SUBMITTED TO
By
A.S.KEERTHINESAN
(BC0140030)
INDEX
DECLARATION
ACKNOWLEDGMENT
INTRODUCTON
JOB ANALYSIS
PURPOSE OF JOB ANALYSIS
SELECTION PROCEDURE
METHODS OF JOB ANALYSIS
DEFINITION OF JOB ANALYSIS
PROCEDURE OFJOB ANALYSIS
CONCLUSION
BIBLIOGRAPHY
DECLARATION
I would also like to thank Mr.N.Murugavel Vice Chancellor of the Tamil Nadu
National Law School and all the people who provided me with the facilities being
required and conductive conditions for my HUMAN RESOURCES
MANAGEMENT project.
INTRODUCTION
The cornerstone of an effective selection system is a thorough
analysis of the relevant knowledge, skills, attitudes and other
personal qualities associated with successful performance in a
given role, as this enables accurate identification of domains to be
targeted at selection.
Job analysis is a systematic process for collecting and analysing
information about jobs.
When properly conducted, a job analysis provides objective
evidence of the skills and abilities needed for effective job
performance and thus provides support for the use of selection
procedures measuring those skills and abilities. As such, a
comprehensive job analysis is typically regarded as best practice
as a first step in designing any selection system.
Research evidence also shows that conducting a job analysis is
important for an organization to defend its human resource
management practices against legal challenge1
As the name suggests, a job analysis should be analytical,
meaning that the job analysis process should break down the job
into its main component parts rather than describing the job as a
whole. The end result of the job analysis should be a documented,
structured, and thorough report which outlines the essential
requirements of the job2
For purposes of inclusion, diversity, and buyin from
stakeholders, it is important to gather information from a range of
individuals. By gathering a diversity of opinions and views, an
accurate and representative description of the job is more likely to
be reached2
There is no given rule for the number of individuals who should
participate in a job analysis, however guidance is provided on the
acceptable number of participants needed to obtain reliable and
accurate information about a job3
For a job that has a population of around 8000 (as does the F1
role in the UK), 40 individuals should be involved in the process
to obtain 80% confidence in the results. To obtain 90%
confidence in the results, 100 individuals should be involved in
the entire job analysis process, including interviews, observations
and respondents to surveys.
Job analysis is a process and not a single methodology. There are
multiple ways to gather and analyse job information. Best
practice advises a multi method approach to job analysis, which
gathers information from multiple sources using multiple means,
as this allows identification of aspects of a job that may not be
accessible through a single methodology4
Data collected from multiple sources also prevents potential
biases from a single source5 and using multiple methods allows
for convergence of results to make the job analysis more
comprehensive6
JOB ANALYSIS
Job Analysis is a process to identify and determine in detail the
particular job duties and requirements and the relative importance of
these duties for a given job. Job Analysis is a process where judgements
are made about data collected on a job.
THE JOB
training content
COMPENSATION
Job Analysis can be used in compensation to identify or determine:
skill levels
SELECTION PROCEDURES
Job Analysis can be used in selection procedures to identify or develop:
interview questions;
PERFORMANCE REVIEW
Job Analysis can be used in performance review to identify or develop:
performance standards
evaluation criteria
duties to be evaluated
incumbent interviews
supervisor interviews
expert panels
structured questionnaires
task inventories
check lists
open-ended questionnaires
observation
The method that you may use in Job Analysis will depend on practical
concerns such as type of job, number of jobs, number of incumbents,
and location of jobs.
What Aspects of a Job Are Analyzed?
Tools and Equipment Some duties and tasks are performed using
specific equipment and tools. Equipment may include protective
clothing. These items need to be specified in a Job Analysis.
Job Analysis:
In simple terms, job analysis may be understood as a process of
collecting information about a job. The process of job analysis results in
two sets of data:
Earnest Dale has developed the following hints for writing a good job
description:
1) The job description should indicate the scope and nature of the work
including all-important relationships.
Location
Job summary
Duties
Relation to other jobs: This gives the particular person to locate job
in the organization by indicating the job immediately below or above in
the job hierarchy.
Machine: These will also gives information about the tool, machines
and equipment to be used.
Working Conditions: It gives us information about the environment
in which a jobholder must work.
Job Specification:
Job Specification translates the job description into terms of the human
qualifications, which are required for performance of a job. They are
intended to serve as a guide in hiring and job evaluation.
Job specification is a written statement of qualifications, traits,
physical and mental characteristics that an individual must possess to
perform the job duties and discharge responsibilities effectively.
In this, job specification usually developed with the co-operation of
personnel department and various supervisors in the whole organization.
Job Specification Information:
The first step in the programme of job specification is to prepare a list of
all jobs in the company and where they are located. The second step is to
secure and write up information about each of the jobs in a company.
Usually, this information about each of the jobs in a company. Usually
this information includes:
1. Physical specifications: Physical specifications include the physical
qualifications or physical capacities that vary from job to job. Physical
qualifications or capacities
Employee Specification:
Job specifications information must be converted into employee
specification information in order to know what kind of person is needed
to fill a job. Employee specification is a like a brand name which spells
that the candidate with a particular employee specification generally
possess the qualities specified under job specification.
Employee specification is useful to find out the suitability of particular
class of candidates to a particular job. Thus, employee specification is
useful to find out prospective employees (target group) whereas job
specification is useful to select the right candidate for a job.
Uses of job specification:
Uses of this job specification;
Physical characteristics, which include health, strength, age range,
body size, weight, vision, poise etc.
Psychological characteristics or special aptitudes:- This include such
qualities as manual dexterity, mechanical aptitude, ingenuity, judgment
etc.
Personal characteristics or fruits of temperament such as personal
appearance, good and pleasing manners, emotional stability,
aggressiveness or submissiveness.
Responsibilities: Which include supervision of others, responsibility
for production, process and equipment, responsibility for the safety of
others and responsibility for preventing monetary loss.
Other features of a demographic nature: Which are age, sex, education,
experience and language ability.
Job specifications are mostly based on the educated gneisses of
supervisors and personnel managers. They give their opinion as to who
do they think should be considered for a job in terms of education,
intelligence, training etc.
Job specifications may also be based on statistical analysis. This is
done to determine the relationship between
1. Some characteristics or traits.
2. Some performance as rated by the supervisor
The job analysis may include these activities:
Next, sort the competencies based on how critical or essential each one
is. You could sort each of the competencies into one of four groups:
Critical/essential
Important/significant
Less important/learn on the job
Not applicable
When completed sorting, review and make any adjustments that are
needed. Count the number of CKSA you sorted in the Critical/Essential
and Important/Significant groups. There should be between 6 and 10
competencies. If you have more than that number, you can rank the
competencies in your Important/Significant group and pick only the
highest ranking that provide you with an appropriate number of
competencies. Put all others aside. If you ended up with fewer than an
appropriate number of competencies, then rank the competencies in your
Less Important/Learn on the Job group and pick only the highest ranking
to add to the Important/Significant group, providing you with an
appropriate number of competencies. Put all others aside. The
competencies you have chosen form the CKSA portion of the
qualifications for the job.
Step 4: Identify Target perfomance level
Target levels refer to the types of behaviours demonstrated by high
performers. They are not minimum standards. The key is to select the
target level that high performers demonstrate most of the time (general
rule - 75% of the time). While all people may be able to demonstrate a
level once, target levels refer to what they do most of the time. To assist
you, think about what a high performer in the job demonstrates most of
the time when they are engaged in that competency. Do not select an
inappropriately high target level. Setting the bar too high can lead you to
hiring no one. The focus is on trying to describe reality, not ideals. Once
you have set the Target Level, you should also set the minimum
acceptable level required at job start. You could set Level 1 as the lowest
possible level and 5 as the highest. Ensure the minimum level is also
realistic.
Occupational certifications
a) Job description
Where the details regarding the job are given.
b) Job specification
Where we explain the qualities required by people applying for the
job.
Need/importance/purpose/benefits of job analysis
The following are the benefits of job analysis:
Job Analysis is useful for overall management of all personal activities. While
this is a generalized statement, it is important to specify the uses of job
analysis. Job related data obtained from a job analysis programme are
useful in HRP, employee hiring, training, job evaluation, compensation,
performance appraisal, computerized personnel information systems,
and safety and health. Each of these applications of job analysis is
described in brief here. They will however be explained in greater detail
in subsequent chapters.
It is crucial that the job analysis process be planned before beginning the
gathering of data from managers and employees. Probably the most
important consideration is to identify the objectives of the job analysis.
Maybe it is just to update job descriptions. Or, it may include as an
outcome revising the compensation programs in the organization.
Another objective could be to redesign the jobs in a department or
division of the organization. Also, it could be to change the structure in
parts of the organization to align it better with business strategies.
Once data from job analysis has been compiled, it should be sorted by
job, the job family, and organizational unit. This step allows for
comparison of data from similar jobs throughout the organization. The
data also should be reviewed for completeness, and follow-up may be
needed in the form of additional interviews or questions to be answered
by managers and employees.
At this stage the job analysts will prepare draft job descriptions and job
specifications. Later in this chapter is a section discussing details on how
to write job descriptions and job specifications. Our purpose here is to
emphasize that the drafts should be relatively complete and identify
areas where additional clarifications are needed.
CONCLUSION
The conclusion of the whole discussion is that the main purpose of
conducting a job analysis is to prepare job description and job
specification which in turn helps to hire the right quality of workforce
into the organization at right place and with the right skills. Job
description and job specification further gives conclusions for job
evaluation. This information is used to design effective job. To design
effective job we should keep balance between efficiency and behavioral
elements. Efficiency element emphasizes productivity and behavioral
element focus on employee needs. In our job analysis a branch manager
is a leader of the branch. Person working as a branch manager should be
bold enough to lead a team of 20 or more. He/she should be a good
marketer and a good psychiatrist so that he/she can understand the
mindset of the customers. A BM should have good communication skills
to tackle different situations and can handle contingency plans. Fair
salary and compensation and other benefit should be given to the manger
to keep balance. Job analysis is very important and a very complicated
process. . Yet there are some limitations of job analysis for example a
Job descriptions may not be suitable for some senior managers as they
should have the freedom to take the initiative and find fruitful new
directions.