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Elements: Elements are the factor or components to be selected for analyzing jobs.
A task is a distinct work activity carried out for a distinct purpose. Examples would
include typing a letter, preparing a lecture, or unloading a mail truck.
Task:

A duty is a number of tasks. Counseling students is a duty of a college instructor. A

general accounting clerks duties might include preparing the monthly income statement and
distributing the weekly payroll checks.
Duty:

A position refers to one or more duties performed by one person in an organization.

There are at least as many positions as there are workers in the organization; vacancies may
create more positions than employees. Examples of positions include Supervisor Grade IV;
Accounts Payable Clerk I; and Assistant Professor, Level 2.
Position:

Job: A job

is a type of position within the organization. If a large insurance company employs

sixty life insurance actuary jobs.
A job family is a group of two or more jobs that either call for similar worker
characteristics or contain parallel work tasks as determined by job analysis. At the previously
mentioned insurance company, service clerks and policy correspondents represent two jobs
that frequently are placed in a common job family because they have many similar worker
characteristics.
Job family:

An occupation is a group of similar jobs found across organizations. Electrician,

accountant, and service maintenance engineer are examples of occupations.
Occupation:

A career represents a sequence of positions, jobs, or occupations that a person has

over his or her working life.
Career:

Why is it important to know the terms defined above? As we will show, job analysis begins at
the level of the element and attempts to build understanding of jobs, occupations, and careers
as components are combined. In other words, the previous definitions should help you to see
how jobs evolve and develop.
Armed with this conceptual framework, let us now look at how to conduct the job analysis.
The next section will explore the more widely used job analysis techniques.
Career
Occupation
Job Family
Job
Position
Duty
Task
Element

Fig: Exhibit 1.1 Hierarchy of Job Analysis

Methods of Job Analysis

The basic methods that HRM can use to determine job elements and the essential knowledge,
skills, and abilities for successful performance include the following:
Observation Method: Using the observation method, a job analyst watches employees
directly or reviews films of workers on the job. Although the observation method provides
firsthand information, workers often do not function most efficiently when they are being
watched, and thus distortions in the job analysis can occur. This method also requires that the
entire range of activities be observable. This is possible with some jobs, but impossible for
many-for example, most managerial jobs.
Individual Interview Method: Using the individual interview method, a team of job
incumbents is selected and extensively interviewed. The results of these interviews are
combined into a single job analysis. This method is effective for assessing what a job entails,
and involving employees in the job analysis in essential.
Group Interview Method: The group interview method is similar to the individual interview
method except that a number of job incumbents are interviewed simultaneously. Accuracy is
increased in assessing jobs, but group dynamics may hinder its effectiveness.
Structured Questionnaire Method: Under the structured questionnaire method, workers are
sent a specifically designed questionnaire on which they check or rate items they perform on
their job form a long list of possible task items. This technique is excellent for gathering
information about jobs. However, exceptions to a job may be overlooked, and there is often
no opportunity to ask follow-up questions or to clarify the information received.
Technical Conference Method: The technical conference method uses supervisors with
extensive knowledge of the job. Here, specific job characteristics are obtained from the
experts. Although a good data-gathering method, it often overlooks the incumbent workers
perceptions about what they do on their job.
Diary Method: The diary method requires job incumbents to record their daily activities. The
diary method is the most time consuming of the job analysis methods and may have to extend
over long periods of time-all adding to its cost.
These six methods are not meant to be viewed as mutually exclusive; no one method is
universally superior. Even obtaining job information from the incumbents can be creating a
problem, especially if these individuals describe what they think they should be doing rather
than what they actually do. The best results, then, are usually achieved with some
combination of methods-with information provided by individual employees, their immediate
supervisors, a professional analyst or an unobtrusive source such as filmed observations. In
the next section, well explore a means of conducting the job analysis.
1

Steps for conducting the job Analysis

There are several steps involved in conducting the job analysis. Lets look at how this is done
(Exhibit 1.2)
Understand the purpose of conducting the job Analysis: Before embarking on a job analysis.
One must understand the nature and purpose of conducting the investigation. Recognize that
job analysis serve a vital purpose in such HRM activities as recruiting, training, setting
performance standards, evaluating performance, and compensation. In fact, nearly every
activity in HRM revolves around the job analysis.
Understand the Role of Jobs and Values in the Organization: Every job in the organization
should have a purpose. Before conducting the job analysis, one must understand the linkage
that the job has to the strategic direction of the organization. In essence, one must answer
why the job is needed, If an answer cannot be determined, then may be the job is not needed.
Benchmark Positions: In a large organization, it would be impossible to evaluate every job
at one time. Accordingly, by involving employees and seeking their input, selected jobs can
be chosen based on how well they represent other, similar jobs in the organization. This
information, then, will be used as a starting point in later analysis of the other positions.
Determine How You Want to Collect him Job Analysis Information: Proper planning at
this stage permits one to collect the data desired in the most effective and efficient manner.
This means developing a process for collecting the data. Several combined methods like
structured questionnaires, group interviews, and technical conferences should be used.
Select the ones, however, the best meet your job analysis goals and timetables.
Seek Clarification, Wherever Necessary: Some of the information collected may be
entirely understood by the job analyst. Accordingly, when this occurs, one must seek
clarification from those who possess the critical information. This may include the employee
and the supervisor. Failure to understand ad comprehend the information will make the next
step in the job analysis process writing the job description more difficult.
Develop the First Draft of the Job Description: Although there is no specific format that all
job descriptions follow, most include certain elements. Specifically, a job description contains
the job title, a summary sentence of the jobs main activities, the level of authority and
accountability of the position, performance requirements, and working conditions. The last
paragraph of the job description typically includes the job specifications, or those personal
characteristics the job incumbent should possess to be successful on the job.

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Review Draft with the Job Supervisor: Ultimately, the supervisor of the position being
analyzed should approve the job description. Review comments from the supervisor can
assist in determining a final job description document. When the description is an accurate
reflection, the supervisor should sign off, or approve the document.
Understand the purpose
of the job analysis
Review draft
with supervisor

Understand the role of

job in the organization

Develop draft
Benchmark position
Seek
clarification

Determine how to collect

job analysis information

Fig: Exhibit 1.2 Steps for Job Analysis

Purpose of Job Analysis

No matter what method is used to gather data, the information amassed and written down
form the job analysis process generates three outcomes: job descriptions, job specifications,
and job evaluation. It is important to note that these are the tangible products of the work
not the job analysis, which is the conceptual, analytical process or action from which we
develop these outcomes. Lets look at them more closely.
Job Descriptions: A job description is a written statement of what the jobholder does, how it
is done, under what conditions it is done, and why it is done. It should accurately portray job
content, environment, and conditions of employment. A common format for a job description
includes the job title, the duties to be performed, the distinguishing characteristics of the job,
environmental conditions, and the authority and responsibilities of the jobholder. An example
of a job description for a faculty member in a college of Business is provided in Exhibit 1.3.
When we discuss employee recruitment, selection, and performance appraisal, we will find
that the description acts as an important resource for: (1) describing the job (either verbally
by recruiters and interviewers or in written advertisements) to potential candidates; (2)
guiding newly hired employees in what they are specifically expected to do; and (3)
providing a point of comparison in appraising whether the actual activities of a job incumbent

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align with the stated duties. Furthermore, under the Americans with Disabilities Act, job
descriptions have taken on an added emphasis in identifying essential job functions.
Job Specifications : The job specification states the minimum acceptable qualifications that
the incumbent must possess to perform the job successfully. Based on the information
acquired through job analysis, the job specification identifies the knowledge, skills,
education, experience, certification, and abilities needed to do the job effectively. Individuals
possessing the personal characteristics identified in the job specification should perform the
job more effectively than those lacking these personal characteristics. The job specification,
therefore, is a important tool in the selection process, for it keeps the selectors attention on
the list of qualifications necessary for an incumbent to perform the job and assists in
determining whether candidates are essentially qualified.
Job Evaluations: In addition to providing data for job descriptions and specifications, job
analysis is also valuable in providing the information that makes comparison of jobs possible.
If an organization is to have an equitable compensation program, jobs that have similar
demands in terms of skills, knowledge, and abilities should be placed in common
compensation groups. Job evaluation contributes towards that end by specifying the relative
value of each job in the organization. Job evaluation, therefore, is an important part of
compensation administration, as will be discussed in detail in Chapter 11. In the meantime,
you should keep in mind that job evaluation is made possible by the data generated from job
analysis.

Job Description

Faculty Member, College of Business

Job Title: Faculty Member
Occupational Code No.4554
Reports to: Department Chairperson Job No. 078
Supervises: None
Date: 4/14/98
Environmental Conditions: None
Functions: Teach one or more subjects within a prescribed
business and economics curriculum
Duties and Responsibilities:

Prepare and deliver outside reading assignments.

Stimulate class discussion.

Compile, administer, and grade examinations or assign this work to

others.

Direct research for others working for advanced degree.

Conduct research in particular field of knowledge and publish findings in

professional journals.

Perform related duties, such as advising students on academic and

Job Specifications

vocational curricula.

Serve on faculty committees.

Provide professional consulting to government and industry.

Other duties as assigned by department head.

Job Characteristics: Understanding of instructional methods for traditional and

nontraditional students; excellent communication skills; and skilled operation of a
personal computer, using word processing, spreadsheet, database management, and
statistical packages.

Fig: Exhibit 1.3 Example of Job Description & Job Specification

Multifaceted Nature of the Job Analysis

One of the overriding questions about job analysis is : Are they being conducted properly, if
at all? The answer to this question varies, depending on the organization. Generally, most
organizations do conduct some type of job analysis. This job analysis extends further,
however, than meeting the federal equal employment opportunity requirement. Almost
everything that HRM does is directly related to the job analysis process (see Exhibit 1.4).
Recruiting, selection, compensation, and performance-appraising activities are most
frequently cited as being directly affected by the job analysis. But there are others. Employee
training and career development are assisted by the job analysis process by identifying
necessary skills, knowledge, and abilities. Where deficiencies exist, training and development
efforts can be used. Similar effects can also be witnessed in determining safety and health
requirements, and labor relations process, if a union exists. Accordingly, this often lengthy
and complex job analysis process cannot be overlooked.
Recruiting
Labor relations

Selection
job analysis

Safety and
health

job description

Compensation

job specification

Performance
appraisal

Strategic human
resource planning
Employee training
Employee
development

Career
development

Fig: Exhibit 1.4

We cannot overemphasize the importance of job analysis, as it permeates most of the
organizations activities. If an organization doesnt do its job analysis well, it probably
doesnt perform many of its human resource activities, they employees in the organization
understand human resource activities, they should understand the fundamental importance of
job analysis. The job analysis, then, is the starting point of sound human resource
management. Without knowing what the job entails, the material covered in the following
chapters may be merely an effort in futility.
Job Analysis Process
1. Functional Job Analysis
2. Position Analysis Questionnaire (PAQ)