CHAPTER FIVE

JOB ANALYSIS & DESIGN

BAHAN KULIAH
PERTEMUAN KEDUA

Werther, Jr., W.B., & Davis, K. (2006).

Human Resources & Personnel Management.
(5th Edition). Singapore. McGraw Hill

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 INTRODUCTION

 The definition:
Systematic process of determining the skills, duties, and
knowledge required for performing jobs in an organization.
 Job Analysis systematically collect, evaluate, & organize the
information about the job to study the patterns of activities
and determine the task, duties, & responsibilities needed for
each job
 Small operation need simple job. When complexity arise, it
demand higher need  HRIS

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 INTRODUCTION

Task
• A basic element of work that is a logical and necessary step
in performing a job duty.
Duty
• Consists of one or more tasks that constitute a significant
activity performed in a job.
Responsibility
• One or several duties that identify and describe the major
purpose or reason for the job’s existence
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 INTRODUCTION

 JOB can be describe as patterns of task, duties, &

responsibilities done by a person
 Identifies components of job by answering 4 questions:
What does incumbent actually do?
What are duties, responsibilities, & performance expectations?
What KSAs (knowledge, skill and attitude) are needed for
success?
What are conditions, location, physical & social needs,
supervision needs, etc. under which job is performed?

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 JOB ANALYSIS
Tasks Responsibilities Duties • Human Resource Planning
• Recruitment
• Selection
• Training and
Job Descriptions Development
• Performance Appraisal
Job
Analysis
Job Standards
• Compensation and
Job Specifications Benefits
• Safety and Health
• Employee and Labor
Relations

Knowledge Skills Attitudes • Legal Considerations

• Job Analysis for Teams

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 JOB ANALYSIS

Job identification

Questionnaire Use the result to form:

Type of Organization
development • Job descriptions
& function to
• Job specifications
perform Data collection
• Job/performance
Analyze the findings standards

HRIS needed to perform:

• Job design
• HR planning Which useful
• Recruitment, selection and training as an input for
• Performance evaluation HRIS
• Compensation and benefit
• EEO Compliance

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 JOB ANALYSIS
 Knowing & mastering the jobs available in an organization
 Who will be responsible for conducting job analysis?
 How to choose the sample?
If there are 40 cashiers, do we have to analyze all of them? Why?
 The result must be formalized so it could be useful to
managers

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 JOB ANALYSIS

Steps to • Identify the job

conduct • Collect job information
job • Develop questionnaire
analysis: • Analyst the finding

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 IDENTIFY JOBS
 Search thru the entire organization about the function or
work available
 Find the pattern of the work flow
 Construct list of the jobs.
 You can us:
 organization charts
 payroll
 discussion (talk to the employee and management)
 earlier records

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 IDENTIFY JOBS
 The work flow:
 Each job in the organization should receive work as an input, add
value to that work by doing something useful to it, and then move
the work on to another worker.
 Work-flow analysis usually reveals that some steps or jobs can be
combined, simplified, or even eliminated.
 In some cases, it has resulted in the reorganization of work so
that teams rather than individual workers are the source of value
creation.

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 COLLECTION of INFORMATION
 Inform the employees.
 Why?
 Compare with outside organizations and its
industry/environment
 Identify the jobs to be analyzed

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 DEVELOP QUESTIONNAIRE
 Construct a well prepared questionnaire
 It help to standarized and consistency
 In US, they have Position Analysis Questionnaire
 Job analysis questionnaire should cover ;
Duties & responsibilities
Human abilities
Performance standard
 There should be a different questionnaire for technical,
crerical, & managerial jobs

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 DEVELOP QUESTIONNAIRE
 Sample of questionnaire can be found on p. 122 –
124
 Questionnaire should have ;
Status (how current) & identification of the jobs
Duties & responsibilities
Human characteristic (KSA) & working conditions
(unique needs)
Performance standards

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 DATA COLLECTION
 Consider costs, time, accuracy, & resources
 Sources of data ;
Interview the holder & supervisor (use checklist to
control the situation).
Panel of experts
Mail questionnaires
Employee log, if there are any
Observations
Mixed approach

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 THE USE OF JOB ANALYSIS INFO
 Create job descriptions and spesification for effective
recruitment
 Determine appropriate selection tests.
 Training needs analysis
 Conduct wage and salary evaluation.
 Determine performance criteria and standards

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THE JOB ANALYSIS SAMPLE

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 JOB DESCRIPTIONS
Written statement that explain the duties, working condition, & other
aspect of the jobs

Same format in one firm is better

Define what a job is, profile of the job

It must include ;
• Job identity
• Job summaries & duties
• Working conditions
• Approval from the management authority
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 JOB SPECIFICATIONS

What it takes for someone to perform the jobs

The requirement of KSA

• Training, education, certification
• Experience, mental, language, legal, tools, strength, thinking,
action,
• Safety, unpleasent environtment,

Be specific

Contain only what is the job required, not anything else

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 JOB PERFORMANCE/STANDARD
 Criteria to measure and differ the succesful of jobs holder
from others
 Job Standards are a key part to control and measure the
performance
 Used as:
 the targets for employee efforts,
 criteria against which job success is measured.

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 HR INFORMATION SYSTEM
 Warehouse of job informations
 Consist of numerous data from planning the HR thru the
separations
 Job families  group of jobs that are closely related in
terms of duties, responsibilities, KSA

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 JOB DESIGN
 Job design
 A systematical process by which jobs are characterized and
engineered based on its elements to gain organizational
productivity and employee satisfaction
 Work arrangement (rearrangement) aimed at reducing or
overcoming job dissatisfaction & employee alienation arising from
repetitive and mechanistic tasks.
 The design of a job reflect the organizational,
environtmental, & behavioural demands.
 Job designers have to create satisfying & productive jobs
 Poor job design can affect productivity, performance,
satisfaction
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 JOB DESIGN
 With job design, organizations can raise productivity levels
by offering non-monetary rewards such as ;
Greater satisfaction from a sense of personal achievement
in meeting the increased challenge
Responsibility of one's work.
 The trade-offs between productive & satisfaction still at
large
 Job enlargement, job enrichment, job rotation, & job
simplification are the various techniques used in a job
design exercise.
Our Sources : http://www.businessdictionary.com/definition/job-design.html

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 JOB DESIGN
 Job enlargement expands a job’s duties.
Auto workers whose specialized job is to install carpets on the car floor
may have their job enlarged to include the extra duties of installing the
car’s seats and instrument panel
 Job rotation rotates workers among different narrowly defined
tasks without disrupting the flow of work.
A worker whose job is installing carpets would be rotated periodically to
a second workstation where she would install only seats in the car

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 JOB DESIGN
 Job enrichment is the process of putting specialized tasks back
together so that one person is responsible for producing a whole
product or an entire service.
 Instead of people working on an assembly line at one or more stations, the entire
assembly line process is abandoned to enable each worker to assemble an entire
product, such as a kitchen appliance or mobile phone

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 JOB DESIGN
INPUTS PROCESS OUTPUT

Organizational
Elements

Environtmental Productive &

Job design
Elements Satisfying Job

Behavioural
Elements

FEEDBACK

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 ORGANIZATIONAL ELEMENTS
 Concerned with efficiency (Frederick Taylor)
 Specialization & repetition are the key in design job
 Mechanistic approach (use in assembly line) 
Identifying every task so that can be arranged to minimize time &
efforts
Limited number of task group into job
Short the job cycles
Require less training and allow worker to learn quickly

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 ORGANIZATIONAL ELEMENTS
 Other method ;
Work flow, sequence and balance
Ergonomics, physically interface with the equipment. Ease of use.
Work practices. Set ways of performing work result of tradition,
past work practices, or collective wishes from employees

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 ENVIRONTMENTAL ELEMENTS
 Concern with employee potential
 The ability & availability of potential employee
Job must adjusted according to the ability and availability of the
workforce
 Social expectation
Higher expectation in today’s workforce
Salary, work condition, holidays, management style, wuality of
work life

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 BEHAVIOURAL ELEMENTS
 Concern with individual needs
 These personal elements often play most important role in
the organization
 These sub elements must appear to motivate employee to
measure their achievement
Autonomy. Level of authority
Variety. Complexity of work.
Task identity. Completeness of work
Feedback. As a form of evaluation
Task significance. Importance of work to others

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 BEHAVIOUR & EFFICIENCY
TRADE-OFFS
 More efficient job can cause less satisfy employee
Productivity VS specialization
Satisfaction VS specialization
Learning VS specialization
Turnover VS specialization

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 TECHNIQUE of JOB REDESIGN
 Is jobs have to be more or less specialized?
 Analysis & experiment are the way to determine what is the
correct action
 Underspecialization
Work simplification. Could cause boredom
Reengineering. Eliminating uneeded steps
 What do you think of the workforce in developing countries,
do they need specialized jobs or not?
 What do you think of worker with complete skills?
 What kind of work you prefer to do?

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 TECHNIQUE of JOB REDESIGN
 Overspecialization
Job rotation. Move from job to job
Job enlargement. Add similar duties to provide variety (horizontal
loading). More things to do
Job enrichment. Increasing resposibilities, autonomy, & control
(vertical loading). More plan & control

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 TECHNIQUE of JOB REDESIGN
 Autonomous work team
Self directed, leaderless
3 – 15 persons who cross-trained
Work independently to achieve desired goals

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 CONCLUSION
 HR must balance the good quality of work life with the bottom
line
 Happy workers is not the main goals
 The key is to achieve strategical success of the firm while
improving the worker’s quality of work life

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 JOB ANALYSIS

More about
Job Analysis

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http://www.managementstudyguide.com/job-analysis.htm

JOB ANALYSIS
 Method to gather, synthesize and implement the information available
regarding the workforce in the concern.
 A personnel manager has to undertake job analysis so as to put right
man on right job
 The information collected under job analysis is :
 Nature of jobs required in a concern.
 Nature/ size of organizational structure.
 Type of people required to fit that structure.
 The relationship of the job with other jobs in the concern.
 Kind of qualifications and academic background required for jobs.
 Provision of physical condition to support the activities of the concern. For
example- separate cabins for managers, special cabins for the supervisors,
healthy condition for workers, adequate store room for store keeper.

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http://www.managementstudyguide.com/job-analysis.htm

ADVANTAGE of JOB ANALYSIS

 Job analysis helps the personnel manager at the time of recruitment
and selection of right man on right job.
 It helps him to understand extent and scope of training required in
that field.
 It helps in evaluating the job in which the worth of the job has to be
evaluated.
 In those instances where smooth work force is required in concern.
 When he has to avoid overlapping of authority- responsibility
relationship so that distortion in chain of command doesn’t exist.
 It also helps to chalk out the compensation plans for the employees.
 It also helps the personnel manager to undertake performance
appraisal effectively in a concern.
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http://www.managementstudyguide.com/job-analysis.htm

JOB DESCRIPTION
An organized factual statement of job contents in the form of duties,
tasks, & responsibilities of a specific job.
The preparation of job description is very important before a vacancy is
advertised. It tells in brief the nature and type of job.
This type of document is descriptive in nature and it constitutes all those
facts which are related to a job such as :
 Title/ Designation of job and location in the concern.
 The nature of duties and operations to be performed in that job.
 The nature of authority- responsibility relationships.
 Necessary qualifications that are required for job.
 Relationship of that job with other jobs in a concern.
 The provision of physical and working condition or the work environment
required in performance of that job.

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http://www.managementstudyguide.com/job-analysis.htm

ADVANTAGES of JOB.DESC.
 It helps the supervisors in assigning work to the subordinates so that
he can guide and monitor their performances.
 It helps in recruitment and selection procedures.
 It assists in manpower planning.
 It is also helpful in performance appraisal.
 It is helpful in job evaluation in order to decide about rate of
remuneration for a specific job.
 It also helps in chalking out training and development programmes.

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http://www.managementstudyguide.com/job-analysis.htm

JOB SPESIFICATION
 A statement which tells us minimum acceptable human qualities
which helps to perform a job.
 Job specification translates job description into human qualifications
so that a job can be performed in a better manner. J
 Job specification helps in hiring an appropriate person for an
appropriate position. The contents are :
 Job title and designation
 Educational qualifications for that title
 Physical and other related attributes
 Physique and mental health
 Special attributes and abilities
 Maturity and dependability
 Relationship of that job with other jobs in a concern
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http://www.managementstudyguide.com/job-analysis.htm

ADVANTAGES of JOB.SPEC.
 It is helpful in preliminary screening in the selection procedure.
 It helps in giving due justification to each job.
 It also helps in designing training and development programmes.
 It helps the supervisors for counseling and monitoring performance of
employees.
 It helps in job evaluation.
 It helps the management to take decisions regarding promotion,
transfers and giving extra benefits to the employees.

http://wps.pearsoned.co.uk/ema_uk_he_slack_opsman_4/17/4472/1144
953.cw/index.html%20parentloc

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