Topic 3:
Job Analysis
JOB ANALYSIS
A job analysis is a systematic exploration of the activities within a job. It is a technical
procedure used to define a job’s duties, responsibilities, and accountabilities. This
analysis “involves the identification and description of what is happening on the job
accurately and precisely identifying the required tasks, the knowledge, and the skills
necessary for performing them, and the conditions under which they must be
performed.”
• A task is a basic element of work that is a logical and necessary step in
performing a job duty.
• A duty consists of one or more tasks that constitute a significant activity
performed in a job.
• A responsibility is one or several duties that identify and describe the major
purpose or reason for the job’s existence.
Example: Here would be a simple job analysis for a teacher
Responsibility: Guide students in knowledge acquisition
Duty 1: Teach Duty 2: Measure learning
Task 1: Deliver Task 2: Provide Task 3: Administer Task 4: Check
lecture learning materials quizzes quizzes
For an alternative discussion, visit this site:
https://www.businesstopia.net/human-resource/job-analysis-definitions-methods-
process-importance
JOB ANALYSIS METHODS
The basic methods by which HRM can determine job elements and the essential
knowledge, skills, and abilities for successful performance include the following.
• observation method A job analysis technique in which data are gathered by
watching employees work.
• individual interview method Meeting with an employee to determine what his or
her job entails.
• group interview method Meeting with a number of employees to collectively
determine what their jobs entail.
• structured questionnaire method A specifically designed questionnaire on which
employees rate tasks they perform in their jobs.
• technical conference method A job analysis technique that involves extensive
input from the employee’s supervisor.
• diary method A job analysis method requiring job incumbents to record their
daily activities.
For alternative discussions, visit this site:
https://www.economicsdiscussion.net/human-resource-management/job-analysis-
methods/31701
Steps in a Job Analysis
Job analysis begins with a clear understanding of the job and its link to organizational
strategy. HR next determines the tasks necessary to successfully complete the job, then
determines the skills necessary to complete those tasks. Workers and supervisors need to
be involved in the process.
1. Understand the purpose of the job analysis
2. Understand the roles of jobs in the organization
3. Benchmark positions
4. Determine how to collect job analysis information
5. Seek clarification
6. Develop draft
7. Review with supervisor
For an alternative discussion, visit this site:
https://www.managementstudyguide.com/job-analysis-process.htm
PURPOSE OF JOB ANALYSIS
No matter what method you use to gather data, the information amassed and written
down from the conceptual, analytical job analysis process generates three tangible
outcomes: job descriptions, job specifications, and job evaluation.
Job Descriptions A job description is a written statement of what the jobholder does,
how it is done, under what conditions, and why. It should accurately portray job
content, environment, and conditions of employment. Although there is no standard
format for job descriptions, a common format for a job description includes:
• Job title usually describes the job and hints at the nature and duties of the job.
• Job identification section includes the department location of the job, who the
person reports to, a job identification code.
• Job duties or essential functions lists the job duties in order of importance.
• Job specifications that explain the personal qualifications necessary to perform
the duties listed above including specific skills, education, certification, and
physical abilities.
Job Specifications or Requirements The job specification states the minimum
acceptable qualifications that the incumbent must possess to perform the job
successfully. Based on information acquired through job analysis, the job specification
identifies pertinent knowledge, skills, education, experience, certification, and abilities.
Individuals possessing the personal characteristics identified in the job specification
should perform the job more effectively than those lacking these personal
characteristics.
Example of a Job Description
Job Title: Service and Safety Supervisor
DIVISION: Plastics
DEPARTMENT: Manufacturing
SOURCE(S): John Doe WAGE CATEGORY: Exempt
JOB ANALYST: John Smith VERIFIED BY: Bill Johnson
DATE ANALYZED: 12/26/11 DATE VERIFIED: 1/5/12
Job Summary
The SERVICE AND SAFETY SUPERVISOR works under the direction of the IMPREGNATING &
LAMINATING MANAGER: schedules labor pool employees; supervises the work of gardeners, cleaners,
waste disposal, and plant security personnel; coordinates plant safety programs; maintains daily
records on personnel, equipment, and scrap.
Job Duties and Responsibilities
1. Schedules labor employees to provide relief personnel for all manufacturing departments;
prepares assignment schedules and assigns individuals to departments based on routine as well as
special needs in order to maintain adequate labor levels through the plant; notifies Industrial
Relations Department weekly about vacation and layoff status of labor pool employees,
contractual disputes, and other employment-related developments.
2. Supervises the work of gardeners, cleaners, waste disposal, and plant security personnel; plans
yard, cleanup, and security activities based on weekly determination of needs; assigns tasks and
responsibilities to employees on a daily basis; monitors progress or status of assigned tasks;
disciplines employees.
3. Coordinates plant safety programs; teaches basic first-aid procedures to security, supervisory,
and lease personnel in order to maintain adequate coverage of medical emergencies; trains
employees in fire fighting and hazardous materials handling procedures; verifies plant compliance
with new or changing OSHA regulations; represents division during company-wide safety programs
and meetings.
4. Maintains daily records on personnel, equipment, and scrap; reports amount of waste and scrap
to cost accounting department; updates personnel records as necessary; reviews maintenance
checklists for towmotors.
5. Performs other miscellaneous duties as assigned.
Job Requirements
1. Ability to apply basic principles and techniques of supervision.
a. Knowledge of principles and techniques of supervision.
b. Ability to plan and organize the activities of others.
c. Ability to get ideas accepted and to guide a group or individual to accomplish the task.
d. Ability to modify leadership style and management approach to reach goal.
2. Ability to express ideas clearly both in written and oral communications.
3. Knowledge of current Red Cross first-aid operations.
4. Knowledge of OSHA regulations as they affect plant operations.
5. Knowledge of labor pool jobs, company policies, and labor contracts.
Minimum Qualifications
Twelve years of general education or equivalent; one year supervisory experience; and first-aid
instructor’s
certification.
OR
Substitute 45 hours classroom supervisory training for supervisory experience.
Job Evaluations In addition to providing data for job descriptions and specifications, job
analysis also provides valuable information for making job comparisons. 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 by specifying the relative value of
each job in the organization, which makes it an important part of compensation
administration.
For an alternative discussion, visit this site:
https://www.managementstudyguide.com/job-description-specification.htm
BEHAVIORAL FACTORS ON JOB ANALYSIS
Job Design
It’s possible to conscientiously follow all of the steps described to analyze a job and
create a thorough job description, yet create a job that is so mind-numbingly boring
that employees grow to hate it and leave relatively quickly, creating motivation and
turnover problems. If you’ve experienced one of these positions, you’ve been the
victim of poor job design.
Job design refers to the way that the position and the tasks within that position are
organized. It describes: what tasks are included; how and when the tasks are done;
and any factors that affect the work, such as in what order the tasks are completed
and the conditions under which the tasks are completed. Problems arise when
employees don’t feel a sense of accomplishment after completing the tasks. To
prevent this, the job needs to be designed so that the tasks have a clear purpose that
relates to the company mission. Too often, organizations take tasks that more senior
employees consider unpleasant and load those into positions for new hires. Good job
design incorporates tasks that relate to organizational goals and values into every job
description.
Job Enrichment
Frederick Herzberg, an American psychologist who became one of the most influential
names in business management, suggested that the best way to motivate employees is
through job enrichment. He suggested “If you want people to do a good job, give
them a good job to do.” His job enrichment model includes expanding job content to
create more opportunities for job satisfaction.
Expanding on Herzberg’s suggestions, J. Richard Hackman, a Harvard psychology
professor, offered a model of how to design jobs that provide motivation based on five
core job characteristics:
1. Skill variety: allowing workers to use different skills and talents to do a number of
different activities.
2. Task identity: workers are able to see a completed product or project or some
visible outcome that creates a sense of accomplishment.
3. Task significance: the tasks performed have some meaningful impact on the
organization, or the external environment.
4. Autonomy: worker has some control over the job.
5. Feedback from the job itself: the job includes some opportunity to show the
worker if the tasks are done properly.
For an alternative discussion, visit this site:
https://www.yourcoach.be/en/employee-motivation-theories/hackman-oldham-job-
characteristics-model.php
Flexible Work Schedules
Employers have found that they can increase employee engagement and motivation
through well designed jobs. In addition, loyalty and retention are increased by allowing
employees to do their jobs with more flexible work schedules. Although work schedules
aren’t part of the content of the job, they provide a context that is influential in the way
workers perform their jobs. Some of the ways employers have adapted work schedules
include compressed workweeks, flexible schedules, job sharing, and telecommuting.
• compressed work week schedules Employees work longer days in exchange for
longer weekends or other days off.
• flex time An alternative to traditional “8 to 5” work schedules allows employees
to vary arrival and departure times.
• job sharing Two people share one job by splitting the work week and the
responsibilities of the position.
• telecommuting Using technology to work in a location other than the traditional
workplace.
