CHANAKYA NATIONAL LAW UNIVERSITY

A Project of HUMAN RESOURCE MANAGEMENT

on
Job Analysis and Job Design

SUBMITTED TO:-

SUBMITTED BY:-

Dr. S. C. Roy

Faisal Ahmad

Faculty of HRM

Roll No :-1619
Semester:- 1st

DECLARATION

I Faisal Ahmad, student of B.B.A., LL.B. (First year) in Chanakya National Law University
declare that the research project entitled JOB ANALYSIS AND JOB DESIGN submitted by
me for the fulfillment of HUMAN RESOURCE MANAGEMENT course is my own work.
This project has not been submitted for any other Degree / Certificate / Course in any
Institution / University.

ACKNOWLEDGEMENT
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I would like to thank my faculty Mr.S C Roy, whose assignment of such a relevant topic
Job Analysis & Job Design and made me work towards knowing the subject with a
greater interest and enthusiasm and moreover he guided me throughout the project.
I owe the present accomplishment of my project to my friends, who helped me
immensely with sources of research materials throughout the project and without whom I
couldnt have completed it in the present way.
I would also like to extend my gratitude to my parents and all those unseen hands who
helped me out at every stage of my project.

Table of Contents
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Serial No.

1.
2.
3.
4.
5.
6.

7.

8.
9.

10.
11.

Particulars

Page No.

Declaration--------------------------------------------------------2
Acknowledgment-------------------------------------------------3
Introduction--------------------------------------------------------5
i. Aims and Objectives--------------------------------7
ii. Hypothesis--------------------------------------------7
Research Methodology--------------------------------------------8
i. Sources Of Data--------------------------------------8
Definition of Job----------------------------------------------------9
Job Analysis---------------------------------------------------------9
i. Purpose Of Job Analysis---------------------------10
ii. Nature of Job Analysis------------------------------11
iii. Components of Job Analysis-----------------------12
iv. Steps in Job Analysis--------------------------------13
Methods of collecting Job Analysis Information--------------14
i. The Interview-----------------------------------------15
ii. Pros & Cons------------------------------------------16
iii. Typical Questions-----------------------------------16
iv. Questionnaires---------------------------------------17
v. Observation------------------------------------------17
vi. Participants Diary/Logs----------------------------18
Job Design---------------------------------------------------------19
Techniques of Job Design---------------------------------------20
i. Job Rotation-----------------------------------------20
ii. Job Enlargement------------------------------------21
iii. Job Enrichment-------------------------------------21
iv. Motivational Work Design-----------------------22
Case Study -----------------------------------------------------23
Conclusion------------------------------------------------------24

Bibliography------------------------------------------------------------------------------26

INTRODUCTION
Job is a group of homogeneous tasks related by similarity of functions.When performed by
an employee in an exchange for pay, a job consists of duties, responsibilities, and tasks
(performance elements) that are defined and specific, and can be accomplished, quantified,
measured, and rated. From a wider perspective, a job is synonymous with a role and includes
the physical and social aspects of a work environment. Often, individuals identify themselves
with their job or role (foreman, supervisor, engineer, etc.) and derive motivation from its
uniqueness or usefulness.

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Job analysis (work analysis1 ) is a family of procedures to identify the content of a job in
terms of activities involved and attributes or job requirements needed to perform the
activities. Simply job analysis is the procedure through which the positions and the
characteristics of the people that should be hired in an organisation is determined. Job
analysis provides information to organizations which helps to determine which employees
are best fit for specific jobs. It produces information used for writing job descriptions (a list
of what job entails) and job specifications (what kind of people to hire for the job).
The process of job analysis involves the analyst describing the duties of the incumbent
(holder of a post), then the nature and conditions of work, and finally some basic
qualifications. After this, the job analyst has completed a form called a job psychograph,
which displays the mental requirements of the job2. The measure of a sound job analysis is a
valid task list. This list contains the functional or duty areas of a position, the related tasks,
and the basic training recommendations.
Subject matter experts (incumbents) and supervisors for the position being analyzed need to
validate this final list in order to validate the job analysis3. Job analysis is crucial for first,
helping individuals develop their careers, and also for helping organizations develop their
employees in order to maximize talent. The outcomes of job analysis are key influences in
designing learning, developing performance interventions, and improving processes. The
application of job analysis techniques makes the implicit assumption that information about a
job as it presently exists may be used to develop programs to recruit, select, train, and
appraise people for the job as it will exist in the future.
One of the main purposes of conducting job analysis is to prepare job descriptions and job
specifications which in turn helps hire the right quality of workforce into an organization.
The general purpose of job analysis is to document the requirements of a job and the work
1 Sackett, Paul R.; Laczo, Roxanne M. (2003). "Job and Work Analysis".
2 Wilson, M. (2007). A history of job analysis. In L. Koppes, Historical perspectives in
industrial and organizational psychology. Mahwah, NJ: Lawrence Erlbaum Associates
3 Hartley, D.E. (1999). Job analysis at the speed of reality. Amherst, Mass.: HRD
Press.
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performed. Job and task analysis is performed as a basis for later improvements, including:
definition of a job domain; description of a job; development of performance appraisals,
personnel selection, selection systems, promotion criteria, training needs assessment, legal
defense of selection processes, and compensation plans. The human performance
improvement industry uses job analysis to make sure training and development activities are
focused and effective.In the fields of human resources (HR) and industrial psychology, job
analysis is often used to gather information for use in personnel selection, training,
classification, and/or compensation.
Job design (also referred to as work design or task design) is a core function of (human
resource management) and it is related to the specification of contents, methods and
relationship of jobs in order to satisfy technological and organizational requirements as well
as the social and personal requirements of the job holder4. Simply job design refers to the
nature of work which is to be done in an organisation and the requirement of the work that is
required in the organisation.
Its principles are geared towards how the nature of a person's job affects their attitudes and
behaviour at work, particularly relating to characteristics such as skill variety and autonomy5.
The aim of a job design is to improve job satisfaction, to improve through-put, to improve
quality and to reduce employee problems (e.g. grievances etc.).
Job design is the process of Work arrangement (or rearrangement) aimed at reducing or
overcoming job dissatisfaction and employee alienation arising from repetitive and
mechanistic tasks. Through job design, organizations try to raise productivity levels by
offering non-monetary rewards such as greater satisfaction from a sense of personal
achievement in meeting the increased challenge and responsibility of one's work. Job

4 Buettner, Ricardo (2015). A Systematic Literature Review of Crowdsourcing

Research from a Human Resource Management Perspective. 48th Annual Hawaii
International Conference on System Sciences. Kauai, Hawaii: IEEE. pp. 46094618.
5 Wall, T. D.; S. Parker (2001). Neil J. Smelser and Paul B. Baltes, ed. International
encyclopedia of the social & behavioral sciences (Encyclopedia) (2nd. ed.).
Amsterdam, Netherlands: Elsevier. pp. 79807983.
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enlargement, job enrichment, job rotation, and job simplification are the various techniques
used in a job design exercise.
Although job analysis, as just described, is important for an understanding of existing jobs,
organizations also must plan for new jobs and periodically consider whether they should
revise existing jobs. When an organization is expanding, supervisors and human resource
professionals must help plan for new or growing work units. When an organization is trying
to improve quality or efficiency, a review of work units and processes may require a fresh
look at how jobs are designed.
These situations call for job design, the process of defining the way work will be performed
and the tasks that a given job requires, or job redesign, a similar process that involves
changing an existing job design. To design jobs effectively, a person must thoroughly
understand the job itself (through job analysis) and its place in the larger work unit's work
flow process (through work flow analysis). Having a detailed knowledge of the tasks
performed in the work unit and in the job, a manager then has many alternative ways to
design a job. As shown in Figure , the available approaches emphasize different aspects of
the job: the mechanics of doing a job efficiently, the job's impact on motivation, the use of
safe work practices, and the mental demands of the job6.

Aims and Objectives

The researcher aims to find the role of job analysis and job design in an organisation and
what are the different techniques of job analysis.The researcher also aims to find the relation
between job analysis and job design.

Hypothesis
Job design and job analysis go hand in hand in an organisation for increasing the efficiency of
organisation.Job analysis is an essential aspect of jobs.Before recruiting workers , job analysis
must be done properly and a good job design shoud be made to increase the efficiency of the
organisation.
6 http://www.whatishumanresource.com/job-design
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Research Methodology
This project is based upon doctrinal method of research. This project has been done after
a thorough research based upon intrinsic and extrinsic aspects of the project.

Sources of data
Secondary Sources
a) Books
b) Newspaper
c) Articles
d) Journals
e) Websites

Method of Writing
The method of writing followed in the course of this research project is primarily
analytical.

Definition of Job
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Job is a group of homogeneous tasks related by similarity of functions.When performed by an

employee in an exchange for pay, a job consists of duties, responsibilities, and tasks
(performance elements) that are defined and specific, and can be accomplished, quantified,
measured, and rated. From a wider perspective, a job is synonymous with a role and includes the
physical and social aspects of a work environment. Often, individuals identify themselves with
their job or role (foreman, supervisor, engineer, etc.) and derive motivation from its uniqueness
or usefulness.
A person's job is their role in society. A job is an activity, often regular and often performed in
exchange for payment. Many people have multiple jobs, such as those of parent, homemaker,
and employee. A person can begin a job by becoming an employee, volunteering, starting a
business, or becoming a parent. The duration of a job may range from an hour (in the case of odd
jobs) to a lifetime (in the case of some judges).

Job Analysis
It is a procedure by which pertinent information is obtained about a job ,i.e., it is a detailed
andsystematic study of information relating to the operations and responsibilities of a specific
job7. An authority has defined job analysis as the process of determining, by observation and
study,and reporting pertinent information relating to the nature of the specific job. It is
thedetermination of the tasks which comprise the job and of the skills, knowledge, abilities
andresponsibilities required of the worker for a successful performance and which differentiate
one job from all other.
In other words it is a procedure and a tool for determining the specified tasks, operations
andrequirements of each job. it is the process of getting information about jobs: specially, what
theworker does ;how he gets it done; why he does it; skill; education and training
required;relationship to other jobs; physical demands; environmental conditions. In other
words ,it refersto the anatomy of the job. It is a complete study of job, embodying every known
anddeterminable factor, including the duties and responsibilities involved in its performance,
7 http://www.managementstudyguide.com/job-analysis-process.htm
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theconditions under which the performance is carried on, the nature of the task. The
qualitiesrequires in the worker, and such conditions of employment as pay, hour, opportunities
and privileges. It also emphasis the relation of one job to others in the organization.

Purpose of Job Analysis

Job Analysis plays an important role in recruitment and selection, job evaluation, job designing,
deciding compensation and benefits packages, performance appraisal, analyzing training and
development needs, assessing the worth of a job and increasing personnel as well as
organizational productivity.
Recruitment and Selection: Job Analysis helps in determining what kind of person is required to
perform a particular job. It points out the educational qualifications, level of experience and
technical, physical, emotional and personal skills required to carry out a job in desired fashion.
The objective is to fit a right person at a right place.
Performance Analysis: Job analysis is done to check if goals and objectives of a particular job are
met or not. It helps in deciding the performance standards, evaluation criteria and individuals
output. On this basis, the overall performance of an employee is measured and he or she is
appraised accordingly.
Training and Development: Job Analysis can be used to assess the training and development
needs of employees. The difference between the expected and actual output determines the level
of training that need to be imparted to employees. It also helps in deciding the training content,
tools and equipments to be used to conduct training and methods of training.
Compensation Management: Of course, job analysis plays a vital role in deciding the pay
packages and extra perks and benefits and fixed and variable incentives of employees. After all,
the pay package depends on the position, job title and duties and responsibilities involved in a
job. The process guides HR managers in deciding the worth of an employee for a particular job
opening.
Job Designing and Redesigning: The main purpose of job analysis is to streamline the human
efforts and get the best possible output. It helps in designing, redesigning, enriching, evaluating

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and also cutting back and adding the extra responsibilities in a particular job. This is done to
enhance the employee satisfaction while increasing the human output.
Therefore, job analysis is one of the most important functions of an HR manager or department.
This helps in fitting the right kind of talent at the right place and at the right time.

Nature of Job Analysis

Organisations consist of positions that have to be staffed. Job Analysis is the procedure through
which we determine the task, duties and responsibilities of these positions and thecharacteristics
of the people to hire for the positions. Job analysis produces information used for writing, job
description(a list of what the job entails) and job specification (what kind of people to hire for
the job).
The supervisor or HR specialist normally collects one or more of the following types of
information via the job analysis:
Work Activities:- First, he or she collects information about the jobs actual work activities, such
as cleaning, selling, teaching or painting. This list may also include how, why and when the
worker performs each activity.

Human Behaviour:-The specialist may also collect information about human behaviourslike
sensing, communicating, deciding and writing. Included here would be informationregarding job
demands such as lifting weights or walking long distances.

Machines, tools, equipment & work aids:- This category includes information about
toolsused, materials processed, knowledge dealt with or applied (such as finance or law),
&services rendered (such as counselling or repairing).

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Performance standards:- The employer may also want information about the jobsperformance
standards (in terms of quantity or quality levels for each job duty).Management will use these
standards to appraise the employees.

Job context:- Information included here are about such matters as physical workingconditions,
work schedule and the organisational and social context for instance, thenumber of people with
whom the employee would normally interact. Informationregarding incentives might also be
included here.

Human requirements:- This includes information regarding the jobs humanrequirements, such
as job-related knowledge or skills (education, training, work experience) and required personal
attributes (aptitudes, physical characteristics,personality, interests).

Components of Job Analysis

Job analysis is a systematic procedure to analyze the requirements for the job role and jobprofile.
Job analysis can be further categorized into following sub components:Job Position: It refers to the designation of the job and employee in the organization. Job
positionforms an important part of the compensation strategy as it determines the level of the job
in theorganization. For example management level employees receive greater pay scale than nonmanagerial employees. The non-monetary benefits offered to two different levels in
theorganization also vary.
Job Description: It refers the requirements an organization looks for a particular job position.
Itstates the key skill requirements, the level of experience needed, level of education required,
etc.It also describes the roles and responsibilities attached with the job position. The roles
andresponsibilities are key determinant factor in estimating the level of experience, education,
skill,etc required for the job. It also helps in benchmarking the performance standards.
Job Worth: It refers to estimating the job worthiness i.e. how much the job contributes to
theorganization. It is also known as job evaluation. Job description is used to analyze the job
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worthiness. It is also known as job evaluation. Roles and responsibilities helps in determiningthe
outcome from the job profile. Once it is determined that how much the job is worth, it becomes
easy to define the compensation strategy for the position.

Steps in Job Analysis

In an organisation for doing job analysis, generally six steps are followed.These steps are as
follows :

Decide how to use the information since this will determine the data to collect and how to
collect it. Some data collection techniques such as interviewing the employee and asking
what the job entails are good for writing job descriptions and selecting employees for the
job. Other techniques like the position analysis questionnaire do not provide qualitative
information for job descriptions. Rather, they provide numerical ratings for each job and
can be used to compare jobs for compensation purposes.

Review appropriate background information like organization charts, process charts, and
job descriptions.
Organization charts show the organization-wide work division, how the job in
question relates to other jobs, and where the job fits in the overall organization. The
chart should show the title of each position and, through connecting lines, show reports
to whom and with whom the job incumbent communicates.
A process chart provides a more detailed picture of the work flow. In its simplest,
most organic form, a process chart shows the flow of inputs to and outputs from the job
being analyzed. Finally, the existing job description (if there is one) usually provides a
starting point for building the revised job description.

Select representative positions. This is because there may be too many similar jobs to
analyze. For example, it is usually unnecessary to analyze jobs of 200 assembly workers
when a sample of 10 jobs will be sufficient.

Actually analyze the job by collecting data on job activities, necessary employee
behaviors and actions, working conditions, and human traits and abilities required to
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perform the job. For this step, one or more than one methods of job analysis may be
needed.

Verify the job analysis information with the worker performing the job and with his or
her immediate supervisor. This will help confirm that the information is factually correct
and complete. This review can also help gain the employee's acceptance of the job
analysis data and conclusions by giving that person a chance to review and modify
descriptions of the job activities.

Develop a job description and job specification. These are two tangible products of the
job analysis. The job description is a written statement that describes the activities and
responsibilities of the job, as well as its important features, such as working conditions
and safety hazards. The job specification summarises the personal qualities, traits, skill
and background required for getting job done. It maybe in a separate document or in the
same document as the job description.

Methods of collecting Job Analysis Information

There are various ways to collect information on the duties, responsibilities and activities
of the job. In practice, we can use anyone of them, or we can combine the techniques that
best fit ourpurpose. Thus, an interview might be appropriate for creating a job
description, whereas theposition analysis questionnaire maybe more appropriate for
quantifying the worth of a job forcompensation purposes.Conducting the job analysis
usually involves a joint effort by an HR specialist, the worker, & the workers supervisor.
The HR specialist might observe and analyse the job and then develop a jobdescription
and specification. The supervisor and worker may fill out questionnaires listing
thesubordinates activities. The supervisor and worker may then review and verify the job
analysedconclusions regarding the jobs activities and duties.In practice, firm usually
collects jobs analysis data from multiple subject matter experts usingquestionnaires and
interviews. They then average data from several employees from differentdepartments to
determine how much time a typical employee spends on each of several specifictasks.
The problem is that employees who have the same job title but work in
differentdepartments may experience very different pressures. Therefore, simply adding
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up andaveraging the amount of time that, say, HR assistance need to devote interviewing
candidatescould end in misleading results. The point is that we must understand the
jobs departmentalcontext the way someone with a particular job title spends his or her
time is not necessarily the same from department to department.

The Interview
Managers use three types of interview to collect job analysis data individual interview
witheach employee, group interview with groups of employees who have the same jobs
& thesupervisor interviews with one or more supervisor who know the job. They use
group interviews when a large number of employees are performing similar or identical
work, since it can be aquick and inexpensive way to gather information. Whichever kind
of interviews we use, we need to be sure the interviewee fully understands thereason fro
the interview since there is a tendency for such interviews to be viewed, rightly or
wrongly, as efficiency evaluation. If so, interviewees may hesitate to describe their
jobsaccurately.

Pros & Cons

The interview is probably the most widely used method for identifying the jobs duties
&responsibilities and its wide use reflects its advantages. It is a relatively simple and
quick way tocollect information, including information that might never appear on a
written form. Theinterview also provides an opportunity to explain the need for and
function of the job analysis. And the employee can vent frustration that might otherwise
go unnoticed by the management.Distortion of the information is the main problem
whether due to outright falsification orhonest misunderstanding. Job analysis is often a
prelude to changing a jobs pay rate.Employees therefore may legitimately view the
interview as the efficiency evaluation that may affect their pay. They may then tend to
exaggerate certain responsibilities while minimisingothers.

Typical Questions
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What is the job being performed?

What are the major duties of your position? What exactly do you do?
What physical location do you work in?
What are the education, experience, skill and (where applicable) certification and

licensing requirements?
In what activities do you participate?
What are the job responsibilities and duties?
What are the basic accountabilities or performance that typifies your work?
What are your responsibilities? What is the environmental and working condition

involved?
What are the jobs physical demands? The emotional and mental demands?
What are the health and safety condition?
Are you exposed to any hazards or any unusual working conditions?

Quickly establish rapport with the interviewee. Know the persons name, speak in easily
understood language, briefly review the interview purpose and explain how the person was
chosen for the interview.3.Follow a structured guide or checklist. One that lists questions and
provides space foranswers. This ensures you to identify crucial question ahead of time and that
all theinterviewers (if there are more than one) cover all the questions.4.When duties are not
performed in a regular manner for instance when the workerdoesnt performs the same job over
and over again many times a day- ask the worker tolist his/her duties in order of importance and
frequency of occurrence. This will ensurethat you dont overlook crucial but infrequently
performed activities.5.Finally, after completing the interview, review and verify the data.
Specifically review theinformation with the workers immediate supervisor and the interviewee.

Questionnaires
Having employees fill out questionnaires to describe their job-related duties & responsibilities
isanother good way to obtain job analysis information. We have to decide how structured the
questionnaire should be and what question to include.Some questionnaires are very structured
checklists. Each employee gets an inventory of perhapshundreds of specific duties or tasks (such
as change and splice via). He or she is asked toindicate whether or not he/she performs each
tasks and, it so, how much time is normally spenton each. At the other extreme, the questionnaire
can be open-ended and simply ask theemployee to describe the major duties of your job. In
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practice, the best questionnaire oftenfalls between these two extremes. Whether structured or
unstructured, questionnaires have both pros & cons. A questionnaire is aquick and efficient way
to obtain information from a large number of employees, its less costly than interviewing
hundreds of workers, for instance. However, developing any questionnaire antesting it can be
expensive and time-consuming.

Observation
Direct observation is specially useful when jobs consist mainly of observable physical activities
assembly line worker and accounting clerk are examples. On the other hand, observation
isusually not appropriate when the job entails a lot of mental activities (lawyer, design
engineer).Nor it is useful if the employee only occasionally engages in important activities, such
as a nurse who handles emergencies. And reactivity the workers changing what he or she
normally does because you are watching can also be a problem. Manager often use direct
observation andinterviewing together. One approach is to observe the worker on the job during a
complete work cycle. Here you take notes of all job activities. Then after accumulating as much
information aspossible, you interview the worker. Ask the person to clarify points not understood
and toexplain what are the activities he or she performs that you didnt observe.

Participant Diary/Logs
Another approach is to ask workers to keep a diary/log of what they do during the day. Forevery
activity he or she engages in, the employee records the activity in a log. This can produce a very
complete picture of the job, specially when supplemented with subsequent interviews withthe
worker and the supervisor. The employee, of course, might try to exaggerate some activitiesand
underplay others. However, the detailed, chronological nature of the log tends to mediateagainst
this.Some firms take a hi-tech approach to diary/logs. They give employees pocket
dictatingmachines and pagers. Then at random times during the day, they page the workers, who
dictate what they are doing at that time. This approach can avoid one pitfall of the traditional
diary/logmethod: relying on workers to remember what they did hours earlier when they
complete theirlogs at the end of the day.

Quantitative Job Analysis Techniques

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Qualitative approaches like interviews and questionnaires are not always suitable. For example,if
your aim is to compare jobs for pay purposes, you may want to be able to assign quantitative
values to each job. The position analysis questionnaire, the Department of Labour approach
andfunctional job analysis are three popular quantitative methods.

Job Design
Job design is the process of Work arrangement (or rearrangement) aimed at reducing or
overcoming job dissatisfaction and employee alienation arising from repetitive and mechanistic
tasks. Through job design, organizations try to raise productivity levels by offering non-monetary
rewards such as greater satisfaction from a sense of personal achievement in meeting the
increased challenge and responsibility of one's work. Job enlargement, job enrichment, job
rotation, and job simplification are the various techniques used in a job design exercise.
Job design involves conscious efforts to organize tasks, duties and responsibilities into a unit of
work to achieve certain objectives.
Job design always follows Job analysis.
Job design is the process of:a) Deciding the contents of the job.
b) Deciding methods to carry out the job.

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c) Deciding the relationship which exists in the organization.

Job analysis helps to develop job design and job design matches the requirements of the job with
the human qualities required to do the job.
The job characteristic theory proposed by Hackman & Oldham (1976) stated that work should be
designed to have five core job characteristics, which engender three critical psychological states
in individualsexperiencing meaning, feeling responsible for outcomes, and understanding the
results of their efforts. In turn, these psychological states were proposed to enhance employees
intrinsic motivation, job satisfaction, quality of work and performance, while reducing turnover
According to Michael Armstrong, "Job Design is the process of deciding on the contents of a job
in terms of its duties and responsibilities, on the methods to be used in carrying out the job, in
terms of techniques, systems and procedures, and on the relationships that should exist between
the job holder and his superior subordinates and colleagues."
Job analysis helps to develop job design and job design matches the requirements of the job with
the human qualities required to do the job.
Work arrangement (or rearrangement) aimed at reducing or overcoming job dissatisfaction and
employee alienation arising from repetitive and mechanistic tasks. Through job design,
organisations try to raise productivity levels by offering non-monetary rewards such as greater
satisfaction from a sense of personal achievement in meeting the increased challenge and
responsibility of ones work.

Techniques of Job Design

The various techniques which are used in Job design are namely- Job rotation, Job enlargement,
Job enrichment, work reform and motivational work design.These techniques are defined below .

Job Rotation
Job rotation is a job design method which is able to enhance motivation, develop workers'
outlook, increase productivity, improve the organization's performance on various levels by its
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multi-skilled workers, and provides new opportunities to improve the attitude, thought,
capabilities and skills of workers. Job rotation is also process by which employees laterally
mobilize and serve their tasks in different organizational levels; when an individual experiences
different posts and responsibilities in an organization, ability increases to evaluate his capabilities
in the organization.
Some of the major benefits of job rotation are:
It provides the employees with opportunities to broaden the horizon of knowledge, skills, and
abilities by working in different departments, business units, functions, and countries
Identification of Knowledge, skills, and attitudes required
It determines the areas where improvement is required
Assessment of the employees who have the potential and caliber for filling the position

Job Enlargement
Hulin and Blood (1968) define Job enlargement as the process of allowing individual workers to
determine their own pace (within limits), to serve as their own inspectors by giving them
responsibility for quality control, to repair their own mistakes, to be responsible for their own
machine set-up and repair, and to attain choice of method. Frederick Herzberg referred to the
addition of interrelated tasks as 'horizontal job loading'.
By increasing the number of tasks an individual performs, job enlargement, increases the job
scope, or job diversity. Instead of only sorting the incoming mail by department, for instance, a
mail sorters job could be enlarged to include physically delivering the mail to the various
departments or running outgoing letters through the postage meter.
Job enlargement decreases some boredom but it is not enough to motivate as nature of work
remain same.

Job Enrichment

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Job enrichment increases the employees autonomy over the planning and execution of their own
work. Job enrichment has the same motivational advantages of job enlargement, however it has
the added benefit of granting workers autonomy. Frederick Herzberg viewed job enrichment as
'vertical job loading' because it also includes tasks formerly performed by someone at a higher
level where planning and control are involved.
In job enrichment, additional tasks are not the focus for the goal, but an increase in tasks could
be a result of giving the job holder more authority, discretion, and responsibility for decision
making in their current role. It is the most effectively motivating tool used by the organizations
which enhances the decision making skills of the managers and helps in their overall
development.

Motivationl Work Design

The psychological literature on employee motivation contains considerable evidence that job
design can influence satisfaction, motivation and job performance.
It influences them primarily because it affects the relationship between the employee's
expectancy that increased performance will lead to rewards and the preference of different
rewards for the individual.
Hackman and Oldman developed the theory that a workplace can be redesigned to greater
improve their core job characteristics. Their overall concept consists of:Making larger work units by combining smaller, more specialized tasks.
Mandating worker(s) to be responsible via having direct contact with clients.
Having employee evaluations done frequently in order to provide feedback for learning.
Allowing workers to be responsible for their job by giving them authority and control.

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Case Study and Analysis

Tropical Storm Charley
In August 2004, tropical storm Charley hit North Carolina and the Optima Air Filter
Company.Many employees homes were devastated and the firm found that it had to hire almost
3completely new crews, one for each of its shifts. The problem was that the Old-timers
hadknown their jobs so well that no one had ever bothered to draw up job descriptions for them.
When about 30 new employees began taking their places, there was general confusion about
what they should do and how they should do it.The storm quickly became old news to the firms
out-of state customers- who wanted filters, notexcuses. Phil Mann, the firms President, was at
his wits end. He had about 30 new employees,10 old-timers, and his original factory supervisor,
Maybelline. He decided to meet with LindaLowe, a consultant from the local universities
business school. She immediately had the old-timers fill out a job questionnaire that listed all
their tasks, duties & responsibilities. Argumentsensued almost at once- Both Phil & Maybelline
thought the old-timers were exaggerating tomake themselves look more important, and the old-

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timers instead that the list faithfully reflected their duties. Meanwhile, the customers clamoured
for their filters.
Here the question arises that Should Phil & Linda ignore that old-timers protests and write up
the job descriptions asthey see fit? Why? Why not?How would differences would be resolved?
The answer is No, Phil & Linda should never ignore the old-timers protest. Since its the old
timers who have full knowledge about the tasks, duties & responsibilities they used to
perform.Ignoring them may result to turbulence among the workers and theyll feel cheated
hence leading to lower productivity. Writing job description without the information acquired
from old-timers would be like climbing mountain without a guide. Since they know the nature
and requirement of the job very well, they must be asked about the information of the job before
writing a job description.To resolve the problem questionnaire should be used with both
structured as well as open-ended questions. That would have lead to lesser confusion and
misinterpretation by Phil & Maybelline.

Conclusion
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 organization's success.The main purpose of
conducting job analysis is to prepare job description and job specification which would help to
hire skilled workforce. Job description is a statement of information about duties and
responsibilities of a particular job. whereas job specifications is a statement of information about
qualifications, special qualities, skills and knowledge required for an employee to fit for a job.
Therefore job analysis enables recruiter/employer to have a deep insight of a job, with that,
recruiter can easily track candidates who have required qualifications and qualities to perform a
job.Job Analysis can be used to identify areas where an employee needs training, since job
analysis make it clear to understand about core duties and responsibilities of a job. Besides, it
provides information to develop suitable training material for a job to be performed by an
employee after completion of his training.
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Compensation management/salary administration is one of core HR functions. salary for a job is

decided on

skill level required, duties and responsibilities, qualification and experience

level/seniority, altogether, called as compensable factors, which could be known by job analysis
only. But there is a separate method to determine value of job that is called as job evaluation
which is part of job analysis. Job evaluation is process of valuing or determining how much is to
be paid for a job. Job evaluation is mainly used when a specific job or a single job is to be
evaluated or when there are different jobs in same Cader, or when there jobs based on projects or
piecework.

However

job

analysis

has

its

own

importance

in

concluding

compensation/remuneration/ salary of an employee.No organisation exists without goals and

objectives to achieve, performance standards to be maintained by every employee and reviewing
performance of employees. These could be cross checked with outcome of job analysis of a job,
whether outcome of job analysis of a job is in tune with goals and objectives of an organisation
or not, performance standards are being maintained or not and reviewing employee performance
based on performance standards or not.
Job Analysis can be used in performance review to identify or develop goals and objectives,
performance standards, evaluation criteria, length of probationary periods, and duties to be
evaluated.
Job design is the allocation of specific work tasks to individuals and groups. Allocating jobs and
tasks means specifying the contents, method, and relationships of jobs to satisfy technological
and organizational requirements, as well as the personal needs of jobholders.It is the systematic
and purposeful allocation of tasks to individuals and groups within an organization.

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BIBLIOGRAPHY
Books:

Human Resource Management (Eleventh Edition), Gary Dessler, Biju Varkkey

Human Resource Management (Fourth Edition), Biswajeet Patnayak, PHI Publications
Human Resource Management (Second Edition),P. Jyothi,D.N. Venkatesh,Oxford
University Press

Websites:

http://www.whatishumanresource.com/job-design
http://www.whatishumanresource.com/job-analysis
http://www.accel-team.com/work_design/wd_06.html
http://www.managementstudyguide.com/what-to-collect-during-job-analysis.htm
https://www.scribd.com/doc/4407838/Job-analysis-and-Job-Design-1

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https://www.boundless.com/management/textbooks/boundless-managementtextbook/organizational-behavior-5/job-design-and-motivation-49/defining-job-design250-3913/

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