DEFINITION
- Edwin B.Flippo – “job analysis is the process of studying and collecting information relating to the operations and responsibilities of specific jobs.
- Donald "Job analysis is a method of scientifically dissecting a job in order to determine the component elements and their influence upon the length of learning period of the worker production and labour turnover"
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ASPECTS OF JOB ANALYSIS
JOB DESCRIPTION:
- Functional description of the contents of what the job entails
- "It is an organized factual statement of duties and responsibilities of a specific job
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Job specification:
- Statement of minimum acceptable qualities necessary to perform a job properly.
TWO TYPES OF JOB ANALYSIS
- Job requirement JA-based on 3 compo
- KSA'S
- Job context
- Tasks
- Competency based
- General requirement of KSAO
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KSAO
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Human attributes have been commonly classified into four categories:
- knowledge,
- skills,
- abilities,
- other characteristics (KSAO).
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Some KSA Samples
- Below are some KSA examples that may be asked by a hiring agency in order to find the best candidate for a job role.
- Tell me about yourself
- What are your greatest strengths?
- What are your weaknesses?
- Describe your usual work day
- What kind of experience do you have related to this job role, explain in detail
- What software are you proficient in?
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FEATURES
- Organised way of collecting and analysing information about a job.
- Job creation
- Linked to HR activities
- Re design jobs
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NEED OF JOB ANALYSIS
- Procurement -operative function of HR
- Right man to right job
- Establishment of standards
- Knowledge on job design, study of job duties and responsibilities, requirements of job and human attributes
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USES AND PURPOSE OF JOB ANALYSIS
- HRP
- Recruitment & Selection
- Placement & Orientation
- Training & Development
- Performance Appraisal
- Job evaluation
- Health & Safety
- Industrial relations
- Personnel information
- Job design & Re-design
- Compensation & Benefits
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USES AND PURPOSE OF JOB ANALYSIS
- Human resource planning – JA is used for determining knowledgeable and skilful human resource requirement in an organisation
- Recruitment- help is identifying method and the right time to recruit the people for the future vacancies in the organisation.
- Selection - JA help is selecting the best talent for the specific job
- Placement and orientation
- Training - To design training assessment JA is required
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USES AND PURPOSE OF JOB ANALYSIS
- Training & Development: Useful for HR manager to know what a given job demands from the incumbents in terms of knowledge and skills and design training program
- Performance appraisal: Job analysis facilitates performance appraisal as helps fix standards for performance in relation to which the employee's performance is compared and assessed
- Job evaluation: relative worth is determine mainly on the basis of job description and job specification
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- Health and safety : The purpose of conducting a detailed job analysis provides an excellent opportunity to uncover and identify hazardous conditions and unhealthy environmental factors.
- Personnel information: Organizations maintain computerized personnel information systems. Job analysis is vital for building such systems.
- Industrial relations: Job analysis provides clear description about the job in terms of skills, knowledge, abilities, qualifications, degree of risk etc that helps in resolving such disputes.
- Job design & re-design: In an organization, work design and work methods can be improved with the help of information, provided by job analysis.
- Compensation & Benefits Job analysis provides necessary information for managing compensation_of employees. It helps to rank the job in order to determine pay surveys. Hence, it helps in compensation decisions.
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PROCESS OF JOB ANALYSIS
- Strategies
- Strategic choices in job analysis- Employee Involvement Level of details When and how often Past oriented vs future oriented Sources of job data
- Collection of background information
- Organisation charts
- Class specification
- Job description
- Flow charts
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JOB ANALYSIS PROCESS
- Selection of representative position to be analysed
- Collection of job analysis data
- Developing job description
- Developing job specification
- Developing employee specification
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ROLE OF MANAGER IN JOB ANALYSIS
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- Completing job analysis
- Implementing job analysis results
- A. Selecting applicants
- B. Communicating job responsibilities
POTENTIAL PROBLEMS WITH JOB ANALYSIS
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- Lack of support from Top Management
- Relies on single method for data collection
- Lack of Training / motivation
- Misrepresentation of information
- Non Involvement of supervisor and the employee
- Considered as a waste of time by managers and supervisors
- Employee's fears
- Need to update gathered information
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GUIDELINES FOR JOB ANALYSIS
- Job analysis must be continues process
- Individual and job based analysis
- Determination of minimum job requirement
- Use of various methods
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METHODS OF JOB ANALYSIS
- Job Analysis Interview
- Job analysis Questionnaire
- Tasks expert workshop
- Position analysis questionnaire (PAQ)
- Subject expert workshop
- Critical incident technique (CIT)
- Fleishman Job analysis survey (F-JAS)
- Functional job analysis (FJA)
- Job Element method (JEM)
- Repertory grid
- Critical incident technique
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- Job Analysis interview: trained analyst asking questions about the duties and responsibilities, KSAs (knowledge's, skills, and abilities) require and equipment and /or condition of employment for a job or class of jobs
- Individual or group of individuals interviewed by supervisor
Objectives: To collect the job information
To serve as a means for clarifying
To serve as a method of collecting job data for developing a selection system
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Types:
Structured interview: specific questions are asked and means are available for recording answers to these questions. Ex: Rating scale answer form etc.
Unstructured interview: collecting information without specific list of questions developed prior to the interview.
Advantages:
- Since the job holders are most familiar with the and can supplement the information obtained through observation
- Workers know the specific duties of the job, and supervisors are aware of the job's relationship to the rest of the organisation
- Most commonly used method and adaptable
- simple, quick and more comprehensive
- Generate information that never appears on written documents
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Disadvantage:
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- Lack of Standardisation
- Time consuming
- Distortion in information
- Not reliable as a sole method in selection
Job Analysis Questionnaire:
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Questionnaire distributed to respondent who are asked to make some form of judgement about job information presented on the questionnaire.
It includes- activities or task, tools and equipment used to perform the job, working condition, KSA's or other characteristics incumbents need to perform the job successfully.
Types of JA questionnaire:
- Tailored questionnaires: developed for a specific purpose specific job
- Prefabricated or existing questionnaire: are usually general measure developed for use with a variety of jobs. Some examples:
- Common Metric questionnaire
- Professional and managerial position questionnaire
- Management position description questionnaire
- Managerial and professional job function inventory
- Position analysis
- Threshold traits analysis system
- Occupation analysis inventory
- Personality related position requirements form
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Advantages:
- It can pool the response of numerous job incumbents and compare job analysis across many jobs, using standard set of common dimensions
- Generate quick and useful information
- Trained interviewer is not required
- Less expensive
- Data are standardised because it is structured carefully
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Disadvantages:
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- Time consuming
- May provide inaccurate information due to tendency of overstate the importance of the jobs
- Employees sentiments
Task Analysis inventory:
- Is a questionnaire principally composed of a listing of tasks for which respondents make some form of judgement.
- Way to identifying KSA's required for a job
- Used on developing appraisal form, writing job descriptions, identifying suitable test selection. Steps in Task Analysis inventory:
- Interview
- Survey
- Generation of a task by KSA matrix
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Advantages:
- Provide better information about the jobs within a specific occupational filed
- Can be used to develop JD and performance appraisal forms and also to develop appropriate selection tests
- useful in design of training programs
Disadvantages:
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- Few employees are involved so it is expensive
- Cannot be used to compare the jobs in different field
- May not identify workers characteristic that are important
Position Analysis Questionnaire (PAQ)
- developed by McCormick, Jeanneret, and Mecham (197:
- PAQ is a standardised, structured questionnaire contains 195 elements..
- 187-work situations
- 7- compensation issues
- 1-deals with exempt or non-exempt status of position to analysed
- They fall into 5 categories
- Information Input
- Mental processes
- Work output
- Relation with other person
- Job context
- Other
- Worker oriented & easily quantifiable
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6 rating scales in PAQ
- Extent of use: The degree to which an item is used by the worker
- Amount of time: The proportion of time spent doing something
- Importance to this job: importance of an activity specified by the item in performing the job
- Possibility of occurrence: the degree to which there is a possibility of physical hazards on the job
- Applicability – whether an item applies to the job
- Special code- special rating scales that are used a particular item on the PAQ
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Activities in PAQ:
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- Information input
- Mental process
- Work output
- Relationship with other people
- Job context
- Other job characteristic
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Application of PAQ:
- Selecting and training agents to analyse the jobs
- Selecting a person to provide job information
- Analysing the job selected
- Analysing PAQ data
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Advantages:
- It is structured to allow for easy quantifications
- Can take better and quick decisions
- Taxonomic approach (predetermined approach) of the PAQ makes comparison of jobs relatively easy
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Disadvantages:
- Taxonomic approach
- Educational qualification of agents and interviewer
SUBJECT MATTER EXPERT WORKSHOP
- Consists of group of 10 to 20 job incumbent who work with a group leader to produce a job analysis.
- Participants are selected for their knowledge of the job.
- Steps involved :
- Selecting and preparing SME.
- Identifying and rating job tasks
- Identifying an rating KSA's
- Judging selection measures Job content relevance.
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Advantages:
- Accurate information
- Comprehensive in nature
- It is flexible and adaptable for any other job analysis
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Disadvantages:
- Lengthy process
- Time consuming
- Creating consensus is difficult
CRITICAL INCIDENT TECHNIQUE
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- Developed by Flanagan
- Initially developed to gather information to determine training and develop performance appraisal forms.
- Generate the list of especially good and poor(critical) examples of performance (incidents)
- The objective is to gather information regarding specific behaviours that actually have been observed not to gather judgemental or trait oriented descriptions of performance
Definitions: According to Abbott & Schuster “ simply, critical incident involve the collection of observations of employees behaviours that are been effective and inefficient"
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"The critical incident technique of job analysis is used identify work behaviours that classify in good an poor performance"
Main sources:
- Workers
- Co-workers
- Supervisors
- Managers
- Customer
- External and internal suppliers
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Steps:
- Prepare critical incident
- Obtain materials
- Gather facts
- Analyse
- Interpret
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Advantages:
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- Data is directly collected from the respondent
- Focus on extraordinary is helpful
- Does not force respondent into any given framework
- Flexible method
- Inexpensive
- Identify rare events
- Useful when problems occur but the cause and severity are not known
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Disadvantage:
- Respondents may be reluctant to express incidents that reflect badly on themselves
- CIT are recorded after event taken place.
- Lengthy process
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FLEISHMAN JOB ANALYSIS SURVEY (F-JAS)
- F-jas was developed by Edwin Fleishman to help identify worker specifications for a job or task.
- It is worker oriented approach
- Consists of behaviourally anchored rating scales for 52 abilities in to 4 categories.
- Cognitive
- Psychomotor
- Physical
- Sensory/perceptual
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Application:
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- Determining level of analysis
- Selecting job agents
- Rating ability levels for each task
- Analysing the result
- Selecting tests
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Advantages:
- Straightforward and easy to adopt
- Easy to understand the easy to administered
- Inexpensive
- Suitable for government, industrial and service sectors
- Provide clear information on relevant abilities and skill required to perform a tasks
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Disadvantages:
- Not useful for job classification
- It is subjective
FUNCTIONAL JOB ANALYSIS (FJA)
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- Is a worker oriented job analysis approach which attempts to describe the whole person on the job
- Two tasks information's are obtained: What a worker does
- Job are performed in relation to things, data and people.
- Behaviour of employees has to be determined.
- How a task is performed in context of physical, mental, and interpersonal involvement of the workers with the task.
- Level of difficulty-data, things and people- represented by rating scale
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Using FJA, judgements about the jobs are based on at least two premise
- All jobs require worker to deal, in some degree with people(client, customer, co-workers), Data and things
- The tasks a worker performance in relation to people, data, things can be measured by rating scales
Application:
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- Identification of organizational goals-
- What should be & what are the current goals
- Identification and description of tasks-tasks defined as actions.
- Analyse of tasks-using 7 scales
- 3 worker function scales
- Worker instruction scale
- Reasoning, mathematics and language
- Development of performance standard
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- Development of training content
Advantages:
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- Provide concise task description
- Permits comparisons of tasks across jobs
- Provides precisions in identifying worker activities
- Provide a standardised vocabulary for describing
Disadvantages:
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- Impose a restrictive approach to defining work and conceptualizing tasks
- FJA is time consuming
- Relatively inflexible
- Forces all activities into small numbers of categories
JOB ELEMENT METHOD (JEM)
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- Developed by Ernest Prim off
- Worker oriented process designed to identify the characteristic of superior workers on a job.
- It is used primarily with lesser skilled workers and industrial occupations.
- This method attempts to identify the characteristic of satisfactory workers (job element)
Applications:
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- Selecting a panel of raters / agents
- Developing job elements and sub elements
- Rating job elements and sub elements
- Analysing JEM data
- Amplifying sub element definitions
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REPERTORY GRID
- Developed by George kelly, take place in the for of interview
- Main focus of this method is to understand the perception of the individuals about the job they are performing
- Grid is created on the basis of thoughts of job holders for the job.
- Useful in identifying high quality performers with low quality performer
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Process:
Elicit Objectives of the Job
Specifying the Job Incumbents
Ranking the Job Incumbents
Shuffle Cards which are Marked 1-10
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Draw 3 Cards at Random from the Pack
Ask the Question
Note down on Repertory Grid Form
OTHER METHODS
- Checklist - employee is given a list of task statements and he has to simply check the task performed by him
- Observation- provide clear job description as the analyst personally observe the performance of the employees and the working conditions
- Self recoding dairy- systematic way of collecting data regarding the job responsibilities and time taken to perform these duties.
- Occupational information network (O-NET)-provide accurate and reliable information about any job
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