context is the work
performed?
Examples:
High temperature.
Interpersonal conflict situations.
6. Other Job characteristics: What activities, conditions, or
characteristics other than those described above are relevant to
the job?
Examples:
Specified work pace.
Amount of job structure.
FirstRanker.com - FirstRanker's Choice
Job analysis
Chapter
2
INTRODUCTION
? Job analysis is the process of gathering
information about a job. It is, to be more
specific, a systematic investigation of the
tasks, duties and responsibilities necessary to
do a job.
? According to Jones and Decothis ?Job analysis
is the process of getting information about
jobs: specially, what the worker does; how he
gets it done; why he does it; skill, education
and training required; relationship to other
jobs, physical demands; environmental
conditions?.
? 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?.
4-3
Nature of job analysis
Job Analysis
Job Tasks
Job Duties
Job Responsibilities
Who should conduct job
analysis?
v Job incumbents themselves
v Supervisors
v External analysts
The process of Job analysis
The major steps involved in job analysis are:
v Organizational analysis
v Selection of representative positions to be analyzed
v Collection of job analysis data
v Preparation of job description
v Preparation of job specification
Aspects?of?Job?Analysis
Job Description: ?Job?description?is?a?functional?
description?of?the?contents?what?the?job?entails
? It?is?a?narration?of?the?contents?of?a?job?
? It?is?a?description?of?the?activities?and?duties?to?be?
performed?in?a?job,?the?relationship?of?the?job?
with?other?jobs,?the?equipment?and?tools?
involved,?the?nature?of?supervision,?working?
conditions?and?hazards?of?the?job?and?so?on.
Purposes of Job Description
1. Grading and classification of jobs
2. Placement and Orientation of new employees
3. Promotions and transfers
4. Outlining for career path
5. Developing work standards
6. Counselling of employees
7. Delimitation of authority
Title Compensation manager
Code HR/2310
Department Human Resource Department
Summary Responsible for the design and administration of employee
compensation programmes.
Dutiesv Conduct job analysis.
v Prepare job descriptions for current and projected positions.
v Evaluate job descriptions and act as Chairman of Job Evaluation Committee.
v Insure that company?s compensation rates are in tune with
the company?s philosophy.
4-22
v Relate salary to the performance of each employee.
Conduct periodic salary surveys.
v Develop and administer performance appraisal programme.
v Develop and oversee bonus and other employee benefit plans.
v Develop an integrated HR information system.
Working conditions Normal. Eight hours per day. Five days a week.
Report to Director, Human Resource Department.
Specimen of Job Description Job Specification:
? job specification focuses on the person i.e, the
job holder
? Job specification is a statement of the
minimum levels of qualifications, skills, physical
and other abilities, experience, judgment and
attributes required for performing job
effectively.
? Job specification specifies the physical,
psychological, personal, social and behavioural
charac?teristics of the job holders
purpose
1. Personnel planning
2. Performance appraisal
3. Hiring
4. Training and development
5. Job evaluation and compensation
6. Health and safety
7. Employee discipline
8. Work scheduling
9. Career planning
Specimen of job specification
Educationv MBA with specialisation in HRM/MA in social work/PG
Diploma in HRM/MA in industrial psychology.
v A degree or diploma in Labour Laws is desirable.
Experiencev At least 3 years? experience in a similar position in a large
manufacturing company.
Skill, Knowledge, Abilitiesv Knowledge of compensation practices in competing
industries, of job analysis procedures, of compensation
survey techniques, of performance appraisal systems.
v Skill in writing job descriptions, in conducting job analysis
interviews, in making group presentations, in performing
statistical computations
v Ability to conduct meetings, to plan and prioritise work.
Work Orientation Factorsv The position may require upto 15 per cent travel.
Agev Preferably below 30 years.
Methods Of Collecting Job
Analysis Data
? Job performance: the analyst actually performs the job
in question and collects the needed information
? Personal observation: the analyst observes others
doing the job and writes a summary
? Critical incidents: job incumbents describe several
incidents relating to work, based on past experience;
the analyst collects, analyses and classifies data.
? Interview: job incumbents and supervisors are
interviewed to get the most essential information
about a job
? Panel of experts: experienced people such as job
incumbents and supervisors with good
knowledge of the job asked to provide the
information.
? Diary method: job incumbents asked to maintain
diaries or logs of their daily job activities and
record the time spent and nature of work carried
out.
? Questionnaire method: job incumbents
approached through a properly designed
questionnaire and asked to provide details.
? The Position Analysis Questionnaire: it is a
standardised form used to collect specific
information about job tasks and worker traits.
Employee activities in PAQ
1. Information Input: Where and how does the employee get the
information he/she uses in performing his/her job.
Examples:
Use of written materials.
Near-visual differentiation.
2. Mental Processes: What reasoning, decision making, planning and
information-processing activities are involved in performing the job?
Examples:
Levels of reasoning in problem solving.
Coding/decoding
3. Physical activities: What physical activities does the employee
perform and what tools or devices does he/she use?
Examples:
Use of Keyboard devices.
Assembling/disassembling.
4. Relationships with other people: What relationships with other
people are required in performing the job?
Examples:
Instructing.
Contacts with public, customers.
5. Job context: In what physical and social context is the work
performed?
Examples:
High temperature.
Interpersonal conflict situations.
6. Other Job characteristics: What activities, conditions, or
characteristics other than those described above are relevant to
the job?
Examples:
Specified work pace.
Amount of job structure.
? Management Position Description
Questionnaire: it is a standardised form
designed to analyse managerial jobs
FirstRanker.com - FirstRanker's Choice
Job analysis
Chapter
2
INTRODUCTION
? Job analysis is the process of gathering
information about a job. It is, to be more
specific, a systematic investigation of the
tasks, duties and responsibilities necessary to
do a job.
? According to Jones and Decothis ?Job analysis
is the process of getting information about
jobs: specially, what the worker does; how he
gets it done; why he does it; skill, education
and training required; relationship to other
jobs, physical demands; environmental
conditions?.
? 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?.
4-3
Nature of job analysis
Job Analysis
Job Tasks
Job Duties
Job Responsibilities
Who should conduct job
analysis?
v Job incumbents themselves
v Supervisors
v External analysts
The process of Job analysis
The major steps involved in job analysis are:
v Organizational analysis
v Selection of representative positions to be analyzed
v Collection of job analysis data
v Preparation of job description
v Preparation of job specification
Aspects?of?Job?Analysis
Job Description: ?Job?description?is?a?functional?
description?of?the?contents?what?the?job?entails
? It?is?a?narration?of?the?contents?of?a?job?
? It?is?a?description?of?the?activities?and?duties?to?be?
performed?in?a?job,?the?relationship?of?the?job?
with?other?jobs,?the?equipment?and?tools?
involved,?the?nature?of?supervision,?working?
conditions?and?hazards?of?the?job?and?so?on.
Purposes of Job Description
1. Grading and classification of jobs
2. Placement and Orientation of new employees
3. Promotions and transfers
4. Outlining for career path
5. Developing work standards
6. Counselling of employees
7. Delimitation of authority
Title Compensation manager
Code HR/2310
Department Human Resource Department
Summary Responsible for the design and administration of employee
compensation programmes.
Dutiesv Conduct job analysis.
v Prepare job descriptions for current and projected positions.
v Evaluate job descriptions and act as Chairman of Job Evaluation Committee.
v Insure that company?s compensation rates are in tune with
the company?s philosophy.
4-22
v Relate salary to the performance of each employee.
Conduct periodic salary surveys.
v Develop and administer performance appraisal programme.
v Develop and oversee bonus and other employee benefit plans.
v Develop an integrated HR information system.
Working conditions Normal. Eight hours per day. Five days a week.
Report to Director, Human Resource Department.
Specimen of Job Description Job Specification:
? job specification focuses on the person i.e, the
job holder
? Job specification is a statement of the
minimum levels of qualifications, skills, physical
and other abilities, experience, judgment and
attributes required for performing job
effectively.
? Job specification specifies the physical,
psychological, personal, social and behavioural
charac?teristics of the job holders
purpose
1. Personnel planning
2. Performance appraisal
3. Hiring
4. Training and development
5. Job evaluation and compensation
6. Health and safety
7. Employee discipline
8. Work scheduling
9. Career planning
Specimen of job specification
Educationv MBA with specialisation in HRM/MA in social work/PG
Diploma in HRM/MA in industrial psychology.
v A degree or diploma in Labour Laws is desirable.
Experiencev At least 3 years? experience in a similar position in a large
manufacturing company.
Skill, Knowledge, Abilitiesv Knowledge of compensation practices in competing
industries, of job analysis procedures, of compensation
survey techniques, of performance appraisal systems.
v Skill in writing job descriptions, in conducting job analysis
interviews, in making group presentations, in performing
statistical computations
v Ability to conduct meetings, to plan and prioritise work.
Work Orientation Factorsv The position may require upto 15 per cent travel.
Agev Preferably below 30 years.
Methods Of Collecting Job
Analysis Data
? Job performance: the analyst actually performs the job
in question and collects the needed information
? Personal observation: the analyst observes others
doing the job and writes a summary
? Critical incidents: job incumbents describe several
incidents relating to work, based on past experience;
the analyst collects, analyses and classifies data.
? Interview: job incumbents and supervisors are
interviewed to get the most essential information
about a job
? Panel of experts: experienced people such as job
incumbents and supervisors with good
knowledge of the job asked to provide the
information.
? Diary method: job incumbents asked to maintain
diaries or logs of their daily job activities and
record the time spent and nature of work carried
out.
? Questionnaire method: job incumbents
approached through a properly designed
questionnaire and asked to provide details.
? The Position Analysis Questionnaire: it is a
standardised form used to collect specific
information about job tasks and worker traits.
Employee activities in PAQ
1. Information Input: Where and how does the employee get the
information he/she uses in performing his/her job.
Examples:
Use of written materials.
Near-visual differentiation.
2. Mental Processes: What reasoning, decision making, planning and
information-processing activities are involved in performing the job?
Examples:
Levels of reasoning in problem solving.
Coding/decoding
3. Physical activities: What physical activities does the employee
perform and what tools or devices does he/she use?
Examples:
Use of Keyboard devices.
Assembling/disassembling.
4. Relationships with other people: What relationships with other
people are required in performing the job?
Examples:
Instructing.
Contacts with public, customers.
5. Job context: In what physical and social context is the work
performed?
Examples:
High temperature.
Interpersonal conflict situations.
6. Other Job characteristics: What activities, conditions, or
characteristics other than those described above are relevant to
the job?
Examples:
Specified work pace.
Amount of job structure.
? Management Position Description
Questionnaire: it is a standardised form
designed to analyse managerial jobs
Management Position Description
Factors
? Product, marketing and financial strategy planning.
? Coordination of other organisational units and personnel.
? Internal business control.
? Products and services responsibility.
? Public and customer relations.
? Advanced consulting.
? Autonomy of actions.
? Approval of financial commitments.
? Staff service.
? Supervision.
? Complexity and stress.
? Advanced financial responsibility.
? Broad personnel responsibility.
FirstRanker.com - FirstRanker's Choice
Job analysis
Chapter
2
INTRODUCTION
? Job analysis is the process of gathering
information about a job. It is, to be more
specific, a systematic investigation of the
tasks, duties and responsibilities necessary to
do a job.
? According to Jones and Decothis ?Job analysis
is the process of getting information about
jobs: specially, what the worker does; how he
gets it done; why he does it; skill, education
and training required; relationship to other
jobs, physical demands; environmental
conditions?.
? 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?.
4-3
Nature of job analysis
Job Analysis
Job Tasks
Job Duties
Job Responsibilities
Who should conduct job
analysis?
v Job incumbents themselves
v Supervisors
v External analysts
The process of Job analysis
The major steps involved in job analysis are:
v Organizational analysis
v Selection of representative positions to be analyzed
v Collection of job analysis data
v Preparation of job description
v Preparation of job specification
Aspects?of?Job?Analysis
Job Description: ?Job?description?is?a?functional?
description?of?the?contents?what?the?job?entails
? It?is?a?narration?of?the?contents?of?a?job?
? It?is?a?description?of?the?activities?and?duties?to?be?
performed?in?a?job,?the?relationship?of?the?job?
with?other?jobs,?the?equipment?and?tools?
involved,?the?nature?of?supervision,?working?
conditions?and?hazards?of?the?job?and?so?on.
Purposes of Job Description
1. Grading and classification of jobs
2. Placement and Orientation of new employees
3. Promotions and transfers
4. Outlining for career path
5. Developing work standards
6. Counselling of employees
7. Delimitation of authority
Title Compensation manager
Code HR/2310
Department Human Resource Department
Summary Responsible for the design and administration of employee
compensation programmes.
Dutiesv Conduct job analysis.
v Prepare job descriptions for current and projected positions.
v Evaluate job descriptions and act as Chairman of Job Evaluation Committee.
v Insure that company?s compensation rates are in tune with
the company?s philosophy.
4-22
v Relate salary to the performance of each employee.
Conduct periodic salary surveys.
v Develop and administer performance appraisal programme.
v Develop and oversee bonus and other employee benefit plans.
v Develop an integrated HR information system.
Working conditions Normal. Eight hours per day. Five days a week.
Report to Director, Human Resource Department.
Specimen of Job Description Job Specification:
? job specification focuses on the person i.e, the
job holder
? Job specification is a statement of the
minimum levels of qualifications, skills, physical
and other abilities, experience, judgment and
attributes required for performing job
effectively.
? Job specification specifies the physical,
psychological, personal, social and behavioural
charac?teristics of the job holders
purpose
1. Personnel planning
2. Performance appraisal
3. Hiring
4. Training and development
5. Job evaluation and compensation
6. Health and safety
7. Employee discipline
8. Work scheduling
9. Career planning
Specimen of job specification
Educationv MBA with specialisation in HRM/MA in social work/PG
Diploma in HRM/MA in industrial psychology.
v A degree or diploma in Labour Laws is desirable.
Experiencev At least 3 years? experience in a similar position in a large
manufacturing company.
Skill, Knowledge, Abilitiesv Knowledge of compensation practices in competing
industries, of job analysis procedures, of compensation
survey techniques, of performance appraisal systems.
v Skill in writing job descriptions, in conducting job analysis
interviews, in making group presentations, in performing
statistical computations
v Ability to conduct meetings, to plan and prioritise work.
Work Orientation Factorsv The position may require upto 15 per cent travel.
Agev Preferably below 30 years.
Methods Of Collecting Job
Analysis Data
? Job performance: the analyst actually performs the job
in question and collects the needed information
? Personal observation: the analyst observes others
doing the job and writes a summary
? Critical incidents: job incumbents describe several
incidents relating to work, based on past experience;
the analyst collects, analyses and classifies data.
? Interview: job incumbents and supervisors are
interviewed to get the most essential information
about a job
? Panel of experts: experienced people such as job
incumbents and supervisors with good
knowledge of the job asked to provide the
information.
? Diary method: job incumbents asked to maintain
diaries or logs of their daily job activities and
record the time spent and nature of work carried
out.
? Questionnaire method: job incumbents
approached through a properly designed
questionnaire and asked to provide details.
? The Position Analysis Questionnaire: it is a
standardised form used to collect specific
information about job tasks and worker traits.
Employee activities in PAQ
1. Information Input: Where and how does the employee get the
information he/she uses in performing his/her job.
Examples:
Use of written materials.
Near-visual differentiation.
2. Mental Processes: What reasoning, decision making, planning and
information-processing activities are involved in performing the job?
Examples:
Levels of reasoning in problem solving.
Coding/decoding
3. Physical activities: What physical activities does the employee
perform and what tools or devices does he/she use?
Examples:
Use of Keyboard devices.
Assembling/disassembling.
4. Relationships with other people: What relationships with other
people are required in performing the job?
Examples:
Instructing.
Contacts with public, customers.
5. Job context: In what physical and social context is the work
performed?
Examples:
High temperature.
Interpersonal conflict situations.
6. Other Job characteristics: What activities, conditions, or
characteristics other than those described above are relevant to
the job?
Examples:
Specified work pace.
Amount of job structure.
? Management Position Description
Questionnaire: it is a standardised form
designed to analyse managerial jobs
Management Position Description
Factors
? Product, marketing and financial strategy planning.
? Coordination of other organisational units and personnel.
? Internal business control.
? Products and services responsibility.
? Public and customer relations.
? Advanced consulting.
? Autonomy of actions.
? Approval of financial commitments.
? Staff service.
? Supervision.
? Complexity and stress.
? Advanced financial responsibility.
? Broad personnel responsibility.
? Functional job analysis: it is a systematic
process of finding what is done on a job by
examining and analysing the fundamental
components of data, people and things.
FirstRanker.com - FirstRanker's Choice
Job analysis
Chapter
2
INTRODUCTION
? Job analysis is the process of gathering
information about a job. It is, to be more
specific, a systematic investigation of the
tasks, duties and responsibilities necessary to
do a job.
? According to Jones and Decothis ?Job analysis
is the process of getting information about
jobs: specially, what the worker does; how he
gets it done; why he does it; skill, education
and training required; relationship to other
jobs, physical demands; environmental
conditions?.
? 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?.
4-3
Nature of job analysis
Job Analysis
Job Tasks
Job Duties
Job Responsibilities
Who should conduct job
analysis?
v Job incumbents themselves
v Supervisors
v External analysts
The process of Job analysis
The major steps involved in job analysis are:
v Organizational analysis
v Selection of representative positions to be analyzed
v Collection of job analysis data
v Preparation of job description
v Preparation of job specification
Aspects?of?Job?Analysis
Job Description: ?Job?description?is?a?functional?
description?of?the?contents?what?the?job?entails
? It?is?a?narration?of?the?contents?of?a?job?
? It?is?a?description?of?the?activities?and?duties?to?be?
performed?in?a?job,?the?relationship?of?the?job?
with?other?jobs,?the?equipment?and?tools?
involved,?the?nature?of?supervision,?working?
conditions?and?hazards?of?the?job?and?so?on.
Purposes of Job Description
1. Grading and classification of jobs
2. Placement and Orientation of new employees
3. Promotions and transfers
4. Outlining for career path
5. Developing work standards
6. Counselling of employees
7. Delimitation of authority
Title Compensation manager
Code HR/2310
Department Human Resource Department
Summary Responsible for the design and administration of employee
compensation programmes.
Dutiesv Conduct job analysis.
v Prepare job descriptions for current and projected positions.
v Evaluate job descriptions and act as Chairman of Job Evaluation Committee.
v Insure that company?s compensation rates are in tune with
the company?s philosophy.
4-22
v Relate salary to the performance of each employee.
Conduct periodic salary surveys.
v Develop and administer performance appraisal programme.
v Develop and oversee bonus and other employee benefit plans.
v Develop an integrated HR information system.
Working conditions Normal. Eight hours per day. Five days a week.
Report to Director, Human Resource Department.
Specimen of Job Description Job Specification:
? job specification focuses on the person i.e, the
job holder
? Job specification is a statement of the
minimum levels of qualifications, skills, physical
and other abilities, experience, judgment and
attributes required for performing job
effectively.
? Job specification specifies the physical,
psychological, personal, social and behavioural
charac?teristics of the job holders
purpose
1. Personnel planning
2. Performance appraisal
3. Hiring
4. Training and development
5. Job evaluation and compensation
6. Health and safety
7. Employee discipline
8. Work scheduling
9. Career planning
Specimen of job specification
Educationv MBA with specialisation in HRM/MA in social work/PG
Diploma in HRM/MA in industrial psychology.
v A degree or diploma in Labour Laws is desirable.
Experiencev At least 3 years? experience in a similar position in a large
manufacturing company.
Skill, Knowledge, Abilitiesv Knowledge of compensation practices in competing
industries, of job analysis procedures, of compensation
survey techniques, of performance appraisal systems.
v Skill in writing job descriptions, in conducting job analysis
interviews, in making group presentations, in performing
statistical computations
v Ability to conduct meetings, to plan and prioritise work.
Work Orientation Factorsv The position may require upto 15 per cent travel.
Agev Preferably below 30 years.
Methods Of Collecting Job
Analysis Data
? Job performance: the analyst actually performs the job
in question and collects the needed information
? Personal observation: the analyst observes others
doing the job and writes a summary
? Critical incidents: job incumbents describe several
incidents relating to work, based on past experience;
the analyst collects, analyses and classifies data.
? Interview: job incumbents and supervisors are
interviewed to get the most essential information
about a job
? Panel of experts: experienced people such as job
incumbents and supervisors with good
knowledge of the job asked to provide the
information.
? Diary method: job incumbents asked to maintain
diaries or logs of their daily job activities and
record the time spent and nature of work carried
out.
? Questionnaire method: job incumbents
approached through a properly designed
questionnaire and asked to provide details.
? The Position Analysis Questionnaire: it is a
standardised form used to collect specific
information about job tasks and worker traits.
Employee activities in PAQ
1. Information Input: Where and how does the employee get the
information he/she uses in performing his/her job.
Examples:
Use of written materials.
Near-visual differentiation.
2. Mental Processes: What reasoning, decision making, planning and
information-processing activities are involved in performing the job?
Examples:
Levels of reasoning in problem solving.
Coding/decoding
3. Physical activities: What physical activities does the employee
perform and what tools or devices does he/she use?
Examples:
Use of Keyboard devices.
Assembling/disassembling.
4. Relationships with other people: What relationships with other
people are required in performing the job?
Examples:
Instructing.
Contacts with public, customers.
5. Job context: In what physical and social context is the work
performed?
Examples:
High temperature.
Interpersonal conflict situations.
6. Other Job characteristics: What activities, conditions, or
characteristics other than those described above are relevant to
the job?
Examples:
Specified work pace.
Amount of job structure.
? Management Position Description
Questionnaire: it is a standardised form
designed to analyse managerial jobs
Management Position Description
Factors
? Product, marketing and financial strategy planning.
? Coordination of other organisational units and personnel.
? Internal business control.
? Products and services responsibility.
? Public and customer relations.
? Advanced consulting.
? Autonomy of actions.
? Approval of financial commitments.
? Staff service.
? Supervision.
? Complexity and stress.
? Advanced financial responsibility.
? Broad personnel responsibility.
? Functional job analysis: it is a systematic
process of finding what is done on a job by
examining and analysing the fundamental
components of data, people and things.
Partial job analysis questionnaire
4-4
The information about a job is usually collected through a structured
questionnaire:
JOB ANALYSIS INFORMATION FORMAT
Your Job Title_______________ Code__________Date_____________
Class Title_______________ Department_____________________
Your Name_________________ Facility___________________________
Superior?s Title______________ Prepared by_______________________
Superior?s Name____________ Hours Worked______AM______to AM____
PM PM
1. What is the general purpose of your job?
2. What was your last job? If it was in another organisation, please name it.
3. To what job would you normally expect to be promoted?
FirstRanker.com - FirstRanker's Choice
Job analysis
Chapter
2
INTRODUCTION
? Job analysis is the process of gathering
information about a job. It is, to be more
specific, a systematic investigation of the
tasks, duties and responsibilities necessary to
do a job.
? According to Jones and Decothis ?Job analysis
is the process of getting information about
jobs: specially, what the worker does; how he
gets it done; why he does it; skill, education
and training required; relationship to other
jobs, physical demands; environmental
conditions?.
? 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?.
4-3
Nature of job analysis
Job Analysis
Job Tasks
Job Duties
Job Responsibilities
Who should conduct job
analysis?
v Job incumbents themselves
v Supervisors
v External analysts
The process of Job analysis
The major steps involved in job analysis are:
v Organizational analysis
v Selection of representative positions to be analyzed
v Collection of job analysis data
v Preparation of job description
v Preparation of job specification
Aspects?of?Job?Analysis
Job Description: ?Job?description?is?a?functional?
description?of?the?contents?what?the?job?entails
? It?is?a?narration?of?the?contents?of?a?job?
? It?is?a?description?of?the?activities?and?duties?to?be?
performed?in?a?job,?the?relationship?of?the?job?
with?other?jobs,?the?equipment?and?tools?
involved,?the?nature?of?supervision,?working?
conditions?and?hazards?of?the?job?and?so?on.
Purposes of Job Description
1. Grading and classification of jobs
2. Placement and Orientation of new employees
3. Promotions and transfers
4. Outlining for career path
5. Developing work standards
6. Counselling of employees
7. Delimitation of authority
Title Compensation manager
Code HR/2310
Department Human Resource Department
Summary Responsible for the design and administration of employee
compensation programmes.
Dutiesv Conduct job analysis.
v Prepare job descriptions for current and projected positions.
v Evaluate job descriptions and act as Chairman of Job Evaluation Committee.
v Insure that company?s compensation rates are in tune with
the company?s philosophy.
4-22
v Relate salary to the performance of each employee.
Conduct periodic salary surveys.
v Develop and administer performance appraisal programme.
v Develop and oversee bonus and other employee benefit plans.
v Develop an integrated HR information system.
Working conditions Normal. Eight hours per day. Five days a week.
Report to Director, Human Resource Department.
Specimen of Job Description Job Specification:
? job specification focuses on the person i.e, the
job holder
? Job specification is a statement of the
minimum levels of qualifications, skills, physical
and other abilities, experience, judgment and
attributes required for performing job
effectively.
? Job specification specifies the physical,
psychological, personal, social and behavioural
charac?teristics of the job holders
purpose
1. Personnel planning
2. Performance appraisal
3. Hiring
4. Training and development
5. Job evaluation and compensation
6. Health and safety
7. Employee discipline
8. Work scheduling
9. Career planning
Specimen of job specification
Educationv MBA with specialisation in HRM/MA in social work/PG
Diploma in HRM/MA in industrial psychology.
v A degree or diploma in Labour Laws is desirable.
Experiencev At least 3 years? experience in a similar position in a large
manufacturing company.
Skill, Knowledge, Abilitiesv Knowledge of compensation practices in competing
industries, of job analysis procedures, of compensation
survey techniques, of performance appraisal systems.
v Skill in writing job descriptions, in conducting job analysis
interviews, in making group presentations, in performing
statistical computations
v Ability to conduct meetings, to plan and prioritise work.
Work Orientation Factorsv The position may require upto 15 per cent travel.
Agev Preferably below 30 years.
Methods Of Collecting Job
Analysis Data
? Job performance: the analyst actually performs the job
in question and collects the needed information
? Personal observation: the analyst observes others
doing the job and writes a summary
? Critical incidents: job incumbents describe several
incidents relating to work, based on past experience;
the analyst collects, analyses and classifies data.
? Interview: job incumbents and supervisors are
interviewed to get the most essential information
about a job
? Panel of experts: experienced people such as job
incumbents and supervisors with good
knowledge of the job asked to provide the
information.
? Diary method: job incumbents asked to maintain
diaries or logs of their daily job activities and
record the time spent and nature of work carried
out.
? Questionnaire method: job incumbents
approached through a properly designed
questionnaire and asked to provide details.
? The Position Analysis Questionnaire: it is a
standardised form used to collect specific
information about job tasks and worker traits.
Employee activities in PAQ
1. Information Input: Where and how does the employee get the
information he/she uses in performing his/her job.
Examples:
Use of written materials.
Near-visual differentiation.
2. Mental Processes: What reasoning, decision making, planning and
information-processing activities are involved in performing the job?
Examples:
Levels of reasoning in problem solving.
Coding/decoding
3. Physical activities: What physical activities does the employee
perform and what tools or devices does he/she use?
Examples:
Use of Keyboard devices.
Assembling/disassembling.
4. Relationships with other people: What relationships with other
people are required in performing the job?
Examples:
Instructing.
Contacts with public, customers.
5. Job context: In what physical and social context is the work
performed?
Examples:
High temperature.
Interpersonal conflict situations.
6. Other Job characteristics: What activities, conditions, or
characteristics other than those described above are relevant to
the job?
Examples:
Specified work pace.
Amount of job structure.
? Management Position Description
Questionnaire: it is a standardised form
designed to analyse managerial jobs
Management Position Description
Factors
? Product, marketing and financial strategy planning.
? Coordination of other organisational units and personnel.
? Internal business control.
? Products and services responsibility.
? Public and customer relations.
? Advanced consulting.
? Autonomy of actions.
? Approval of financial commitments.
? Staff service.
? Supervision.
? Complexity and stress.
? Advanced financial responsibility.
? Broad personnel responsibility.
? Functional job analysis: it is a systematic
process of finding what is done on a job by
examining and analysing the fundamental
components of data, people and things.
Partial job analysis questionnaire
4-4
The information about a job is usually collected through a structured
questionnaire:
JOB ANALYSIS INFORMATION FORMAT
Your Job Title_______________ Code__________Date_____________
Class Title_______________ Department_____________________
Your Name_________________ Facility___________________________
Superior?s Title______________ Prepared by_______________________
Superior?s Name____________ Hours Worked______AM______to AM____
PM PM
1. What is the general purpose of your job?
2. What was your last job? If it was in another organisation, please name it.
3. To what job would you normally expect to be promoted?
4-5
4. If?you?regularly?supervise?others,?list?them?by?name?and?job?title.
5. If?you?supervise?others,?please?check?those?activities?that?are?part?of?your?
supervisory?duties:
? ?Hiring? ??Coaching? ?Promoting
? ?Orienting? ?Counselling? ?Compensating
? ?Training?? ?Budgeting? ?Disciplining
? ?Scheduling? ?Directing? ?Terminating
? ?Developing? ?Measuring?Performances?? ?Other____________
6. How?would?you?describe?the?successful?completion?and?results?of?your?work?
7. Job?Duties???Please?briefly?describe?WHAT?you?do?and,?if?possible,?How?you?do?it.?
Indicate?those?duties?you?consider?to?be?most?important?and/or?most?difficult:
Partial job analysis questionnaire
FirstRanker.com - FirstRanker's Choice
Job analysis
Chapter
2
INTRODUCTION
? Job analysis is the process of gathering
information about a job. It is, to be more
specific, a systematic investigation of the
tasks, duties and responsibilities necessary to
do a job.
? According to Jones and Decothis ?Job analysis
is the process of getting information about
jobs: specially, what the worker does; how he
gets it done; why he does it; skill, education
and training required; relationship to other
jobs, physical demands; environmental
conditions?.
? 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?.
4-3
Nature of job analysis
Job Analysis
Job Tasks
Job Duties
Job Responsibilities
Who should conduct job
analysis?
v Job incumbents themselves
v Supervisors
v External analysts
The process of Job analysis
The major steps involved in job analysis are:
v Organizational analysis
v Selection of representative positions to be analyzed
v Collection of job analysis data
v Preparation of job description
v Preparation of job specification
Aspects?of?Job?Analysis
Job Description: ?Job?description?is?a?functional?
description?of?the?contents?what?the?job?entails
? It?is?a?narration?of?the?contents?of?a?job?
? It?is?a?description?of?the?activities?and?duties?to?be?
performed?in?a?job,?the?relationship?of?the?job?
with?other?jobs,?the?equipment?and?tools?
involved,?the?nature?of?supervision,?working?
conditions?and?hazards?of?the?job?and?so?on.
Purposes of Job Description
1. Grading and classification of jobs
2. Placement and Orientation of new employees
3. Promotions and transfers
4. Outlining for career path
5. Developing work standards
6. Counselling of employees
7. Delimitation of authority
Title Compensation manager
Code HR/2310
Department Human Resource Department
Summary Responsible for the design and administration of employee
compensation programmes.
Dutiesv Conduct job analysis.
v Prepare job descriptions for current and projected positions.
v Evaluate job descriptions and act as Chairman of Job Evaluation Committee.
v Insure that company?s compensation rates are in tune with
the company?s philosophy.
4-22
v Relate salary to the performance of each employee.
Conduct periodic salary surveys.
v Develop and administer performance appraisal programme.
v Develop and oversee bonus and other employee benefit plans.
v Develop an integrated HR information system.
Working conditions Normal. Eight hours per day. Five days a week.
Report to Director, Human Resource Department.
Specimen of Job Description Job Specification:
? job specification focuses on the person i.e, the
job holder
? Job specification is a statement of the
minimum levels of qualifications, skills, physical
and other abilities, experience, judgment and
attributes required for performing job
effectively.
? Job specification specifies the physical,
psychological, personal, social and behavioural
charac?teristics of the job holders
purpose
1. Personnel planning
2. Performance appraisal
3. Hiring
4. Training and development
5. Job evaluation and compensation
6. Health and safety
7. Employee discipline
8. Work scheduling
9. Career planning
Specimen of job specification
Educationv MBA with specialisation in HRM/MA in social work/PG
Diploma in HRM/MA in industrial psychology.
v A degree or diploma in Labour Laws is desirable.
Experiencev At least 3 years? experience in a similar position in a large
manufacturing company.
Skill, Knowledge, Abilitiesv Knowledge of compensation practices in competing
industries, of job analysis procedures, of compensation
survey techniques, of performance appraisal systems.
v Skill in writing job descriptions, in conducting job analysis
interviews, in making group presentations, in performing
statistical computations
v Ability to conduct meetings, to plan and prioritise work.
Work Orientation Factorsv The position may require upto 15 per cent travel.
Agev Preferably below 30 years.
Methods Of Collecting Job
Analysis Data
? Job performance: the analyst actually performs the job
in question and collects the needed information
? Personal observation: the analyst observes others
doing the job and writes a summary
? Critical incidents: job incumbents describe several
incidents relating to work, based on past experience;
the analyst collects, analyses and classifies data.
? Interview: job incumbents and supervisors are
interviewed to get the most essential information
about a job
? Panel of experts: experienced people such as job
incumbents and supervisors with good
knowledge of the job asked to provide the
information.
? Diary method: job incumbents asked to maintain
diaries or logs of their daily job activities and
record the time spent and nature of work carried
out.
? Questionnaire method: job incumbents
approached through a properly designed
questionnaire and asked to provide details.
? The Position Analysis Questionnaire: it is a
standardised form used to collect specific
information about job tasks and worker traits.
Employee activities in PAQ
1. Information Input: Where and how does the employee get the
information he/she uses in performing his/her job.
Examples:
Use of written materials.
Near-visual differentiation.
2. Mental Processes: What reasoning, decision making, planning and
information-processing activities are involved in performing the job?
Examples:
Levels of reasoning in problem solving.
Coding/decoding
3. Physical activities: What physical activities does the employee
perform and what tools or devices does he/she use?
Examples:
Use of Keyboard devices.
Assembling/disassembling.
4. Relationships with other people: What relationships with other
people are required in performing the job?
Examples:
Instructing.
Contacts with public, customers.
5. Job context: In what physical and social context is the work
performed?
Examples:
High temperature.
Interpersonal conflict situations.
6. Other Job characteristics: What activities, conditions, or
characteristics other than those described above are relevant to
the job?
Examples:
Specified work pace.
Amount of job structure.
? Management Position Description
Questionnaire: it is a standardised form
designed to analyse managerial jobs
Management Position Description
Factors
? Product, marketing and financial strategy planning.
? Coordination of other organisational units and personnel.
? Internal business control.
? Products and services responsibility.
? Public and customer relations.
? Advanced consulting.
? Autonomy of actions.
? Approval of financial commitments.
? Staff service.
? Supervision.
? Complexity and stress.
? Advanced financial responsibility.
? Broad personnel responsibility.
? Functional job analysis: it is a systematic
process of finding what is done on a job by
examining and analysing the fundamental
components of data, people and things.
Partial job analysis questionnaire
4-4
The information about a job is usually collected through a structured
questionnaire:
JOB ANALYSIS INFORMATION FORMAT
Your Job Title_______________ Code__________Date_____________
Class Title_______________ Department_____________________
Your Name_________________ Facility___________________________
Superior?s Title______________ Prepared by_______________________
Superior?s Name____________ Hours Worked______AM______to AM____
PM PM
1. What is the general purpose of your job?
2. What was your last job? If it was in another organisation, please name it.
3. To what job would you normally expect to be promoted?
4-5
4. If?you?regularly?supervise?others,?list?them?by?name?and?job?title.
5. If?you?supervise?others,?please?check?those?activities?that?are?part?of?your?
supervisory?duties:
? ?Hiring? ??Coaching? ?Promoting
? ?Orienting? ?Counselling? ?Compensating
? ?Training?? ?Budgeting? ?Disciplining
? ?Scheduling? ?Directing? ?Terminating
? ?Developing? ?Measuring?Performances?? ?Other____________
6. How?would?you?describe?the?successful?completion?and?results?of?your?work?
7. Job?Duties???Please?briefly?describe?WHAT?you?do?and,?if?possible,?How?you?do?it.?
Indicate?those?duties?you?consider?to?be?most?important?and/or?most?difficult:
Partial job analysis questionnaire
4-6
(a) Daily?Duties
(b) Periodic?Duties?(Please?indicate?whether?weekly,?monthly,?quarterly,?etc.)
(c) ?Duties?Performed?at?Irregular?Intervals
8. Education???Please?check?the?blank?that?indicates?the?educational?
requirements?for?the?job,?not?your?own?educational?background.
?? ?No?formal?education?required ?? ??College?degree
?? ??Less?than??high?school?diploma ?? Education?beyond?graduate
?? ??High?school?diploma?or?equivalent?degree?and/or?professional?license.
?? ??College?certificate?or?equivalent
List?advanced?degrees?or?specified?professional?license?or?certificate?
required.
Please?indicate?the?education?you?had?when?you?were?placed?on?this?job.
Partial job analysis questionnaire
FirstRanker.com - FirstRanker's Choice
Job analysis
Chapter
2
INTRODUCTION
? Job analysis is the process of gathering
information about a job. It is, to be more
specific, a systematic investigation of the
tasks, duties and responsibilities necessary to
do a job.
? According to Jones and Decothis ?Job analysis
is the process of getting information about
jobs: specially, what the worker does; how he
gets it done; why he does it; skill, education
and training required; relationship to other
jobs, physical demands; environmental
conditions?.
? 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?.
4-3
Nature of job analysis
Job Analysis
Job Tasks
Job Duties
Job Responsibilities
Who should conduct job
analysis?
v Job incumbents themselves
v Supervisors
v External analysts
The process of Job analysis
The major steps involved in job analysis are:
v Organizational analysis
v Selection of representative positions to be analyzed
v Collection of job analysis data
v Preparation of job description
v Preparation of job specification
Aspects?of?Job?Analysis
Job Description: ?Job?description?is?a?functional?
description?of?the?contents?what?the?job?entails
? It?is?a?narration?of?the?contents?of?a?job?
? It?is?a?description?of?the?activities?and?duties?to?be?
performed?in?a?job,?the?relationship?of?the?job?
with?other?jobs,?the?equipment?and?tools?
involved,?the?nature?of?supervision,?working?
conditions?and?hazards?of?the?job?and?so?on.
Purposes of Job Description
1. Grading and classification of jobs
2. Placement and Orientation of new employees
3. Promotions and transfers
4. Outlining for career path
5. Developing work standards
6. Counselling of employees
7. Delimitation of authority
Title Compensation manager
Code HR/2310
Department Human Resource Department
Summary Responsible for the design and administration of employee
compensation programmes.
Dutiesv Conduct job analysis.
v Prepare job descriptions for current and projected positions.
v Evaluate job descriptions and act as Chairman of Job Evaluation Committee.
v Insure that company?s compensation rates are in tune with
the company?s philosophy.
4-22
v Relate salary to the performance of each employee.
Conduct periodic salary surveys.
v Develop and administer performance appraisal programme.
v Develop and oversee bonus and other employee benefit plans.
v Develop an integrated HR information system.
Working conditions Normal. Eight hours per day. Five days a week.
Report to Director, Human Resource Department.
Specimen of Job Description Job Specification:
? job specification focuses on the person i.e, the
job holder
? Job specification is a statement of the
minimum levels of qualifications, skills, physical
and other abilities, experience, judgment and
attributes required for performing job
effectively.
? Job specification specifies the physical,
psychological, personal, social and behavioural
charac?teristics of the job holders
purpose
1. Personnel planning
2. Performance appraisal
3. Hiring
4. Training and development
5. Job evaluation and compensation
6. Health and safety
7. Employee discipline
8. Work scheduling
9. Career planning
Specimen of job specification
Educationv MBA with specialisation in HRM/MA in social work/PG
Diploma in HRM/MA in industrial psychology.
v A degree or diploma in Labour Laws is desirable.
Experiencev At least 3 years? experience in a similar position in a large
manufacturing company.
Skill, Knowledge, Abilitiesv Knowledge of compensation practices in competing
industries, of job analysis procedures, of compensation
survey techniques, of performance appraisal systems.
v Skill in writing job descriptions, in conducting job analysis
interviews, in making group presentations, in performing
statistical computations
v Ability to conduct meetings, to plan and prioritise work.
Work Orientation Factorsv The position may require upto 15 per cent travel.
Agev Preferably below 30 years.
Methods Of Collecting Job
Analysis Data
? Job performance: the analyst actually performs the job
in question and collects the needed information
? Personal observation: the analyst observes others
doing the job and writes a summary
? Critical incidents: job incumbents describe several
incidents relating to work, based on past experience;
the analyst collects, analyses and classifies data.
? Interview: job incumbents and supervisors are
interviewed to get the most essential information
about a job
? Panel of experts: experienced people such as job
incumbents and supervisors with good
knowledge of the job asked to provide the
information.
? Diary method: job incumbents asked to maintain
diaries or logs of their daily job activities and
record the time spent and nature of work carried
out.
? Questionnaire method: job incumbents
approached through a properly designed
questionnaire and asked to provide details.
? The Position Analysis Questionnaire: it is a
standardised form used to collect specific
information about job tasks and worker traits.
Employee activities in PAQ
1. Information Input: Where and how does the employee get the
information he/she uses in performing his/her job.
Examples:
Use of written materials.
Near-visual differentiation.
2. Mental Processes: What reasoning, decision making, planning and
information-processing activities are involved in performing the job?
Examples:
Levels of reasoning in problem solving.
Coding/decoding
3. Physical activities: What physical activities does the employee
perform and what tools or devices does he/she use?
Examples:
Use of Keyboard devices.
Assembling/disassembling.
4. Relationships with other people: What relationships with other
people are required in performing the job?
Examples:
Instructing.
Contacts with public, customers.
5. Job context: In what physical and social context is the work
performed?
Examples:
High temperature.
Interpersonal conflict situations.
6. Other Job characteristics: What activities, conditions, or
characteristics other than those described above are relevant to
the job?
Examples:
Specified work pace.
Amount of job structure.
? Management Position Description
Questionnaire: it is a standardised form
designed to analyse managerial jobs
Management Position Description
Factors
? Product, marketing and financial strategy planning.
? Coordination of other organisational units and personnel.
? Internal business control.
? Products and services responsibility.
? Public and customer relations.
? Advanced consulting.
? Autonomy of actions.
? Approval of financial commitments.
? Staff service.
? Supervision.
? Complexity and stress.
? Advanced financial responsibility.
? Broad personnel responsibility.
? Functional job analysis: it is a systematic
process of finding what is done on a job by
examining and analysing the fundamental
components of data, people and things.
Partial job analysis questionnaire
4-4
The information about a job is usually collected through a structured
questionnaire:
JOB ANALYSIS INFORMATION FORMAT
Your Job Title_______________ Code__________Date_____________
Class Title_______________ Department_____________________
Your Name_________________ Facility___________________________
Superior?s Title______________ Prepared by_______________________
Superior?s Name____________ Hours Worked______AM______to AM____
PM PM
1. What is the general purpose of your job?
2. What was your last job? If it was in another organisation, please name it.
3. To what job would you normally expect to be promoted?
4-5
4. If?you?regularly?supervise?others,?list?them?by?name?and?job?title.
5. If?you?supervise?others,?please?check?those?activities?that?are?part?of?your?
supervisory?duties:
? ?Hiring? ??Coaching? ?Promoting
? ?Orienting? ?Counselling? ?Compensating
? ?Training?? ?Budgeting? ?Disciplining
? ?Scheduling? ?Directing? ?Terminating
? ?Developing? ?Measuring?Performances?? ?Other____________
6. How?would?you?describe?the?successful?completion?and?results?of?your?work?
7. Job?Duties???Please?briefly?describe?WHAT?you?do?and,?if?possible,?How?you?do?it.?
Indicate?those?duties?you?consider?to?be?most?important?and/or?most?difficult:
Partial job analysis questionnaire
4-6
(a) Daily?Duties
(b) Periodic?Duties?(Please?indicate?whether?weekly,?monthly,?quarterly,?etc.)
(c) ?Duties?Performed?at?Irregular?Intervals
8. Education???Please?check?the?blank?that?indicates?the?educational?
requirements?for?the?job,?not?your?own?educational?background.
?? ?No?formal?education?required ?? ??College?degree
?? ??Less?than??high?school?diploma ?? Education?beyond?graduate
?? ??High?school?diploma?or?equivalent?degree?and/or?professional?license.
?? ??College?certificate?or?equivalent
List?advanced?degrees?or?specified?professional?license?or?certificate?
required.
Please?indicate?the?education?you?had?when?you?were?placed?on?this?job.
Partial job analysis questionnaire
Guidelines for conducting job analysis
interviews
? Put the worker at ease; establish rapport.
? Make the purpose of the interview clear.
? Encourage the worker to talk by using empathy
creativity.
? Help the worker to think and talk according to the
logical sequence of the duties performed.
? Ask the worker only one question at a time.
? Phrase questions carefully so that the answers
will be more than just ?yes? or ?no?.
? Avoid asking leading questions.
FirstRanker.com - FirstRanker's Choice
Job analysis
Chapter
2
INTRODUCTION
? Job analysis is the process of gathering
information about a job. It is, to be more
specific, a systematic investigation of the
tasks, duties and responsibilities necessary to
do a job.
? According to Jones and Decothis ?Job analysis
is the process of getting information about
jobs: specially, what the worker does; how he
gets it done; why he does it; skill, education
and training required; relationship to other
jobs, physical demands; environmental
conditions?.
? 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?.
4-3
Nature of job analysis
Job Analysis
Job Tasks
Job Duties
Job Responsibilities
Who should conduct job
analysis?
v Job incumbents themselves
v Supervisors
v External analysts
The process of Job analysis
The major steps involved in job analysis are:
v Organizational analysis
v Selection of representative positions to be analyzed
v Collection of job analysis data
v Preparation of job description
v Preparation of job specification
Aspects?of?Job?Analysis
Job Description: ?Job?description?is?a?functional?
description?of?the?contents?what?the?job?entails
? It?is?a?narration?of?the?contents?of?a?job?
? It?is?a?description?of?the?activities?and?duties?to?be?
performed?in?a?job,?the?relationship?of?the?job?
with?other?jobs,?the?equipment?and?tools?
involved,?the?nature?of?supervision,?working?
conditions?and?hazards?of?the?job?and?so?on.
Purposes of Job Description
1. Grading and classification of jobs
2. Placement and Orientation of new employees
3. Promotions and transfers
4. Outlining for career path
5. Developing work standards
6. Counselling of employees
7. Delimitation of authority
Title Compensation manager
Code HR/2310
Department Human Resource Department
Summary Responsible for the design and administration of employee
compensation programmes.
Dutiesv Conduct job analysis.
v Prepare job descriptions for current and projected positions.
v Evaluate job descriptions and act as Chairman of Job Evaluation Committee.
v Insure that company?s compensation rates are in tune with
the company?s philosophy.
4-22
v Relate salary to the performance of each employee.
Conduct periodic salary surveys.
v Develop and administer performance appraisal programme.
v Develop and oversee bonus and other employee benefit plans.
v Develop an integrated HR information system.
Working conditions Normal. Eight hours per day. Five days a week.
Report to Director, Human Resource Department.
Specimen of Job Description Job Specification:
? job specification focuses on the person i.e, the
job holder
? Job specification is a statement of the
minimum levels of qualifications, skills, physical
and other abilities, experience, judgment and
attributes required for performing job
effectively.
? Job specification specifies the physical,
psychological, personal, social and behavioural
charac?teristics of the job holders
purpose
1. Personnel planning
2. Performance appraisal
3. Hiring
4. Training and development
5. Job evaluation and compensation
6. Health and safety
7. Employee discipline
8. Work scheduling
9. Career planning
Specimen of job specification
Educationv MBA with specialisation in HRM/MA in social work/PG
Diploma in HRM/MA in industrial psychology.
v A degree or diploma in Labour Laws is desirable.
Experiencev At least 3 years? experience in a similar position in a large
manufacturing company.
Skill, Knowledge, Abilitiesv Knowledge of compensation practices in competing
industries, of job analysis procedures, of compensation
survey techniques, of performance appraisal systems.
v Skill in writing job descriptions, in conducting job analysis
interviews, in making group presentations, in performing
statistical computations
v Ability to conduct meetings, to plan and prioritise work.
Work Orientation Factorsv The position may require upto 15 per cent travel.
Agev Preferably below 30 years.
Methods Of Collecting Job
Analysis Data
? Job performance: the analyst actually performs the job
in question and collects the needed information
? Personal observation: the analyst observes others
doing the job and writes a summary
? Critical incidents: job incumbents describe several
incidents relating to work, based on past experience;
the analyst collects, analyses and classifies data.
? Interview: job incumbents and supervisors are
interviewed to get the most essential information
about a job
? Panel of experts: experienced people such as job
incumbents and supervisors with good
knowledge of the job asked to provide the
information.
? Diary method: job incumbents asked to maintain
diaries or logs of their daily job activities and
record the time spent and nature of work carried
out.
? Questionnaire method: job incumbents
approached through a properly designed
questionnaire and asked to provide details.
? The Position Analysis Questionnaire: it is a
standardised form used to collect specific
information about job tasks and worker traits.
Employee activities in PAQ
1. Information Input: Where and how does the employee get the
information he/she uses in performing his/her job.
Examples:
Use of written materials.
Near-visual differentiation.
2. Mental Processes: What reasoning, decision making, planning and
information-processing activities are involved in performing the job?
Examples:
Levels of reasoning in problem solving.
Coding/decoding
3. Physical activities: What physical activities does the employee
perform and what tools or devices does he/she use?
Examples:
Use of Keyboard devices.
Assembling/disassembling.
4. Relationships with other people: What relationships with other
people are required in performing the job?
Examples:
Instructing.
Contacts with public, customers.
5. Job context: In what physical and social context is the work
performed?
Examples:
High temperature.
Interpersonal conflict situations.
6. Other Job characteristics: What activities, conditions, or
characteristics other than those described above are relevant to
the job?
Examples:
Specified work pace.
Amount of job structure.
? Management Position Description
Questionnaire: it is a standardised form
designed to analyse managerial jobs
Management Position Description
Factors
? Product, marketing and financial strategy planning.
? Coordination of other organisational units and personnel.
? Internal business control.
? Products and services responsibility.
? Public and customer relations.
? Advanced consulting.
? Autonomy of actions.
? Approval of financial commitments.
? Staff service.
? Supervision.
? Complexity and stress.
? Advanced financial responsibility.
? Broad personnel responsibility.
? Functional job analysis: it is a systematic
process of finding what is done on a job by
examining and analysing the fundamental
components of data, people and things.
Partial job analysis questionnaire
4-4
The information about a job is usually collected through a structured
questionnaire:
JOB ANALYSIS INFORMATION FORMAT
Your Job Title_______________ Code__________Date_____________
Class Title_______________ Department_____________________
Your Name_________________ Facility___________________________
Superior?s Title______________ Prepared by_______________________
Superior?s Name____________ Hours Worked______AM______to AM____
PM PM
1. What is the general purpose of your job?
2. What was your last job? If it was in another organisation, please name it.
3. To what job would you normally expect to be promoted?
4-5
4. If?you?regularly?supervise?others,?list?them?by?name?and?job?title.
5. If?you?supervise?others,?please?check?those?activities?that?are?part?of?your?
supervisory?duties:
? ?Hiring? ??Coaching? ?Promoting
? ?Orienting? ?Counselling? ?Compensating
? ?Training?? ?Budgeting? ?Disciplining
? ?Scheduling? ?Directing? ?Terminating
? ?Developing? ?Measuring?Performances?? ?Other____________
6. How?would?you?describe?the?successful?completion?and?results?of?your?work?
7. Job?Duties???Please?briefly?describe?WHAT?you?do?and,?if?possible,?How?you?do?it.?
Indicate?those?duties?you?consider?to?be?most?important?and/or?most?difficult:
Partial job analysis questionnaire
4-6
(a) Daily?Duties
(b) Periodic?Duties?(Please?indicate?whether?weekly,?monthly,?quarterly,?etc.)
(c) ?Duties?Performed?at?Irregular?Intervals
8. Education???Please?check?the?blank?that?indicates?the?educational?
requirements?for?the?job,?not?your?own?educational?background.
?? ?No?formal?education?required ?? ??College?degree
?? ??Less?than??high?school?diploma ?? Education?beyond?graduate
?? ??High?school?diploma?or?equivalent?degree?and/or?professional?license.
?? ??College?certificate?or?equivalent
List?advanced?degrees?or?specified?professional?license?or?certificate?
required.
Please?indicate?the?education?you?had?when?you?were?placed?on?this?job.
Partial job analysis questionnaire
Guidelines for conducting job analysis
interviews
? Put the worker at ease; establish rapport.
? Make the purpose of the interview clear.
? Encourage the worker to talk by using empathy
creativity.
? Help the worker to think and talk according to the
logical sequence of the duties performed.
? Ask the worker only one question at a time.
? Phrase questions carefully so that the answers
will be more than just ?yes? or ?no?.
? Avoid asking leading questions.
? Secure specified and complete information pertaining
to the work performed and the worker?s traits.
? Conduct the interview in plain, easy language.
? Consider the relationship of the present job to other
jobs in the department.
? Control the time and subject matter of the interview.
? Be patient and considerate to the worker.
? Summarise the information obtained before closing
the interview.
? Close the interview promptly.
FirstRanker.com - FirstRanker's Choice
Job analysis
Chapter
2
INTRODUCTION
? Job analysis is the process of gathering
information about a job. It is, to be more
specific, a systematic investigation of the
tasks, duties and responsibilities necessary to
do a job.
? According to Jones and Decothis ?Job analysis
is the process of getting information about
jobs: specially, what the worker does; how he
gets it done; why he does it; skill, education
and training required; relationship to other
jobs, physical demands; environmental
conditions?.
? 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?.
4-3
Nature of job analysis
Job Analysis
Job Tasks
Job Duties
Job Responsibilities
Who should conduct job
analysis?
v Job incumbents themselves
v Supervisors
v External analysts
The process of Job analysis
The major steps involved in job analysis are:
v Organizational analysis
v Selection of representative positions to be analyzed
v Collection of job analysis data
v Preparation of job description
v Preparation of job specification
Aspects?of?Job?Analysis
Job Description: ?Job?description?is?a?functional?
description?of?the?contents?what?the?job?entails
? It?is?a?narration?of?the?contents?of?a?job?
? It?is?a?description?of?the?activities?and?duties?to?be?
performed?in?a?job,?the?relationship?of?the?job?
with?other?jobs,?the?equipment?and?tools?
involved,?the?nature?of?supervision,?working?
conditions?and?hazards?of?the?job?and?so?on.
Purposes of Job Description
1. Grading and classification of jobs
2. Placement and Orientation of new employees
3. Promotions and transfers
4. Outlining for career path
5. Developing work standards
6. Counselling of employees
7. Delimitation of authority
Title Compensation manager
Code HR/2310
Department Human Resource Department
Summary Responsible for the design and administration of employee
compensation programmes.
Dutiesv Conduct job analysis.
v Prepare job descriptions for current and projected positions.
v Evaluate job descriptions and act as Chairman of Job Evaluation Committee.
v Insure that company?s compensation rates are in tune with
the company?s philosophy.
4-22
v Relate salary to the performance of each employee.
Conduct periodic salary surveys.
v Develop and administer performance appraisal programme.
v Develop and oversee bonus and other employee benefit plans.
v Develop an integrated HR information system.
Working conditions Normal. Eight hours per day. Five days a week.
Report to Director, Human Resource Department.
Specimen of Job Description Job Specification:
? job specification focuses on the person i.e, the
job holder
? Job specification is a statement of the
minimum levels of qualifications, skills, physical
and other abilities, experience, judgment and
attributes required for performing job
effectively.
? Job specification specifies the physical,
psychological, personal, social and behavioural
charac?teristics of the job holders
purpose
1. Personnel planning
2. Performance appraisal
3. Hiring
4. Training and development
5. Job evaluation and compensation
6. Health and safety
7. Employee discipline
8. Work scheduling
9. Career planning
Specimen of job specification
Educationv MBA with specialisation in HRM/MA in social work/PG
Diploma in HRM/MA in industrial psychology.
v A degree or diploma in Labour Laws is desirable.
Experiencev At least 3 years? experience in a similar position in a large
manufacturing company.
Skill, Knowledge, Abilitiesv Knowledge of compensation practices in competing
industries, of job analysis procedures, of compensation
survey techniques, of performance appraisal systems.
v Skill in writing job descriptions, in conducting job analysis
interviews, in making group presentations, in performing
statistical computations
v Ability to conduct meetings, to plan and prioritise work.
Work Orientation Factorsv The position may require upto 15 per cent travel.
Agev Preferably below 30 years.
Methods Of Collecting Job
Analysis Data
? Job performance: the analyst actually performs the job
in question and collects the needed information
? Personal observation: the analyst observes others
doing the job and writes a summary
? Critical incidents: job incumbents describe several
incidents relating to work, based on past experience;
the analyst collects, analyses and classifies data.
? Interview: job incumbents and supervisors are
interviewed to get the most essential information
about a job
? Panel of experts: experienced people such as job
incumbents and supervisors with good
knowledge of the job asked to provide the
information.
? Diary method: job incumbents asked to maintain
diaries or logs of their daily job activities and
record the time spent and nature of work carried
out.
? Questionnaire method: job incumbents
approached through a properly designed
questionnaire and asked to provide details.
? The Position Analysis Questionnaire: it is a
standardised form used to collect specific
information about job tasks and worker traits.
Employee activities in PAQ
1. Information Input: Where and how does the employee get the
information he/she uses in performing his/her job.
Examples:
Use of written materials.
Near-visual differentiation.
2. Mental Processes: What reasoning, decision making, planning and
information-processing activities are involved in performing the job?
Examples:
Levels of reasoning in problem solving.
Coding/decoding
3. Physical activities: What physical activities does the employee
perform and what tools or devices does he/she use?
Examples:
Use of Keyboard devices.
Assembling/disassembling.
4. Relationships with other people: What relationships with other
people are required in performing the job?
Examples:
Instructing.
Contacts with public, customers.
5. Job context: In what physical and social context is the work
performed?
Examples:
High temperature.
Interpersonal conflict situations.
6. Other Job characteristics: What activities, conditions, or
characteristics other than those described above are relevant to
the job?
Examples:
Specified work pace.
Amount of job structure.
? Management Position Description
Questionnaire: it is a standardised form
designed to analyse managerial jobs
Management Position Description
Factors
? Product, marketing and financial strategy planning.
? Coordination of other organisational units and personnel.
? Internal business control.
? Products and services responsibility.
? Public and customer relations.
? Advanced consulting.
? Autonomy of actions.
? Approval of financial commitments.
? Staff service.
? Supervision.
? Complexity and stress.
? Advanced financial responsibility.
? Broad personnel responsibility.
? Functional job analysis: it is a systematic
process of finding what is done on a job by
examining and analysing the fundamental
components of data, people and things.
Partial job analysis questionnaire
4-4
The information about a job is usually collected through a structured
questionnaire:
JOB ANALYSIS INFORMATION FORMAT
Your Job Title_______________ Code__________Date_____________
Class Title_______________ Department_____________________
Your Name_________________ Facility___________________________
Superior?s Title______________ Prepared by_______________________
Superior?s Name____________ Hours Worked______AM______to AM____
PM PM
1. What is the general purpose of your job?
2. What was your last job? If it was in another organisation, please name it.
3. To what job would you normally expect to be promoted?
4-5
4. If?you?regularly?supervise?others,?list?them?by?name?and?job?title.
5. If?you?supervise?others,?please?check?those?activities?that?are?part?of?your?
supervisory?duties:
? ?Hiring? ??Coaching? ?Promoting
? ?Orienting? ?Counselling? ?Compensating
? ?Training?? ?Budgeting? ?Disciplining
? ?Scheduling? ?Directing? ?Terminating
? ?Developing? ?Measuring?Performances?? ?Other____________
6. How?would?you?describe?the?successful?completion?and?results?of?your?work?
7. Job?Duties???Please?briefly?describe?WHAT?you?do?and,?if?possible,?How?you?do?it.?
Indicate?those?duties?you?consider?to?be?most?important?and/or?most?difficult:
Partial job analysis questionnaire
4-6
(a) Daily?Duties
(b) Periodic?Duties?(Please?indicate?whether?weekly,?monthly,?quarterly,?etc.)
(c) ?Duties?Performed?at?Irregular?Intervals
8. Education???Please?check?the?blank?that?indicates?the?educational?
requirements?for?the?job,?not?your?own?educational?background.
?? ?No?formal?education?required ?? ??College?degree
?? ??Less?than??high?school?diploma ?? Education?beyond?graduate
?? ??High?school?diploma?or?equivalent?degree?and/or?professional?license.
?? ??College?certificate?or?equivalent
List?advanced?degrees?or?specified?professional?license?or?certificate?
required.
Please?indicate?the?education?you?had?when?you?were?placed?on?this?job.
Partial job analysis questionnaire
Guidelines for conducting job analysis
interviews
? Put the worker at ease; establish rapport.
? Make the purpose of the interview clear.
? Encourage the worker to talk by using empathy
creativity.
? Help the worker to think and talk according to the
logical sequence of the duties performed.
? Ask the worker only one question at a time.
? Phrase questions carefully so that the answers
will be more than just ?yes? or ?no?.
? Avoid asking leading questions.
? Secure specified and complete information pertaining
to the work performed and the worker?s traits.
? Conduct the interview in plain, easy language.
? Consider the relationship of the present job to other
jobs in the department.
? Control the time and subject matter of the interview.
? Be patient and considerate to the worker.
? Summarise the information obtained before closing
the interview.
? Close the interview promptly.
Behavioural Factors Impacting Job
Analysis
The following behavioral factors must be taken care of while carrying out a
job analysis:
v Exaggerate the facts
v Employee anxieties
v Resistance to change
v Overemphasis on current efforts
v Management straight jacket
FirstRanker.com - FirstRanker's Choice
Job analysis
Chapter
2
INTRODUCTION
? Job analysis is the process of gathering
information about a job. It is, to be more
specific, a systematic investigation of the
tasks, duties and responsibilities necessary to
do a job.
? According to Jones and Decothis ?Job analysis
is the process of getting information about
jobs: specially, what the worker does; how he
gets it done; why he does it; skill, education
and training required; relationship to other
jobs, physical demands; environmental
conditions?.
? 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?.
4-3
Nature of job analysis
Job Analysis
Job Tasks
Job Duties
Job Responsibilities
Who should conduct job
analysis?
v Job incumbents themselves
v Supervisors
v External analysts
The process of Job analysis
The major steps involved in job analysis are:
v Organizational analysis
v Selection of representative positions to be analyzed
v Collection of job analysis data
v Preparation of job description
v Preparation of job specification
Aspects?of?Job?Analysis
Job Description: ?Job?description?is?a?functional?
description?of?the?contents?what?the?job?entails
? It?is?a?narration?of?the?contents?of?a?job?
? It?is?a?description?of?the?activities?and?duties?to?be?
performed?in?a?job,?the?relationship?of?the?job?
with?other?jobs,?the?equipment?and?tools?
involved,?the?nature?of?supervision,?working?
conditions?and?hazards?of?the?job?and?so?on.
Purposes of Job Description
1. Grading and classification of jobs
2. Placement and Orientation of new employees
3. Promotions and transfers
4. Outlining for career path
5. Developing work standards
6. Counselling of employees
7. Delimitation of authority
Title Compensation manager
Code HR/2310
Department Human Resource Department
Summary Responsible for the design and administration of employee
compensation programmes.
Dutiesv Conduct job analysis.
v Prepare job descriptions for current and projected positions.
v Evaluate job descriptions and act as Chairman of Job Evaluation Committee.
v Insure that company?s compensation rates are in tune with
the company?s philosophy.
4-22
v Relate salary to the performance of each employee.
Conduct periodic salary surveys.
v Develop and administer performance appraisal programme.
v Develop and oversee bonus and other employee benefit plans.
v Develop an integrated HR information system.
Working conditions Normal. Eight hours per day. Five days a week.
Report to Director, Human Resource Department.
Specimen of Job Description Job Specification:
? job specification focuses on the person i.e, the
job holder
? Job specification is a statement of the
minimum levels of qualifications, skills, physical
and other abilities, experience, judgment and
attributes required for performing job
effectively.
? Job specification specifies the physical,
psychological, personal, social and behavioural
charac?teristics of the job holders
purpose
1. Personnel planning
2. Performance appraisal
3. Hiring
4. Training and development
5. Job evaluation and compensation
6. Health and safety
7. Employee discipline
8. Work scheduling
9. Career planning
Specimen of job specification
Educationv MBA with specialisation in HRM/MA in social work/PG
Diploma in HRM/MA in industrial psychology.
v A degree or diploma in Labour Laws is desirable.
Experiencev At least 3 years? experience in a similar position in a large
manufacturing company.
Skill, Knowledge, Abilitiesv Knowledge of compensation practices in competing
industries, of job analysis procedures, of compensation
survey techniques, of performance appraisal systems.
v Skill in writing job descriptions, in conducting job analysis
interviews, in making group presentations, in performing
statistical computations
v Ability to conduct meetings, to plan and prioritise work.
Work Orientation Factorsv The position may require upto 15 per cent travel.
Agev Preferably below 30 years.
Methods Of Collecting Job
Analysis Data
? Job performance: the analyst actually performs the job
in question and collects the needed information
? Personal observation: the analyst observes others
doing the job and writes a summary
? Critical incidents: job incumbents describe several
incidents relating to work, based on past experience;
the analyst collects, analyses and classifies data.
? Interview: job incumbents and supervisors are
interviewed to get the most essential information
about a job
? Panel of experts: experienced people such as job
incumbents and supervisors with good
knowledge of the job asked to provide the
information.
? Diary method: job incumbents asked to maintain
diaries or logs of their daily job activities and
record the time spent and nature of work carried
out.
? Questionnaire method: job incumbents
approached through a properly designed
questionnaire and asked to provide details.
? The Position Analysis Questionnaire: it is a
standardised form used to collect specific
information about job tasks and worker traits.
Employee activities in PAQ
1. Information Input: Where and how does the employee get the
information he/she uses in performing his/her job.
Examples:
Use of written materials.
Near-visual differentiation.
2. Mental Processes: What reasoning, decision making, planning and
information-processing activities are involved in performing the job?
Examples:
Levels of reasoning in problem solving.
Coding/decoding
3. Physical activities: What physical activities does the employee
perform and what tools or devices does he/she use?
Examples:
Use of Keyboard devices.
Assembling/disassembling.
4. Relationships with other people: What relationships with other
people are required in performing the job?
Examples:
Instructing.
Contacts with public, customers.
5. Job context: In what physical and social context is the work
performed?
Examples:
High temperature.
Interpersonal conflict situations.
6. Other Job characteristics: What activities, conditions, or
characteristics other than those described above are relevant to
the job?
Examples:
Specified work pace.
Amount of job structure.
? Management Position Description
Questionnaire: it is a standardised form
designed to analyse managerial jobs
Management Position Description
Factors
? Product, marketing and financial strategy planning.
? Coordination of other organisational units and personnel.
? Internal business control.
? Products and services responsibility.
? Public and customer relations.
? Advanced consulting.
? Autonomy of actions.
? Approval of financial commitments.
? Staff service.
? Supervision.
? Complexity and stress.
? Advanced financial responsibility.
? Broad personnel responsibility.
? Functional job analysis: it is a systematic
process of finding what is done on a job by
examining and analysing the fundamental
components of data, people and things.
Partial job analysis questionnaire
4-4
The information about a job is usually collected through a structured
questionnaire:
JOB ANALYSIS INFORMATION FORMAT
Your Job Title_______________ Code__________Date_____________
Class Title_______________ Department_____________________
Your Name_________________ Facility___________________________
Superior?s Title______________ Prepared by_______________________
Superior?s Name____________ Hours Worked______AM______to AM____
PM PM
1. What is the general purpose of your job?
2. What was your last job? If it was in another organisation, please name it.
3. To what job would you normally expect to be promoted?
4-5
4. If?you?regularly?supervise?others,?list?them?by?name?and?job?title.
5. If?you?supervise?others,?please?check?those?activities?that?are?part?of?your?
supervisory?duties:
? ?Hiring? ??Coaching? ?Promoting
? ?Orienting? ?Counselling? ?Compensating
? ?Training?? ?Budgeting? ?Disciplining
? ?Scheduling? ?Directing? ?Terminating
? ?Developing? ?Measuring?Performances?? ?Other____________
6. How?would?you?describe?the?successful?completion?and?results?of?your?work?
7. Job?Duties???Please?briefly?describe?WHAT?you?do?and,?if?possible,?How?you?do?it.?
Indicate?those?duties?you?consider?to?be?most?important?and/or?most?difficult:
Partial job analysis questionnaire
4-6
(a) Daily?Duties
(b) Periodic?Duties?(Please?indicate?whether?weekly,?monthly,?quarterly,?etc.)
(c) ?Duties?Performed?at?Irregular?Intervals
8. Education???Please?check?the?blank?that?indicates?the?educational?
requirements?for?the?job,?not?your?own?educational?background.
?? ?No?formal?education?required ?? ??College?degree
?? ??Less?than??high?school?diploma ?? Education?beyond?graduate
?? ??High?school?diploma?or?equivalent?degree?and/or?professional?license.
?? ??College?certificate?or?equivalent
List?advanced?degrees?or?specified?professional?license?or?certificate?
required.
Please?indicate?the?education?you?had?when?you?were?placed?on?this?job.
Partial job analysis questionnaire
Guidelines for conducting job analysis
interviews
? Put the worker at ease; establish rapport.
? Make the purpose of the interview clear.
? Encourage the worker to talk by using empathy
creativity.
? Help the worker to think and talk according to the
logical sequence of the duties performed.
? Ask the worker only one question at a time.
? Phrase questions carefully so that the answers
will be more than just ?yes? or ?no?.
? Avoid asking leading questions.
? Secure specified and complete information pertaining
to the work performed and the worker?s traits.
? Conduct the interview in plain, easy language.
? Consider the relationship of the present job to other
jobs in the department.
? Control the time and subject matter of the interview.
? Be patient and considerate to the worker.
? Summarise the information obtained before closing
the interview.
? Close the interview promptly.
Behavioural Factors Impacting Job
Analysis
The following behavioral factors must be taken care of while carrying out a
job analysis:
v Exaggerate the facts
v Employee anxieties
v Resistance to change
v Overemphasis on current efforts
v Management straight jacket
Role Analysis
? To have a clear picture about what a person
actually does on a job, the job analysis
information must be supplemented with role
analysis. Role analysis involves the following
steps:
FirstRanker.com - FirstRanker's Choice
Job analysis
Chapter
2
INTRODUCTION
? Job analysis is the process of gathering
information about a job. It is, to be more
specific, a systematic investigation of the
tasks, duties and responsibilities necessary to
do a job.
? According to Jones and Decothis ?Job analysis
is the process of getting information about
jobs: specially, what the worker does; how he
gets it done; why he does it; skill, education
and training required; relationship to other
jobs, physical demands; environmental
conditions?.
? 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?.
4-3
Nature of job analysis
Job Analysis
Job Tasks
Job Duties
Job Responsibilities
Who should conduct job
analysis?
v Job incumbents themselves
v Supervisors
v External analysts
The process of Job analysis
The major steps involved in job analysis are:
v Organizational analysis
v Selection of representative positions to be analyzed
v Collection of job analysis data
v Preparation of job description
v Preparation of job specification
Aspects?of?Job?Analysis
Job Description: ?Job?description?is?a?functional?
description?of?the?contents?what?the?job?entails
? It?is?a?narration?of?the?contents?of?a?job?
? It?is?a?description?of?the?activities?and?duties?to?be?
performed?in?a?job,?the?relationship?of?the?job?
with?other?jobs,?the?equipment?and?tools?
involved,?the?nature?of?supervision,?working?
conditions?and?hazards?of?the?job?and?so?on.
Purposes of Job Description
1. Grading and classification of jobs
2. Placement and Orientation of new employees
3. Promotions and transfers
4. Outlining for career path
5. Developing work standards
6. Counselling of employees
7. Delimitation of authority
Title Compensation manager
Code HR/2310
Department Human Resource Department
Summary Responsible for the design and administration of employee
compensation programmes.
Dutiesv Conduct job analysis.
v Prepare job descriptions for current and projected positions.
v Evaluate job descriptions and act as Chairman of Job Evaluation Committee.
v Insure that company?s compensation rates are in tune with
the company?s philosophy.
4-22
v Relate salary to the performance of each employee.
Conduct periodic salary surveys.
v Develop and administer performance appraisal programme.
v Develop and oversee bonus and other employee benefit plans.
v Develop an integrated HR information system.
Working conditions Normal. Eight hours per day. Five days a week.
Report to Director, Human Resource Department.
Specimen of Job Description Job Specification:
? job specification focuses on the person i.e, the
job holder
? Job specification is a statement of the
minimum levels of qualifications, skills, physical
and other abilities, experience, judgment and
attributes required for performing job
effectively.
? Job specification specifies the physical,
psychological, personal, social and behavioural
charac?teristics of the job holders
purpose
1. Personnel planning
2. Performance appraisal
3. Hiring
4. Training and development
5. Job evaluation and compensation
6. Health and safety
7. Employee discipline
8. Work scheduling
9. Career planning
Specimen of job specification
Educationv MBA with specialisation in HRM/MA in social work/PG
Diploma in HRM/MA in industrial psychology.
v A degree or diploma in Labour Laws is desirable.
Experiencev At least 3 years? experience in a similar position in a large
manufacturing company.
Skill, Knowledge, Abilitiesv Knowledge of compensation practices in competing
industries, of job analysis procedures, of compensation
survey techniques, of performance appraisal systems.
v Skill in writing job descriptions, in conducting job analysis
interviews, in making group presentations, in performing
statistical computations
v Ability to conduct meetings, to plan and prioritise work.
Work Orientation Factorsv The position may require upto 15 per cent travel.
Agev Preferably below 30 years.
Methods Of Collecting Job
Analysis Data
? Job performance: the analyst actually performs the job
in question and collects the needed information
? Personal observation: the analyst observes others
doing the job and writes a summary
? Critical incidents: job incumbents describe several
incidents relating to work, based on past experience;
the analyst collects, analyses and classifies data.
? Interview: job incumbents and supervisors are
interviewed to get the most essential information
about a job
? Panel of experts: experienced people such as job
incumbents and supervisors with good
knowledge of the job asked to provide the
information.
? Diary method: job incumbents asked to maintain
diaries or logs of their daily job activities and
record the time spent and nature of work carried
out.
? Questionnaire method: job incumbents
approached through a properly designed
questionnaire and asked to provide details.
? The Position Analysis Questionnaire: it is a
standardised form used to collect specific
information about job tasks and worker traits.
Employee activities in PAQ
1. Information Input: Where and how does the employee get the
information he/she uses in performing his/her job.
Examples:
Use of written materials.
Near-visual differentiation.
2. Mental Processes: What reasoning, decision making, planning and
information-processing activities are involved in performing the job?
Examples:
Levels of reasoning in problem solving.
Coding/decoding
3. Physical activities: What physical activities does the employee
perform and what tools or devices does he/she use?
Examples:
Use of Keyboard devices.
Assembling/disassembling.
4. Relationships with other people: What relationships with other
people are required in performing the job?
Examples:
Instructing.
Contacts with public, customers.
5. Job context: In what physical and social context is the work
performed?
Examples:
High temperature.
Interpersonal conflict situations.
6. Other Job characteristics: What activities, conditions, or
characteristics other than those described above are relevant to
the job?
Examples:
Specified work pace.
Amount of job structure.
? Management Position Description
Questionnaire: it is a standardised form
designed to analyse managerial jobs
Management Position Description
Factors
? Product, marketing and financial strategy planning.
? Coordination of other organisational units and personnel.
? Internal business control.
? Products and services responsibility.
? Public and customer relations.
? Advanced consulting.
? Autonomy of actions.
? Approval of financial commitments.
? Staff service.
? Supervision.
? Complexity and stress.
? Advanced financial responsibility.
? Broad personnel responsibility.
? Functional job analysis: it is a systematic
process of finding what is done on a job by
examining and analysing the fundamental
components of data, people and things.
Partial job analysis questionnaire
4-4
The information about a job is usually collected through a structured
questionnaire:
JOB ANALYSIS INFORMATION FORMAT
Your Job Title_______________ Code__________Date_____________
Class Title_______________ Department_____________________
Your Name_________________ Facility___________________________
Superior?s Title______________ Prepared by_______________________
Superior?s Name____________ Hours Worked______AM______to AM____
PM PM
1. What is the general purpose of your job?
2. What was your last job? If it was in another organisation, please name it.
3. To what job would you normally expect to be promoted?
4-5
4. If?you?regularly?supervise?others,?list?them?by?name?and?job?title.
5. If?you?supervise?others,?please?check?those?activities?that?are?part?of?your?
supervisory?duties:
? ?Hiring? ??Coaching? ?Promoting
? ?Orienting? ?Counselling? ?Compensating
? ?Training?? ?Budgeting? ?Disciplining
? ?Scheduling? ?Directing? ?Terminating
? ?Developing? ?Measuring?Performances?? ?Other____________
6. How?would?you?describe?the?successful?completion?and?results?of?your?work?
7. Job?Duties???Please?briefly?describe?WHAT?you?do?and,?if?possible,?How?you?do?it.?
Indicate?those?duties?you?consider?to?be?most?important?and/or?most?difficult:
Partial job analysis questionnaire
4-6
(a) Daily?Duties
(b) Periodic?Duties?(Please?indicate?whether?weekly,?monthly,?quarterly,?etc.)
(c) ?Duties?Performed?at?Irregular?Intervals
8. Education???Please?check?the?blank?that?indicates?the?educational?
requirements?for?the?job,?not?your?own?educational?background.
?? ?No?formal?education?required ?? ??College?degree
?? ??Less?than??high?school?diploma ?? Education?beyond?graduate
?? ??High?school?diploma?or?equivalent?degree?and/or?professional?license.
?? ??College?certificate?or?equivalent
List?advanced?degrees?or?specified?professional?license?or?certificate?
required.
Please?indicate?the?education?you?had?when?you?were?placed?on?this?job.
Partial job analysis questionnaire
Guidelines for conducting job analysis
interviews
? Put the worker at ease; establish rapport.
? Make the purpose of the interview clear.
? Encourage the worker to talk by using empathy
creativity.
? Help the worker to think and talk according to the
logical sequence of the duties performed.
? Ask the worker only one question at a time.
? Phrase questions carefully so that the answers
will be more than just ?yes? or ?no?.
? Avoid asking leading questions.
? Secure specified and complete information pertaining
to the work performed and the worker?s traits.
? Conduct the interview in plain, easy language.
? Consider the relationship of the present job to other
jobs in the department.
? Control the time and subject matter of the interview.
? Be patient and considerate to the worker.
? Summarise the information obtained before closing
the interview.
? Close the interview promptly.
Behavioural Factors Impacting Job
Analysis
The following behavioral factors must be taken care of while carrying out a
job analysis:
v Exaggerate the facts
v Employee anxieties
v Resistance to change
v Overemphasis on current efforts
v Management straight jacket
Role Analysis
? To have a clear picture about what a person
actually does on a job, the job analysis
information must be supplemented with role
analysis. Role analysis involves the following
steps:
? Identifying the objectives of the department and
the functions to be carried out therein
? Role incumbent asked to state his key
performance areas and his understanding of the
roles to be played by him
? Other role partners of the job such as boss,
subordinate, peers are asked to state their
expectations from the role incumbent
? The incumbent's role is clarified and expressed in
writing after integrating the diverse viewpoints
expressed by various role partners.
FirstRanker.com - FirstRanker's Choice
Job analysis
Chapter
2
INTRODUCTION
? Job analysis is the process of gathering
information about a job. It is, to be more
specific, a systematic investigation of the
tasks, duties and responsibilities necessary to
do a job.
? According to Jones and Decothis ?Job analysis
is the process of getting information about
jobs: specially, what the worker does; how he
gets it done; why he does it; skill, education
and training required; relationship to other
jobs, physical demands; environmental
conditions?.
? 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?.
4-3
Nature of job analysis
Job Analysis
Job Tasks
Job Duties
Job Responsibilities
Who should conduct job
analysis?
v Job incumbents themselves
v Supervisors
v External analysts
The process of Job analysis
The major steps involved in job analysis are:
v Organizational analysis
v Selection of representative positions to be analyzed
v Collection of job analysis data
v Preparation of job description
v Preparation of job specification
Aspects?of?Job?Analysis
Job Description: ?Job?description?is?a?functional?
description?of?the?contents?what?the?job?entails
? It?is?a?narration?of?the?contents?of?a?job?
? It?is?a?description?of?the?activities?and?duties?to?be?
performed?in?a?job,?the?relationship?of?the?job?
with?other?jobs,?the?equipment?and?tools?
involved,?the?nature?of?supervision,?working?
conditions?and?hazards?of?the?job?and?so?on.
Purposes of Job Description
1. Grading and classification of jobs
2. Placement and Orientation of new employees
3. Promotions and transfers
4. Outlining for career path
5. Developing work standards
6. Counselling of employees
7. Delimitation of authority
Title Compensation manager
Code HR/2310
Department Human Resource Department
Summary Responsible for the design and administration of employee
compensation programmes.
Dutiesv Conduct job analysis.
v Prepare job descriptions for current and projected positions.
v Evaluate job descriptions and act as Chairman of Job Evaluation Committee.
v Insure that company?s compensation rates are in tune with
the company?s philosophy.
4-22
v Relate salary to the performance of each employee.
Conduct periodic salary surveys.
v Develop and administer performance appraisal programme.
v Develop and oversee bonus and other employee benefit plans.
v Develop an integrated HR information system.
Working conditions Normal. Eight hours per day. Five days a week.
Report to Director, Human Resource Department.
Specimen of Job Description Job Specification:
? job specification focuses on the person i.e, the
job holder
? Job specification is a statement of the
minimum levels of qualifications, skills, physical
and other abilities, experience, judgment and
attributes required for performing job
effectively.
? Job specification specifies the physical,
psychological, personal, social and behavioural
charac?teristics of the job holders
purpose
1. Personnel planning
2. Performance appraisal
3. Hiring
4. Training and development
5. Job evaluation and compensation
6. Health and safety
7. Employee discipline
8. Work scheduling
9. Career planning
Specimen of job specification
Educationv MBA with specialisation in HRM/MA in social work/PG
Diploma in HRM/MA in industrial psychology.
v A degree or diploma in Labour Laws is desirable.
Experiencev At least 3 years? experience in a similar position in a large
manufacturing company.
Skill, Knowledge, Abilitiesv Knowledge of compensation practices in competing
industries, of job analysis procedures, of compensation
survey techniques, of performance appraisal systems.
v Skill in writing job descriptions, in conducting job analysis
interviews, in making group presentations, in performing
statistical computations
v Ability to conduct meetings, to plan and prioritise work.
Work Orientation Factorsv The position may require upto 15 per cent travel.
Agev Preferably below 30 years.
Methods Of Collecting Job
Analysis Data
? Job performance: the analyst actually performs the job
in question and collects the needed information
? Personal observation: the analyst observes others
doing the job and writes a summary
? Critical incidents: job incumbents describe several
incidents relating to work, based on past experience;
the analyst collects, analyses and classifies data.
? Interview: job incumbents and supervisors are
interviewed to get the most essential information
about a job
? Panel of experts: experienced people such as job
incumbents and supervisors with good
knowledge of the job asked to provide the
information.
? Diary method: job incumbents asked to maintain
diaries or logs of their daily job activities and
record the time spent and nature of work carried
out.
? Questionnaire method: job incumbents
approached through a properly designed
questionnaire and asked to provide details.
? The Position Analysis Questionnaire: it is a
standardised form used to collect specific
information about job tasks and worker traits.
Employee activities in PAQ
1. Information Input: Where and how does the employee get the
information he/she uses in performing his/her job.
Examples:
Use of written materials.
Near-visual differentiation.
2. Mental Processes: What reasoning, decision making, planning and
information-processing activities are involved in performing the job?
Examples:
Levels of reasoning in problem solving.
Coding/decoding
3. Physical activities: What physical activities does the employee
perform and what tools or devices does he/she use?
Examples:
Use of Keyboard devices.
Assembling/disassembling.
4. Relationships with other people: What relationships with other
people are required in performing the job?
Examples:
Instructing.
Contacts with public, customers.
5. Job context: In what physical and social context is the work
performed?
Examples:
High temperature.
Interpersonal conflict situations.
6. Other Job characteristics: What activities, conditions, or
characteristics other than those described above are relevant to
the job?
Examples:
Specified work pace.
Amount of job structure.
? Management Position Description
Questionnaire: it is a standardised form
designed to analyse managerial jobs
Management Position Description
Factors
? Product, marketing and financial strategy planning.
? Coordination of other organisational units and personnel.
? Internal business control.
? Products and services responsibility.
? Public and customer relations.
? Advanced consulting.
? Autonomy of actions.
? Approval of financial commitments.
? Staff service.
? Supervision.
? Complexity and stress.
? Advanced financial responsibility.
? Broad personnel responsibility.
? Functional job analysis: it is a systematic
process of finding what is done on a job by
examining and analysing the fundamental
components of data, people and things.
Partial job analysis questionnaire
4-4
The information about a job is usually collected through a structured
questionnaire:
JOB ANALYSIS INFORMATION FORMAT
Your Job Title_______________ Code__________Date_____________
Class Title_______________ Department_____________________
Your Name_________________ Facility___________________________
Superior?s Title______________ Prepared by_______________________
Superior?s Name____________ Hours Worked______AM______to AM____
PM PM
1. What is the general purpose of your job?
2. What was your last job? If it was in another organisation, please name it.
3. To what job would you normally expect to be promoted?
4-5
4. If?you?regularly?supervise?others,?list?them?by?name?and?job?title.
5. If?you?supervise?others,?please?check?those?activities?that?are?part?of?your?
supervisory?duties:
? ?Hiring? ??Coaching? ?Promoting
? ?Orienting? ?Counselling? ?Compensating
? ?Training?? ?Budgeting? ?Disciplining
? ?Scheduling? ?Directing? ?Terminating
? ?Developing? ?Measuring?Performances?? ?Other____________
6. How?would?you?describe?the?successful?completion?and?results?of?your?work?
7. Job?Duties???Please?briefly?describe?WHAT?you?do?and,?if?possible,?How?you?do?it.?
Indicate?those?duties?you?consider?to?be?most?important?and/or?most?difficult:
Partial job analysis questionnaire
4-6
(a) Daily?Duties
(b) Periodic?Duties?(Please?indicate?whether?weekly,?monthly,?quarterly,?etc.)
(c) ?Duties?Performed?at?Irregular?Intervals
8. Education???Please?check?the?blank?that?indicates?the?educational?
requirements?for?the?job,?not?your?own?educational?background.
?? ?No?formal?education?required ?? ??College?degree
?? ??Less?than??high?school?diploma ?? Education?beyond?graduate
?? ??High?school?diploma?or?equivalent?degree?and/or?professional?license.
?? ??College?certificate?or?equivalent
List?advanced?degrees?or?specified?professional?license?or?certificate?
required.
Please?indicate?the?education?you?had?when?you?were?placed?on?this?job.
Partial job analysis questionnaire
Guidelines for conducting job analysis
interviews
? Put the worker at ease; establish rapport.
? Make the purpose of the interview clear.
? Encourage the worker to talk by using empathy
creativity.
? Help the worker to think and talk according to the
logical sequence of the duties performed.
? Ask the worker only one question at a time.
? Phrase questions carefully so that the answers
will be more than just ?yes? or ?no?.
? Avoid asking leading questions.
? Secure specified and complete information pertaining
to the work performed and the worker?s traits.
? Conduct the interview in plain, easy language.
? Consider the relationship of the present job to other
jobs in the department.
? Control the time and subject matter of the interview.
? Be patient and considerate to the worker.
? Summarise the information obtained before closing
the interview.
? Close the interview promptly.
Behavioural Factors Impacting Job
Analysis
The following behavioral factors must be taken care of while carrying out a
job analysis:
v Exaggerate the facts
v Employee anxieties
v Resistance to change
v Overemphasis on current efforts
v Management straight jacket
Role Analysis
? To have a clear picture about what a person
actually does on a job, the job analysis
information must be supplemented with role
analysis. Role analysis involves the following
steps:
? Identifying the objectives of the department and
the functions to be carried out therein
? Role incumbent asked to state his key
performance areas and his understanding of the
roles to be played by him
? Other role partners of the job such as boss,
subordinate, peers are asked to state their
expectations from the role incumbent
? The incumbent's role is clarified and expressed in
writing after integrating the diverse viewpoints
expressed by various role partners.
HUMAN RESOURCE PLANNING
INTRODUCTION
? HRP offers an accurate estimate of the
number of employees required with matching
skill requirements to meet organisational
objectives. HRP is a forward looking function
as human resource estimates are made well in
advance. It is, of course, subject to revision.
FirstRanker.com - FirstRanker's Choice
Job analysis
Chapter
2
INTRODUCTION
? Job analysis is the process of gathering
information about a job. It is, to be more
specific, a systematic investigation of the
tasks, duties and responsibilities necessary to
do a job.
? According to Jones and Decothis ?Job analysis
is the process of getting information about
jobs: specially, what the worker does; how he
gets it done; why he does it; skill, education
and training required; relationship to other
jobs, physical demands; environmental
conditions?.
? 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?.
4-3
Nature of job analysis
Job Analysis
Job Tasks
Job Duties
Job Responsibilities
Who should conduct job
analysis?
v Job incumbents themselves
v Supervisors
v External analysts
The process of Job analysis
The major steps involved in job analysis are:
v Organizational analysis
v Selection of representative positions to be analyzed
v Collection of job analysis data
v Preparation of job description
v Preparation of job specification
Aspects?of?Job?Analysis
Job Description: ?Job?description?is?a?functional?
description?of?the?contents?what?the?job?entails
? It?is?a?narration?of?the?contents?of?a?job?
? It?is?a?description?of?the?activities?and?duties?to?be?
performed?in?a?job,?the?relationship?of?the?job?
with?other?jobs,?the?equipment?and?tools?
involved,?the?nature?of?supervision,?working?
conditions?and?hazards?of?the?job?and?so?on.
Purposes of Job Description
1. Grading and classification of jobs
2. Placement and Orientation of new employees
3. Promotions and transfers
4. Outlining for career path
5. Developing work standards
6. Counselling of employees
7. Delimitation of authority
Title Compensation manager
Code HR/2310
Department Human Resource Department
Summary Responsible for the design and administration of employee
compensation programmes.
Dutiesv Conduct job analysis.
v Prepare job descriptions for current and projected positions.
v Evaluate job descriptions and act as Chairman of Job Evaluation Committee.
v Insure that company?s compensation rates are in tune with
the company?s philosophy.
4-22
v Relate salary to the performance of each employee.
Conduct periodic salary surveys.
v Develop and administer performance appraisal programme.
v Develop and oversee bonus and other employee benefit plans.
v Develop an integrated HR information system.
Working conditions Normal. Eight hours per day. Five days a week.
Report to Director, Human Resource Department.
Specimen of Job Description Job Specification:
? job specification focuses on the person i.e, the
job holder
? Job specification is a statement of the
minimum levels of qualifications, skills, physical
and other abilities, experience, judgment and
attributes required for performing job
effectively.
? Job specification specifies the physical,
psychological, personal, social and behavioural
charac?teristics of the job holders
purpose
1. Personnel planning
2. Performance appraisal
3. Hiring
4. Training and development
5. Job evaluation and compensation
6. Health and safety
7. Employee discipline
8. Work scheduling
9. Career planning
Specimen of job specification
Educationv MBA with specialisation in HRM/MA in social work/PG
Diploma in HRM/MA in industrial psychology.
v A degree or diploma in Labour Laws is desirable.
Experiencev At least 3 years? experience in a similar position in a large
manufacturing company.
Skill, Knowledge, Abilitiesv Knowledge of compensation practices in competing
industries, of job analysis procedures, of compensation
survey techniques, of performance appraisal systems.
v Skill in writing job descriptions, in conducting job analysis
interviews, in making group presentations, in performing
statistical computations
v Ability to conduct meetings, to plan and prioritise work.
Work Orientation Factorsv The position may require upto 15 per cent travel.
Agev Preferably below 30 years.
Methods Of Collecting Job
Analysis Data
? Job performance: the analyst actually performs the job
in question and collects the needed information
? Personal observation: the analyst observes others
doing the job and writes a summary
? Critical incidents: job incumbents describe several
incidents relating to work, based on past experience;
the analyst collects, analyses and classifies data.
? Interview: job incumbents and supervisors are
interviewed to get the most essential information
about a job
? Panel of experts: experienced people such as job
incumbents and supervisors with good
knowledge of the job asked to provide the
information.
? Diary method: job incumbents asked to maintain
diaries or logs of their daily job activities and
record the time spent and nature of work carried
out.
? Questionnaire method: job incumbents
approached through a properly designed
questionnaire and asked to provide details.
? The Position Analysis Questionnaire: it is a
standardised form used to collect specific
information about job tasks and worker traits.
Employee activities in PAQ
1. Information Input: Where and how does the employee get the
information he/she uses in performing his/her job.
Examples:
Use of written materials.
Near-visual differentiation.
2. Mental Processes: What reasoning, decision making, planning and
information-processing activities are involved in performing the job?
Examples:
Levels of reasoning in problem solving.
Coding/decoding
3. Physical activities: What physical activities does the employee
perform and what tools or devices does he/she use?
Examples:
Use of Keyboard devices.
Assembling/disassembling.
4. Relationships with other people: What relationships with other
people are required in performing the job?
Examples:
Instructing.
Contacts with public, customers.
5. Job context: In what physical and social context is the work
performed?
Examples:
High temperature.
Interpersonal conflict situations.
6. Other Job characteristics: What activities, conditions, or
characteristics other than those described above are relevant to
the job?
Examples:
Specified work pace.
Amount of job structure.
? Management Position Description
Questionnaire: it is a standardised form
designed to analyse managerial jobs
Management Position Description
Factors
? Product, marketing and financial strategy planning.
? Coordination of other organisational units and personnel.
? Internal business control.
? Products and services responsibility.
? Public and customer relations.
? Advanced consulting.
? Autonomy of actions.
? Approval of financial commitments.
? Staff service.
? Supervision.
? Complexity and stress.
? Advanced financial responsibility.
? Broad personnel responsibility.
? Functional job analysis: it is a systematic
process of finding what is done on a job by
examining and analysing the fundamental
components of data, people and things.
Partial job analysis questionnaire
4-4
The information about a job is usually collected through a structured
questionnaire:
JOB ANALYSIS INFORMATION FORMAT
Your Job Title_______________ Code__________Date_____________
Class Title_______________ Department_____________________
Your Name_________________ Facility___________________________
Superior?s Title______________ Prepared by_______________________
Superior?s Name____________ Hours Worked______AM______to AM____
PM PM
1. What is the general purpose of your job?
2. What was your last job? If it was in another organisation, please name it.
3. To what job would you normally expect to be promoted?
4-5
4. If?you?regularly?supervise?others,?list?them?by?name?and?job?title.
5. If?you?supervise?others,?please?check?those?activities?that?are?part?of?your?
supervisory?duties:
? ?Hiring? ??Coaching? ?Promoting
? ?Orienting? ?Counselling? ?Compensating
? ?Training?? ?Budgeting? ?Disciplining
? ?Scheduling? ?Directing? ?Terminating
? ?Developing? ?Measuring?Performances?? ?Other____________
6. How?would?you?describe?the?successful?completion?and?results?of?your?work?
7. Job?Duties???Please?briefly?describe?WHAT?you?do?and,?if?possible,?How?you?do?it.?
Indicate?those?duties?you?consider?to?be?most?important?and/or?most?difficult:
Partial job analysis questionnaire
4-6
(a) Daily?Duties
(b) Periodic?Duties?(Please?indicate?whether?weekly,?monthly,?quarterly,?etc.)
(c) ?Duties?Performed?at?Irregular?Intervals
8. Education???Please?check?the?blank?that?indicates?the?educational?
requirements?for?the?job,?not?your?own?educational?background.
?? ?No?formal?education?required ?? ??College?degree
?? ??Less?than??high?school?diploma ?? Education?beyond?graduate
?? ??High?school?diploma?or?equivalent?degree?and/or?professional?license.
?? ??College?certificate?or?equivalent
List?advanced?degrees?or?specified?professional?license?or?certificate?
required.
Please?indicate?the?education?you?had?when?you?were?placed?on?this?job.
Partial job analysis questionnaire
Guidelines for conducting job analysis
interviews
? Put the worker at ease; establish rapport.
? Make the purpose of the interview clear.
? Encourage the worker to talk by using empathy
creativity.
? Help the worker to think and talk according to the
logical sequence of the duties performed.
? Ask the worker only one question at a time.
? Phrase questions carefully so that the answers
will be more than just ?yes? or ?no?.
? Avoid asking leading questions.
? Secure specified and complete information pertaining
to the work performed and the worker?s traits.
? Conduct the interview in plain, easy language.
? Consider the relationship of the present job to other
jobs in the department.
? Control the time and subject matter of the interview.
? Be patient and considerate to the worker.
? Summarise the information obtained before closing
the interview.
? Close the interview promptly.
Behavioural Factors Impacting Job
Analysis
The following behavioral factors must be taken care of while carrying out a
job analysis:
v Exaggerate the facts
v Employee anxieties
v Resistance to change
v Overemphasis on current efforts
v Management straight jacket
Role Analysis
? To have a clear picture about what a person
actually does on a job, the job analysis
information must be supplemented with role
analysis. Role analysis involves the following
steps:
? Identifying the objectives of the department and
the functions to be carried out therein
? Role incumbent asked to state his key
performance areas and his understanding of the
roles to be played by him
? Other role partners of the job such as boss,
subordinate, peers are asked to state their
expectations from the role incumbent
? The incumbent's role is clarified and expressed in
writing after integrating the diverse viewpoints
expressed by various role partners.
HUMAN RESOURCE PLANNING
INTRODUCTION
? HRP offers an accurate estimate of the
number of employees required with matching
skill requirements to meet organisational
objectives. HRP is a forward looking function
as human resource estimates are made well in
advance. It is, of course, subject to revision.
? The basic purpose of HRP is to decide what
positions the organization will have to fill and
how to fill them.
Objectives of human resource planning
? Forecast personnel requirements
? Cope with changes
? Use existing manpower productively
? Promote employees in a systematic way
FirstRanker.com - FirstRanker's Choice
Job analysis
Chapter
2
INTRODUCTION
? Job analysis is the process of gathering
information about a job. It is, to be more
specific, a systematic investigation of the
tasks, duties and responsibilities necessary to
do a job.
? According to Jones and Decothis ?Job analysis
is the process of getting information about
jobs: specially, what the worker does; how he
gets it done; why he does it; skill, education
and training required; relationship to other
jobs, physical demands; environmental
conditions?.
? 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?.
4-3
Nature of job analysis
Job Analysis
Job Tasks
Job Duties
Job Responsibilities
Who should conduct job
analysis?
v Job incumbents themselves
v Supervisors
v External analysts
The process of Job analysis
The major steps involved in job analysis are:
v Organizational analysis
v Selection of representative positions to be analyzed
v Collection of job analysis data
v Preparation of job description
v Preparation of job specification
Aspects?of?Job?Analysis
Job Description: ?Job?description?is?a?functional?
description?of?the?contents?what?the?job?entails
? It?is?a?narration?of?the?contents?of?a?job?
? It?is?a?description?of?the?activities?and?duties?to?be?
performed?in?a?job,?the?relationship?of?the?job?
with?other?jobs,?the?equipment?and?tools?
involved,?the?nature?of?supervision,?working?
conditions?and?hazards?of?the?job?and?so?on.
Purposes of Job Description
1. Grading and classification of jobs
2. Placement and Orientation of new employees
3. Promotions and transfers
4. Outlining for career path
5. Developing work standards
6. Counselling of employees
7. Delimitation of authority
Title Compensation manager
Code HR/2310
Department Human Resource Department
Summary Responsible for the design and administration of employee
compensation programmes.
Dutiesv Conduct job analysis.
v Prepare job descriptions for current and projected positions.
v Evaluate job descriptions and act as Chairman of Job Evaluation Committee.
v Insure that company?s compensation rates are in tune with
the company?s philosophy.
4-22
v Relate salary to the performance of each employee.
Conduct periodic salary surveys.
v Develop and administer performance appraisal programme.
v Develop and oversee bonus and other employee benefit plans.
v Develop an integrated HR information system.
Working conditions Normal. Eight hours per day. Five days a week.
Report to Director, Human Resource Department.
Specimen of Job Description Job Specification:
? job specification focuses on the person i.e, the
job holder
? Job specification is a statement of the
minimum levels of qualifications, skills, physical
and other abilities, experience, judgment and
attributes required for performing job
effectively.
? Job specification specifies the physical,
psychological, personal, social and behavioural
charac?teristics of the job holders
purpose
1. Personnel planning
2. Performance appraisal
3. Hiring
4. Training and development
5. Job evaluation and compensation
6. Health and safety
7. Employee discipline
8. Work scheduling
9. Career planning
Specimen of job specification
Educationv MBA with specialisation in HRM/MA in social work/PG
Diploma in HRM/MA in industrial psychology.
v A degree or diploma in Labour Laws is desirable.
Experiencev At least 3 years? experience in a similar position in a large
manufacturing company.
Skill, Knowledge, Abilitiesv Knowledge of compensation practices in competing
industries, of job analysis procedures, of compensation
survey techniques, of performance appraisal systems.
v Skill in writing job descriptions, in conducting job analysis
interviews, in making group presentations, in performing
statistical computations
v Ability to conduct meetings, to plan and prioritise work.
Work Orientation Factorsv The position may require upto 15 per cent travel.
Agev Preferably below 30 years.
Methods Of Collecting Job
Analysis Data
? Job performance: the analyst actually performs the job
in question and collects the needed information
? Personal observation: the analyst observes others
doing the job and writes a summary
? Critical incidents: job incumbents describe several
incidents relating to work, based on past experience;
the analyst collects, analyses and classifies data.
? Interview: job incumbents and supervisors are
interviewed to get the most essential information
about a job
? Panel of experts: experienced people such as job
incumbents and supervisors with good
knowledge of the job asked to provide the
information.
? Diary method: job incumbents asked to maintain
diaries or logs of their daily job activities and
record the time spent and nature of work carried
out.
? Questionnaire method: job incumbents
approached through a properly designed
questionnaire and asked to provide details.
? The Position Analysis Questionnaire: it is a
standardised form used to collect specific
information about job tasks and worker traits.
Employee activities in PAQ
1. Information Input: Where and how does the employee get the
information he/she uses in performing his/her job.
Examples:
Use of written materials.
Near-visual differentiation.
2. Mental Processes: What reasoning, decision making, planning and
information-processing activities are involved in performing the job?
Examples:
Levels of reasoning in problem solving.
Coding/decoding
3. Physical activities: What physical activities does the employee
perform and what tools or devices does he/she use?
Examples:
Use of Keyboard devices.
Assembling/disassembling.
4. Relationships with other people: What relationships with other
people are required in performing the job?
Examples:
Instructing.
Contacts with public, customers.
5. Job context: In what physical and social context is the work
performed?
Examples:
High temperature.
Interpersonal conflict situations.
6. Other Job characteristics: What activities, conditions, or
characteristics other than those described above are relevant to
the job?
Examples:
Specified work pace.
Amount of job structure.
? Management Position Description
Questionnaire: it is a standardised form
designed to analyse managerial jobs
Management Position Description
Factors
? Product, marketing and financial strategy planning.
? Coordination of other organisational units and personnel.
? Internal business control.
? Products and services responsibility.
? Public and customer relations.
? Advanced consulting.
? Autonomy of actions.
? Approval of financial commitments.
? Staff service.
? Supervision.
? Complexity and stress.
? Advanced financial responsibility.
? Broad personnel responsibility.
? Functional job analysis: it is a systematic
process of finding what is done on a job by
examining and analysing the fundamental
components of data, people and things.
Partial job analysis questionnaire
4-4
The information about a job is usually collected through a structured
questionnaire:
JOB ANALYSIS INFORMATION FORMAT
Your Job Title_______________ Code__________Date_____________
Class Title_______________ Department_____________________
Your Name_________________ Facility___________________________
Superior?s Title______________ Prepared by_______________________
Superior?s Name____________ Hours Worked______AM______to AM____
PM PM
1. What is the general purpose of your job?
2. What was your last job? If it was in another organisation, please name it.
3. To what job would you normally expect to be promoted?
4-5
4. If?you?regularly?supervise?others,?list?them?by?name?and?job?title.
5. If?you?supervise?others,?please?check?those?activities?that?are?part?of?your?
supervisory?duties:
? ?Hiring? ??Coaching? ?Promoting
? ?Orienting? ?Counselling? ?Compensating
? ?Training?? ?Budgeting? ?Disciplining
? ?Scheduling? ?Directing? ?Terminating
? ?Developing? ?Measuring?Performances?? ?Other____________
6. How?would?you?describe?the?successful?completion?and?results?of?your?work?
7. Job?Duties???Please?briefly?describe?WHAT?you?do?and,?if?possible,?How?you?do?it.?
Indicate?those?duties?you?consider?to?be?most?important?and/or?most?difficult:
Partial job analysis questionnaire
4-6
(a) Daily?Duties
(b) Periodic?Duties?(Please?indicate?whether?weekly,?monthly,?quarterly,?etc.)
(c) ?Duties?Performed?at?Irregular?Intervals
8. Education???Please?check?the?blank?that?indicates?the?educational?
requirements?for?the?job,?not?your?own?educational?background.
?? ?No?formal?education?required ?? ??College?degree
?? ??Less?than??high?school?diploma ?? Education?beyond?graduate
?? ??High?school?diploma?or?equivalent?degree?and/or?professional?license.
?? ??College?certificate?or?equivalent
List?advanced?degrees?or?specified?professional?license?or?certificate?
required.
Please?indicate?the?education?you?had?when?you?were?placed?on?this?job.
Partial job analysis questionnaire
Guidelines for conducting job analysis
interviews
? Put the worker at ease; establish rapport.
? Make the purpose of the interview clear.
? Encourage the worker to talk by using empathy
creativity.
? Help the worker to think and talk according to the
logical sequence of the duties performed.
? Ask the worker only one question at a time.
? Phrase questions carefully so that the answers
will be more than just ?yes? or ?no?.
? Avoid asking leading questions.
? Secure specified and complete information pertaining
to the work performed and the worker?s traits.
? Conduct the interview in plain, easy language.
? Consider the relationship of the present job to other
jobs in the department.
? Control the time and subject matter of the interview.
? Be patient and considerate to the worker.
? Summarise the information obtained before closing
the interview.
? Close the interview promptly.
Behavioural Factors Impacting Job
Analysis
The following behavioral factors must be taken care of while carrying out a
job analysis:
v Exaggerate the facts
v Employee anxieties
v Resistance to change
v Overemphasis on current efforts
v Management straight jacket
Role Analysis
? To have a clear picture about what a person
actually does on a job, the job analysis
information must be supplemented with role
analysis. Role analysis involves the following
steps:
? Identifying the objectives of the department and
the functions to be carried out therein
? Role incumbent asked to state his key
performance areas and his understanding of the
roles to be played by him
? Other role partners of the job such as boss,
subordinate, peers are asked to state their
expectations from the role incumbent
? The incumbent's role is clarified and expressed in
writing after integrating the diverse viewpoints
expressed by various role partners.
HUMAN RESOURCE PLANNING
INTRODUCTION
? HRP offers an accurate estimate of the
number of employees required with matching
skill requirements to meet organisational
objectives. HRP is a forward looking function
as human resource estimates are made well in
advance. It is, of course, subject to revision.
? The basic purpose of HRP is to decide what
positions the organization will have to fill and
how to fill them.
Objectives of human resource planning
? Forecast personnel requirements
? Cope with changes
? Use existing manpower productively
? Promote employees in a systematic way
Importance:
Organizations use HRP to meet future challenges,
cut costs, and achieve greater effectiveness
Importance of human resource planning
? Create a talent pool
? Prepare people for future
? Cope with organisational changes
? Cut costs
? Help succession planning
FirstRanker.com - FirstRanker's Choice
Job analysis
Chapter
2
INTRODUCTION
? Job analysis is the process of gathering
information about a job. It is, to be more
specific, a systematic investigation of the
tasks, duties and responsibilities necessary to
do a job.
? According to Jones and Decothis ?Job analysis
is the process of getting information about
jobs: specially, what the worker does; how he
gets it done; why he does it; skill, education
and training required; relationship to other
jobs, physical demands; environmental
conditions?.
? 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?.
4-3
Nature of job analysis
Job Analysis
Job Tasks
Job Duties
Job Responsibilities
Who should conduct job
analysis?
v Job incumbents themselves
v Supervisors
v External analysts
The process of Job analysis
The major steps involved in job analysis are:
v Organizational analysis
v Selection of representative positions to be analyzed
v Collection of job analysis data
v Preparation of job description
v Preparation of job specification
Aspects?of?Job?Analysis
Job Description: ?Job?description?is?a?functional?
description?of?the?contents?what?the?job?entails
? It?is?a?narration?of?the?contents?of?a?job?
? It?is?a?description?of?the?activities?and?duties?to?be?
performed?in?a?job,?the?relationship?of?the?job?
with?other?jobs,?the?equipment?and?tools?
involved,?the?nature?of?supervision,?working?
conditions?and?hazards?of?the?job?and?so?on.
Purposes of Job Description
1. Grading and classification of jobs
2. Placement and Orientation of new employees
3. Promotions and transfers
4. Outlining for career path
5. Developing work standards
6. Counselling of employees
7. Delimitation of authority
Title Compensation manager
Code HR/2310
Department Human Resource Department
Summary Responsible for the design and administration of employee
compensation programmes.
Dutiesv Conduct job analysis.
v Prepare job descriptions for current and projected positions.
v Evaluate job descriptions and act as Chairman of Job Evaluation Committee.
v Insure that company?s compensation rates are in tune with
the company?s philosophy.
4-22
v Relate salary to the performance of each employee.
Conduct periodic salary surveys.
v Develop and administer performance appraisal programme.
v Develop and oversee bonus and other employee benefit plans.
v Develop an integrated HR information system.
Working conditions Normal. Eight hours per day. Five days a week.
Report to Director, Human Resource Department.
Specimen of Job Description Job Specification:
? job specification focuses on the person i.e, the
job holder
? Job specification is a statement of the
minimum levels of qualifications, skills, physical
and other abilities, experience, judgment and
attributes required for performing job
effectively.
? Job specification specifies the physical,
psychological, personal, social and behavioural
charac?teristics of the job holders
purpose
1. Personnel planning
2. Performance appraisal
3. Hiring
4. Training and development
5. Job evaluation and compensation
6. Health and safety
7. Employee discipline
8. Work scheduling
9. Career planning
Specimen of job specification
Educationv MBA with specialisation in HRM/MA in social work/PG
Diploma in HRM/MA in industrial psychology.
v A degree or diploma in Labour Laws is desirable.
Experiencev At least 3 years? experience in a similar position in a large
manufacturing company.
Skill, Knowledge, Abilitiesv Knowledge of compensation practices in competing
industries, of job analysis procedures, of compensation
survey techniques, of performance appraisal systems.
v Skill in writing job descriptions, in conducting job analysis
interviews, in making group presentations, in performing
statistical computations
v Ability to conduct meetings, to plan and prioritise work.
Work Orientation Factorsv The position may require upto 15 per cent travel.
Agev Preferably below 30 years.
Methods Of Collecting Job
Analysis Data
? Job performance: the analyst actually performs the job
in question and collects the needed information
? Personal observation: the analyst observes others
doing the job and writes a summary
? Critical incidents: job incumbents describe several
incidents relating to work, based on past experience;
the analyst collects, analyses and classifies data.
? Interview: job incumbents and supervisors are
interviewed to get the most essential information
about a job
? Panel of experts: experienced people such as job
incumbents and supervisors with good
knowledge of the job asked to provide the
information.
? Diary method: job incumbents asked to maintain
diaries or logs of their daily job activities and
record the time spent and nature of work carried
out.
? Questionnaire method: job incumbents
approached through a properly designed
questionnaire and asked to provide details.
? The Position Analysis Questionnaire: it is a
standardised form used to collect specific
information about job tasks and worker traits.
Employee activities in PAQ
1. Information Input: Where and how does the employee get the
information he/she uses in performing his/her job.
Examples:
Use of written materials.
Near-visual differentiation.
2. Mental Processes: What reasoning, decision making, planning and
information-processing activities are involved in performing the job?
Examples:
Levels of reasoning in problem solving.
Coding/decoding
3. Physical activities: What physical activities does the employee
perform and what tools or devices does he/she use?
Examples:
Use of Keyboard devices.
Assembling/disassembling.
4. Relationships with other people: What relationships with other
people are required in performing the job?
Examples:
Instructing.
Contacts with public, customers.
5. Job context: In what physical and social context is the work
performed?
Examples:
High temperature.
Interpersonal conflict situations.
6. Other Job characteristics: What activities, conditions, or
characteristics other than those described above are relevant to
the job?
Examples:
Specified work pace.
Amount of job structure.
? Management Position Description
Questionnaire: it is a standardised form
designed to analyse managerial jobs
Management Position Description
Factors
? Product, marketing and financial strategy planning.
? Coordination of other organisational units and personnel.
? Internal business control.
? Products and services responsibility.
? Public and customer relations.
? Advanced consulting.
? Autonomy of actions.
? Approval of financial commitments.
? Staff service.
? Supervision.
? Complexity and stress.
? Advanced financial responsibility.
? Broad personnel responsibility.
? Functional job analysis: it is a systematic
process of finding what is done on a job by
examining and analysing the fundamental
components of data, people and things.
Partial job analysis questionnaire
4-4
The information about a job is usually collected through a structured
questionnaire:
JOB ANALYSIS INFORMATION FORMAT
Your Job Title_______________ Code__________Date_____________
Class Title_______________ Department_____________________
Your Name_________________ Facility___________________________
Superior?s Title______________ Prepared by_______________________
Superior?s Name____________ Hours Worked______AM______to AM____
PM PM
1. What is the general purpose of your job?
2. What was your last job? If it was in another organisation, please name it.
3. To what job would you normally expect to be promoted?
4-5
4. If?you?regularly?supervise?others,?list?them?by?name?and?job?title.
5. If?you?supervise?others,?please?check?those?activities?that?are?part?of?your?
supervisory?duties:
? ?Hiring? ??Coaching? ?Promoting
? ?Orienting? ?Counselling? ?Compensating
? ?Training?? ?Budgeting? ?Disciplining
? ?Scheduling? ?Directing? ?Terminating
? ?Developing? ?Measuring?Performances?? ?Other____________
6. How?would?you?describe?the?successful?completion?and?results?of?your?work?
7. Job?Duties???Please?briefly?describe?WHAT?you?do?and,?if?possible,?How?you?do?it.?
Indicate?those?duties?you?consider?to?be?most?important?and/or?most?difficult:
Partial job analysis questionnaire
4-6
(a) Daily?Duties
(b) Periodic?Duties?(Please?indicate?whether?weekly,?monthly,?quarterly,?etc.)
(c) ?Duties?Performed?at?Irregular?Intervals
8. Education???Please?check?the?blank?that?indicates?the?educational?
requirements?for?the?job,?not?your?own?educational?background.
?? ?No?formal?education?required ?? ??College?degree
?? ??Less?than??high?school?diploma ?? Education?beyond?graduate
?? ??High?school?diploma?or?equivalent?degree?and/or?professional?license.
?? ??College?certificate?or?equivalent
List?advanced?degrees?or?specified?professional?license?or?certificate?
required.
Please?indicate?the?education?you?had?when?you?were?placed?on?this?job.
Partial job analysis questionnaire
Guidelines for conducting job analysis
interviews
? Put the worker at ease; establish rapport.
? Make the purpose of the interview clear.
? Encourage the worker to talk by using empathy
creativity.
? Help the worker to think and talk according to the
logical sequence of the duties performed.
? Ask the worker only one question at a time.
? Phrase questions carefully so that the answers
will be more than just ?yes? or ?no?.
? Avoid asking leading questions.
? Secure specified and complete information pertaining
to the work performed and the worker?s traits.
? Conduct the interview in plain, easy language.
? Consider the relationship of the present job to other
jobs in the department.
? Control the time and subject matter of the interview.
? Be patient and considerate to the worker.
? Summarise the information obtained before closing
the interview.
? Close the interview promptly.
Behavioural Factors Impacting Job
Analysis
The following behavioral factors must be taken care of while carrying out a
job analysis:
v Exaggerate the facts
v Employee anxieties
v Resistance to change
v Overemphasis on current efforts
v Management straight jacket
Role Analysis
? To have a clear picture about what a person
actually does on a job, the job analysis
information must be supplemented with role
analysis. Role analysis involves the following
steps:
? Identifying the objectives of the department and
the functions to be carried out therein
? Role incumbent asked to state his key
performance areas and his understanding of the
roles to be played by him
? Other role partners of the job such as boss,
subordinate, peers are asked to state their
expectations from the role incumbent
? The incumbent's role is clarified and expressed in
writing after integrating the diverse viewpoints
expressed by various role partners.
HUMAN RESOURCE PLANNING
INTRODUCTION
? HRP offers an accurate estimate of the
number of employees required with matching
skill requirements to meet organisational
objectives. HRP is a forward looking function
as human resource estimates are made well in
advance. It is, of course, subject to revision.
? The basic purpose of HRP is to decide what
positions the organization will have to fill and
how to fill them.
Objectives of human resource planning
? Forecast personnel requirements
? Cope with changes
? Use existing manpower productively
? Promote employees in a systematic way
Importance:
Organizations use HRP to meet future challenges,
cut costs, and achieve greater effectiveness
Importance of human resource planning
? Create a talent pool
? Prepare people for future
? Cope with organisational changes
? Cut costs
? Help succession planning
Need for HRP
? Employment-Unemployment Situation ? Technological Change
? Organizational Change
? Demographic Change
? Skill Shortage
? Governmental Influences
? Legislative Control
? Impact of the Pressure Group
FirstRanker.com - FirstRanker's Choice
Job analysis
Chapter
2
INTRODUCTION
? Job analysis is the process of gathering
information about a job. It is, to be more
specific, a systematic investigation of the
tasks, duties and responsibilities necessary to
do a job.
? According to Jones and Decothis ?Job analysis
is the process of getting information about
jobs: specially, what the worker does; how he
gets it done; why he does it; skill, education
and training required; relationship to other
jobs, physical demands; environmental
conditions?.
? 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?.
4-3
Nature of job analysis
Job Analysis
Job Tasks
Job Duties
Job Responsibilities
Who should conduct job
analysis?
v Job incumbents themselves
v Supervisors
v External analysts
The process of Job analysis
The major steps involved in job analysis are:
v Organizational analysis
v Selection of representative positions to be analyzed
v Collection of job analysis data
v Preparation of job description
v Preparation of job specification
Aspects?of?Job?Analysis
Job Description: ?Job?description?is?a?functional?
description?of?the?contents?what?the?job?entails
? It?is?a?narration?of?the?contents?of?a?job?
? It?is?a?description?of?the?activities?and?duties?to?be?
performed?in?a?job,?the?relationship?of?the?job?
with?other?jobs,?the?equipment?and?tools?
involved,?the?nature?of?supervision,?working?
conditions?and?hazards?of?the?job?and?so?on.
Purposes of Job Description
1. Grading and classification of jobs
2. Placement and Orientation of new employees
3. Promotions and transfers
4. Outlining for career path
5. Developing work standards
6. Counselling of employees
7. Delimitation of authority
Title Compensation manager
Code HR/2310
Department Human Resource Department
Summary Responsible for the design and administration of employee
compensation programmes.
Dutiesv Conduct job analysis.
v Prepare job descriptions for current and projected positions.
v Evaluate job descriptions and act as Chairman of Job Evaluation Committee.
v Insure that company?s compensation rates are in tune with
the company?s philosophy.
4-22
v Relate salary to the performance of each employee.
Conduct periodic salary surveys.
v Develop and administer performance appraisal programme.
v Develop and oversee bonus and other employee benefit plans.
v Develop an integrated HR information system.
Working conditions Normal. Eight hours per day. Five days a week.
Report to Director, Human Resource Department.
Specimen of Job Description Job Specification:
? job specification focuses on the person i.e, the
job holder
? Job specification is a statement of the
minimum levels of qualifications, skills, physical
and other abilities, experience, judgment and
attributes required for performing job
effectively.
? Job specification specifies the physical,
psychological, personal, social and behavioural
charac?teristics of the job holders
purpose
1. Personnel planning
2. Performance appraisal
3. Hiring
4. Training and development
5. Job evaluation and compensation
6. Health and safety
7. Employee discipline
8. Work scheduling
9. Career planning
Specimen of job specification
Educationv MBA with specialisation in HRM/MA in social work/PG
Diploma in HRM/MA in industrial psychology.
v A degree or diploma in Labour Laws is desirable.
Experiencev At least 3 years? experience in a similar position in a large
manufacturing company.
Skill, Knowledge, Abilitiesv Knowledge of compensation practices in competing
industries, of job analysis procedures, of compensation
survey techniques, of performance appraisal systems.
v Skill in writing job descriptions, in conducting job analysis
interviews, in making group presentations, in performing
statistical computations
v Ability to conduct meetings, to plan and prioritise work.
Work Orientation Factorsv The position may require upto 15 per cent travel.
Agev Preferably below 30 years.
Methods Of Collecting Job
Analysis Data
? Job performance: the analyst actually performs the job
in question and collects the needed information
? Personal observation: the analyst observes others
doing the job and writes a summary
? Critical incidents: job incumbents describe several
incidents relating to work, based on past experience;
the analyst collects, analyses and classifies data.
? Interview: job incumbents and supervisors are
interviewed to get the most essential information
about a job
? Panel of experts: experienced people such as job
incumbents and supervisors with good
knowledge of the job asked to provide the
information.
? Diary method: job incumbents asked to maintain
diaries or logs of their daily job activities and
record the time spent and nature of work carried
out.
? Questionnaire method: job incumbents
approached through a properly designed
questionnaire and asked to provide details.
? The Position Analysis Questionnaire: it is a
standardised form used to collect specific
information about job tasks and worker traits.
Employee activities in PAQ
1. Information Input: Where and how does the employee get the
information he/she uses in performing his/her job.
Examples:
Use of written materials.
Near-visual differentiation.
2. Mental Processes: What reasoning, decision making, planning and
information-processing activities are involved in performing the job?
Examples:
Levels of reasoning in problem solving.
Coding/decoding
3. Physical activities: What physical activities does the employee
perform and what tools or devices does he/she use?
Examples:
Use of Keyboard devices.
Assembling/disassembling.
4. Relationships with other people: What relationships with other
people are required in performing the job?
Examples:
Instructing.
Contacts with public, customers.
5. Job context: In what physical and social context is the work
performed?
Examples:
High temperature.
Interpersonal conflict situations.
6. Other Job characteristics: What activities, conditions, or
characteristics other than those described above are relevant to
the job?
Examples:
Specified work pace.
Amount of job structure.
? Management Position Description
Questionnaire: it is a standardised form
designed to analyse managerial jobs
Management Position Description
Factors
? Product, marketing and financial strategy planning.
? Coordination of other organisational units and personnel.
? Internal business control.
? Products and services responsibility.
? Public and customer relations.
? Advanced consulting.
? Autonomy of actions.
? Approval of financial commitments.
? Staff service.
? Supervision.
? Complexity and stress.
? Advanced financial responsibility.
? Broad personnel responsibility.
? Functional job analysis: it is a systematic
process of finding what is done on a job by
examining and analysing the fundamental
components of data, people and things.
Partial job analysis questionnaire
4-4
The information about a job is usually collected through a structured
questionnaire:
JOB ANALYSIS INFORMATION FORMAT
Your Job Title_______________ Code__________Date_____________
Class Title_______________ Department_____________________
Your Name_________________ Facility___________________________
Superior?s Title______________ Prepared by_______________________
Superior?s Name____________ Hours Worked______AM______to AM____
PM PM
1. What is the general purpose of your job?
2. What was your last job? If it was in another organisation, please name it.
3. To what job would you normally expect to be promoted?
4-5
4. If?you?regularly?supervise?others,?list?them?by?name?and?job?title.
5. If?you?supervise?others,?please?check?those?activities?that?are?part?of?your?
supervisory?duties:
? ?Hiring? ??Coaching? ?Promoting
? ?Orienting? ?Counselling? ?Compensating
? ?Training?? ?Budgeting? ?Disciplining
? ?Scheduling? ?Directing? ?Terminating
? ?Developing? ?Measuring?Performances?? ?Other____________
6. How?would?you?describe?the?successful?completion?and?results?of?your?work?
7. Job?Duties???Please?briefly?describe?WHAT?you?do?and,?if?possible,?How?you?do?it.?
Indicate?those?duties?you?consider?to?be?most?important?and/or?most?difficult:
Partial job analysis questionnaire
4-6
(a) Daily?Duties
(b) Periodic?Duties?(Please?indicate?whether?weekly,?monthly,?quarterly,?etc.)
(c) ?Duties?Performed?at?Irregular?Intervals
8. Education???Please?check?the?blank?that?indicates?the?educational?
requirements?for?the?job,?not?your?own?educational?background.
?? ?No?formal?education?required ?? ??College?degree
?? ??Less?than??high?school?diploma ?? Education?beyond?graduate
?? ??High?school?diploma?or?equivalent?degree?and/or?professional?license.
?? ??College?certificate?or?equivalent
List?advanced?degrees?or?specified?professional?license?or?certificate?
required.
Please?indicate?the?education?you?had?when?you?were?placed?on?this?job.
Partial job analysis questionnaire
Guidelines for conducting job analysis
interviews
? Put the worker at ease; establish rapport.
? Make the purpose of the interview clear.
? Encourage the worker to talk by using empathy
creativity.
? Help the worker to think and talk according to the
logical sequence of the duties performed.
? Ask the worker only one question at a time.
? Phrase questions carefully so that the answers
will be more than just ?yes? or ?no?.
? Avoid asking leading questions.
? Secure specified and complete information pertaining
to the work performed and the worker?s traits.
? Conduct the interview in plain, easy language.
? Consider the relationship of the present job to other
jobs in the department.
? Control the time and subject matter of the interview.
? Be patient and considerate to the worker.
? Summarise the information obtained before closing
the interview.
? Close the interview promptly.
Behavioural Factors Impacting Job
Analysis
The following behavioral factors must be taken care of while carrying out a
job analysis:
v Exaggerate the facts
v Employee anxieties
v Resistance to change
v Overemphasis on current efforts
v Management straight jacket
Role Analysis
? To have a clear picture about what a person
actually does on a job, the job analysis
information must be supplemented with role
analysis. Role analysis involves the following
steps:
? Identifying the objectives of the department and
the functions to be carried out therein
? Role incumbent asked to state his key
performance areas and his understanding of the
roles to be played by him
? Other role partners of the job such as boss,
subordinate, peers are asked to state their
expectations from the role incumbent
? The incumbent's role is clarified and expressed in
writing after integrating the diverse viewpoints
expressed by various role partners.
HUMAN RESOURCE PLANNING
INTRODUCTION
? HRP offers an accurate estimate of the
number of employees required with matching
skill requirements to meet organisational
objectives. HRP is a forward looking function
as human resource estimates are made well in
advance. It is, of course, subject to revision.
? The basic purpose of HRP is to decide what
positions the organization will have to fill and
how to fill them.
Objectives of human resource planning
? Forecast personnel requirements
? Cope with changes
? Use existing manpower productively
? Promote employees in a systematic way
Importance:
Organizations use HRP to meet future challenges,
cut costs, and achieve greater effectiveness
Importance of human resource planning
? Create a talent pool
? Prepare people for future
? Cope with organisational changes
? Cut costs
? Help succession planning
Need for HRP
? Employment-Unemployment Situation ? Technological Change
? Organizational Change
? Demographic Change
? Skill Shortage
? Governmental Influences
? Legislative Control
? Impact of the Pressure Group
The Process Of HRP
The HRP is a four step process: demand
forecasting, supply forecasting, estimating
manpower gaps and formulating HR plans. The
demand for human resources is influenced by
several factors
FirstRanker.com - FirstRanker's Choice
Job analysis
Chapter
2
INTRODUCTION
? Job analysis is the process of gathering
information about a job. It is, to be more
specific, a systematic investigation of the
tasks, duties and responsibilities necessary to
do a job.
? According to Jones and Decothis ?Job analysis
is the process of getting information about
jobs: specially, what the worker does; how he
gets it done; why he does it; skill, education
and training required; relationship to other
jobs, physical demands; environmental
conditions?.
? 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?.
4-3
Nature of job analysis
Job Analysis
Job Tasks
Job Duties
Job Responsibilities
Who should conduct job
analysis?
v Job incumbents themselves
v Supervisors
v External analysts
The process of Job analysis
The major steps involved in job analysis are:
v Organizational analysis
v Selection of representative positions to be analyzed
v Collection of job analysis data
v Preparation of job description
v Preparation of job specification
Aspects?of?Job?Analysis
Job Description: ?Job?description?is?a?functional?
description?of?the?contents?what?the?job?entails
? It?is?a?narration?of?the?contents?of?a?job?
? It?is?a?description?of?the?activities?and?duties?to?be?
performed?in?a?job,?the?relationship?of?the?job?
with?other?jobs,?the?equipment?and?tools?
involved,?the?nature?of?supervision,?working?
conditions?and?hazards?of?the?job?and?so?on.
Purposes of Job Description
1. Grading and classification of jobs
2. Placement and Orientation of new employees
3. Promotions and transfers
4. Outlining for career path
5. Developing work standards
6. Counselling of employees
7. Delimitation of authority
Title Compensation manager
Code HR/2310
Department Human Resource Department
Summary Responsible for the design and administration of employee
compensation programmes.
Dutiesv Conduct job analysis.
v Prepare job descriptions for current and projected positions.
v Evaluate job descriptions and act as Chairman of Job Evaluation Committee.
v Insure that company?s compensation rates are in tune with
the company?s philosophy.
4-22
v Relate salary to the performance of each employee.
Conduct periodic salary surveys.
v Develop and administer performance appraisal programme.
v Develop and oversee bonus and other employee benefit plans.
v Develop an integrated HR information system.
Working conditions Normal. Eight hours per day. Five days a week.
Report to Director, Human Resource Department.
Specimen of Job Description Job Specification:
? job specification focuses on the person i.e, the
job holder
? Job specification is a statement of the
minimum levels of qualifications, skills, physical
and other abilities, experience, judgment and
attributes required for performing job
effectively.
? Job specification specifies the physical,
psychological, personal, social and behavioural
charac?teristics of the job holders
purpose
1. Personnel planning
2. Performance appraisal
3. Hiring
4. Training and development
5. Job evaluation and compensation
6. Health and safety
7. Employee discipline
8. Work scheduling
9. Career planning
Specimen of job specification
Educationv MBA with specialisation in HRM/MA in social work/PG
Diploma in HRM/MA in industrial psychology.
v A degree or diploma in Labour Laws is desirable.
Experiencev At least 3 years? experience in a similar position in a large
manufacturing company.
Skill, Knowledge, Abilitiesv Knowledge of compensation practices in competing
industries, of job analysis procedures, of compensation
survey techniques, of performance appraisal systems.
v Skill in writing job descriptions, in conducting job analysis
interviews, in making group presentations, in performing
statistical computations
v Ability to conduct meetings, to plan and prioritise work.
Work Orientation Factorsv The position may require upto 15 per cent travel.
Agev Preferably below 30 years.
Methods Of Collecting Job
Analysis Data
? Job performance: the analyst actually performs the job
in question and collects the needed information
? Personal observation: the analyst observes others
doing the job and writes a summary
? Critical incidents: job incumbents describe several
incidents relating to work, based on past experience;
the analyst collects, analyses and classifies data.
? Interview: job incumbents and supervisors are
interviewed to get the most essential information
about a job
? Panel of experts: experienced people such as job
incumbents and supervisors with good
knowledge of the job asked to provide the
information.
? Diary method: job incumbents asked to maintain
diaries or logs of their daily job activities and
record the time spent and nature of work carried
out.
? Questionnaire method: job incumbents
approached through a properly designed
questionnaire and asked to provide details.
? The Position Analysis Questionnaire: it is a
standardised form used to collect specific
information about job tasks and worker traits.
Employee activities in PAQ
1. Information Input: Where and how does the employee get the
information he/she uses in performing his/her job.
Examples:
Use of written materials.
Near-visual differentiation.
2. Mental Processes: What reasoning, decision making, planning and
information-processing activities are involved in performing the job?
Examples:
Levels of reasoning in problem solving.
Coding/decoding
3. Physical activities: What physical activities does the employee
perform and what tools or devices does he/she use?
Examples:
Use of Keyboard devices.
Assembling/disassembling.
4. Relationships with other people: What relationships with other
people are required in performing the job?
Examples:
Instructing.
Contacts with public, customers.
5. Job context: In what physical and social context is the work
performed?
Examples:
High temperature.
Interpersonal conflict situations.
6. Other Job characteristics: What activities, conditions, or
characteristics other than those described above are relevant to
the job?
Examples:
Specified work pace.
Amount of job structure.
? Management Position Description
Questionnaire: it is a standardised form
designed to analyse managerial jobs
Management Position Description
Factors
? Product, marketing and financial strategy planning.
? Coordination of other organisational units and personnel.
? Internal business control.
? Products and services responsibility.
? Public and customer relations.
? Advanced consulting.
? Autonomy of actions.
? Approval of financial commitments.
? Staff service.
? Supervision.
? Complexity and stress.
? Advanced financial responsibility.
? Broad personnel responsibility.
? Functional job analysis: it is a systematic
process of finding what is done on a job by
examining and analysing the fundamental
components of data, people and things.
Partial job analysis questionnaire
4-4
The information about a job is usually collected through a structured
questionnaire:
JOB ANALYSIS INFORMATION FORMAT
Your Job Title_______________ Code__________Date_____________
Class Title_______________ Department_____________________
Your Name_________________ Facility___________________________
Superior?s Title______________ Prepared by_______________________
Superior?s Name____________ Hours Worked______AM______to AM____
PM PM
1. What is the general purpose of your job?
2. What was your last job? If it was in another organisation, please name it.
3. To what job would you normally expect to be promoted?
4-5
4. If?you?regularly?supervise?others,?list?them?by?name?and?job?title.
5. If?you?supervise?others,?please?check?those?activities?that?are?part?of?your?
supervisory?duties:
? ?Hiring? ??Coaching? ?Promoting
? ?Orienting? ?Counselling? ?Compensating
? ?Training?? ?Budgeting? ?Disciplining
? ?Scheduling? ?Directing? ?Terminating
? ?Developing? ?Measuring?Performances?? ?Other____________
6. How?would?you?describe?the?successful?completion?and?results?of?your?work?
7. Job?Duties???Please?briefly?describe?WHAT?you?do?and,?if?possible,?How?you?do?it.?
Indicate?those?duties?you?consider?to?be?most?important?and/or?most?difficult:
Partial job analysis questionnaire
4-6
(a) Daily?Duties
(b) Periodic?Duties?(Please?indicate?whether?weekly,?monthly,?quarterly,?etc.)
(c) ?Duties?Performed?at?Irregular?Intervals
8. Education???Please?check?the?blank?that?indicates?the?educational?
requirements?for?the?job,?not?your?own?educational?background.
?? ?No?formal?education?required ?? ??College?degree
?? ??Less?than??high?school?diploma ?? Education?beyond?graduate
?? ??High?school?diploma?or?equivalent?degree?and/or?professional?license.
?? ??College?certificate?or?equivalent
List?advanced?degrees?or?specified?professional?license?or?certificate?
required.
Please?indicate?the?education?you?had?when?you?were?placed?on?this?job.
Partial job analysis questionnaire
Guidelines for conducting job analysis
interviews
? Put the worker at ease; establish rapport.
? Make the purpose of the interview clear.
? Encourage the worker to talk by using empathy
creativity.
? Help the worker to think and talk according to the
logical sequence of the duties performed.
? Ask the worker only one question at a time.
? Phrase questions carefully so that the answers
will be more than just ?yes? or ?no?.
? Avoid asking leading questions.
? Secure specified and complete information pertaining
to the work performed and the worker?s traits.
? Conduct the interview in plain, easy language.
? Consider the relationship of the present job to other
jobs in the department.
? Control the time and subject matter of the interview.
? Be patient and considerate to the worker.
? Summarise the information obtained before closing
the interview.
? Close the interview promptly.
Behavioural Factors Impacting Job
Analysis
The following behavioral factors must be taken care of while carrying out a
job analysis:
v Exaggerate the facts
v Employee anxieties
v Resistance to change
v Overemphasis on current efforts
v Management straight jacket
Role Analysis
? To have a clear picture about what a person
actually does on a job, the job analysis
information must be supplemented with role
analysis. Role analysis involves the following
steps:
? Identifying the objectives of the department and
the functions to be carried out therein
? Role incumbent asked to state his key
performance areas and his understanding of the
roles to be played by him
? Other role partners of the job such as boss,
subordinate, peers are asked to state their
expectations from the role incumbent
? The incumbent's role is clarified and expressed in
writing after integrating the diverse viewpoints
expressed by various role partners.
HUMAN RESOURCE PLANNING
INTRODUCTION
? HRP offers an accurate estimate of the
number of employees required with matching
skill requirements to meet organisational
objectives. HRP is a forward looking function
as human resource estimates are made well in
advance. It is, of course, subject to revision.
? The basic purpose of HRP is to decide what
positions the organization will have to fill and
how to fill them.
Objectives of human resource planning
? Forecast personnel requirements
? Cope with changes
? Use existing manpower productively
? Promote employees in a systematic way
Importance:
Organizations use HRP to meet future challenges,
cut costs, and achieve greater effectiveness
Importance of human resource planning
? Create a talent pool
? Prepare people for future
? Cope with organisational changes
? Cut costs
? Help succession planning
Need for HRP
? Employment-Unemployment Situation ? Technological Change
? Organizational Change
? Demographic Change
? Skill Shortage
? Governmental Influences
? Legislative Control
? Impact of the Pressure Group
The Process Of HRP
The HRP is a four step process: demand
forecasting, supply forecasting, estimating
manpower gaps and formulating HR plans. The
demand for human resources is influenced by
several factors
Forecasting the demand for human resources
? External challenges
Economic developments
Political, legal, social, technological
changes
Competition
? Organizational decisions
? Workforce factors
FirstRanker.com - FirstRanker's Choice
Job analysis
Chapter
2
INTRODUCTION
? Job analysis is the process of gathering
information about a job. It is, to be more
specific, a systematic investigation of the
tasks, duties and responsibilities necessary to
do a job.
? According to Jones and Decothis ?Job analysis
is the process of getting information about
jobs: specially, what the worker does; how he
gets it done; why he does it; skill, education
and training required; relationship to other
jobs, physical demands; environmental
conditions?.
? 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?.
4-3
Nature of job analysis
Job Analysis
Job Tasks
Job Duties
Job Responsibilities
Who should conduct job
analysis?
v Job incumbents themselves
v Supervisors
v External analysts
The process of Job analysis
The major steps involved in job analysis are:
v Organizational analysis
v Selection of representative positions to be analyzed
v Collection of job analysis data
v Preparation of job description
v Preparation of job specification
Aspects?of?Job?Analysis
Job Description: ?Job?description?is?a?functional?
description?of?the?contents?what?the?job?entails
? It?is?a?narration?of?the?contents?of?a?job?
? It?is?a?description?of?the?activities?and?duties?to?be?
performed?in?a?job,?the?relationship?of?the?job?
with?other?jobs,?the?equipment?and?tools?
involved,?the?nature?of?supervision,?working?
conditions?and?hazards?of?the?job?and?so?on.
Purposes of Job Description
1. Grading and classification of jobs
2. Placement and Orientation of new employees
3. Promotions and transfers
4. Outlining for career path
5. Developing work standards
6. Counselling of employees
7. Delimitation of authority
Title Compensation manager
Code HR/2310
Department Human Resource Department
Summary Responsible for the design and administration of employee
compensation programmes.
Dutiesv Conduct job analysis.
v Prepare job descriptions for current and projected positions.
v Evaluate job descriptions and act as Chairman of Job Evaluation Committee.
v Insure that company?s compensation rates are in tune with
the company?s philosophy.
4-22
v Relate salary to the performance of each employee.
Conduct periodic salary surveys.
v Develop and administer performance appraisal programme.
v Develop and oversee bonus and other employee benefit plans.
v Develop an integrated HR information system.
Working conditions Normal. Eight hours per day. Five days a week.
Report to Director, Human Resource Department.
Specimen of Job Description Job Specification:
? job specification focuses on the person i.e, the
job holder
? Job specification is a statement of the
minimum levels of qualifications, skills, physical
and other abilities, experience, judgment and
attributes required for performing job
effectively.
? Job specification specifies the physical,
psychological, personal, social and behavioural
charac?teristics of the job holders
purpose
1. Personnel planning
2. Performance appraisal
3. Hiring
4. Training and development
5. Job evaluation and compensation
6. Health and safety
7. Employee discipline
8. Work scheduling
9. Career planning
Specimen of job specification
Educationv MBA with specialisation in HRM/MA in social work/PG
Diploma in HRM/MA in industrial psychology.
v A degree or diploma in Labour Laws is desirable.
Experiencev At least 3 years? experience in a similar position in a large
manufacturing company.
Skill, Knowledge, Abilitiesv Knowledge of compensation practices in competing
industries, of job analysis procedures, of compensation
survey techniques, of performance appraisal systems.
v Skill in writing job descriptions, in conducting job analysis
interviews, in making group presentations, in performing
statistical computations
v Ability to conduct meetings, to plan and prioritise work.
Work Orientation Factorsv The position may require upto 15 per cent travel.
Agev Preferably below 30 years.
Methods Of Collecting Job
Analysis Data
? Job performance: the analyst actually performs the job
in question and collects the needed information
? Personal observation: the analyst observes others
doing the job and writes a summary
? Critical incidents: job incumbents describe several
incidents relating to work, based on past experience;
the analyst collects, analyses and classifies data.
? Interview: job incumbents and supervisors are
interviewed to get the most essential information
about a job
? Panel of experts: experienced people such as job
incumbents and supervisors with good
knowledge of the job asked to provide the
information.
? Diary method: job incumbents asked to maintain
diaries or logs of their daily job activities and
record the time spent and nature of work carried
out.
? Questionnaire method: job incumbents
approached through a properly designed
questionnaire and asked to provide details.
? The Position Analysis Questionnaire: it is a
standardised form used to collect specific
information about job tasks and worker traits.
Employee activities in PAQ
1. Information Input: Where and how does the employee get the
information he/she uses in performing his/her job.
Examples:
Use of written materials.
Near-visual differentiation.
2. Mental Processes: What reasoning, decision making, planning and
information-processing activities are involved in performing the job?
Examples:
Levels of reasoning in problem solving.
Coding/decoding
3. Physical activities: What physical activities does the employee
perform and what tools or devices does he/she use?
Examples:
Use of Keyboard devices.
Assembling/disassembling.
4. Relationships with other people: What relationships with other
people are required in performing the job?
Examples:
Instructing.
Contacts with public, customers.
5. Job context: In what physical and social context is the work
performed?
Examples:
High temperature.
Interpersonal conflict situations.
6. Other Job characteristics: What activities, conditions, or
characteristics other than those described above are relevant to
the job?
Examples:
Specified work pace.
Amount of job structure.
? Management Position Description
Questionnaire: it is a standardised form
designed to analyse managerial jobs
Management Position Description
Factors
? Product, marketing and financial strategy planning.
? Coordination of other organisational units and personnel.
? Internal business control.
? Products and services responsibility.
? Public and customer relations.
? Advanced consulting.
? Autonomy of actions.
? Approval of financial commitments.
? Staff service.
? Supervision.
? Complexity and stress.
? Advanced financial responsibility.
? Broad personnel responsibility.
? Functional job analysis: it is a systematic
process of finding what is done on a job by
examining and analysing the fundamental
components of data, people and things.
Partial job analysis questionnaire
4-4
The information about a job is usually collected through a structured
questionnaire:
JOB ANALYSIS INFORMATION FORMAT
Your Job Title_______________ Code__________Date_____________
Class Title_______________ Department_____________________
Your Name_________________ Facility___________________________
Superior?s Title______________ Prepared by_______________________
Superior?s Name____________ Hours Worked______AM______to AM____
PM PM
1. What is the general purpose of your job?
2. What was your last job? If it was in another organisation, please name it.
3. To what job would you normally expect to be promoted?
4-5
4. If?you?regularly?supervise?others,?list?them?by?name?and?job?title.
5. If?you?supervise?others,?please?check?those?activities?that?are?part?of?your?
supervisory?duties:
? ?Hiring? ??Coaching? ?Promoting
? ?Orienting? ?Counselling? ?Compensating
? ?Training?? ?Budgeting? ?Disciplining
? ?Scheduling? ?Directing? ?Terminating
? ?Developing? ?Measuring?Performances?? ?Other____________
6. How?would?you?describe?the?successful?completion?and?results?of?your?work?
7. Job?Duties???Please?briefly?describe?WHAT?you?do?and,?if?possible,?How?you?do?it.?
Indicate?those?duties?you?consider?to?be?most?important?and/or?most?difficult:
Partial job analysis questionnaire
4-6
(a) Daily?Duties
(b) Periodic?Duties?(Please?indicate?whether?weekly,?monthly,?quarterly,?etc.)
(c) ?Duties?Performed?at?Irregular?Intervals
8. Education???Please?check?the?blank?that?indicates?the?educational?
requirements?for?the?job,?not?your?own?educational?background.
?? ?No?formal?education?required ?? ??College?degree
?? ??Less?than??high?school?diploma ?? Education?beyond?graduate
?? ??High?school?diploma?or?equivalent?degree?and/or?professional?license.
?? ??College?certificate?or?equivalent
List?advanced?degrees?or?specified?professional?license?or?certificate?
required.
Please?indicate?the?education?you?had?when?you?were?placed?on?this?job.
Partial job analysis questionnaire
Guidelines for conducting job analysis
interviews
? Put the worker at ease; establish rapport.
? Make the purpose of the interview clear.
? Encourage the worker to talk by using empathy
creativity.
? Help the worker to think and talk according to the
logical sequence of the duties performed.
? Ask the worker only one question at a time.
? Phrase questions carefully so that the answers
will be more than just ?yes? or ?no?.
? Avoid asking leading questions.
? Secure specified and complete information pertaining
to the work performed and the worker?s traits.
? Conduct the interview in plain, easy language.
? Consider the relationship of the present job to other
jobs in the department.
? Control the time and subject matter of the interview.
? Be patient and considerate to the worker.
? Summarise the information obtained before closing
the interview.
? Close the interview promptly.
Behavioural Factors Impacting Job
Analysis
The following behavioral factors must be taken care of while carrying out a
job analysis:
v Exaggerate the facts
v Employee anxieties
v Resistance to change
v Overemphasis on current efforts
v Management straight jacket
Role Analysis
? To have a clear picture about what a person
actually does on a job, the job analysis
information must be supplemented with role
analysis. Role analysis involves the following
steps:
? Identifying the objectives of the department and
the functions to be carried out therein
? Role incumbent asked to state his key
performance areas and his understanding of the
roles to be played by him
? Other role partners of the job such as boss,
subordinate, peers are asked to state their
expectations from the role incumbent
? The incumbent's role is clarified and expressed in
writing after integrating the diverse viewpoints
expressed by various role partners.
HUMAN RESOURCE PLANNING
INTRODUCTION
? HRP offers an accurate estimate of the
number of employees required with matching
skill requirements to meet organisational
objectives. HRP is a forward looking function
as human resource estimates are made well in
advance. It is, of course, subject to revision.
? The basic purpose of HRP is to decide what
positions the organization will have to fill and
how to fill them.
Objectives of human resource planning
? Forecast personnel requirements
? Cope with changes
? Use existing manpower productively
? Promote employees in a systematic way
Importance:
Organizations use HRP to meet future challenges,
cut costs, and achieve greater effectiveness
Importance of human resource planning
? Create a talent pool
? Prepare people for future
? Cope with organisational changes
? Cut costs
? Help succession planning
Need for HRP
? Employment-Unemployment Situation ? Technological Change
? Organizational Change
? Demographic Change
? Skill Shortage
? Governmental Influences
? Legislative Control
? Impact of the Pressure Group
The Process Of HRP
The HRP is a four step process: demand
forecasting, supply forecasting, estimating
manpower gaps and formulating HR plans. The
demand for human resources is influenced by
several factors
Forecasting the demand for human resources
? External challenges
Economic developments
Political, legal, social, technological
changes
Competition
? Organizational decisions
? Workforce factors
? External Challenges: Liberalization, privatization
and globalization (LPG era) have created huge
demand for people in software, finance
marketing, and manufacturing fields.
? Organizational Decisions: Decisions such as
expansion, diversification, and relocation leading
to demand for people possessing requisite skills
? Workforce Factors: Such as retirement,
resignation, and termination etc creating
manpower gaps.
FirstRanker.com - FirstRanker's Choice
Job analysis
Chapter
2
INTRODUCTION
? Job analysis is the process of gathering
information about a job. It is, to be more
specific, a systematic investigation of the
tasks, duties and responsibilities necessary to
do a job.
? According to Jones and Decothis ?Job analysis
is the process of getting information about
jobs: specially, what the worker does; how he
gets it done; why he does it; skill, education
and training required; relationship to other
jobs, physical demands; environmental
conditions?.
? 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?.
4-3
Nature of job analysis
Job Analysis
Job Tasks
Job Duties
Job Responsibilities
Who should conduct job
analysis?
v Job incumbents themselves
v Supervisors
v External analysts
The process of Job analysis
The major steps involved in job analysis are:
v Organizational analysis
v Selection of representative positions to be analyzed
v Collection of job analysis data
v Preparation of job description
v Preparation of job specification
Aspects?of?Job?Analysis
Job Description: ?Job?description?is?a?functional?
description?of?the?contents?what?the?job?entails
? It?is?a?narration?of?the?contents?of?a?job?
? It?is?a?description?of?the?activities?and?duties?to?be?
performed?in?a?job,?the?relationship?of?the?job?
with?other?jobs,?the?equipment?and?tools?
involved,?the?nature?of?supervision,?working?
conditions?and?hazards?of?the?job?and?so?on.
Purposes of Job Description
1. Grading and classification of jobs
2. Placement and Orientation of new employees
3. Promotions and transfers
4. Outlining for career path
5. Developing work standards
6. Counselling of employees
7. Delimitation of authority
Title Compensation manager
Code HR/2310
Department Human Resource Department
Summary Responsible for the design and administration of employee
compensation programmes.
Dutiesv Conduct job analysis.
v Prepare job descriptions for current and projected positions.
v Evaluate job descriptions and act as Chairman of Job Evaluation Committee.
v Insure that company?s compensation rates are in tune with
the company?s philosophy.
4-22
v Relate salary to the performance of each employee.
Conduct periodic salary surveys.
v Develop and administer performance appraisal programme.
v Develop and oversee bonus and other employee benefit plans.
v Develop an integrated HR information system.
Working conditions Normal. Eight hours per day. Five days a week.
Report to Director, Human Resource Department.
Specimen of Job Description Job Specification:
? job specification focuses on the person i.e, the
job holder
? Job specification is a statement of the
minimum levels of qualifications, skills, physical
and other abilities, experience, judgment and
attributes required for performing job
effectively.
? Job specification specifies the physical,
psychological, personal, social and behavioural
charac?teristics of the job holders
purpose
1. Personnel planning
2. Performance appraisal
3. Hiring
4. Training and development
5. Job evaluation and compensation
6. Health and safety
7. Employee discipline
8. Work scheduling
9. Career planning
Specimen of job specification
Educationv MBA with specialisation in HRM/MA in social work/PG
Diploma in HRM/MA in industrial psychology.
v A degree or diploma in Labour Laws is desirable.
Experiencev At least 3 years? experience in a similar position in a large
manufacturing company.
Skill, Knowledge, Abilitiesv Knowledge of compensation practices in competing
industries, of job analysis procedures, of compensation
survey techniques, of performance appraisal systems.
v Skill in writing job descriptions, in conducting job analysis
interviews, in making group presentations, in performing
statistical computations
v Ability to conduct meetings, to plan and prioritise work.
Work Orientation Factorsv The position may require upto 15 per cent travel.
Agev Preferably below 30 years.
Methods Of Collecting Job
Analysis Data
? Job performance: the analyst actually performs the job
in question and collects the needed information
? Personal observation: the analyst observes others
doing the job and writes a summary
? Critical incidents: job incumbents describe several
incidents relating to work, based on past experience;
the analyst collects, analyses and classifies data.
? Interview: job incumbents and supervisors are
interviewed to get the most essential information
about a job
? Panel of experts: experienced people such as job
incumbents and supervisors with good
knowledge of the job asked to provide the
information.
? Diary method: job incumbents asked to maintain
diaries or logs of their daily job activities and
record the time spent and nature of work carried
out.
? Questionnaire method: job incumbents
approached through a properly designed
questionnaire and asked to provide details.
? The Position Analysis Questionnaire: it is a
standardised form used to collect specific
information about job tasks and worker traits.
Employee activities in PAQ
1. Information Input: Where and how does the employee get the
information he/she uses in performing his/her job.
Examples:
Use of written materials.
Near-visual differentiation.
2. Mental Processes: What reasoning, decision making, planning and
information-processing activities are involved in performing the job?
Examples:
Levels of reasoning in problem solving.
Coding/decoding
3. Physical activities: What physical activities does the employee
perform and what tools or devices does he/she use?
Examples:
Use of Keyboard devices.
Assembling/disassembling.
4. Relationships with other people: What relationships with other
people are required in performing the job?
Examples:
Instructing.
Contacts with public, customers.
5. Job context: In what physical and social context is the work
performed?
Examples:
High temperature.
Interpersonal conflict situations.
6. Other Job characteristics: What activities, conditions, or
characteristics other than those described above are relevant to
the job?
Examples:
Specified work pace.
Amount of job structure.
? Management Position Description
Questionnaire: it is a standardised form
designed to analyse managerial jobs
Management Position Description
Factors
? Product, marketing and financial strategy planning.
? Coordination of other organisational units and personnel.
? Internal business control.
? Products and services responsibility.
? Public and customer relations.
? Advanced consulting.
? Autonomy of actions.
? Approval of financial commitments.
? Staff service.
? Supervision.
? Complexity and stress.
? Advanced financial responsibility.
? Broad personnel responsibility.
? Functional job analysis: it is a systematic
process of finding what is done on a job by
examining and analysing the fundamental
components of data, people and things.
Partial job analysis questionnaire
4-4
The information about a job is usually collected through a structured
questionnaire:
JOB ANALYSIS INFORMATION FORMAT
Your Job Title_______________ Code__________Date_____________
Class Title_______________ Department_____________________
Your Name_________________ Facility___________________________
Superior?s Title______________ Prepared by_______________________
Superior?s Name____________ Hours Worked______AM______to AM____
PM PM
1. What is the general purpose of your job?
2. What was your last job? If it was in another organisation, please name it.
3. To what job would you normally expect to be promoted?
4-5
4. If?you?regularly?supervise?others,?list?them?by?name?and?job?title.
5. If?you?supervise?others,?please?check?those?activities?that?are?part?of?your?
supervisory?duties:
? ?Hiring? ??Coaching? ?Promoting
? ?Orienting? ?Counselling? ?Compensating
? ?Training?? ?Budgeting? ?Disciplining
? ?Scheduling? ?Directing? ?Terminating
? ?Developing? ?Measuring?Performances?? ?Other____________
6. How?would?you?describe?the?successful?completion?and?results?of?your?work?
7. Job?Duties???Please?briefly?describe?WHAT?you?do?and,?if?possible,?How?you?do?it.?
Indicate?those?duties?you?consider?to?be?most?important?and/or?most?difficult:
Partial job analysis questionnaire
4-6
(a) Daily?Duties
(b) Periodic?Duties?(Please?indicate?whether?weekly,?monthly,?quarterly,?etc.)
(c) ?Duties?Performed?at?Irregular?Intervals
8. Education???Please?check?the?blank?that?indicates?the?educational?
requirements?for?the?job,?not?your?own?educational?background.
?? ?No?formal?education?required ?? ??College?degree
?? ??Less?than??high?school?diploma ?? Education?beyond?graduate
?? ??High?school?diploma?or?equivalent?degree?and/or?professional?license.
?? ??College?certificate?or?equivalent
List?advanced?degrees?or?specified?professional?license?or?certificate?
required.
Please?indicate?the?education?you?had?when?you?were?placed?on?this?job.
Partial job analysis questionnaire
Guidelines for conducting job analysis
interviews
? Put the worker at ease; establish rapport.
? Make the purpose of the interview clear.
? Encourage the worker to talk by using empathy
creativity.
? Help the worker to think and talk according to the
logical sequence of the duties performed.
? Ask the worker only one question at a time.
? Phrase questions carefully so that the answers
will be more than just ?yes? or ?no?.
? Avoid asking leading questions.
? Secure specified and complete information pertaining
to the work performed and the worker?s traits.
? Conduct the interview in plain, easy language.
? Consider the relationship of the present job to other
jobs in the department.
? Control the time and subject matter of the interview.
? Be patient and considerate to the worker.
? Summarise the information obtained before closing
the interview.
? Close the interview promptly.
Behavioural Factors Impacting Job
Analysis
The following behavioral factors must be taken care of while carrying out a
job analysis:
v Exaggerate the facts
v Employee anxieties
v Resistance to change
v Overemphasis on current efforts
v Management straight jacket
Role Analysis
? To have a clear picture about what a person
actually does on a job, the job analysis
information must be supplemented with role
analysis. Role analysis involves the following
steps:
? Identifying the objectives of the department and
the functions to be carried out therein
? Role incumbent asked to state his key
performance areas and his understanding of the
roles to be played by him
? Other role partners of the job such as boss,
subordinate, peers are asked to state their
expectations from the role incumbent
? The incumbent's role is clarified and expressed in
writing after integrating the diverse viewpoints
expressed by various role partners.
HUMAN RESOURCE PLANNING
INTRODUCTION
? HRP offers an accurate estimate of the
number of employees required with matching
skill requirements to meet organisational
objectives. HRP is a forward looking function
as human resource estimates are made well in
advance. It is, of course, subject to revision.
? The basic purpose of HRP is to decide what
positions the organization will have to fill and
how to fill them.
Objectives of human resource planning
? Forecast personnel requirements
? Cope with changes
? Use existing manpower productively
? Promote employees in a systematic way
Importance:
Organizations use HRP to meet future challenges,
cut costs, and achieve greater effectiveness
Importance of human resource planning
? Create a talent pool
? Prepare people for future
? Cope with organisational changes
? Cut costs
? Help succession planning
Need for HRP
? Employment-Unemployment Situation ? Technological Change
? Organizational Change
? Demographic Change
? Skill Shortage
? Governmental Influences
? Legislative Control
? Impact of the Pressure Group
The Process Of HRP
The HRP is a four step process: demand
forecasting, supply forecasting, estimating
manpower gaps and formulating HR plans. The
demand for human resources is influenced by
several factors
Forecasting the demand for human resources
? External challenges
Economic developments
Political, legal, social, technological
changes
Competition
? Organizational decisions
? Workforce factors
? External Challenges: Liberalization, privatization
and globalization (LPG era) have created huge
demand for people in software, finance
marketing, and manufacturing fields.
? Organizational Decisions: Decisions such as
expansion, diversification, and relocation leading
to demand for people possessing requisite skills
? Workforce Factors: Such as retirement,
resignation, and termination etc creating
manpower gaps.
Forecasting Techniques
HR forecasts are an attempt to find out an
organization's future demand for employees
? Expert forecasts
? Trend analysis
? Workforce analysis
? Workload analysis
FirstRanker.com - FirstRanker's Choice
Job analysis
Chapter
2
INTRODUCTION
? Job analysis is the process of gathering
information about a job. It is, to be more
specific, a systematic investigation of the
tasks, duties and responsibilities necessary to
do a job.
? According to Jones and Decothis ?Job analysis
is the process of getting information about
jobs: specially, what the worker does; how he
gets it done; why he does it; skill, education
and training required; relationship to other
jobs, physical demands; environmental
conditions?.
? 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?.
4-3
Nature of job analysis
Job Analysis
Job Tasks
Job Duties
Job Responsibilities
Who should conduct job
analysis?
v Job incumbents themselves
v Supervisors
v External analysts
The process of Job analysis
The major steps involved in job analysis are:
v Organizational analysis
v Selection of representative positions to be analyzed
v Collection of job analysis data
v Preparation of job description
v Preparation of job specification
Aspects?of?Job?Analysis
Job Description: ?Job?description?is?a?functional?
description?of?the?contents?what?the?job?entails
? It?is?a?narration?of?the?contents?of?a?job?
? It?is?a?description?of?the?activities?and?duties?to?be?
performed?in?a?job,?the?relationship?of?the?job?
with?other?jobs,?the?equipment?and?tools?
involved,?the?nature?of?supervision,?working?
conditions?and?hazards?of?the?job?and?so?on.
Purposes of Job Description
1. Grading and classification of jobs
2. Placement and Orientation of new employees
3. Promotions and transfers
4. Outlining for career path
5. Developing work standards
6. Counselling of employees
7. Delimitation of authority
Title Compensation manager
Code HR/2310
Department Human Resource Department
Summary Responsible for the design and administration of employee
compensation programmes.
Dutiesv Conduct job analysis.
v Prepare job descriptions for current and projected positions.
v Evaluate job descriptions and act as Chairman of Job Evaluation Committee.
v Insure that company?s compensation rates are in tune with
the company?s philosophy.
4-22
v Relate salary to the performance of each employee.
Conduct periodic salary surveys.
v Develop and administer performance appraisal programme.
v Develop and oversee bonus and other employee benefit plans.
v Develop an integrated HR information system.
Working conditions Normal. Eight hours per day. Five days a week.
Report to Director, Human Resource Department.
Specimen of Job Description Job Specification:
? job specification focuses on the person i.e, the
job holder
? Job specification is a statement of the
minimum levels of qualifications, skills, physical
and other abilities, experience, judgment and
attributes required for performing job
effectively.
? Job specification specifies the physical,
psychological, personal, social and behavioural
charac?teristics of the job holders
purpose
1. Personnel planning
2. Performance appraisal
3. Hiring
4. Training and development
5. Job evaluation and compensation
6. Health and safety
7. Employee discipline
8. Work scheduling
9. Career planning
Specimen of job specification
Educationv MBA with specialisation in HRM/MA in social work/PG
Diploma in HRM/MA in industrial psychology.
v A degree or diploma in Labour Laws is desirable.
Experiencev At least 3 years? experience in a similar position in a large
manufacturing company.
Skill, Knowledge, Abilitiesv Knowledge of compensation practices in competing
industries, of job analysis procedures, of compensation
survey techniques, of performance appraisal systems.
v Skill in writing job descriptions, in conducting job analysis
interviews, in making group presentations, in performing
statistical computations
v Ability to conduct meetings, to plan and prioritise work.
Work Orientation Factorsv The position may require upto 15 per cent travel.
Agev Preferably below 30 years.
Methods Of Collecting Job
Analysis Data
? Job performance: the analyst actually performs the job
in question and collects the needed information
? Personal observation: the analyst observes others
doing the job and writes a summary
? Critical incidents: job incumbents describe several
incidents relating to work, based on past experience;
the analyst collects, analyses and classifies data.
? Interview: job incumbents and supervisors are
interviewed to get the most essential information
about a job
? Panel of experts: experienced people such as job
incumbents and supervisors with good
knowledge of the job asked to provide the
information.
? Diary method: job incumbents asked to maintain
diaries or logs of their daily job activities and
record the time spent and nature of work carried
out.
? Questionnaire method: job incumbents
approached through a properly designed
questionnaire and asked to provide details.
? The Position Analysis Questionnaire: it is a
standardised form used to collect specific
information about job tasks and worker traits.
Employee activities in PAQ
1. Information Input: Where and how does the employee get the
information he/she uses in performing his/her job.
Examples:
Use of written materials.
Near-visual differentiation.
2. Mental Processes: What reasoning, decision making, planning and
information-processing activities are involved in performing the job?
Examples:
Levels of reasoning in problem solving.
Coding/decoding
3. Physical activities: What physical activities does the employee
perform and what tools or devices does he/she use?
Examples:
Use of Keyboard devices.
Assembling/disassembling.
4. Relationships with other people: What relationships with other
people are required in performing the job?
Examples:
Instructing.
Contacts with public, customers.
5. Job context: In what physical and social context is the work
performed?
Examples:
High temperature.
Interpersonal conflict situations.
6. Other Job characteristics: What activities, conditions, or
characteristics other than those described above are relevant to
the job?
Examples:
Specified work pace.
Amount of job structure.
? Management Position Description
Questionnaire: it is a standardised form
designed to analyse managerial jobs
Management Position Description
Factors
? Product, marketing and financial strategy planning.
? Coordination of other organisational units and personnel.
? Internal business control.
? Products and services responsibility.
? Public and customer relations.
? Advanced consulting.
? Autonomy of actions.
? Approval of financial commitments.
? Staff service.
? Supervision.
? Complexity and stress.
? Advanced financial responsibility.
? Broad personnel responsibility.
? Functional job analysis: it is a systematic
process of finding what is done on a job by
examining and analysing the fundamental
components of data, people and things.
Partial job analysis questionnaire
4-4
The information about a job is usually collected through a structured
questionnaire:
JOB ANALYSIS INFORMATION FORMAT
Your Job Title_______________ Code__________Date_____________
Class Title_______________ Department_____________________
Your Name_________________ Facility___________________________
Superior?s Title______________ Prepared by_______________________
Superior?s Name____________ Hours Worked______AM______to AM____
PM PM
1. What is the general purpose of your job?
2. What was your last job? If it was in another organisation, please name it.
3. To what job would you normally expect to be promoted?
4-5
4. If?you?regularly?supervise?others,?list?them?by?name?and?job?title.
5. If?you?supervise?others,?please?check?those?activities?that?are?part?of?your?
supervisory?duties:
? ?Hiring? ??Coaching? ?Promoting
? ?Orienting? ?Counselling? ?Compensating
? ?Training?? ?Budgeting? ?Disciplining
? ?Scheduling? ?Directing? ?Terminating
? ?Developing? ?Measuring?Performances?? ?Other____________
6. How?would?you?describe?the?successful?completion?and?results?of?your?work?
7. Job?Duties???Please?briefly?describe?WHAT?you?do?and,?if?possible,?How?you?do?it.?
Indicate?those?duties?you?consider?to?be?most?important?and/or?most?difficult:
Partial job analysis questionnaire
4-6
(a) Daily?Duties
(b) Periodic?Duties?(Please?indicate?whether?weekly,?monthly,?quarterly,?etc.)
(c) ?Duties?Performed?at?Irregular?Intervals
8. Education???Please?check?the?blank?that?indicates?the?educational?
requirements?for?the?job,?not?your?own?educational?background.
?? ?No?formal?education?required ?? ??College?degree
?? ??Less?than??high?school?diploma ?? Education?beyond?graduate
?? ??High?school?diploma?or?equivalent?degree?and/or?professional?license.
?? ??College?certificate?or?equivalent
List?advanced?degrees?or?specified?professional?license?or?certificate?
required.
Please?indicate?the?education?you?had?when?you?were?placed?on?this?job.
Partial job analysis questionnaire
Guidelines for conducting job analysis
interviews
? Put the worker at ease; establish rapport.
? Make the purpose of the interview clear.
? Encourage the worker to talk by using empathy
creativity.
? Help the worker to think and talk according to the
logical sequence of the duties performed.
? Ask the worker only one question at a time.
? Phrase questions carefully so that the answers
will be more than just ?yes? or ?no?.
? Avoid asking leading questions.
? Secure specified and complete information pertaining
to the work performed and the worker?s traits.
? Conduct the interview in plain, easy language.
? Consider the relationship of the present job to other
jobs in the department.
? Control the time and subject matter of the interview.
? Be patient and considerate to the worker.
? Summarise the information obtained before closing
the interview.
? Close the interview promptly.
Behavioural Factors Impacting Job
Analysis
The following behavioral factors must be taken care of while carrying out a
job analysis:
v Exaggerate the facts
v Employee anxieties
v Resistance to change
v Overemphasis on current efforts
v Management straight jacket
Role Analysis
? To have a clear picture about what a person
actually does on a job, the job analysis
information must be supplemented with role
analysis. Role analysis involves the following
steps:
? Identifying the objectives of the department and
the functions to be carried out therein
? Role incumbent asked to state his key
performance areas and his understanding of the
roles to be played by him
? Other role partners of the job such as boss,
subordinate, peers are asked to state their
expectations from the role incumbent
? The incumbent's role is clarified and expressed in
writing after integrating the diverse viewpoints
expressed by various role partners.
HUMAN RESOURCE PLANNING
INTRODUCTION
? HRP offers an accurate estimate of the
number of employees required with matching
skill requirements to meet organisational
objectives. HRP is a forward looking function
as human resource estimates are made well in
advance. It is, of course, subject to revision.
? The basic purpose of HRP is to decide what
positions the organization will have to fill and
how to fill them.
Objectives of human resource planning
? Forecast personnel requirements
? Cope with changes
? Use existing manpower productively
? Promote employees in a systematic way
Importance:
Organizations use HRP to meet future challenges,
cut costs, and achieve greater effectiveness
Importance of human resource planning
? Create a talent pool
? Prepare people for future
? Cope with organisational changes
? Cut costs
? Help succession planning
Need for HRP
? Employment-Unemployment Situation ? Technological Change
? Organizational Change
? Demographic Change
? Skill Shortage
? Governmental Influences
? Legislative Control
? Impact of the Pressure Group
The Process Of HRP
The HRP is a four step process: demand
forecasting, supply forecasting, estimating
manpower gaps and formulating HR plans. The
demand for human resources is influenced by
several factors
Forecasting the demand for human resources
? External challenges
Economic developments
Political, legal, social, technological
changes
Competition
? Organizational decisions
? Workforce factors
? External Challenges: Liberalization, privatization
and globalization (LPG era) have created huge
demand for people in software, finance
marketing, and manufacturing fields.
? Organizational Decisions: Decisions such as
expansion, diversification, and relocation leading
to demand for people possessing requisite skills
? Workforce Factors: Such as retirement,
resignation, and termination etc creating
manpower gaps.
Forecasting Techniques
HR forecasts are an attempt to find out an
organization's future demand for employees
? Expert forecasts
? Trend analysis
? Workforce analysis
? Workload analysis
? Expert Forecasts: These are based on the
judgments of those who possess good
knowledge of future human resource needs
? Trend Analysis: This is based on the
assumption that the future is an extrapolation
from the past. Human resource needs, as
such, can be estimated by examining pas
trends.
FirstRanker.com - FirstRanker's Choice
Job analysis
Chapter
2
INTRODUCTION
? Job analysis is the process of gathering
information about a job. It is, to be more
specific, a systematic investigation of the
tasks, duties and responsibilities necessary to
do a job.
? According to Jones and Decothis ?Job analysis
is the process of getting information about
jobs: specially, what the worker does; how he
gets it done; why he does it; skill, education
and training required; relationship to other
jobs, physical demands; environmental
conditions?.
? 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?.
4-3
Nature of job analysis
Job Analysis
Job Tasks
Job Duties
Job Responsibilities
Who should conduct job
analysis?
v Job incumbents themselves
v Supervisors
v External analysts
The process of Job analysis
The major steps involved in job analysis are:
v Organizational analysis
v Selection of representative positions to be analyzed
v Collection of job analysis data
v Preparation of job description
v Preparation of job specification
Aspects?of?Job?Analysis
Job Description: ?Job?description?is?a?functional?
description?of?the?contents?what?the?job?entails
? It?is?a?narration?of?the?contents?of?a?job?
? It?is?a?description?of?the?activities?and?duties?to?be?
performed?in?a?job,?the?relationship?of?the?job?
with?other?jobs,?the?equipment?and?tools?
involved,?the?nature?of?supervision,?working?
conditions?and?hazards?of?the?job?and?so?on.
Purposes of Job Description
1. Grading and classification of jobs
2. Placement and Orientation of new employees
3. Promotions and transfers
4. Outlining for career path
5. Developing work standards
6. Counselling of employees
7. Delimitation of authority
Title Compensation manager
Code HR/2310
Department Human Resource Department
Summary Responsible for the design and administration of employee
compensation programmes.
Dutiesv Conduct job analysis.
v Prepare job descriptions for current and projected positions.
v Evaluate job descriptions and act as Chairman of Job Evaluation Committee.
v Insure that company?s compensation rates are in tune with
the company?s philosophy.
4-22
v Relate salary to the performance of each employee.
Conduct periodic salary surveys.
v Develop and administer performance appraisal programme.
v Develop and oversee bonus and other employee benefit plans.
v Develop an integrated HR information system.
Working conditions Normal. Eight hours per day. Five days a week.
Report to Director, Human Resource Department.
Specimen of Job Description Job Specification:
? job specification focuses on the person i.e, the
job holder
? Job specification is a statement of the
minimum levels of qualifications, skills, physical
and other abilities, experience, judgment and
attributes required for performing job
effectively.
? Job specification specifies the physical,
psychological, personal, social and behavioural
charac?teristics of the job holders
purpose
1. Personnel planning
2. Performance appraisal
3. Hiring
4. Training and development
5. Job evaluation and compensation
6. Health and safety
7. Employee discipline
8. Work scheduling
9. Career planning
Specimen of job specification
Educationv MBA with specialisation in HRM/MA in social work/PG
Diploma in HRM/MA in industrial psychology.
v A degree or diploma in Labour Laws is desirable.
Experiencev At least 3 years? experience in a similar position in a large
manufacturing company.
Skill, Knowledge, Abilitiesv Knowledge of compensation practices in competing
industries, of job analysis procedures, of compensation
survey techniques, of performance appraisal systems.
v Skill in writing job descriptions, in conducting job analysis
interviews, in making group presentations, in performing
statistical computations
v Ability to conduct meetings, to plan and prioritise work.
Work Orientation Factorsv The position may require upto 15 per cent travel.
Agev Preferably below 30 years.
Methods Of Collecting Job
Analysis Data
? Job performance: the analyst actually performs the job
in question and collects the needed information
? Personal observation: the analyst observes others
doing the job and writes a summary
? Critical incidents: job incumbents describe several
incidents relating to work, based on past experience;
the analyst collects, analyses and classifies data.
? Interview: job incumbents and supervisors are
interviewed to get the most essential information
about a job
? Panel of experts: experienced people such as job
incumbents and supervisors with good
knowledge of the job asked to provide the
information.
? Diary method: job incumbents asked to maintain
diaries or logs of their daily job activities and
record the time spent and nature of work carried
out.
? Questionnaire method: job incumbents
approached through a properly designed
questionnaire and asked to provide details.
? The Position Analysis Questionnaire: it is a
standardised form used to collect specific
information about job tasks and worker traits.
Employee activities in PAQ
1. Information Input: Where and how does the employee get the
information he/she uses in performing his/her job.
Examples:
Use of written materials.
Near-visual differentiation.
2. Mental Processes: What reasoning, decision making, planning and
information-processing activities are involved in performing the job?
Examples:
Levels of reasoning in problem solving.
Coding/decoding
3. Physical activities: What physical activities does the employee
perform and what tools or devices does he/she use?
Examples:
Use of Keyboard devices.
Assembling/disassembling.
4. Relationships with other people: What relationships with other
people are required in performing the job?
Examples:
Instructing.
Contacts with public, customers.
5. Job context: In what physical and social context is the work
performed?
Examples:
High temperature.
Interpersonal conflict situations.
6. Other Job characteristics: What activities, conditions, or
characteristics other than those described above are relevant to
the job?
Examples:
Specified work pace.
Amount of job structure.
? Management Position Description
Questionnaire: it is a standardised form
designed to analyse managerial jobs
Management Position Description
Factors
? Product, marketing and financial strategy planning.
? Coordination of other organisational units and personnel.
? Internal business control.
? Products and services responsibility.
? Public and customer relations.
? Advanced consulting.
? Autonomy of actions.
? Approval of financial commitments.
? Staff service.
? Supervision.
? Complexity and stress.
? Advanced financial responsibility.
? Broad personnel responsibility.
? Functional job analysis: it is a systematic
process of finding what is done on a job by
examining and analysing the fundamental
components of data, people and things.
Partial job analysis questionnaire
4-4
The information about a job is usually collected through a structured
questionnaire:
JOB ANALYSIS INFORMATION FORMAT
Your Job Title_______________ Code__________Date_____________
Class Title_______________ Department_____________________
Your Name_________________ Facility___________________________
Superior?s Title______________ Prepared by_______________________
Superior?s Name____________ Hours Worked______AM______to AM____
PM PM
1. What is the general purpose of your job?
2. What was your last job? If it was in another organisation, please name it.
3. To what job would you normally expect to be promoted?
4-5
4. If?you?regularly?supervise?others,?list?them?by?name?and?job?title.
5. If?you?supervise?others,?please?check?those?activities?that?are?part?of?your?
supervisory?duties:
? ?Hiring? ??Coaching? ?Promoting
? ?Orienting? ?Counselling? ?Compensating
? ?Training?? ?Budgeting? ?Disciplining
? ?Scheduling? ?Directing? ?Terminating
? ?Developing? ?Measuring?Performances?? ?Other____________
6. How?would?you?describe?the?successful?completion?and?results?of?your?work?
7. Job?Duties???Please?briefly?describe?WHAT?you?do?and,?if?possible,?How?you?do?it.?
Indicate?those?duties?you?consider?to?be?most?important?and/or?most?difficult:
Partial job analysis questionnaire
4-6
(a) Daily?Duties
(b) Periodic?Duties?(Please?indicate?whether?weekly,?monthly,?quarterly,?etc.)
(c) ?Duties?Performed?at?Irregular?Intervals
8. Education???Please?check?the?blank?that?indicates?the?educational?
requirements?for?the?job,?not?your?own?educational?background.
?? ?No?formal?education?required ?? ??College?degree
?? ??Less?than??high?school?diploma ?? Education?beyond?graduate
?? ??High?school?diploma?or?equivalent?degree?and/or?professional?license.
?? ??College?certificate?or?equivalent
List?advanced?degrees?or?specified?professional?license?or?certificate?
required.
Please?indicate?the?education?you?had?when?you?were?placed?on?this?job.
Partial job analysis questionnaire
Guidelines for conducting job analysis
interviews
? Put the worker at ease; establish rapport.
? Make the purpose of the interview clear.
? Encourage the worker to talk by using empathy
creativity.
? Help the worker to think and talk according to the
logical sequence of the duties performed.
? Ask the worker only one question at a time.
? Phrase questions carefully so that the answers
will be more than just ?yes? or ?no?.
? Avoid asking leading questions.
? Secure specified and complete information pertaining
to the work performed and the worker?s traits.
? Conduct the interview in plain, easy language.
? Consider the relationship of the present job to other
jobs in the department.
? Control the time and subject matter of the interview.
? Be patient and considerate to the worker.
? Summarise the information obtained before closing
the interview.
? Close the interview promptly.
Behavioural Factors Impacting Job
Analysis
The following behavioral factors must be taken care of while carrying out a
job analysis:
v Exaggerate the facts
v Employee anxieties
v Resistance to change
v Overemphasis on current efforts
v Management straight jacket
Role Analysis
? To have a clear picture about what a person
actually does on a job, the job analysis
information must be supplemented with role
analysis. Role analysis involves the following
steps:
? Identifying the objectives of the department and
the functions to be carried out therein
? Role incumbent asked to state his key
performance areas and his understanding of the
roles to be played by him
? Other role partners of the job such as boss,
subordinate, peers are asked to state their
expectations from the role incumbent
? The incumbent's role is clarified and expressed in
writing after integrating the diverse viewpoints
expressed by various role partners.
HUMAN RESOURCE PLANNING
INTRODUCTION
? HRP offers an accurate estimate of the
number of employees required with matching
skill requirements to meet organisational
objectives. HRP is a forward looking function
as human resource estimates are made well in
advance. It is, of course, subject to revision.
? The basic purpose of HRP is to decide what
positions the organization will have to fill and
how to fill them.
Objectives of human resource planning
? Forecast personnel requirements
? Cope with changes
? Use existing manpower productively
? Promote employees in a systematic way
Importance:
Organizations use HRP to meet future challenges,
cut costs, and achieve greater effectiveness
Importance of human resource planning
? Create a talent pool
? Prepare people for future
? Cope with organisational changes
? Cut costs
? Help succession planning
Need for HRP
? Employment-Unemployment Situation ? Technological Change
? Organizational Change
? Demographic Change
? Skill Shortage
? Governmental Influences
? Legislative Control
? Impact of the Pressure Group
The Process Of HRP
The HRP is a four step process: demand
forecasting, supply forecasting, estimating
manpower gaps and formulating HR plans. The
demand for human resources is influenced by
several factors
Forecasting the demand for human resources
? External challenges
Economic developments
Political, legal, social, technological
changes
Competition
? Organizational decisions
? Workforce factors
? External Challenges: Liberalization, privatization
and globalization (LPG era) have created huge
demand for people in software, finance
marketing, and manufacturing fields.
? Organizational Decisions: Decisions such as
expansion, diversification, and relocation leading
to demand for people possessing requisite skills
? Workforce Factors: Such as retirement,
resignation, and termination etc creating
manpower gaps.
Forecasting Techniques
HR forecasts are an attempt to find out an
organization's future demand for employees
? Expert forecasts
? Trend analysis
? Workforce analysis
? Workload analysis
? Expert Forecasts: These are based on the
judgments of those who possess good
knowledge of future human resource needs
? Trend Analysis: This is based on the
assumption that the future is an extrapolation
from the past. Human resource needs, as
such, can be estimated by examining pas
trends.
? Workforce Analysis: All relevant factors in
planning manpower flows in a firm such as
transfers, promotions, new recruitments,
retirement, resignation, dismissal etc are
taken into account while estimating HR needs.
? Workload analysis: Based on the planned
output, a firm tires to calculate the number of
persons required for various jobs.
FirstRanker.com - FirstRanker's Choice
Job analysis
Chapter
2
INTRODUCTION
? Job analysis is the process of gathering
information about a job. It is, to be more
specific, a systematic investigation of the
tasks, duties and responsibilities necessary to
do a job.
? According to Jones and Decothis ?Job analysis
is the process of getting information about
jobs: specially, what the worker does; how he
gets it done; why he does it; skill, education
and training required; relationship to other
jobs, physical demands; environmental
conditions?.
? 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?.
4-3
Nature of job analysis
Job Analysis
Job Tasks
Job Duties
Job Responsibilities
Who should conduct job
analysis?
v Job incumbents themselves
v Supervisors
v External analysts
The process of Job analysis
The major steps involved in job analysis are:
v Organizational analysis
v Selection of representative positions to be analyzed
v Collection of job analysis data
v Preparation of job description
v Preparation of job specification
Aspects?of?Job?Analysis
Job Description: ?Job?description?is?a?functional?
description?of?the?contents?what?the?job?entails
? It?is?a?narration?of?the?contents?of?a?job?
? It?is?a?description?of?the?activities?and?duties?to?be?
performed?in?a?job,?the?relationship?of?the?job?
with?other?jobs,?the?equipment?and?tools?
involved,?the?nature?of?supervision,?working?
conditions?and?hazards?of?the?job?and?so?on.
Purposes of Job Description
1. Grading and classification of jobs
2. Placement and Orientation of new employees
3. Promotions and transfers
4. Outlining for career path
5. Developing work standards
6. Counselling of employees
7. Delimitation of authority
Title Compensation manager
Code HR/2310
Department Human Resource Department
Summary Responsible for the design and administration of employee
compensation programmes.
Dutiesv Conduct job analysis.
v Prepare job descriptions for current and projected positions.
v Evaluate job descriptions and act as Chairman of Job Evaluation Committee.
v Insure that company?s compensation rates are in tune with
the company?s philosophy.
4-22
v Relate salary to the performance of each employee.
Conduct periodic salary surveys.
v Develop and administer performance appraisal programme.
v Develop and oversee bonus and other employee benefit plans.
v Develop an integrated HR information system.
Working conditions Normal. Eight hours per day. Five days a week.
Report to Director, Human Resource Department.
Specimen of Job Description Job Specification:
? job specification focuses on the person i.e, the
job holder
? Job specification is a statement of the
minimum levels of qualifications, skills, physical
and other abilities, experience, judgment and
attributes required for performing job
effectively.
? Job specification specifies the physical,
psychological, personal, social and behavioural
charac?teristics of the job holders
purpose
1. Personnel planning
2. Performance appraisal
3. Hiring
4. Training and development
5. Job evaluation and compensation
6. Health and safety
7. Employee discipline
8. Work scheduling
9. Career planning
Specimen of job specification
Educationv MBA with specialisation in HRM/MA in social work/PG
Diploma in HRM/MA in industrial psychology.
v A degree or diploma in Labour Laws is desirable.
Experiencev At least 3 years? experience in a similar position in a large
manufacturing company.
Skill, Knowledge, Abilitiesv Knowledge of compensation practices in competing
industries, of job analysis procedures, of compensation
survey techniques, of performance appraisal systems.
v Skill in writing job descriptions, in conducting job analysis
interviews, in making group presentations, in performing
statistical computations
v Ability to conduct meetings, to plan and prioritise work.
Work Orientation Factorsv The position may require upto 15 per cent travel.
Agev Preferably below 30 years.
Methods Of Collecting Job
Analysis Data
? Job performance: the analyst actually performs the job
in question and collects the needed information
? Personal observation: the analyst observes others
doing the job and writes a summary
? Critical incidents: job incumbents describe several
incidents relating to work, based on past experience;
the analyst collects, analyses and classifies data.
? Interview: job incumbents and supervisors are
interviewed to get the most essential information
about a job
? Panel of experts: experienced people such as job
incumbents and supervisors with good
knowledge of the job asked to provide the
information.
? Diary method: job incumbents asked to maintain
diaries or logs of their daily job activities and
record the time spent and nature of work carried
out.
? Questionnaire method: job incumbents
approached through a properly designed
questionnaire and asked to provide details.
? The Position Analysis Questionnaire: it is a
standardised form used to collect specific
information about job tasks and worker traits.
Employee activities in PAQ
1. Information Input: Where and how does the employee get the
information he/she uses in performing his/her job.
Examples:
Use of written materials.
Near-visual differentiation.
2. Mental Processes: What reasoning, decision making, planning and
information-processing activities are involved in performing the job?
Examples:
Levels of reasoning in problem solving.
Coding/decoding
3. Physical activities: What physical activities does the employee
perform and what tools or devices does he/she use?
Examples:
Use of Keyboard devices.
Assembling/disassembling.
4. Relationships with other people: What relationships with other
people are required in performing the job?
Examples:
Instructing.
Contacts with public, customers.
5. Job context: In what physical and social context is the work
performed?
Examples:
High temperature.
Interpersonal conflict situations.
6. Other Job characteristics: What activities, conditions, or
characteristics other than those described above are relevant to
the job?
Examples:
Specified work pace.
Amount of job structure.
? Management Position Description
Questionnaire: it is a standardised form
designed to analyse managerial jobs
Management Position Description
Factors
? Product, marketing and financial strategy planning.
? Coordination of other organisational units and personnel.
? Internal business control.
? Products and services responsibility.
? Public and customer relations.
? Advanced consulting.
? Autonomy of actions.
? Approval of financial commitments.
? Staff service.
? Supervision.
? Complexity and stress.
? Advanced financial responsibility.
? Broad personnel responsibility.
? Functional job analysis: it is a systematic
process of finding what is done on a job by
examining and analysing the fundamental
components of data, people and things.
Partial job analysis questionnaire
4-4
The information about a job is usually collected through a structured
questionnaire:
JOB ANALYSIS INFORMATION FORMAT
Your Job Title_______________ Code__________Date_____________
Class Title_______________ Department_____________________
Your Name_________________ Facility___________________________
Superior?s Title______________ Prepared by_______________________
Superior?s Name____________ Hours Worked______AM______to AM____
PM PM
1. What is the general purpose of your job?
2. What was your last job? If it was in another organisation, please name it.
3. To what job would you normally expect to be promoted?
4-5
4. If?you?regularly?supervise?others,?list?them?by?name?and?job?title.
5. If?you?supervise?others,?please?check?those?activities?that?are?part?of?your?
supervisory?duties:
? ?Hiring? ??Coaching? ?Promoting
? ?Orienting? ?Counselling? ?Compensating
? ?Training?? ?Budgeting? ?Disciplining
? ?Scheduling? ?Directing? ?Terminating
? ?Developing? ?Measuring?Performances?? ?Other____________
6. How?would?you?describe?the?successful?completion?and?results?of?your?work?
7. Job?Duties???Please?briefly?describe?WHAT?you?do?and,?if?possible,?How?you?do?it.?
Indicate?those?duties?you?consider?to?be?most?important?and/or?most?difficult:
Partial job analysis questionnaire
4-6
(a) Daily?Duties
(b) Periodic?Duties?(Please?indicate?whether?weekly,?monthly,?quarterly,?etc.)
(c) ?Duties?Performed?at?Irregular?Intervals
8. Education???Please?check?the?blank?that?indicates?the?educational?
requirements?for?the?job,?not?your?own?educational?background.
?? ?No?formal?education?required ?? ??College?degree
?? ??Less?than??high?school?diploma ?? Education?beyond?graduate
?? ??High?school?diploma?or?equivalent?degree?and/or?professional?license.
?? ??College?certificate?or?equivalent
List?advanced?degrees?or?specified?professional?license?or?certificate?
required.
Please?indicate?the?education?you?had?when?you?were?placed?on?this?job.
Partial job analysis questionnaire
Guidelines for conducting job analysis
interviews
? Put the worker at ease; establish rapport.
? Make the purpose of the interview clear.
? Encourage the worker to talk by using empathy
creativity.
? Help the worker to think and talk according to the
logical sequence of the duties performed.
? Ask the worker only one question at a time.
? Phrase questions carefully so that the answers
will be more than just ?yes? or ?no?.
? Avoid asking leading questions.
? Secure specified and complete information pertaining
to the work performed and the worker?s traits.
? Conduct the interview in plain, easy language.
? Consider the relationship of the present job to other
jobs in the department.
? Control the time and subject matter of the interview.
? Be patient and considerate to the worker.
? Summarise the information obtained before closing
the interview.
? Close the interview promptly.
Behavioural Factors Impacting Job
Analysis
The following behavioral factors must be taken care of while carrying out a
job analysis:
v Exaggerate the facts
v Employee anxieties
v Resistance to change
v Overemphasis on current efforts
v Management straight jacket
Role Analysis
? To have a clear picture about what a person
actually does on a job, the job analysis
information must be supplemented with role
analysis. Role analysis involves the following
steps:
? Identifying the objectives of the department and
the functions to be carried out therein
? Role incumbent asked to state his key
performance areas and his understanding of the
roles to be played by him
? Other role partners of the job such as boss,
subordinate, peers are asked to state their
expectations from the role incumbent
? The incumbent's role is clarified and expressed in
writing after integrating the diverse viewpoints
expressed by various role partners.
HUMAN RESOURCE PLANNING
INTRODUCTION
? HRP offers an accurate estimate of the
number of employees required with matching
skill requirements to meet organisational
objectives. HRP is a forward looking function
as human resource estimates are made well in
advance. It is, of course, subject to revision.
? The basic purpose of HRP is to decide what
positions the organization will have to fill and
how to fill them.
Objectives of human resource planning
? Forecast personnel requirements
? Cope with changes
? Use existing manpower productively
? Promote employees in a systematic way
Importance:
Organizations use HRP to meet future challenges,
cut costs, and achieve greater effectiveness
Importance of human resource planning
? Create a talent pool
? Prepare people for future
? Cope with organisational changes
? Cut costs
? Help succession planning
Need for HRP
? Employment-Unemployment Situation ? Technological Change
? Organizational Change
? Demographic Change
? Skill Shortage
? Governmental Influences
? Legislative Control
? Impact of the Pressure Group
The Process Of HRP
The HRP is a four step process: demand
forecasting, supply forecasting, estimating
manpower gaps and formulating HR plans. The
demand for human resources is influenced by
several factors
Forecasting the demand for human resources
? External challenges
Economic developments
Political, legal, social, technological
changes
Competition
? Organizational decisions
? Workforce factors
? External Challenges: Liberalization, privatization
and globalization (LPG era) have created huge
demand for people in software, finance
marketing, and manufacturing fields.
? Organizational Decisions: Decisions such as
expansion, diversification, and relocation leading
to demand for people possessing requisite skills
? Workforce Factors: Such as retirement,
resignation, and termination etc creating
manpower gaps.
Forecasting Techniques
HR forecasts are an attempt to find out an
organization's future demand for employees
? Expert forecasts
? Trend analysis
? Workforce analysis
? Workload analysis
? Expert Forecasts: These are based on the
judgments of those who possess good
knowledge of future human resource needs
? Trend Analysis: This is based on the
assumption that the future is an extrapolation
from the past. Human resource needs, as
such, can be estimated by examining pas
trends.
? Workforce Analysis: All relevant factors in
planning manpower flows in a firm such as
transfers, promotions, new recruitments,
retirement, resignation, dismissal etc are
taken into account while estimating HR needs.
? Workload analysis: Based on the planned
output, a firm tires to calculate the number of
persons required for various jobs.
Supply Forecasting
? A) Internal labour supply: a manpower
inventory in terms of the size and quality
of personnel available (their age, sex,
education, training, experience, job
performance, etc) is usually prepared by
HR departments. Several techniques are used
while ascertaining the internal supply of
manpower (a supply of employees to fill
projected vacancies can come from within
the firm or from new hires )
FirstRanker.com - FirstRanker's Choice
Job analysis
Chapter
2
INTRODUCTION
? Job analysis is the process of gathering
information about a job. It is, to be more
specific, a systematic investigation of the
tasks, duties and responsibilities necessary to
do a job.
? According to Jones and Decothis ?Job analysis
is the process of getting information about
jobs: specially, what the worker does; how he
gets it done; why he does it; skill, education
and training required; relationship to other
jobs, physical demands; environmental
conditions?.
? 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?.
4-3
Nature of job analysis
Job Analysis
Job Tasks
Job Duties
Job Responsibilities
Who should conduct job
analysis?
v Job incumbents themselves
v Supervisors
v External analysts
The process of Job analysis
The major steps involved in job analysis are:
v Organizational analysis
v Selection of representative positions to be analyzed
v Collection of job analysis data
v Preparation of job description
v Preparation of job specification
Aspects?of?Job?Analysis
Job Description: ?Job?description?is?a?functional?
description?of?the?contents?what?the?job?entails
? It?is?a?narration?of?the?contents?of?a?job?
? It?is?a?description?of?the?activities?and?duties?to?be?
performed?in?a?job,?the?relationship?of?the?job?
with?other?jobs,?the?equipment?and?tools?
involved,?the?nature?of?supervision,?working?
conditions?and?hazards?of?the?job?and?so?on.
Purposes of Job Description
1. Grading and classification of jobs
2. Placement and Orientation of new employees
3. Promotions and transfers
4. Outlining for career path
5. Developing work standards
6. Counselling of employees
7. Delimitation of authority
Title Compensation manager
Code HR/2310
Department Human Resource Department
Summary Responsible for the design and administration of employee
compensation programmes.
Dutiesv Conduct job analysis.
v Prepare job descriptions for current and projected positions.
v Evaluate job descriptions and act as Chairman of Job Evaluation Committee.
v Insure that company?s compensation rates are in tune with
the company?s philosophy.
4-22
v Relate salary to the performance of each employee.
Conduct periodic salary surveys.
v Develop and administer performance appraisal programme.
v Develop and oversee bonus and other employee benefit plans.
v Develop an integrated HR information system.
Working conditions Normal. Eight hours per day. Five days a week.
Report to Director, Human Resource Department.
Specimen of Job Description Job Specification:
? job specification focuses on the person i.e, the
job holder
? Job specification is a statement of the
minimum levels of qualifications, skills, physical
and other abilities, experience, judgment and
attributes required for performing job
effectively.
? Job specification specifies the physical,
psychological, personal, social and behavioural
charac?teristics of the job holders
purpose
1. Personnel planning
2. Performance appraisal
3. Hiring
4. Training and development
5. Job evaluation and compensation
6. Health and safety
7. Employee discipline
8. Work scheduling
9. Career planning
Specimen of job specification
Educationv MBA with specialisation in HRM/MA in social work/PG
Diploma in HRM/MA in industrial psychology.
v A degree or diploma in Labour Laws is desirable.
Experiencev At least 3 years? experience in a similar position in a large
manufacturing company.
Skill, Knowledge, Abilitiesv Knowledge of compensation practices in competing
industries, of job analysis procedures, of compensation
survey techniques, of performance appraisal systems.
v Skill in writing job descriptions, in conducting job analysis
interviews, in making group presentations, in performing
statistical computations
v Ability to conduct meetings, to plan and prioritise work.
Work Orientation Factorsv The position may require upto 15 per cent travel.
Agev Preferably below 30 years.
Methods Of Collecting Job
Analysis Data
? Job performance: the analyst actually performs the job
in question and collects the needed information
? Personal observation: the analyst observes others
doing the job and writes a summary
? Critical incidents: job incumbents describe several
incidents relating to work, based on past experience;
the analyst collects, analyses and classifies data.
? Interview: job incumbents and supervisors are
interviewed to get the most essential information
about a job
? Panel of experts: experienced people such as job
incumbents and supervisors with good
knowledge of the job asked to provide the
information.
? Diary method: job incumbents asked to maintain
diaries or logs of their daily job activities and
record the time spent and nature of work carried
out.
? Questionnaire method: job incumbents
approached through a properly designed
questionnaire and asked to provide details.
? The Position Analysis Questionnaire: it is a
standardised form used to collect specific
information about job tasks and worker traits.
Employee activities in PAQ
1. Information Input: Where and how does the employee get the
information he/she uses in performing his/her job.
Examples:
Use of written materials.
Near-visual differentiation.
2. Mental Processes: What reasoning, decision making, planning and
information-processing activities are involved in performing the job?
Examples:
Levels of reasoning in problem solving.
Coding/decoding
3. Physical activities: What physical activities does the employee
perform and what tools or devices does he/she use?
Examples:
Use of Keyboard devices.
Assembling/disassembling.
4. Relationships with other people: What relationships with other
people are required in performing the job?
Examples:
Instructing.
Contacts with public, customers.
5. Job context: In what physical and social context is the work
performed?
Examples:
High temperature.
Interpersonal conflict situations.
6. Other Job characteristics: What activities, conditions, or
characteristics other than those described above are relevant to
the job?
Examples:
Specified work pace.
Amount of job structure.
? Management Position Description
Questionnaire: it is a standardised form
designed to analyse managerial jobs
Management Position Description
Factors
? Product, marketing and financial strategy planning.
? Coordination of other organisational units and personnel.
? Internal business control.
? Products and services responsibility.
? Public and customer relations.
? Advanced consulting.
? Autonomy of actions.
? Approval of financial commitments.
? Staff service.
? Supervision.
? Complexity and stress.
? Advanced financial responsibility.
? Broad personnel responsibility.
? Functional job analysis: it is a systematic
process of finding what is done on a job by
examining and analysing the fundamental
components of data, people and things.
Partial job analysis questionnaire
4-4
The information about a job is usually collected through a structured
questionnaire:
JOB ANALYSIS INFORMATION FORMAT
Your Job Title_______________ Code__________Date_____________
Class Title_______________ Department_____________________
Your Name_________________ Facility___________________________
Superior?s Title______________ Prepared by_______________________
Superior?s Name____________ Hours Worked______AM______to AM____
PM PM
1. What is the general purpose of your job?
2. What was your last job? If it was in another organisation, please name it.
3. To what job would you normally expect to be promoted?
4-5
4. If?you?regularly?supervise?others,?list?them?by?name?and?job?title.
5. If?you?supervise?others,?please?check?those?activities?that?are?part?of?your?
supervisory?duties:
? ?Hiring? ??Coaching? ?Promoting
? ?Orienting? ?Counselling? ?Compensating
? ?Training?? ?Budgeting? ?Disciplining
? ?Scheduling? ?Directing? ?Terminating
? ?Developing? ?Measuring?Performances?? ?Other____________
6. How?would?you?describe?the?successful?completion?and?results?of?your?work?
7. Job?Duties???Please?briefly?describe?WHAT?you?do?and,?if?possible,?How?you?do?it.?
Indicate?those?duties?you?consider?to?be?most?important?and/or?most?difficult:
Partial job analysis questionnaire
4-6
(a) Daily?Duties
(b) Periodic?Duties?(Please?indicate?whether?weekly,?monthly,?quarterly,?etc.)
(c) ?Duties?Performed?at?Irregular?Intervals
8. Education???Please?check?the?blank?that?indicates?the?educational?
requirements?for?the?job,?not?your?own?educational?background.
?? ?No?formal?education?required ?? ??College?degree
?? ??Less?than??high?school?diploma ?? Education?beyond?graduate
?? ??High?school?diploma?or?equivalent?degree?and/or?professional?license.
?? ??College?certificate?or?equivalent
List?advanced?degrees?or?specified?professional?license?or?certificate?
required.
Please?indicate?the?education?you?had?when?you?were?placed?on?this?job.
Partial job analysis questionnaire
Guidelines for conducting job analysis
interviews
? Put the worker at ease; establish rapport.
? Make the purpose of the interview clear.
? Encourage the worker to talk by using empathy
creativity.
? Help the worker to think and talk according to the
logical sequence of the duties performed.
? Ask the worker only one question at a time.
? Phrase questions carefully so that the answers
will be more than just ?yes? or ?no?.
? Avoid asking leading questions.
? Secure specified and complete information pertaining
to the work performed and the worker?s traits.
? Conduct the interview in plain, easy language.
? Consider the relationship of the present job to other
jobs in the department.
? Control the time and subject matter of the interview.
? Be patient and considerate to the worker.
? Summarise the information obtained before closing
the interview.
? Close the interview promptly.
Behavioural Factors Impacting Job
Analysis
The following behavioral factors must be taken care of while carrying out a
job analysis:
v Exaggerate the facts
v Employee anxieties
v Resistance to change
v Overemphasis on current efforts
v Management straight jacket
Role Analysis
? To have a clear picture about what a person
actually does on a job, the job analysis
information must be supplemented with role
analysis. Role analysis involves the following
steps:
? Identifying the objectives of the department and
the functions to be carried out therein
? Role incumbent asked to state his key
performance areas and his understanding of the
roles to be played by him
? Other role partners of the job such as boss,
subordinate, peers are asked to state their
expectations from the role incumbent
? The incumbent's role is clarified and expressed in
writing after integrating the diverse viewpoints
expressed by various role partners.
HUMAN RESOURCE PLANNING
INTRODUCTION
? HRP offers an accurate estimate of the
number of employees required with matching
skill requirements to meet organisational
objectives. HRP is a forward looking function
as human resource estimates are made well in
advance. It is, of course, subject to revision.
? The basic purpose of HRP is to decide what
positions the organization will have to fill and
how to fill them.
Objectives of human resource planning
? Forecast personnel requirements
? Cope with changes
? Use existing manpower productively
? Promote employees in a systematic way
Importance:
Organizations use HRP to meet future challenges,
cut costs, and achieve greater effectiveness
Importance of human resource planning
? Create a talent pool
? Prepare people for future
? Cope with organisational changes
? Cut costs
? Help succession planning
Need for HRP
? Employment-Unemployment Situation ? Technological Change
? Organizational Change
? Demographic Change
? Skill Shortage
? Governmental Influences
? Legislative Control
? Impact of the Pressure Group
The Process Of HRP
The HRP is a four step process: demand
forecasting, supply forecasting, estimating
manpower gaps and formulating HR plans. The
demand for human resources is influenced by
several factors
Forecasting the demand for human resources
? External challenges
Economic developments
Political, legal, social, technological
changes
Competition
? Organizational decisions
? Workforce factors
? External Challenges: Liberalization, privatization
and globalization (LPG era) have created huge
demand for people in software, finance
marketing, and manufacturing fields.
? Organizational Decisions: Decisions such as
expansion, diversification, and relocation leading
to demand for people possessing requisite skills
? Workforce Factors: Such as retirement,
resignation, and termination etc creating
manpower gaps.
Forecasting Techniques
HR forecasts are an attempt to find out an
organization's future demand for employees
? Expert forecasts
? Trend analysis
? Workforce analysis
? Workload analysis
? Expert Forecasts: These are based on the
judgments of those who possess good
knowledge of future human resource needs
? Trend Analysis: This is based on the
assumption that the future is an extrapolation
from the past. Human resource needs, as
such, can be estimated by examining pas
trends.
? Workforce Analysis: All relevant factors in
planning manpower flows in a firm such as
transfers, promotions, new recruitments,
retirement, resignation, dismissal etc are
taken into account while estimating HR needs.
? Workload analysis: Based on the planned
output, a firm tires to calculate the number of
persons required for various jobs.
Supply Forecasting
? A) Internal labour supply: a manpower
inventory in terms of the size and quality
of personnel available (their age, sex,
education, training, experience, job
performance, etc) is usually prepared by
HR departments. Several techniques are used
while ascertaining the internal supply of
manpower (a supply of employees to fill
projected vacancies can come from within
the firm or from new hires )
? Staffing table: Shows the number of
employees in each job, how they are utilised
and the future employment needs for each
type of job.
? Marcov analysis: Uses historical information
from personnel movements of the internal
labour supply to predict what will happen in
the future
FirstRanker.com - FirstRanker's Choice
Job analysis
Chapter
2
INTRODUCTION
? Job analysis is the process of gathering
information about a job. It is, to be more
specific, a systematic investigation of the
tasks, duties and responsibilities necessary to
do a job.
? According to Jones and Decothis ?Job analysis
is the process of getting information about
jobs: specially, what the worker does; how he
gets it done; why he does it; skill, education
and training required; relationship to other
jobs, physical demands; environmental
conditions?.
? 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?.
4-3
Nature of job analysis
Job Analysis
Job Tasks
Job Duties
Job Responsibilities
Who should conduct job
analysis?
v Job incumbents themselves
v Supervisors
v External analysts
The process of Job analysis
The major steps involved in job analysis are:
v Organizational analysis
v Selection of representative positions to be analyzed
v Collection of job analysis data
v Preparation of job description
v Preparation of job specification
Aspects?of?Job?Analysis
Job Description: ?Job?description?is?a?functional?
description?of?the?contents?what?the?job?entails
? It?is?a?narration?of?the?contents?of?a?job?
? It?is?a?description?of?the?activities?and?duties?to?be?
performed?in?a?job,?the?relationship?of?the?job?
with?other?jobs,?the?equipment?and?tools?
involved,?the?nature?of?supervision,?working?
conditions?and?hazards?of?the?job?and?so?on.
Purposes of Job Description
1. Grading and classification of jobs
2. Placement and Orientation of new employees
3. Promotions and transfers
4. Outlining for career path
5. Developing work standards
6. Counselling of employees
7. Delimitation of authority
Title Compensation manager
Code HR/2310
Department Human Resource Department
Summary Responsible for the design and administration of employee
compensation programmes.
Dutiesv Conduct job analysis.
v Prepare job descriptions for current and projected positions.
v Evaluate job descriptions and act as Chairman of Job Evaluation Committee.
v Insure that company?s compensation rates are in tune with
the company?s philosophy.
4-22
v Relate salary to the performance of each employee.
Conduct periodic salary surveys.
v Develop and administer performance appraisal programme.
v Develop and oversee bonus and other employee benefit plans.
v Develop an integrated HR information system.
Working conditions Normal. Eight hours per day. Five days a week.
Report to Director, Human Resource Department.
Specimen of Job Description Job Specification:
? job specification focuses on the person i.e, the
job holder
? Job specification is a statement of the
minimum levels of qualifications, skills, physical
and other abilities, experience, judgment and
attributes required for performing job
effectively.
? Job specification specifies the physical,
psychological, personal, social and behavioural
charac?teristics of the job holders
purpose
1. Personnel planning
2. Performance appraisal
3. Hiring
4. Training and development
5. Job evaluation and compensation
6. Health and safety
7. Employee discipline
8. Work scheduling
9. Career planning
Specimen of job specification
Educationv MBA with specialisation in HRM/MA in social work/PG
Diploma in HRM/MA in industrial psychology.
v A degree or diploma in Labour Laws is desirable.
Experiencev At least 3 years? experience in a similar position in a large
manufacturing company.
Skill, Knowledge, Abilitiesv Knowledge of compensation practices in competing
industries, of job analysis procedures, of compensation
survey techniques, of performance appraisal systems.
v Skill in writing job descriptions, in conducting job analysis
interviews, in making group presentations, in performing
statistical computations
v Ability to conduct meetings, to plan and prioritise work.
Work Orientation Factorsv The position may require upto 15 per cent travel.
Agev Preferably below 30 years.
Methods Of Collecting Job
Analysis Data
? Job performance: the analyst actually performs the job
in question and collects the needed information
? Personal observation: the analyst observes others
doing the job and writes a summary
? Critical incidents: job incumbents describe several
incidents relating to work, based on past experience;
the analyst collects, analyses and classifies data.
? Interview: job incumbents and supervisors are
interviewed to get the most essential information
about a job
? Panel of experts: experienced people such as job
incumbents and supervisors with good
knowledge of the job asked to provide the
information.
? Diary method: job incumbents asked to maintain
diaries or logs of their daily job activities and
record the time spent and nature of work carried
out.
? Questionnaire method: job incumbents
approached through a properly designed
questionnaire and asked to provide details.
? The Position Analysis Questionnaire: it is a
standardised form used to collect specific
information about job tasks and worker traits.
Employee activities in PAQ
1. Information Input: Where and how does the employee get the
information he/she uses in performing his/her job.
Examples:
Use of written materials.
Near-visual differentiation.
2. Mental Processes: What reasoning, decision making, planning and
information-processing activities are involved in performing the job?
Examples:
Levels of reasoning in problem solving.
Coding/decoding
3. Physical activities: What physical activities does the employee
perform and what tools or devices does he/she use?
Examples:
Use of Keyboard devices.
Assembling/disassembling.
4. Relationships with other people: What relationships with other
people are required in performing the job?
Examples:
Instructing.
Contacts with public, customers.
5. Job context: In what physical and social context is the work
performed?
Examples:
High temperature.
Interpersonal conflict situations.
6. Other Job characteristics: What activities, conditions, or
characteristics other than those described above are relevant to
the job?
Examples:
Specified work pace.
Amount of job structure.
? Management Position Description
Questionnaire: it is a standardised form
designed to analyse managerial jobs
Management Position Description
Factors
? Product, marketing and financial strategy planning.
? Coordination of other organisational units and personnel.
? Internal business control.
? Products and services responsibility.
? Public and customer relations.
? Advanced consulting.
? Autonomy of actions.
? Approval of financial commitments.
? Staff service.
? Supervision.
? Complexity and stress.
? Advanced financial responsibility.
? Broad personnel responsibility.
? Functional job analysis: it is a systematic
process of finding what is done on a job by
examining and analysing the fundamental
components of data, people and things.
Partial job analysis questionnaire
4-4
The information about a job is usually collected through a structured
questionnaire:
JOB ANALYSIS INFORMATION FORMAT
Your Job Title_______________ Code__________Date_____________
Class Title_______________ Department_____________________
Your Name_________________ Facility___________________________
Superior?s Title______________ Prepared by_______________________
Superior?s Name____________ Hours Worked______AM______to AM____
PM PM
1. What is the general purpose of your job?
2. What was your last job? If it was in another organisation, please name it.
3. To what job would you normally expect to be promoted?
4-5
4. If?you?regularly?supervise?others,?list?them?by?name?and?job?title.
5. If?you?supervise?others,?please?check?those?activities?that?are?part?of?your?
supervisory?duties:
? ?Hiring? ??Coaching? ?Promoting
? ?Orienting? ?Counselling? ?Compensating
? ?Training?? ?Budgeting? ?Disciplining
? ?Scheduling? ?Directing? ?Terminating
? ?Developing? ?Measuring?Performances?? ?Other____________
6. How?would?you?describe?the?successful?completion?and?results?of?your?work?
7. Job?Duties???Please?briefly?describe?WHAT?you?do?and,?if?possible,?How?you?do?it.?
Indicate?those?duties?you?consider?to?be?most?important?and/or?most?difficult:
Partial job analysis questionnaire
4-6
(a) Daily?Duties
(b) Periodic?Duties?(Please?indicate?whether?weekly,?monthly,?quarterly,?etc.)
(c) ?Duties?Performed?at?Irregular?Intervals
8. Education???Please?check?the?blank?that?indicates?the?educational?
requirements?for?the?job,?not?your?own?educational?background.
?? ?No?formal?education?required ?? ??College?degree
?? ??Less?than??high?school?diploma ?? Education?beyond?graduate
?? ??High?school?diploma?or?equivalent?degree?and/or?professional?license.
?? ??College?certificate?or?equivalent
List?advanced?degrees?or?specified?professional?license?or?certificate?
required.
Please?indicate?the?education?you?had?when?you?were?placed?on?this?job.
Partial job analysis questionnaire
Guidelines for conducting job analysis
interviews
? Put the worker at ease; establish rapport.
? Make the purpose of the interview clear.
? Encourage the worker to talk by using empathy
creativity.
? Help the worker to think and talk according to the
logical sequence of the duties performed.
? Ask the worker only one question at a time.
? Phrase questions carefully so that the answers
will be more than just ?yes? or ?no?.
? Avoid asking leading questions.
? Secure specified and complete information pertaining
to the work performed and the worker?s traits.
? Conduct the interview in plain, easy language.
? Consider the relationship of the present job to other
jobs in the department.
? Control the time and subject matter of the interview.
? Be patient and considerate to the worker.
? Summarise the information obtained before closing
the interview.
? Close the interview promptly.
Behavioural Factors Impacting Job
Analysis
The following behavioral factors must be taken care of while carrying out a
job analysis:
v Exaggerate the facts
v Employee anxieties
v Resistance to change
v Overemphasis on current efforts
v Management straight jacket
Role Analysis
? To have a clear picture about what a person
actually does on a job, the job analysis
information must be supplemented with role
analysis. Role analysis involves the following
steps:
? Identifying the objectives of the department and
the functions to be carried out therein
? Role incumbent asked to state his key
performance areas and his understanding of the
roles to be played by him
? Other role partners of the job such as boss,
subordinate, peers are asked to state their
expectations from the role incumbent
? The incumbent's role is clarified and expressed in
writing after integrating the diverse viewpoints
expressed by various role partners.
HUMAN RESOURCE PLANNING
INTRODUCTION
? HRP offers an accurate estimate of the
number of employees required with matching
skill requirements to meet organisational
objectives. HRP is a forward looking function
as human resource estimates are made well in
advance. It is, of course, subject to revision.
? The basic purpose of HRP is to decide what
positions the organization will have to fill and
how to fill them.
Objectives of human resource planning
? Forecast personnel requirements
? Cope with changes
? Use existing manpower productively
? Promote employees in a systematic way
Importance:
Organizations use HRP to meet future challenges,
cut costs, and achieve greater effectiveness
Importance of human resource planning
? Create a talent pool
? Prepare people for future
? Cope with organisational changes
? Cut costs
? Help succession planning
Need for HRP
? Employment-Unemployment Situation ? Technological Change
? Organizational Change
? Demographic Change
? Skill Shortage
? Governmental Influences
? Legislative Control
? Impact of the Pressure Group
The Process Of HRP
The HRP is a four step process: demand
forecasting, supply forecasting, estimating
manpower gaps and formulating HR plans. The
demand for human resources is influenced by
several factors
Forecasting the demand for human resources
? External challenges
Economic developments
Political, legal, social, technological
changes
Competition
? Organizational decisions
? Workforce factors
? External Challenges: Liberalization, privatization
and globalization (LPG era) have created huge
demand for people in software, finance
marketing, and manufacturing fields.
? Organizational Decisions: Decisions such as
expansion, diversification, and relocation leading
to demand for people possessing requisite skills
? Workforce Factors: Such as retirement,
resignation, and termination etc creating
manpower gaps.
Forecasting Techniques
HR forecasts are an attempt to find out an
organization's future demand for employees
? Expert forecasts
? Trend analysis
? Workforce analysis
? Workload analysis
? Expert Forecasts: These are based on the
judgments of those who possess good
knowledge of future human resource needs
? Trend Analysis: This is based on the
assumption that the future is an extrapolation
from the past. Human resource needs, as
such, can be estimated by examining pas
trends.
? Workforce Analysis: All relevant factors in
planning manpower flows in a firm such as
transfers, promotions, new recruitments,
retirement, resignation, dismissal etc are
taken into account while estimating HR needs.
? Workload analysis: Based on the planned
output, a firm tires to calculate the number of
persons required for various jobs.
Supply Forecasting
? A) Internal labour supply: a manpower
inventory in terms of the size and quality
of personnel available (their age, sex,
education, training, experience, job
performance, etc) is usually prepared by
HR departments. Several techniques are used
while ascertaining the internal supply of
manpower (a supply of employees to fill
projected vacancies can come from within
the firm or from new hires )
? Staffing table: Shows the number of
employees in each job, how they are utilised
and the future employment needs for each
type of job.
? Marcov analysis: Uses historical information
from personnel movements of the internal
labour supply to predict what will happen in
the future
? Skills inventory: It is a summary of the skills
and abilities of non managerial employees
used in forecasting supply.
? Replacement chart: It is a visual
representation of who will replace whom in
the event of a job opening.
FirstRanker.com - FirstRanker's Choice
Job analysis
Chapter
2
INTRODUCTION
? Job analysis is the process of gathering
information about a job. It is, to be more
specific, a systematic investigation of the
tasks, duties and responsibilities necessary to
do a job.
? According to Jones and Decothis ?Job analysis
is the process of getting information about
jobs: specially, what the worker does; how he
gets it done; why he does it; skill, education
and training required; relationship to other
jobs, physical demands; environmental
conditions?.
? 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?.
4-3
Nature of job analysis
Job Analysis
Job Tasks
Job Duties
Job Responsibilities
Who should conduct job
analysis?
v Job incumbents themselves
v Supervisors
v External analysts
The process of Job analysis
The major steps involved in job analysis are:
v Organizational analysis
v Selection of representative positions to be analyzed
v Collection of job analysis data
v Preparation of job description
v Preparation of job specification
Aspects?of?Job?Analysis
Job Description: ?Job?description?is?a?functional?
description?of?the?contents?what?the?job?entails
? It?is?a?narration?of?the?contents?of?a?job?
? It?is?a?description?of?the?activities?and?duties?to?be?
performed?in?a?job,?the?relationship?of?the?job?
with?other?jobs,?the?equipment?and?tools?
involved,?the?nature?of?supervision,?working?
conditions?and?hazards?of?the?job?and?so?on.
Purposes of Job Description
1. Grading and classification of jobs
2. Placement and Orientation of new employees
3. Promotions and transfers
4. Outlining for career path
5. Developing work standards
6. Counselling of employees
7. Delimitation of authority
Title Compensation manager
Code HR/2310
Department Human Resource Department
Summary Responsible for the design and administration of employee
compensation programmes.
Dutiesv Conduct job analysis.
v Prepare job descriptions for current and projected positions.
v Evaluate job descriptions and act as Chairman of Job Evaluation Committee.
v Insure that company?s compensation rates are in tune with
the company?s philosophy.
4-22
v Relate salary to the performance of each employee.
Conduct periodic salary surveys.
v Develop and administer performance appraisal programme.
v Develop and oversee bonus and other employee benefit plans.
v Develop an integrated HR information system.
Working conditions Normal. Eight hours per day. Five days a week.
Report to Director, Human Resource Department.
Specimen of Job Description Job Specification:
? job specification focuses on the person i.e, the
job holder
? Job specification is a statement of the
minimum levels of qualifications, skills, physical
and other abilities, experience, judgment and
attributes required for performing job
effectively.
? Job specification specifies the physical,
psychological, personal, social and behavioural
charac?teristics of the job holders
purpose
1. Personnel planning
2. Performance appraisal
3. Hiring
4. Training and development
5. Job evaluation and compensation
6. Health and safety
7. Employee discipline
8. Work scheduling
9. Career planning
Specimen of job specification
Educationv MBA with specialisation in HRM/MA in social work/PG
Diploma in HRM/MA in industrial psychology.
v A degree or diploma in Labour Laws is desirable.
Experiencev At least 3 years? experience in a similar position in a large
manufacturing company.
Skill, Knowledge, Abilitiesv Knowledge of compensation practices in competing
industries, of job analysis procedures, of compensation
survey techniques, of performance appraisal systems.
v Skill in writing job descriptions, in conducting job analysis
interviews, in making group presentations, in performing
statistical computations
v Ability to conduct meetings, to plan and prioritise work.
Work Orientation Factorsv The position may require upto 15 per cent travel.
Agev Preferably below 30 years.
Methods Of Collecting Job
Analysis Data
? Job performance: the analyst actually performs the job
in question and collects the needed information
? Personal observation: the analyst observes others
doing the job and writes a summary
? Critical incidents: job incumbents describe several
incidents relating to work, based on past experience;
the analyst collects, analyses and classifies data.
? Interview: job incumbents and supervisors are
interviewed to get the most essential information
about a job
? Panel of experts: experienced people such as job
incumbents and supervisors with good
knowledge of the job asked to provide the
information.
? Diary method: job incumbents asked to maintain
diaries or logs of their daily job activities and
record the time spent and nature of work carried
out.
? Questionnaire method: job incumbents
approached through a properly designed
questionnaire and asked to provide details.
? The Position Analysis Questionnaire: it is a
standardised form used to collect specific
information about job tasks and worker traits.
Employee activities in PAQ
1. Information Input: Where and how does the employee get the
information he/she uses in performing his/her job.
Examples:
Use of written materials.
Near-visual differentiation.
2. Mental Processes: What reasoning, decision making, planning and
information-processing activities are involved in performing the job?
Examples:
Levels of reasoning in problem solving.
Coding/decoding
3. Physical activities: What physical activities does the employee
perform and what tools or devices does he/she use?
Examples:
Use of Keyboard devices.
Assembling/disassembling.
4. Relationships with other people: What relationships with other
people are required in performing the job?
Examples:
Instructing.
Contacts with public, customers.
5. Job context: In what physical and social context is the work
performed?
Examples:
High temperature.
Interpersonal conflict situations.
6. Other Job characteristics: What activities, conditions, or
characteristics other than those described above are relevant to
the job?
Examples:
Specified work pace.
Amount of job structure.
? Management Position Description
Questionnaire: it is a standardised form
designed to analyse managerial jobs
Management Position Description
Factors
? Product, marketing and financial strategy planning.
? Coordination of other organisational units and personnel.
? Internal business control.
? Products and services responsibility.
? Public and customer relations.
? Advanced consulting.
? Autonomy of actions.
? Approval of financial commitments.
? Staff service.
? Supervision.
? Complexity and stress.
? Advanced financial responsibility.
? Broad personnel responsibility.
? Functional job analysis: it is a systematic
process of finding what is done on a job by
examining and analysing the fundamental
components of data, people and things.
Partial job analysis questionnaire
4-4
The information about a job is usually collected through a structured
questionnaire:
JOB ANALYSIS INFORMATION FORMAT
Your Job Title_______________ Code__________Date_____________
Class Title_______________ Department_____________________
Your Name_________________ Facility___________________________
Superior?s Title______________ Prepared by_______________________
Superior?s Name____________ Hours Worked______AM______to AM____
PM PM
1. What is the general purpose of your job?
2. What was your last job? If it was in another organisation, please name it.
3. To what job would you normally expect to be promoted?
4-5
4. If?you?regularly?supervise?others,?list?them?by?name?and?job?title.
5. If?you?supervise?others,?please?check?those?activities?that?are?part?of?your?
supervisory?duties:
? ?Hiring? ??Coaching? ?Promoting
? ?Orienting? ?Counselling? ?Compensating
? ?Training?? ?Budgeting? ?Disciplining
? ?Scheduling? ?Directing? ?Terminating
? ?Developing? ?Measuring?Performances?? ?Other____________
6. How?would?you?describe?the?successful?completion?and?results?of?your?work?
7. Job?Duties???Please?briefly?describe?WHAT?you?do?and,?if?possible,?How?you?do?it.?
Indicate?those?duties?you?consider?to?be?most?important?and/or?most?difficult:
Partial job analysis questionnaire
4-6
(a) Daily?Duties
(b) Periodic?Duties?(Please?indicate?whether?weekly,?monthly,?quarterly,?etc.)
(c) ?Duties?Performed?at?Irregular?Intervals
8. Education???Please?check?the?blank?that?indicates?the?educational?
requirements?for?the?job,?not?your?own?educational?background.
?? ?No?formal?education?required ?? ??College?degree
?? ??Less?than??high?school?diploma ?? Education?beyond?graduate
?? ??High?school?diploma?or?equivalent?degree?and/or?professional?license.
?? ??College?certificate?or?equivalent
List?advanced?degrees?or?specified?professional?license?or?certificate?
required.
Please?indicate?the?education?you?had?when?you?were?placed?on?this?job.
Partial job analysis questionnaire
Guidelines for conducting job analysis
interviews
? Put the worker at ease; establish rapport.
? Make the purpose of the interview clear.
? Encourage the worker to talk by using empathy
creativity.
? Help the worker to think and talk according to the
logical sequence of the duties performed.
? Ask the worker only one question at a time.
? Phrase questions carefully so that the answers
will be more than just ?yes? or ?no?.
? Avoid asking leading questions.
? Secure specified and complete information pertaining
to the work performed and the worker?s traits.
? Conduct the interview in plain, easy language.
? Consider the relationship of the present job to other
jobs in the department.
? Control the time and subject matter of the interview.
? Be patient and considerate to the worker.
? Summarise the information obtained before closing
the interview.
? Close the interview promptly.
Behavioural Factors Impacting Job
Analysis
The following behavioral factors must be taken care of while carrying out a
job analysis:
v Exaggerate the facts
v Employee anxieties
v Resistance to change
v Overemphasis on current efforts
v Management straight jacket
Role Analysis
? To have a clear picture about what a person
actually does on a job, the job analysis
information must be supplemented with role
analysis. Role analysis involves the following
steps:
? Identifying the objectives of the department and
the functions to be carried out therein
? Role incumbent asked to state his key
performance areas and his understanding of the
roles to be played by him
? Other role partners of the job such as boss,
subordinate, peers are asked to state their
expectations from the role incumbent
? The incumbent's role is clarified and expressed in
writing after integrating the diverse viewpoints
expressed by various role partners.
HUMAN RESOURCE PLANNING
INTRODUCTION
? HRP offers an accurate estimate of the
number of employees required with matching
skill requirements to meet organisational
objectives. HRP is a forward looking function
as human resource estimates are made well in
advance. It is, of course, subject to revision.
? The basic purpose of HRP is to decide what
positions the organization will have to fill and
how to fill them.
Objectives of human resource planning
? Forecast personnel requirements
? Cope with changes
? Use existing manpower productively
? Promote employees in a systematic way
Importance:
Organizations use HRP to meet future challenges,
cut costs, and achieve greater effectiveness
Importance of human resource planning
? Create a talent pool
? Prepare people for future
? Cope with organisational changes
? Cut costs
? Help succession planning
Need for HRP
? Employment-Unemployment Situation ? Technological Change
? Organizational Change
? Demographic Change
? Skill Shortage
? Governmental Influences
? Legislative Control
? Impact of the Pressure Group
The Process Of HRP
The HRP is a four step process: demand
forecasting, supply forecasting, estimating
manpower gaps and formulating HR plans. The
demand for human resources is influenced by
several factors
Forecasting the demand for human resources
? External challenges
Economic developments
Political, legal, social, technological
changes
Competition
? Organizational decisions
? Workforce factors
? External Challenges: Liberalization, privatization
and globalization (LPG era) have created huge
demand for people in software, finance
marketing, and manufacturing fields.
? Organizational Decisions: Decisions such as
expansion, diversification, and relocation leading
to demand for people possessing requisite skills
? Workforce Factors: Such as retirement,
resignation, and termination etc creating
manpower gaps.
Forecasting Techniques
HR forecasts are an attempt to find out an
organization's future demand for employees
? Expert forecasts
? Trend analysis
? Workforce analysis
? Workload analysis
? Expert Forecasts: These are based on the
judgments of those who possess good
knowledge of future human resource needs
? Trend Analysis: This is based on the
assumption that the future is an extrapolation
from the past. Human resource needs, as
such, can be estimated by examining pas
trends.
? Workforce Analysis: All relevant factors in
planning manpower flows in a firm such as
transfers, promotions, new recruitments,
retirement, resignation, dismissal etc are
taken into account while estimating HR needs.
? Workload analysis: Based on the planned
output, a firm tires to calculate the number of
persons required for various jobs.
Supply Forecasting
? A) Internal labour supply: a manpower
inventory in terms of the size and quality
of personnel available (their age, sex,
education, training, experience, job
performance, etc) is usually prepared by
HR departments. Several techniques are used
while ascertaining the internal supply of
manpower (a supply of employees to fill
projected vacancies can come from within
the firm or from new hires )
? Staffing table: Shows the number of
employees in each job, how they are utilised
and the future employment needs for each
type of job.
? Marcov analysis: Uses historical information
from personnel movements of the internal
labour supply to predict what will happen in
the future
? Skills inventory: It is a summary of the skills
and abilities of non managerial employees
used in forecasting supply.
? Replacement chart: It is a visual
representation of who will replace whom in
the event of a job opening.
? B) External Labour supply: External hires need
to be contacted when suitable internal
replacements are not available. A growing
number of firms are now using computerised
human resource information systems to
track the qualifications of hundreds or
thousands of employees. HRIS can provide
managers with a listing of candidates with
required qualifications after scanning the data
base.
FirstRanker.com - FirstRanker's Choice
Job analysis
Chapter
2
INTRODUCTION
? Job analysis is the process of gathering
information about a job. It is, to be more
specific, a systematic investigation of the
tasks, duties and responsibilities necessary to
do a job.
? According to Jones and Decothis ?Job analysis
is the process of getting information about
jobs: specially, what the worker does; how he
gets it done; why he does it; skill, education
and training required; relationship to other
jobs, physical demands; environmental
conditions?.
? 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?.
4-3
Nature of job analysis
Job Analysis
Job Tasks
Job Duties
Job Responsibilities
Who should conduct job
analysis?
v Job incumbents themselves
v Supervisors
v External analysts
The process of Job analysis
The major steps involved in job analysis are:
v Organizational analysis
v Selection of representative positions to be analyzed
v Collection of job analysis data
v Preparation of job description
v Preparation of job specification
Aspects?of?Job?Analysis
Job Description: ?Job?description?is?a?functional?
description?of?the?contents?what?the?job?entails
? It?is?a?narration?of?the?contents?of?a?job?
? It?is?a?description?of?the?activities?and?duties?to?be?
performed?in?a?job,?the?relationship?of?the?job?
with?other?jobs,?the?equipment?and?tools?
involved,?the?nature?of?supervision,?working?
conditions?and?hazards?of?the?job?and?so?on.
Purposes of Job Description
1. Grading and classification of jobs
2. Placement and Orientation of new employees
3. Promotions and transfers
4. Outlining for career path
5. Developing work standards
6. Counselling of employees
7. Delimitation of authority
Title Compensation manager
Code HR/2310
Department Human Resource Department
Summary Responsible for the design and administration of employee
compensation programmes.
Dutiesv Conduct job analysis.
v Prepare job descriptions for current and projected positions.
v Evaluate job descriptions and act as Chairman of Job Evaluation Committee.
v Insure that company?s compensation rates are in tune with
the company?s philosophy.
4-22
v Relate salary to the performance of each employee.
Conduct periodic salary surveys.
v Develop and administer performance appraisal programme.
v Develop and oversee bonus and other employee benefit plans.
v Develop an integrated HR information system.
Working conditions Normal. Eight hours per day. Five days a week.
Report to Director, Human Resource Department.
Specimen of Job Description Job Specification:
? job specification focuses on the person i.e, the
job holder
? Job specification is a statement of the
minimum levels of qualifications, skills, physical
and other abilities, experience, judgment and
attributes required for performing job
effectively.
? Job specification specifies the physical,
psychological, personal, social and behavioural
charac?teristics of the job holders
purpose
1. Personnel planning
2. Performance appraisal
3. Hiring
4. Training and development
5. Job evaluation and compensation
6. Health and safety
7. Employee discipline
8. Work scheduling
9. Career planning
Specimen of job specification
Educationv MBA with specialisation in HRM/MA in social work/PG
Diploma in HRM/MA in industrial psychology.
v A degree or diploma in Labour Laws is desirable.
Experiencev At least 3 years? experience in a similar position in a large
manufacturing company.
Skill, Knowledge, Abilitiesv Knowledge of compensation practices in competing
industries, of job analysis procedures, of compensation
survey techniques, of performance appraisal systems.
v Skill in writing job descriptions, in conducting job analysis
interviews, in making group presentations, in performing
statistical computations
v Ability to conduct meetings, to plan and prioritise work.
Work Orientation Factorsv The position may require upto 15 per cent travel.
Agev Preferably below 30 years.
Methods Of Collecting Job
Analysis Data
? Job performance: the analyst actually performs the job
in question and collects the needed information
? Personal observation: the analyst observes others
doing the job and writes a summary
? Critical incidents: job incumbents describe several
incidents relating to work, based on past experience;
the analyst collects, analyses and classifies data.
? Interview: job incumbents and supervisors are
interviewed to get the most essential information
about a job
? Panel of experts: experienced people such as job
incumbents and supervisors with good
knowledge of the job asked to provide the
information.
? Diary method: job incumbents asked to maintain
diaries or logs of their daily job activities and
record the time spent and nature of work carried
out.
? Questionnaire method: job incumbents
approached through a properly designed
questionnaire and asked to provide details.
? The Position Analysis Questionnaire: it is a
standardised form used to collect specific
information about job tasks and worker traits.
Employee activities in PAQ
1. Information Input: Where and how does the employee get the
information he/she uses in performing his/her job.
Examples:
Use of written materials.
Near-visual differentiation.
2. Mental Processes: What reasoning, decision making, planning and
information-processing activities are involved in performing the job?
Examples:
Levels of reasoning in problem solving.
Coding/decoding
3. Physical activities: What physical activities does the employee
perform and what tools or devices does he/she use?
Examples:
Use of Keyboard devices.
Assembling/disassembling.
4. Relationships with other people: What relationships with other
people are required in performing the job?
Examples:
Instructing.
Contacts with public, customers.
5. Job context: In what physical and social context is the work
performed?
Examples:
High temperature.
Interpersonal conflict situations.
6. Other Job characteristics: What activities, conditions, or
characteristics other than those described above are relevant to
the job?
Examples:
Specified work pace.
Amount of job structure.
? Management Position Description
Questionnaire: it is a standardised form
designed to analyse managerial jobs
Management Position Description
Factors
? Product, marketing and financial strategy planning.
? Coordination of other organisational units and personnel.
? Internal business control.
? Products and services responsibility.
? Public and customer relations.
? Advanced consulting.
? Autonomy of actions.
? Approval of financial commitments.
? Staff service.
? Supervision.
? Complexity and stress.
? Advanced financial responsibility.
? Broad personnel responsibility.
? Functional job analysis: it is a systematic
process of finding what is done on a job by
examining and analysing the fundamental
components of data, people and things.
Partial job analysis questionnaire
4-4
The information about a job is usually collected through a structured
questionnaire:
JOB ANALYSIS INFORMATION FORMAT
Your Job Title_______________ Code__________Date_____________
Class Title_______________ Department_____________________
Your Name_________________ Facility___________________________
Superior?s Title______________ Prepared by_______________________
Superior?s Name____________ Hours Worked______AM______to AM____
PM PM
1. What is the general purpose of your job?
2. What was your last job? If it was in another organisation, please name it.
3. To what job would you normally expect to be promoted?
4-5
4. If?you?regularly?supervise?others,?list?them?by?name?and?job?title.
5. If?you?supervise?others,?please?check?those?activities?that?are?part?of?your?
supervisory?duties:
? ?Hiring? ??Coaching? ?Promoting
? ?Orienting? ?Counselling? ?Compensating
? ?Training?? ?Budgeting? ?Disciplining
? ?Scheduling? ?Directing? ?Terminating
? ?Developing? ?Measuring?Performances?? ?Other____________
6. How?would?you?describe?the?successful?completion?and?results?of?your?work?
7. Job?Duties???Please?briefly?describe?WHAT?you?do?and,?if?possible,?How?you?do?it.?
Indicate?those?duties?you?consider?to?be?most?important?and/or?most?difficult:
Partial job analysis questionnaire
4-6
(a) Daily?Duties
(b) Periodic?Duties?(Please?indicate?whether?weekly,?monthly,?quarterly,?etc.)
(c) ?Duties?Performed?at?Irregular?Intervals
8. Education???Please?check?the?blank?that?indicates?the?educational?
requirements?for?the?job,?not?your?own?educational?background.
?? ?No?formal?education?required ?? ??College?degree
?? ??Less?than??high?school?diploma ?? Education?beyond?graduate
?? ??High?school?diploma?or?equivalent?degree?and/or?professional?license.
?? ??College?certificate?or?equivalent
List?advanced?degrees?or?specified?professional?license?or?certificate?
required.
Please?indicate?the?education?you?had?when?you?were?placed?on?this?job.
Partial job analysis questionnaire
Guidelines for conducting job analysis
interviews
? Put the worker at ease; establish rapport.
? Make the purpose of the interview clear.
? Encourage the worker to talk by using empathy
creativity.
? Help the worker to think and talk according to the
logical sequence of the duties performed.
? Ask the worker only one question at a time.
? Phrase questions carefully so that the answers
will be more than just ?yes? or ?no?.
? Avoid asking leading questions.
? Secure specified and complete information pertaining
to the work performed and the worker?s traits.
? Conduct the interview in plain, easy language.
? Consider the relationship of the present job to other
jobs in the department.
? Control the time and subject matter of the interview.
? Be patient and considerate to the worker.
? Summarise the information obtained before closing
the interview.
? Close the interview promptly.
Behavioural Factors Impacting Job
Analysis
The following behavioral factors must be taken care of while carrying out a
job analysis:
v Exaggerate the facts
v Employee anxieties
v Resistance to change
v Overemphasis on current efforts
v Management straight jacket
Role Analysis
? To have a clear picture about what a person
actually does on a job, the job analysis
information must be supplemented with role
analysis. Role analysis involves the following
steps:
? Identifying the objectives of the department and
the functions to be carried out therein
? Role incumbent asked to state his key
performance areas and his understanding of the
roles to be played by him
? Other role partners of the job such as boss,
subordinate, peers are asked to state their
expectations from the role incumbent
? The incumbent's role is clarified and expressed in
writing after integrating the diverse viewpoints
expressed by various role partners.
HUMAN RESOURCE PLANNING
INTRODUCTION
? HRP offers an accurate estimate of the
number of employees required with matching
skill requirements to meet organisational
objectives. HRP is a forward looking function
as human resource estimates are made well in
advance. It is, of course, subject to revision.
? The basic purpose of HRP is to decide what
positions the organization will have to fill and
how to fill them.
Objectives of human resource planning
? Forecast personnel requirements
? Cope with changes
? Use existing manpower productively
? Promote employees in a systematic way
Importance:
Organizations use HRP to meet future challenges,
cut costs, and achieve greater effectiveness
Importance of human resource planning
? Create a talent pool
? Prepare people for future
? Cope with organisational changes
? Cut costs
? Help succession planning
Need for HRP
? Employment-Unemployment Situation ? Technological Change
? Organizational Change
? Demographic Change
? Skill Shortage
? Governmental Influences
? Legislative Control
? Impact of the Pressure Group
The Process Of HRP
The HRP is a four step process: demand
forecasting, supply forecasting, estimating
manpower gaps and formulating HR plans. The
demand for human resources is influenced by
several factors
Forecasting the demand for human resources
? External challenges
Economic developments
Political, legal, social, technological
changes
Competition
? Organizational decisions
? Workforce factors
? External Challenges: Liberalization, privatization
and globalization (LPG era) have created huge
demand for people in software, finance
marketing, and manufacturing fields.
? Organizational Decisions: Decisions such as
expansion, diversification, and relocation leading
to demand for people possessing requisite skills
? Workforce Factors: Such as retirement,
resignation, and termination etc creating
manpower gaps.
Forecasting Techniques
HR forecasts are an attempt to find out an
organization's future demand for employees
? Expert forecasts
? Trend analysis
? Workforce analysis
? Workload analysis
? Expert Forecasts: These are based on the
judgments of those who possess good
knowledge of future human resource needs
? Trend Analysis: This is based on the
assumption that the future is an extrapolation
from the past. Human resource needs, as
such, can be estimated by examining pas
trends.
? Workforce Analysis: All relevant factors in
planning manpower flows in a firm such as
transfers, promotions, new recruitments,
retirement, resignation, dismissal etc are
taken into account while estimating HR needs.
? Workload analysis: Based on the planned
output, a firm tires to calculate the number of
persons required for various jobs.
Supply Forecasting
? A) Internal labour supply: a manpower
inventory in terms of the size and quality
of personnel available (their age, sex,
education, training, experience, job
performance, etc) is usually prepared by
HR departments. Several techniques are used
while ascertaining the internal supply of
manpower (a supply of employees to fill
projected vacancies can come from within
the firm or from new hires )
? Staffing table: Shows the number of
employees in each job, how they are utilised
and the future employment needs for each
type of job.
? Marcov analysis: Uses historical information
from personnel movements of the internal
labour supply to predict what will happen in
the future
? Skills inventory: It is a summary of the skills
and abilities of non managerial employees
used in forecasting supply.
? Replacement chart: It is a visual
representation of who will replace whom in
the event of a job opening.
? B) External Labour supply: External hires need
to be contacted when suitable internal
replacements are not available. A growing
number of firms are now using computerised
human resource information systems to
track the qualifications of hundreds or
thousands of employees. HRIS can provide
managers with a listing of candidates with
required qualifications after scanning the data
base.
Manpower Gap Analysis
? This is used to reconcile the forecasts of
labour demand and supply. This process
identifies potential skill shortages or surpluses
of employees, skills and jobs
FirstRanker.com - FirstRanker's Choice
Job analysis
Chapter
2
INTRODUCTION
? Job analysis is the process of gathering
information about a job. It is, to be more
specific, a systematic investigation of the
tasks, duties and responsibilities necessary to
do a job.
? According to Jones and Decothis ?Job analysis
is the process of getting information about
jobs: specially, what the worker does; how he
gets it done; why he does it; skill, education
and training required; relationship to other
jobs, physical demands; environmental
conditions?.
? 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?.
4-3
Nature of job analysis
Job Analysis
Job Tasks
Job Duties
Job Responsibilities
Who should conduct job
analysis?
v Job incumbents themselves
v Supervisors
v External analysts
The process of Job analysis
The major steps involved in job analysis are:
v Organizational analysis
v Selection of representative positions to be analyzed
v Collection of job analysis data
v Preparation of job description
v Preparation of job specification
Aspects?of?Job?Analysis
Job Description: ?Job?description?is?a?functional?
description?of?the?contents?what?the?job?entails
? It?is?a?narration?of?the?contents?of?a?job?
? It?is?a?description?of?the?activities?and?duties?to?be?
performed?in?a?job,?the?relationship?of?the?job?
with?other?jobs,?the?equipment?and?tools?
involved,?the?nature?of?supervision,?working?
conditions?and?hazards?of?the?job?and?so?on.
Purposes of Job Description
1. Grading and classification of jobs
2. Placement and Orientation of new employees
3. Promotions and transfers
4. Outlining for career path
5. Developing work standards
6. Counselling of employees
7. Delimitation of authority
Title Compensation manager
Code HR/2310
Department Human Resource Department
Summary Responsible for the design and administration of employee
compensation programmes.
Dutiesv Conduct job analysis.
v Prepare job descriptions for current and projected positions.
v Evaluate job descriptions and act as Chairman of Job Evaluation Committee.
v Insure that company?s compensation rates are in tune with
the company?s philosophy.
4-22
v Relate salary to the performance of each employee.
Conduct periodic salary surveys.
v Develop and administer performance appraisal programme.
v Develop and oversee bonus and other employee benefit plans.
v Develop an integrated HR information system.
Working conditions Normal. Eight hours per day. Five days a week.
Report to Director, Human Resource Department.
Specimen of Job Description Job Specification:
? job specification focuses on the person i.e, the
job holder
? Job specification is a statement of the
minimum levels of qualifications, skills, physical
and other abilities, experience, judgment and
attributes required for performing job
effectively.
? Job specification specifies the physical,
psychological, personal, social and behavioural
charac?teristics of the job holders
purpose
1. Personnel planning
2. Performance appraisal
3. Hiring
4. Training and development
5. Job evaluation and compensation
6. Health and safety
7. Employee discipline
8. Work scheduling
9. Career planning
Specimen of job specification
Educationv MBA with specialisation in HRM/MA in social work/PG
Diploma in HRM/MA in industrial psychology.
v A degree or diploma in Labour Laws is desirable.
Experiencev At least 3 years? experience in a similar position in a large
manufacturing company.
Skill, Knowledge, Abilitiesv Knowledge of compensation practices in competing
industries, of job analysis procedures, of compensation
survey techniques, of performance appraisal systems.
v Skill in writing job descriptions, in conducting job analysis
interviews, in making group presentations, in performing
statistical computations
v Ability to conduct meetings, to plan and prioritise work.
Work Orientation Factorsv The position may require upto 15 per cent travel.
Agev Preferably below 30 years.
Methods Of Collecting Job
Analysis Data
? Job performance: the analyst actually performs the job
in question and collects the needed information
? Personal observation: the analyst observes others
doing the job and writes a summary
? Critical incidents: job incumbents describe several
incidents relating to work, based on past experience;
the analyst collects, analyses and classifies data.
? Interview: job incumbents and supervisors are
interviewed to get the most essential information
about a job
? Panel of experts: experienced people such as job
incumbents and supervisors with good
knowledge of the job asked to provide the
information.
? Diary method: job incumbents asked to maintain
diaries or logs of their daily job activities and
record the time spent and nature of work carried
out.
? Questionnaire method: job incumbents
approached through a properly designed
questionnaire and asked to provide details.
? The Position Analysis Questionnaire: it is a
standardised form used to collect specific
information about job tasks and worker traits.
Employee activities in PAQ
1. Information Input: Where and how does the employee get the
information he/she uses in performing his/her job.
Examples:
Use of written materials.
Near-visual differentiation.
2. Mental Processes: What reasoning, decision making, planning and
information-processing activities are involved in performing the job?
Examples:
Levels of reasoning in problem solving.
Coding/decoding
3. Physical activities: What physical activities does the employee
perform and what tools or devices does he/she use?
Examples:
Use of Keyboard devices.
Assembling/disassembling.
4. Relationships with other people: What relationships with other
people are required in performing the job?
Examples:
Instructing.
Contacts with public, customers.
5. Job context: In what physical and social context is the work
performed?
Examples:
High temperature.
Interpersonal conflict situations.
6. Other Job characteristics: What activities, conditions, or
characteristics other than those described above are relevant to
the job?
Examples:
Specified work pace.
Amount of job structure.
? Management Position Description
Questionnaire: it is a standardised form
designed to analyse managerial jobs
Management Position Description
Factors
? Product, marketing and financial strategy planning.
? Coordination of other organisational units and personnel.
? Internal business control.
? Products and services responsibility.
? Public and customer relations.
? Advanced consulting.
? Autonomy of actions.
? Approval of financial commitments.
? Staff service.
? Supervision.
? Complexity and stress.
? Advanced financial responsibility.
? Broad personnel responsibility.
? Functional job analysis: it is a systematic
process of finding what is done on a job by
examining and analysing the fundamental
components of data, people and things.
Partial job analysis questionnaire
4-4
The information about a job is usually collected through a structured
questionnaire:
JOB ANALYSIS INFORMATION FORMAT
Your Job Title_______________ Code__________Date_____________
Class Title_______________ Department_____________________
Your Name_________________ Facility___________________________
Superior?s Title______________ Prepared by_______________________
Superior?s Name____________ Hours Worked______AM______to AM____
PM PM
1. What is the general purpose of your job?
2. What was your last job? If it was in another organisation, please name it.
3. To what job would you normally expect to be promoted?
4-5
4. If?you?regularly?supervise?others,?list?them?by?name?and?job?title.
5. If?you?supervise?others,?please?check?those?activities?that?are?part?of?your?
supervisory?duties:
? ?Hiring? ??Coaching? ?Promoting
? ?Orienting? ?Counselling? ?Compensating
? ?Training?? ?Budgeting? ?Disciplining
? ?Scheduling? ?Directing? ?Terminating
? ?Developing? ?Measuring?Performances?? ?Other____________
6. How?would?you?describe?the?successful?completion?and?results?of?your?work?
7. Job?Duties???Please?briefly?describe?WHAT?you?do?and,?if?possible,?How?you?do?it.?
Indicate?those?duties?you?consider?to?be?most?important?and/or?most?difficult:
Partial job analysis questionnaire
4-6
(a) Daily?Duties
(b) Periodic?Duties?(Please?indicate?whether?weekly,?monthly,?quarterly,?etc.)
(c) ?Duties?Performed?at?Irregular?Intervals
8. Education???Please?check?the?blank?that?indicates?the?educational?
requirements?for?the?job,?not?your?own?educational?background.
?? ?No?formal?education?required ?? ??College?degree
?? ??Less?than??high?school?diploma ?? Education?beyond?graduate
?? ??High?school?diploma?or?equivalent?degree?and/or?professional?license.
?? ??College?certificate?or?equivalent
List?advanced?degrees?or?specified?professional?license?or?certificate?
required.
Please?indicate?the?education?you?had?when?you?were?placed?on?this?job.
Partial job analysis questionnaire
Guidelines for conducting job analysis
interviews
? Put the worker at ease; establish rapport.
? Make the purpose of the interview clear.
? Encourage the worker to talk by using empathy
creativity.
? Help the worker to think and talk according to the
logical sequence of the duties performed.
? Ask the worker only one question at a time.
? Phrase questions carefully so that the answers
will be more than just ?yes? or ?no?.
? Avoid asking leading questions.
? Secure specified and complete information pertaining
to the work performed and the worker?s traits.
? Conduct the interview in plain, easy language.
? Consider the relationship of the present job to other
jobs in the department.
? Control the time and subject matter of the interview.
? Be patient and considerate to the worker.
? Summarise the information obtained before closing
the interview.
? Close the interview promptly.
Behavioural Factors Impacting Job
Analysis
The following behavioral factors must be taken care of while carrying out a
job analysis:
v Exaggerate the facts
v Employee anxieties
v Resistance to change
v Overemphasis on current efforts
v Management straight jacket
Role Analysis
? To have a clear picture about what a person
actually does on a job, the job analysis
information must be supplemented with role
analysis. Role analysis involves the following
steps:
? Identifying the objectives of the department and
the functions to be carried out therein
? Role incumbent asked to state his key
performance areas and his understanding of the
roles to be played by him
? Other role partners of the job such as boss,
subordinate, peers are asked to state their
expectations from the role incumbent
? The incumbent's role is clarified and expressed in
writing after integrating the diverse viewpoints
expressed by various role partners.
HUMAN RESOURCE PLANNING
INTRODUCTION
? HRP offers an accurate estimate of the
number of employees required with matching
skill requirements to meet organisational
objectives. HRP is a forward looking function
as human resource estimates are made well in
advance. It is, of course, subject to revision.
? The basic purpose of HRP is to decide what
positions the organization will have to fill and
how to fill them.
Objectives of human resource planning
? Forecast personnel requirements
? Cope with changes
? Use existing manpower productively
? Promote employees in a systematic way
Importance:
Organizations use HRP to meet future challenges,
cut costs, and achieve greater effectiveness
Importance of human resource planning
? Create a talent pool
? Prepare people for future
? Cope with organisational changes
? Cut costs
? Help succession planning
Need for HRP
? Employment-Unemployment Situation ? Technological Change
? Organizational Change
? Demographic Change
? Skill Shortage
? Governmental Influences
? Legislative Control
? Impact of the Pressure Group
The Process Of HRP
The HRP is a four step process: demand
forecasting, supply forecasting, estimating
manpower gaps and formulating HR plans. The
demand for human resources is influenced by
several factors
Forecasting the demand for human resources
? External challenges
Economic developments
Political, legal, social, technological
changes
Competition
? Organizational decisions
? Workforce factors
? External Challenges: Liberalization, privatization
and globalization (LPG era) have created huge
demand for people in software, finance
marketing, and manufacturing fields.
? Organizational Decisions: Decisions such as
expansion, diversification, and relocation leading
to demand for people possessing requisite skills
? Workforce Factors: Such as retirement,
resignation, and termination etc creating
manpower gaps.
Forecasting Techniques
HR forecasts are an attempt to find out an
organization's future demand for employees
? Expert forecasts
? Trend analysis
? Workforce analysis
? Workload analysis
? Expert Forecasts: These are based on the
judgments of those who possess good
knowledge of future human resource needs
? Trend Analysis: This is based on the
assumption that the future is an extrapolation
from the past. Human resource needs, as
such, can be estimated by examining pas
trends.
? Workforce Analysis: All relevant factors in
planning manpower flows in a firm such as
transfers, promotions, new recruitments,
retirement, resignation, dismissal etc are
taken into account while estimating HR needs.
? Workload analysis: Based on the planned
output, a firm tires to calculate the number of
persons required for various jobs.
Supply Forecasting
? A) Internal labour supply: a manpower
inventory in terms of the size and quality
of personnel available (their age, sex,
education, training, experience, job
performance, etc) is usually prepared by
HR departments. Several techniques are used
while ascertaining the internal supply of
manpower (a supply of employees to fill
projected vacancies can come from within
the firm or from new hires )
? Staffing table: Shows the number of
employees in each job, how they are utilised
and the future employment needs for each
type of job.
? Marcov analysis: Uses historical information
from personnel movements of the internal
labour supply to predict what will happen in
the future
? Skills inventory: It is a summary of the skills
and abilities of non managerial employees
used in forecasting supply.
? Replacement chart: It is a visual
representation of who will replace whom in
the event of a job opening.
? B) External Labour supply: External hires need
to be contacted when suitable internal
replacements are not available. A growing
number of firms are now using computerised
human resource information systems to
track the qualifications of hundreds or
thousands of employees. HRIS can provide
managers with a listing of candidates with
required qualifications after scanning the data
base.
Manpower Gap Analysis
? This is used to reconcile the forecasts of
labour demand and supply. This process
identifies potential skill shortages or surpluses
of employees, skills and jobs
Formulating HR Plans
? Once supply and demand for labour is known
adjustments can be made formulating requisite
HR plans
Various HR Plans
? Recruitment plan
? Redeployment plan
? Redundancy (termination) plan ? Training plan
? Productivity plan
? Retention plan
FirstRanker.com - FirstRanker's Choice
Job analysis
Chapter
2
INTRODUCTION
? Job analysis is the process of gathering
information about a job. It is, to be more
specific, a systematic investigation of the
tasks, duties and responsibilities necessary to
do a job.
? According to Jones and Decothis ?Job analysis
is the process of getting information about
jobs: specially, what the worker does; how he
gets it done; why he does it; skill, education
and training required; relationship to other
jobs, physical demands; environmental
conditions?.
? 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?.
4-3
Nature of job analysis
Job Analysis
Job Tasks
Job Duties
Job Responsibilities
Who should conduct job
analysis?
v Job incumbents themselves
v Supervisors
v External analysts
The process of Job analysis
The major steps involved in job analysis are:
v Organizational analysis
v Selection of representative positions to be analyzed
v Collection of job analysis data
v Preparation of job description
v Preparation of job specification
Aspects?of?Job?Analysis
Job Description: ?Job?description?is?a?functional?
description?of?the?contents?what?the?job?entails
? It?is?a?narration?of?the?contents?of?a?job?
? It?is?a?description?of?the?activities?and?duties?to?be?
performed?in?a?job,?the?relationship?of?the?job?
with?other?jobs,?the?equipment?and?tools?
involved,?the?nature?of?supervision,?working?
conditions?and?hazards?of?the?job?and?so?on.
Purposes of Job Description
1. Grading and classification of jobs
2. Placement and Orientation of new employees
3. Promotions and transfers
4. Outlining for career path
5. Developing work standards
6. Counselling of employees
7. Delimitation of authority
Title Compensation manager
Code HR/2310
Department Human Resource Department
Summary Responsible for the design and administration of employee
compensation programmes.
Dutiesv Conduct job analysis.
v Prepare job descriptions for current and projected positions.
v Evaluate job descriptions and act as Chairman of Job Evaluation Committee.
v Insure that company?s compensation rates are in tune with
the company?s philosophy.
4-22
v Relate salary to the performance of each employee.
Conduct periodic salary surveys.
v Develop and administer performance appraisal programme.
v Develop and oversee bonus and other employee benefit plans.
v Develop an integrated HR information system.
Working conditions Normal. Eight hours per day. Five days a week.
Report to Director, Human Resource Department.
Specimen of Job Description Job Specification:
? job specification focuses on the person i.e, the
job holder
? Job specification is a statement of the
minimum levels of qualifications, skills, physical
and other abilities, experience, judgment and
attributes required for performing job
effectively.
? Job specification specifies the physical,
psychological, personal, social and behavioural
charac?teristics of the job holders
purpose
1. Personnel planning
2. Performance appraisal
3. Hiring
4. Training and development
5. Job evaluation and compensation
6. Health and safety
7. Employee discipline
8. Work scheduling
9. Career planning
Specimen of job specification
Educationv MBA with specialisation in HRM/MA in social work/PG
Diploma in HRM/MA in industrial psychology.
v A degree or diploma in Labour Laws is desirable.
Experiencev At least 3 years? experience in a similar position in a large
manufacturing company.
Skill, Knowledge, Abilitiesv Knowledge of compensation practices in competing
industries, of job analysis procedures, of compensation
survey techniques, of performance appraisal systems.
v Skill in writing job descriptions, in conducting job analysis
interviews, in making group presentations, in performing
statistical computations
v Ability to conduct meetings, to plan and prioritise work.
Work Orientation Factorsv The position may require upto 15 per cent travel.
Agev Preferably below 30 years.
Methods Of Collecting Job
Analysis Data
? Job performance: the analyst actually performs the job
in question and collects the needed information
? Personal observation: the analyst observes others
doing the job and writes a summary
? Critical incidents: job incumbents describe several
incidents relating to work, based on past experience;
the analyst collects, analyses and classifies data.
? Interview: job incumbents and supervisors are
interviewed to get the most essential information
about a job
? Panel of experts: experienced people such as job
incumbents and supervisors with good
knowledge of the job asked to provide the
information.
? Diary method: job incumbents asked to maintain
diaries or logs of their daily job activities and
record the time spent and nature of work carried
out.
? Questionnaire method: job incumbents
approached through a properly designed
questionnaire and asked to provide details.
? The Position Analysis Questionnaire: it is a
standardised form used to collect specific
information about job tasks and worker traits.
Employee activities in PAQ
1. Information Input: Where and how does the employee get the
information he/she uses in performing his/her job.
Examples:
Use of written materials.
Near-visual differentiation.
2. Mental Processes: What reasoning, decision making, planning and
information-processing activities are involved in performing the job?
Examples:
Levels of reasoning in problem solving.
Coding/decoding
3. Physical activities: What physical activities does the employee
perform and what tools or devices does he/she use?
Examples:
Use of Keyboard devices.
Assembling/disassembling.
4. Relationships with other people: What relationships with other
people are required in performing the job?
Examples:
Instructing.
Contacts with public, customers.
5. Job context: In what physical and social context is the work
performed?
Examples:
High temperature.
Interpersonal conflict situations.
6. Other Job characteristics: What activities, conditions, or
characteristics other than those described above are relevant to
the job?
Examples:
Specified work pace.
Amount of job structure.
? Management Position Description
Questionnaire: it is a standardised form
designed to analyse managerial jobs
Management Position Description
Factors
? Product, marketing and financial strategy planning.
? Coordination of other organisational units and personnel.
? Internal business control.
? Products and services responsibility.
? Public and customer relations.
? Advanced consulting.
? Autonomy of actions.
? Approval of financial commitments.
? Staff service.
? Supervision.
? Complexity and stress.
? Advanced financial responsibility.
? Broad personnel responsibility.
? Functional job analysis: it is a systematic
process of finding what is done on a job by
examining and analysing the fundamental
components of data, people and things.
Partial job analysis questionnaire
4-4
The information about a job is usually collected through a structured
questionnaire:
JOB ANALYSIS INFORMATION FORMAT
Your Job Title_______________ Code__________Date_____________
Class Title_______________ Department_____________________
Your Name_________________ Facility___________________________
Superior?s Title______________ Prepared by_______________________
Superior?s Name____________ Hours Worked______AM______to AM____
PM PM
1. What is the general purpose of your job?
2. What was your last job? If it was in another organisation, please name it.
3. To what job would you normally expect to be promoted?
4-5
4. If?you?regularly?supervise?others,?list?them?by?name?and?job?title.
5. If?you?supervise?others,?please?check?those?activities?that?are?part?of?your?
supervisory?duties:
? ?Hiring? ??Coaching? ?Promoting
? ?Orienting? ?Counselling? ?Compensating
? ?Training?? ?Budgeting? ?Disciplining
? ?Scheduling? ?Directing? ?Terminating
? ?Developing? ?Measuring?Performances?? ?Other____________
6. How?would?you?describe?the?successful?completion?and?results?of?your?work?
7. Job?Duties???Please?briefly?describe?WHAT?you?do?and,?if?possible,?How?you?do?it.?
Indicate?those?duties?you?consider?to?be?most?important?and/or?most?difficult:
Partial job analysis questionnaire
4-6
(a) Daily?Duties
(b) Periodic?Duties?(Please?indicate?whether?weekly,?monthly,?quarterly,?etc.)
(c) ?Duties?Performed?at?Irregular?Intervals
8. Education???Please?check?the?blank?that?indicates?the?educational?
requirements?for?the?job,?not?your?own?educational?background.
?? ?No?formal?education?required ?? ??College?degree
?? ??Less?than??high?school?diploma ?? Education?beyond?graduate
?? ??High?school?diploma?or?equivalent?degree?and/or?professional?license.
?? ??College?certificate?or?equivalent
List?advanced?degrees?or?specified?professional?license?or?certificate?
required.
Please?indicate?the?education?you?had?when?you?were?placed?on?this?job.
Partial job analysis questionnaire
Guidelines for conducting job analysis
interviews
? Put the worker at ease; establish rapport.
? Make the purpose of the interview clear.
? Encourage the worker to talk by using empathy
creativity.
? Help the worker to think and talk according to the
logical sequence of the duties performed.
? Ask the worker only one question at a time.
? Phrase questions carefully so that the answers
will be more than just ?yes? or ?no?.
? Avoid asking leading questions.
? Secure specified and complete information pertaining
to the work performed and the worker?s traits.
? Conduct the interview in plain, easy language.
? Consider the relationship of the present job to other
jobs in the department.
? Control the time and subject matter of the interview.
? Be patient and considerate to the worker.
? Summarise the information obtained before closing
the interview.
? Close the interview promptly.
Behavioural Factors Impacting Job
Analysis
The following behavioral factors must be taken care of while carrying out a
job analysis:
v Exaggerate the facts
v Employee anxieties
v Resistance to change
v Overemphasis on current efforts
v Management straight jacket
Role Analysis
? To have a clear picture about what a person
actually does on a job, the job analysis
information must be supplemented with role
analysis. Role analysis involves the following
steps:
? Identifying the objectives of the department and
the functions to be carried out therein
? Role incumbent asked to state his key
performance areas and his understanding of the
roles to be played by him
? Other role partners of the job such as boss,
subordinate, peers are asked to state their
expectations from the role incumbent
? The incumbent's role is clarified and expressed in
writing after integrating the diverse viewpoints
expressed by various role partners.
HUMAN RESOURCE PLANNING
INTRODUCTION
? HRP offers an accurate estimate of the
number of employees required with matching
skill requirements to meet organisational
objectives. HRP is a forward looking function
as human resource estimates are made well in
advance. It is, of course, subject to revision.
? The basic purpose of HRP is to decide what
positions the organization will have to fill and
how to fill them.
Objectives of human resource planning
? Forecast personnel requirements
? Cope with changes
? Use existing manpower productively
? Promote employees in a systematic way
Importance:
Organizations use HRP to meet future challenges,
cut costs, and achieve greater effectiveness
Importance of human resource planning
? Create a talent pool
? Prepare people for future
? Cope with organisational changes
? Cut costs
? Help succession planning
Need for HRP
? Employment-Unemployment Situation ? Technological Change
? Organizational Change
? Demographic Change
? Skill Shortage
? Governmental Influences
? Legislative Control
? Impact of the Pressure Group
The Process Of HRP
The HRP is a four step process: demand
forecasting, supply forecasting, estimating
manpower gaps and formulating HR plans. The
demand for human resources is influenced by
several factors
Forecasting the demand for human resources
? External challenges
Economic developments
Political, legal, social, technological
changes
Competition
? Organizational decisions
? Workforce factors
? External Challenges: Liberalization, privatization
and globalization (LPG era) have created huge
demand for people in software, finance
marketing, and manufacturing fields.
? Organizational Decisions: Decisions such as
expansion, diversification, and relocation leading
to demand for people possessing requisite skills
? Workforce Factors: Such as retirement,
resignation, and termination etc creating
manpower gaps.
Forecasting Techniques
HR forecasts are an attempt to find out an
organization's future demand for employees
? Expert forecasts
? Trend analysis
? Workforce analysis
? Workload analysis
? Expert Forecasts: These are based on the
judgments of those who possess good
knowledge of future human resource needs
? Trend Analysis: This is based on the
assumption that the future is an extrapolation
from the past. Human resource needs, as
such, can be estimated by examining pas
trends.
? Workforce Analysis: All relevant factors in
planning manpower flows in a firm such as
transfers, promotions, new recruitments,
retirement, resignation, dismissal etc are
taken into account while estimating HR needs.
? Workload analysis: Based on the planned
output, a firm tires to calculate the number of
persons required for various jobs.
Supply Forecasting
? A) Internal labour supply: a manpower
inventory in terms of the size and quality
of personnel available (their age, sex,
education, training, experience, job
performance, etc) is usually prepared by
HR departments. Several techniques are used
while ascertaining the internal supply of
manpower (a supply of employees to fill
projected vacancies can come from within
the firm or from new hires )
? Staffing table: Shows the number of
employees in each job, how they are utilised
and the future employment needs for each
type of job.
? Marcov analysis: Uses historical information
from personnel movements of the internal
labour supply to predict what will happen in
the future
? Skills inventory: It is a summary of the skills
and abilities of non managerial employees
used in forecasting supply.
? Replacement chart: It is a visual
representation of who will replace whom in
the event of a job opening.
? B) External Labour supply: External hires need
to be contacted when suitable internal
replacements are not available. A growing
number of firms are now using computerised
human resource information systems to
track the qualifications of hundreds or
thousands of employees. HRIS can provide
managers with a listing of candidates with
required qualifications after scanning the data
base.
Manpower Gap Analysis
? This is used to reconcile the forecasts of
labour demand and supply. This process
identifies potential skill shortages or surpluses
of employees, skills and jobs
Formulating HR Plans
? Once supply and demand for labour is known
adjustments can be made formulating requisite
HR plans
Various HR Plans
? Recruitment plan
? Redeployment plan
? Redundancy (termination) plan ? Training plan
? Productivity plan
? Retention plan
Effective Human Resource Planning
? HR plans must fit in with overall objectives of a
firm. They must get consistent support from
top management. Computerised human
resource information systems must be used
for applicant tracking, succession planning,
building skills inventories etc. The whole
exercise must be carried out in coordination
with operating managers.
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This post was last modified on 18 February 2020