2.JobAnalysis

8/13/2019 2.JobAnalysis

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© 2008 Thomson/South-Western. All rights reserved. 6 –1

Job Analysis

• In order to achieve effective HRP that is right person at the right place and

right time, jobs and their nature need to be taken care of.

• This knowledge is gained through job analysis.

• Equal Employment Opportunity Legislation-Thrust behind the concept

of job analysis is the idea which says that the factors governing hiring,

firing and promotion should be job related. Griggs v/s Duke power co.

• Job analysis is the systematic process of collecting job related information

which culminates into the preparation of job description and job

specification.

• Difference between job and work

• Two approaches- Job Oriented and Worker Oriented

• Job description+job specification=Job analysis.• Job analysis involves the identification and precisely identifying the

required tasks, the knowledge and the skills necessary for performing them

and the conditions under which they must be performed.

• Ability- Job fit




Job Analysis Information

• Job identification- Its title, code number etc. Eg- Job Code- G4051, Job

title- Mechanic, Job code- 21316, title- Accident Analyst

• Characteristics of the job- Its location, physical setting, supervision,hazards involved and discomforts.

• Responsibilities involved- Specific operations and tasks to be performed,timings, routine.

• Materials and equipments- Machinery and equipment that the workerwould use for performing the job.

• Required personal attributes- Include the experience, trainingundertaken, co-ordination, reflexes, physical demands like strength, mentalcapabilities, aptitude, social skills.

• Job relationships- Opportunities for advancement, patterns of promotion




Workflow Analysis

• Workflow Analysis

A study of the way work (inputs, activities, and

outputs) moves through an organization.

Inputs

People, materials,

equipment

Evaluation

Activities

Tasks and

jobs

Outputs

Goods and

services




Significance of Job Analysis

• Effective HRP- Helps in forecasting human resource requirements in terms of knowledge andskills

• Recruitment and selection- Since Job analysis leads to HRP it helps to know how and whento hire people for future job openings.

• Placement and orientation- Developing an orientation towards a job needs properunderstanding and clearly defined job.

• Training- Decide on the training content, equipments to be used and methods of training

• Career Counseling

• Employee safety- Job analysis will reveal the unsafe conditions and hazards associated.

• Performance appraisal- Establish goals and objectives, performance standards, evaluationcriterion

• Job redesigning

• Job evaluation- Finding the relative worth of a job. Compensation structure should be basedon job evaluation.




FIGURE 6-6

Approaches to

Dealing with

Jobs




FIGURE 6-11

Sample Job

Description

and JobSpecification


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FIGURE 6-8

Stages in the

Job Analysis

Process




Process of Job Analysis

• Strategic Choices- Extent of employee involvement is to be decided.

Levels and extent of details of job analysis has to be determined. Level ofdetails depends on the nature of job. Frequency of job analysis has to bedecided.

• Collection of job analysis data- What data is to be collected and methodsof data collection.

• Job Description- The written summary of what the job holder does, how itis done, under what conditions and why it is done. What the job is all aboutthrowing light on the content, environment and conditions.

• Job Specification – Specifies the human characteristics needed for thesatisfactory completion of the job. Important attributes of the jobincumbent in terms of education, expertise, training, skills- Essentialattributes, desirable attributes and contra indicators.




Job Analysis Methods

JobAnalysis

Methods

ObservationWork Sampling

Employee Diary/Log

InterviewingStandardized Interviews

Panel Interviews

Computerized

SystemsQuestionnaires

PAQ, MPDQ




Techniques of Data collection

• Job performance- The job analyst himself performs the job in

consideration. Thus he gets the first hand information of the conditions,demands, pressures and mental requirements. Not suitable for hazardous

jobs.

• Personal Observation- Analyst is supposed to carefully observe the job

holder while at work and make a note of the activities, conditions, timing,

methods and the skill required. Not possible to measure the mental pressure. Normally used for unskilled and semi-skilled jobs.

• Critical Incident Technique- A qualitative approach to job analysis used

to obtain specific behaviorally focussed descriptions of work related

activities. Employees are required to narrate experiences at workstation.

Eg- Sales person • Interview- Analyst interviews the job holder as well as the supervisor to

elicit information about the job. Is subject to personal bias of the job holder

that may cloud the accuracy and objectivity of the data.

• Questionnaire- Questionnaire is filled by the job holder and given to the

supervisor.




Techniques of Data Collection contd….

• Checklists- Checklist is similar to a questionnaire except for the fact that

the contents of the response sheets are very objective. Questions areabsolutely in “Yes” or “ No”. It gives an objective view about the job

unlike the questionnaire method.

• Technical Conference method- Supervisors who have extensive

knowledge about the job are used. Conference of supervisors is held andthe discussion provides the details. Not the first hand information since

actual job incumbents are not involved.

• Diary Method- Requires job holders to record their each day’s activity in

detail. This techniques is accurate and eliminates errors caused by memorylapses the job holder may make while answering questionnaires and

checklists. But time consuming.




Behavioral factors associated with Job Analysis

• Employee fears- Most employees fear that job analysis will limit their

freedom and scope of flexibility. Also the feeling of “ As long as peopledon’t know what I am precisely supposed to do, I am safe.”

• Resistance to change- When job contents change in tune to external

environment it is necessary to revise job descriptions and specifications- to

make them more meaningful. This impacts the safe and secure comfortzone of the employees. Hence employees resist such changes since they

have to shoulder painful responsibilities.

• Overemphasis on current jobs- Job analysis should not confine itself to

the current job process. Employees may have innovative ideas to do thesame job in a better fashion.




Job Description

• Job Description is a written statement of what the job holder does, how it is done,

under what conditions and why it is done.

• It describes what the job is all about throwing light on job content, environment and

conditions of employment.

• It is descriptive in nature defining the nature and scope of a job profile.

• A job description should be factual, brief and precise and give a clear picture of a

job profile.

• The final draft should be prepared after proper consultation with the job incumbent

and his supervisor so as to eliminate all gaps and deficiencies.

• Job description should be flexible to revision keeping mind track of the changing

conditions and incorporating the relevant ones as and when needed.




Specimen of Job Description

• TITLE : COMPENSATION MANAGER

• CODE: HR/2310• DEPARTMENT : HUMAN RESOURCE DEPARTMENT

• SUMMARY : Responsible for designing and administering employee

compensation programs.

• DUTIES : Conduct job analysis, Prepare a written summary of the job

requirements, job evaluation, act as the chairman of the evaluation

committee, ensure that the company’s compensation structure is in tune

with the company philosophy, conduct periodic salary survey, develop and

administer performance appraisal programs, develop employee benefit

plans

• WORK TIMINGS : 8 hours per day. 5 days a week.

• REPORTING AUTHORITY : General Manager, Human Resource

Department.




Job Specification

• Summarizes the human characteristics needed for satisfactory job

completion.

• Attributes of the person in terms of education, experience, skills,

knowledge and abilities to perform.

• Essential attributes, desirable attributes and contra- indicators.

• Useful in selection process.

• Job specification may differ from organization to organization.




Specimen of Job specification- Compensation Manager

• EDUCATION : MBA with specialization in HR/ MA in social science/

MA in Industrial Psychology/ Diploma in Labor Laws.

• EXPERIENCE : Minimum 3 years of experience at a similar post in a

large manufacturing unit.

• SKILLS, KNOWLEDGE, ABILITIES : Knowledge of compensation

practices in competing firms, designing compensation structure, knowledge

of various performance appraisal techniques, presentation skills, writing

job descriptions and performing statistical computations, EXEL

• AGE : Preferably below 30 years.




Job Design

• Unlike job analysis, job design determines what an employee feels about

his job.• How much authority an employee has over the task and his decision

making power.

• Job design also determines their working relationships with other

employees, superiors and subordinates.

• Job analysis refers to the way tasks, duties and responsibilities arecombined to form a complete unit of work.

• Job design is the application of Socio- Technical systems, principles and

techniques to the humanization of work.

• The aim of job-design is to improve work satisfaction, to improve quality

and to reduce employee problems. Eg- Grievances and Absenteeism

• Job design also aims at Ability- Job fit. Ability should be neither more nor

less than the requirement.






FIGURE 6-2

Possible

“Areas” of Job

Design




Approach to Job Design

• Engineering Approach- Given by F.W Taylor. Based on work

specialization. Work of every workman is fully planned and receive writteninstructions- what is to be done, how and I what time. Advocated

routinisation of work to reap benefits of specialization. Workers should be

adequately trained and rewarded for successful performance. Eg- Henry

Ford- assembly line, but ignored human diseconomies of specialization

like fatigue, boredom and monotony, no end product, mechanical

pacing.

• Human Relations Approach- Propogated by Frederick Herzberg.

Stressed the importance of psychological needs of an employee from his

job and identified two factors- Hygiene and Motivation. Gave the conceptof job enrichment. According to the Job Characteristics Approach

employees will work hard when they are rewarded for the work and when

the work gives them satisfaction




FIGURE 6-3 Job Characteristics Model




Using Teams in Jobs- Socio-Technical approach

Types of Teams

Special-

Purpose Team

Self-Directed

Team

Virtual

Team




Work Scheduling ( Alternative Work Pattern)

• Another aspect of Job design that has received significant attention.

• Increase in the workforce of dual-career couples.• Production needs may be better served with varying schedules.

• Work scheduling is an innovative alternative to the conventional 5day

week and 8 hours a day.

• Objective is to make the work day and its time requirements more

compatible with individual needs and non work activities.

• Compressed work week- Flexible arrangement that allows a full time job

to be complete in fewer than the standard 5 days. Eg- 4-40 arrangement.

Individuals benefit from increased leisure time, 3 day weekends, lower

commuting costs and company benefits like lower employee attrition.

• Flexible working hours- Includes Flexible time and Core time.

• Job-Sharing- Can limit lay offs during crisis.

• Part time




Work Scheduling

Part time workWork

Schedule

Alternatives

Shift Work

and Compressed

Workweek

Job

Sharing

Flexible

Scheduling

WorkSchedules




Telecommuting

• Also known as e-commuting, e-work, telework, working from home

(WFH).• A work arrangement where employees enjoy flexibility in workstation and

the daily commute is replaced by telecommunication links.

• A successful telecommuting program requires a management structure

which is result oriented and not based on the close scrutiny of employees.

• Makes use of microcomputers, virtual offices, conference calling, videoconferencing.

• Eg- AT&T has saved $550 million by replacing traditional offices

• Offers possibilities for increased service and international reach, since

telecommuters in different time zones can ensure that a company isvirtually open for business around the clock.

• Environmental benefits- Clean Air Act in1996.




Techniques for designing jobs

• Job Simplification- Same as job specialization. Job is broken down into

smaller components and subsequently assigned to workers as whole jobs.Increased speed and can be done by workers with lesser training. But

results in workers experiencing frustration, boredom, monotony, lack of

motivation and low job satisfaction.

• Job Enlargement- It is the horizontal expansion of a job by increasing the

number of different tasks performed by an employee in a particular job.Adds to the variety and makes the job more interesting. Increases task

variety, task identity and leads to worker paced control. Enlarged jobs

allow for more meaningful feedback and can be particularly motivating if

they are linked to organizational rewards. Unions may argue for increased

salary due to increased workload. If ineffective it leads to “ adding zero to a

zero” .

• Job Rotation- Drawback is that the characteristics are not changed.




Job Enrichment

• Concept given by Frederick Herzberg in 1950s.

• Direct outcome of Herzberg’s Two-Factor theory of motivation.• It is, therefore, based on the assumption that in order to motivate personnel,

the job itself must provide opportunities for achievement recognition,

responsibility, advancement and growth. • Is an attempt to motivate the workers by giving them an opportunity to use

the range of their abilities.• Job enlargement simply increases the scope of tasks without increasing the

challenge. Thus it is a horozontal loading of a job.

• Job enrichment tries to embellish the job with factors that Herzbergcharacterised as motivators: achievement, recognition, increasedresponsibilities, opportunities for growth, advancement and increased

competence. There is an attempt to build into jobs a higher sense of

challenge and achievement, through vertical job loading.• Greater responsibility, greater autonomy and more immediate feedback to

individuals. Eg- MBO



© 2008 Thomson/South-Western All rights reserved 6–28

Job Enrichment

• Designing the job that includes a variety of work content, higher level of

knowledge and expertise, more autonomy and responsibility for planning, directing

and controlling one’s own performance.

• De centralization of decision making rights to each individual in his own area.

• Has been used successfully in AT&T and Texas Instruments

• But it is not very much widespread. 4% of fortune 500 companies are implementing

successful job enrichment programs.

• Organizations have a fixed amount of authority to distribute among members.

• Assumes that workers want more responsibilities.

• Negative short run effects- Adjustment problems

• Change is difficult to implement.

• Managerial personnel feel job enrichment programs encroach on their jurisdiction

• Mostly job enrichment programs are imposed on people rather than asked.

• Improper climate for supporting change and innovation. People are not prepared for

greater autonomy and responsibility.

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2.JobAnalysis