INTRODUCTION Section Officer means an officer who is in direct charge of a Section.

Section Officer has to perform duties as directed by seniors. Draft laws, put up notes, prepare summaries, and manage the relevant record and data of concerned department. Reply to letters, communicate with other departments etc. He is the head of his concerned section. All the orders are issued by Section Officer after approval from the competent authority. In Planning Commission of Pakistan, the employees are divided into seven sections, each headed by one section officer.

The planning commission does not have a proper Job Description and Job Specification available in the Human Resource Department due to which the purpose of doing this project is to develop a comprehensive JD and JS for this position (Section Officer). The Job Description and

Specification is developed through multiple observations and 4 discussion sessions held with the officers of different admins. The method used for analysis of collected data follows the C-Jam Method (Combination Job Analysis Method) which is a hybrid method of Job Analysis, resulting in the generation of both Task Statements and the KSAOs needed to perform the job. The task statements were developed as a result of a number of meetings with the incumbents. The group
1

meetings were not possible due to their busy schedule. The interview contained questions like summary of the job, description of the last work day, the chain of command, and other questions related to work. The workers were also asked if they perfrom duties other than what is mentioned to them. The tasks are then grouped together under separate headings, grouping similar tasks together. The list is ordered by the importance of each task as found through interviewing the incumbents along with judgmental observations. The total number of SMEs selected for interview was five for the purpose of this job analysis. The SMEs are: 1. Mansoor Ahmed Bajwa Admin I Technical wing 80 employees Energy wing 23 employees 2. Hannan Ishaque Admin III 166 employees 3. Muhammad Khalil Chaudhry Admin IV 226 employees 4. Niaz Ali Khan Admin V 210 employees 5. Askar Khan Admin VI 53 employees

PLANNING COMMISSION, PAKISTAN

Job Description

Job Title: Section Officer Reports To: Deputy Secretary Prepared By: Sidra Majeed, Waris Salman, Humad Hamid, Noor-ul-Ain, Zahra Saleem, Sikander Azam Approved By: Dr.Muhammad Khursheed (Joint Secretary) Location: Pak secretariat block P Islamabad. Pay Scale: BPS 17 and BPS 18 Date: 15th May 2013

JOB SUMMARY

The section officer is responsible for promotion, transfer, retirement, grant of leave, medical claims of in service and retired personnels, G.P funds, HBA, Motor car, motor cycle advances, disciplinary actions, posting transfer, pay fixation, maintenance and completion of service books, seniority, ACR record, pay and allowances, deputation, court cases and personal matters of employees.

DUTIES & RESPONSIBILTIES

1. HANDLING STAFF CASES a. Observing and evaluating employee performance. b. Taking actions against employees in case of violation and disciplinary cases. c. Monitor and direct the work of lower-level staff. d. Handle personal cases of the staff. e. Assisting higher authorities in case of promotion or demotion. f. Grant of G.P. fund, House building, vehicle advances

g. Medical reimbursement of in service and retired gazetted and non gazetted employees of the respective cadre.

2. RECORD MAINTENANCE a. Performance of general office duties, such as maintenance of service books, office records, leave records, ACR dossiers and completion of personal files. b. Review files, records, and other documents to obtain information to respond to requests. 3. COMMUNICATION a. Communicating in writing with other section officers, higher authorities and subordinates. b. Give presentations to the head or team on the status and issues at hand. 4. TRANSFERS a. Handle requests for transfers b. Assign staff to other officers.

5. OPERATING MACHINERY a. Operate office machines such as personal computers, printers and scanners. b. Compute, record, and proofread data and other information, such as records or reports.

6. TRAINING a. Shortlisting of candidates for training.

JOB SPECIFICATIONS

EDUCATION AND EXPERIENCE

For BPS 17, Masters Degree or equivalent from any HEC recognized institute and no experience required For BPS 18, Masters Degree or equivalent from any HEC recognized institute and 5 years experience in BPS 17 or equivalent in public sector. KNOWLEDGE, SKILLS AND ABILITIES KNOWLEDGE The incumbents should have knowledge of the following areas: Knowledge of business and management principles involved in strategic planning, resource allocation, human resources modelling, leadership technique, production methods, and coordination of people and resources. Knowledge of the structure and content of the English language including the meaning and spelling of words, rules of composition, and grammar. Knowledge of principles and procedures of government procedures and rules of business Knowledge of secretariat instructions, civil servant appointments, promotion and transfer rules

SKILLS The incumbent must demonstrate the following skills: Excellent interpersonal skills Team building skills Analytical and problem solving skills Decision making skills Effective verbal and listening communications skills Attention to detail and high level of accuracy Very effective organizational skills
5

Effective written communications skills Computer skills including the spreadsheet and word-processing programs, and e-mail at a highly proficient level Stress management skills Time management skills Trouble shooting skills

PERSONAL ATTRIBUTES The incumbent must also demonstrate the following personal and clerical attributes: Personal Attributes Be honest and trustworthy Be respectful Possess cultural awareness sensitivity Be flexible Demonstrate sound work ethics Clerical Attributes Oral Comprehension Speech Clarity and Written Comprehension Speech Recognition Written Expression Oral Expression

WORK CONDITIONS

The unavoidable, externally imposed conditions under which the work must be performed and which create hardship for the incumbent including the frequency and duration of occurrence of physical demands, environmental conditions, demands on ones senses and metal demands. Physical Demands (The nature of physical effort leading to physical fatigue) The Section Officer will spend long hours sitting and using office equipment and computers, which can cause muscle strain. Environmental Conditions (The nature of adverse environmental conditions affecting the incumbent) The incumbent is located in a busy office. The incumbent is faced with constant interruptions and must meet with others on a regular basis. Sensory Demands
6

(The nature of demands on the incumbents senses) The incumbent must spend long hours in intense concentration. The incumbent must also spend long hours on the computer entering employees record and other letter writing which requires attention to detail and high levels of accuracy. Mental Demands (Conditions that may lead to mental or emotional fatigue) There are a number of deadlines associated with this position, which may cause significant stress. The incumbent must also deal with a wide variety of people on various issues. WORK STYLE Dependability: Job requires being reliable, responsible, and dependable, and fulfilling obligations Integrity: Job requires being honest and ethical Attention to Detail: Job requires being careful about detail and thorough in completing work tasks Cooperation: Job requires being pleasant with others on the job and displaying a good-natured, cooperative attitude Self Control: Job requires maintaining composure, keeping emotions in check, controlling anger, and avoiding aggressive behavior, even in very difficult situations Concern for Others: Job requires being sensitive to others' needs and feelings and being understanding and helpful on the job Stress Tolerance: Job requires accepting criticism and dealing calmly and effectively with high stress situations

ANALYSIS
The CJAM Analysis was applied after collection of data from the job incumbents (Section Officers at Planning Commission, Pakistan). In CJAM Analysis, there are 2 components: 1. Tasks statements are developed and importances of tasks are evaluated. 2. KSAOs needed to perform the tasks are developed and rated according to their importance to job performance. The task statements were collected from a number of SMEs and their importance was evaluated using the data collected from the job incumbents asking them the tasks that think were more critical. THE TASK GENERATION MEETINGS The task statements were developed as a result of a number of meetings with the incumbents. The group meetings were not possible due to their busy schedule. The interview contained questions like summary of the job, description of the last work day, the chain of command, and other questions related to work. The workers were also asked if they perfrom duties other than what is mentioned to them. The tasks are then grouped together under separate headings, grouping similar tasks together. The list is ordered by the importance of each task as found through interviewing the incumbents along with judgmental observations. Finally the tasks were classified in different functional catergories, putting similar tasks under one head. THE TASK RATING MEETING: The next step was to rate the tasks we developed in the first step. Another session of interviews were conducted. The tasks list was circulated among all the incumbents and they were asked to review the list and check if there was something to add or edit. Once this was done, each task was assigned a Task Importance Value (TIV) showing the importance and value of the tasks in the daily work-load. From the functional categories summary, the tasks relating to handling staff hold the maximum TIV which shows that these are considered the most difficult and critical part of the job. After the task analysis, the Job incumbents were asked to list down the KSAOs that
8

they think are required for performing each task. The KSAOs were listed and the important ones were analyzed on BPST Scales to evaluate if they were necessary requirements of the job, practical in nature, critical and superior in relation with other KSAOs.

Task statements: The Task Importance Value (TIV) is calculated on a scale of 2-14 with 14 as its maximum value showing peak importance of the task. Handle personal cases of the staff. Difficulty 1234567 Importance 1234567 TIV = Difficulty + Importance 2 3 4 5 6 7 8 9 10 11 12 13 14

Observing and evaluating employee performance.

Difficulty 1234567

Importance 1234567

TIV = Difficulty + Importance 2 3 4 5 6 7 8 9 10 11 12 13 14

Grant of G.P. fund, House building, vehicle advances

Difficulty 1234567

Importance 1234567

TIV = Difficulty + Importance 2 3 4 5 6 7 8 9 10 11 12 13 14

Medical reimbursement of in service and retired gazetted and non gazetted employees of the respective cadre.

Difficulty 1234567

Importance 1234567

TIV = Difficulty + Importance 2 3 4 5 6 7 8 9 10 11 12 13 14

Monitor and direct the work of lower-level staff.

Difficulty 1234567

Importance 1234567

TIV = Difficulty + Importance 2 3 4 5 6 7 8 9 10 11 12 13 14

Taking actions against employees in case of violation and disciplinary cases.

Difficulty 1234567

Importance 1234567

TIV = Difficulty + Importance 2 3 4 5 6 7 8 9 10 11 12 13 14

Assisting higher authorities in case of promotion or demotion.

Difficulty 1234567

Importance 1234567

TIV = Difficulty + Importance 2 3 4 5 6 7 8 9 10 11 12 13 14

10

Performance of general office duties, such as maintenance of service books, office records, leave records, ACR dossiers and completion of personal files.

Difficulty 1234567

Importance 1234567

TIV = Difficulty + Importance 2 3 4 5 6 7 8 9 10 11 12 13 14

Review files, records, and other documents to obtain information to respond to requests.

Difficulty 1234567

Importance 1234567

TIV = Difficulty + Importance 2 3 4 5 6 7 8 9 10 11 12 13 14

Communicating in writing with other section officers, higher authorities and subordinates.

Difficulty 1234567

Importance 1234567

TIV = Difficulty + Importance 2 3 4 5 6 7 8 9 10 11 12 13 14

Give presentations to the head or team on the status and issues at hand.

Difficulty

Importance

TIV = Difficulty + Importance

11

1234567

1234567

2 3 4 5 6 7 8 9 10 11 12 13 14

Operate office machines such as personal computers, printers and scanners.

Difficulty 1234567

Importance 1 234567

TIV = Difficulty + Importance 2 3 4 5 6 7 8 9 10 11 12 13 14

Compute, record, and proofread data and other information, such as records or reports.

Difficulty 1234567

Importance 1234567

TIV = Difficulty + Importance 2 3 4 5 6 7 8 9 10 11 12 13 14

Shortlisting of candidates for training.

Difficulty 1234567

Importance 1 234567

TIV = Difficulty + Importance 2 3 4 5 6 7 8 9 10 11 12 13 14

Handle requests for transfers

Difficulty

Importance

TIV = Difficulty + Importance

12

1234567

1234567

2 3 4 5 6 7 8 9 10 11 12 13 14

Assign staff to other officers.

Difficulty 1234567

Importance 1234567

TIV = Difficulty + Importance 2 3 4 5 6 7 8 9 10 11 12 13 14

The listed tasks can be summarized in their respective functional categories as:

TASK FUNCTIONAL CATEGORIES 1. HANDLING STAFF CASES Observing and evaluating employee performance. Taking actions against employees in case of violation and disciplinary cases. Monitor and direct the work of lower-level staff. Handle personal cases of the staff. Assisting higher authorities in case of promotion or demotion. Grant of G.P. fund, House building, vehicle advances Medical reimbursement of in service and retired gazetted and non gazetted employees of the respective cadre. 7 13 13 12 12 10 9 IMPORTANCE VALUE

2. RECORD MAINTENANCE Performance of general office duties, such as maintenance of service books, office records, leave records, ACR dossiers and completion of personal files. 12

13

Review files, records, and other documents to obtain information to respond to requests. 3. COMMUNICATION Communicating in writing with other section officers, higher authorities and subordinates. Give presentations to the head or team on the status and issues at hand. 4. TRANSFERS Handle requests for transfers. Assign staff to other officers. 5. OPERATING MACHINERY Operate office machines such as personal computers, printers and scanners. Compute, record, and proofread data and other information, such as records or reports. 6. TRAINING Shortlisting of candidates for training. 10 7 9 8 6 8 7 9

GENERATION OF KSAOS
During the next phase of the C-JAM Analysis, we invited the job incumbents to list down the KSAOs (Knowledge, Skills, Abilities and Other Attributes) required for each stated task. Although the KSAOs generation is useful for personnel selection and training, we have included it as an additional component in our analysis. The KSAOs listed down by the SMEs for each functional job are given below:

Handle personal cases of the staff. Other characteristics

Knowledge

Skills

Abilities

Operational Keyboard data Organize and Cope in stressful systems and entry plan work environments procedures (observed at Communication Handle complex
14

Administrative practices

skills

work)

tasks

Record keeping Analyze skills. situations, programs problems

and

Communicate orally and in writing

Observing and evaluating employee performance. Knowledge Administrative practices Skills Communication skills Abilities Good observation Other characteristics Good interpersonal skills

Record keeping Analyze skills. situations, programs problems

and

Communicate orally and in writing

Grant of G.P. fund, House building, vehicle advances

Knowledge

Skills

Abilities Analyze situations, programs problems

Other characteristics Cope well stressful and environments Handle in

Operational Communication systems and skills procedures Record keeping Administrative

complex
15

practices

skills

Communicate tasks orally and in Handle multiple writing work assignments Trouble skills shooting

Medical reimbursement of in service and retired gazetted and non gazetted employees of the respective cadre.

Knowledge

Skills

Abilities Analyze situations, programs problems

Other characteristics Handles tasks and complex

Operational Keyboard data systems and entry procedures Communication Administrative skills practices Record keeping skills.

Good interpersonal skills

Communicate orally and in writing

Monitor and direct the work of lower-level staff.

Knowledge

Skills

Abilities

Other characteristics

Operational Communication systems and skills procedures

Organize and Conflict plan work Management (observed at

16

Administrative practices

work) Analyze situations, programs problems Time Management

well in and Copes stressful environments Communicate complex orally and in Handles tasks writing Multiple assignments work

Taking actions against employees in case of violation and disciplinary cases.

Knowledge

Skills

Abilities Analyze situations, programs problems

Other characteristics Copes well stressful and environments Handles tasks in

Operational Communication systems and skills procedures Record keeping Administrative skills. practices

complex

Communicate orally and in Multiple writing assignments Conflict Management

work

Time Management

Assisting higher authorities in case of promotion or demotion.

17

Knowledge

Skills

Abilities Good Observation

Other characteristics Handles tasks complex

Operational Communication systems and skills procedures Listening skills Administrative practices

Communicate Multiple orally and in assignments writing

work

Performance of general office duties, such as maintenance of service books, office records, leave records, ACR dossiers and completion of personal files.

Knowledge

Skills

Abilities

Other characteristics

Operational Keyboard data systems and entry procedures Communication Administrative skills practices Record keeping skills.

Organize and Copes well in plan work stressful (observed at environments work) Handles complex Analyze tasks situations, work programs and Multiple assignments problems Communicate orally and in writing

Review files, records, and other documents to obtain information to respond to requests.

Knowledge

Skills

Abilities

Other characteristics

18

Operational Keyboard data systems and entry procedures Communication Administrative skills practices Record keeping skills.

Organize and Copes well in plan work stressful (observed at environments work) Handles complex Analyze tasks situations, work programs and Multiple assignments problems Communicate orally and in writing

Communicating in writing with other section officers, higher authorities and subordinates.

Knowledge

Skills

Abilities

Other characteristics

Operational Keyboard data systems and entry procedures Communication Administrative skills practices Record keeping skills. Language skills

Organize and plan work Copes well in (observed at work) stressful environments Analyze situations, programs and problems Handles complex tasks Communicate orally and in writing Multiple work assignments

Give presentations to the head or team on the status and issues at hand.

Other Knowledge Skills Abilities

19

characteristics Operational Keyboard data systems and entry procedures Communication Administrative skills practices Record keeping skills. Language skills Organize and Copes well in plan work stressful (observed at environments work) Handles complex Analyze tasks situations, work programs and Multiple assignments problems Communicate orally and in writing

Handle requests for transfers

Knowledge

Skills

Abilities

Other characteristics

Operational Keyboard data systems and entry procedures Communication Administrative skills practices Record keeping skills.

Organize and Copes well in plan work stressful (observed at environments work) Handles complex Analyze tasks situations, work programs and Multiple assignments problems Trouble Communicate orally and in skills writing shooting

Assign staff to other officers.

20

Knowledge

Skills

Abilities

Other characteristics

Operational Keyboard data systems and entry procedures Communication Administrative skills practices Record keeping skills.

Organize and Copes well in plan work stressful (observed at environments work) Handles complex Analyze tasks situations, work programs and Multiple assignments problems Communicate orally and in writing

Operate office machines such as personal computers, printers and scanners.

Knowledge

Skills

Abilities

Other characteristics work

Operational Keyboard data systems and entry procedures Record keeping Administrative skills. practices

Organize and Multiple plan work assignments (observed at work)

Compute, record, and proofread data and other information, such as records or reports.

Other
21

Knowledge

Skills

Abilities

characteristics

Operational Keyboard data systems and entry procedures Communication skills

Organize and Handles complex plan work tasks (observed at Multiple work work) assignments Communicate Record keeping orally and in skills. writing

Shortlisting of candidates for training.

Knowledge Administrative practices

Skills Communication skills

Abilities

Other characteristics Multiple assignments work

Subject knowledge

Analyze situations, programs and Record keeping problems skills. Communicate orally and in writing

Good interpersonal skills

Next, the KSAOs generated are rated on the BPST Scales (Barely acceptable, Practical, Superior, Trouble Likely). The rating of most important selected KSAOs filled by the job incumbents is summarized below:

22

KSAO

Necessary

Practical

Likely Trouble

Superior from Average 12345

Operational procedures

systems

and YES/NO YES/NO YES/NO YES/NO YES/NO YES/NO YES/NO YES/NO YES/NO YES/NO YES/NO YES/NO YES/NO YES/NO YES/NO YES/NO

12345

Administrative practices Keyboard data entry Communication skills Language skills Interpersonal skills Record keeping skills. Writing skills

12345 12345 12345 12345 12345 12345 12345

12345 12345 12345 12345 12345 12345 12345

Analyze situations, programs and YES/NO problems Communicate writing Technical Skills Organize and plan (observed at work) Copes well environments in orally and in YES/NO YES/NO work YES/NO

12345 YES/NO 12345 YES/NO 12345 YES/NO 12345

12345

12345

12345 12345

stressful

YES/NO

YES/NO 12345 YES/NO 12345

Team building skills Trouble shooting skills Handles complex tasks Multiple work assignments

YES/NO YES/NO YES/NO YES/NO YES/NO YES/NO YES/NO

12345 12345 12345 12345 12345

12345 12345 12345 12345 12345

23

Computer knowledge Rules and regulation To behave courteously with visitors Time Management

YES/NO YES/NO YES/NO YES/NO

YES/NO YES/NO YES/NO YES/NO YES/NO

12345 12345 12345 12345

12345 12345 12345 12345

Analytical and problem solving skills YES/NO

PROBLEMS ENCOUNTERED/ LIMITATIONS

The problems and limitations of the project are listed below Worker insecurity: In the process of collecting information for the development of job analysis, the respondents were very reluctant about providing the information. The respondents were insecure of who will use the information and how will it be used as they had no buildup trust over us. Before conducting any interview, the respondents were put to ease that the information is going to be confidential and the purpose of the study was mentioned to them. Eventually, they were conformable enough to provide the information but still they were not responding openly. Time Constraints: As the respondent were busy with their work schedule, length of interview was not long enough to get all the information which was required. This issue increased the number of meetings required to attain the data.

Flaws in job description:

24

Job description, the major source of task and duties, is not well developed or the respondents were not clearly informed about each small sub task they had to perform. Plus they were not updated with time.

CONCLUSION
The purpose of this research was to design an effective job analysis for section officers. The purpose of an effectual job analysis is that job analysis helps in analyzing the resources and establishing the strategies to accomplish the business goals and strategic objectives. Effectively developed, employee job descriptions are communication tools that are significant in an organizations success. Moreover, job analyses are conducted to obtain accurate, current, and reliable information about jobs in order to make better employment and management decisions, to save money, to increase productivity, and to comply with federal and state laws where adverse impact is found related to prohibited discriminatory factors. Job analysis, as the foundation of selection procedures, provides employers with a means to make sound, costeffective employment decisions. Selection procedures based on a thorough job analysis are designed to identify the best qualified candidates for a job. Overall, the main purpose of conducting job analysis is to prepare job description

and job specification which helps the organization in hiring process. It is very important to hire right quality of workforce. Job analysis determines the list of tasks, duties and KSAOs which are essential for hiring the right person for the specific job.

REFERENCES
1. http://www.onetonline.org/link/summary/43-9061.00 2. www.openlearningworld.com/.../Job%20Analysis%20and%20Evalua...

3. http://www.bls.gov/ooh/office-and-administrative-support/general-office-clerks.htm

25