Câu 41:

Job analysis is important to HR managers because the information gathered in job analysis is
used in so many HR activities/functions. Describe how job analysis information is used in four
different HR activities/functions. Illustrate by specific examples in hospitality and tourism.

Tóm lại, hoạt động nhân sự thuộc năm chức năng cốt lõi sau: bố trí nhân sự, phát triển, lương
thưởng, an toàn và sức khỏe, quan hệ nhân viên và lao động.

 In short, human resource activities fall under the following five core functions:
staffing, development, compensation, safety and health, and employee and labor
relations.
Staffing
A job analysis is an in-depth study of the tasks, responsibilities and skills needed to
perform a job role successfully. As such, it should be viewed as the first step in the
recruiting process. By performing a job analysis, human resources personnel can clarify
the role’s needs, as well as define employer expectations; essentially everything you
need to write the most accurate job description and produce the best job advert for your
recruitment needs.

 Identify the task/duties required for the role by talking to someone familiar with the
position, such as the incumbent and their direct manager.
 Compile all information regarding the duties and responsibilities of the role.
 Determine ways to assess the difference between potentially poor, average, and above
average performers.
 Examine how workers in the position are currently performing and anything needed for
the role to add more productivity or value to the organisation.
Uses of Job Analysis | Human
Resource Management
Everything you need to know about the uses of job analysis. A job
analysis is an essential element of sound human resource
management. It provides valuable information for taking right
decision about the organisation’s human resources.
Job analysis generates several documents and procedures, which are
very useful in the management of human resources. Job analysis
provides information which is useful almost in all the operative
function of Human resource management.
In short, job analysis is a systematic procedure for securing and
reporting the information which defines a specific job. Job analysis
has many and varied uses in human resources management.
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Job analysis determines the qualifications required for a job,

provides guidance in recruitment, selection, placement, induction,
transfer or promotion of employees and in their training and
development programmes.
Some of the uses of job analysis are –
1. Organizational Design 2. Acquisition of Personnel 3. Human
Resource Development 4. Job Evaluation and Compensation 5.
Performance Appraisal 6. Safety and Health 7. Employee Counseling
8. Employment 9. Human Resource Planning,
10. Recruitment and Selection 11. Placement and Induction 12.
Training and Development 13. Career Path Planning 14. Labour
Relations 15. Discipline 16. Vocational Guidance and Counseling 17.
Promotion and Transfers.
Uses of Job Analysis in HRM
Uses of Job Analysis – Organisational Design,
Personnel Acquisition, HRD, Job Evaluation and
Compensation
The information disclosed by job analysis was initially used for
recruitment and selection of employees and that too at lower levels.
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However, since the human resource management practices

focus more on managerial personnel, job analysis
information has the following uses:
Uses of Job Analysis # 1. Organizational Design:
Organizational design involves building a network of relationships
among various functions and positions. The steps involved in
organizational design are identification of various jobs to be
performed, grouping these jobs together on the basis of similarity, and
assigning these jobs to positions.
Since assignment of jobs creates responsibility, commensurate
authority is delegated so that the jobs are performed effectively. Job
analysis provides the relevant information for completing the total
steps of organizational design. It provides the base for identifying the
contents of different jobs, their interrelationship and interdependence,
responsibility involved in a job, and authority that may be required to
perform the job.
Uses of Job Analysis # 2. Acquisition of Personnel:
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Acquisition of personnel involves human resource planning,

recruitment and selection, and orientation and placement.
In each area, job analysis helps in the following ways:
i. Human Resource Planning:
Human resource planning, involves determination of number and type
of personnel required in future by the organization. The basis of this
determination is the types of jobs that may be required to be
performed in order to achieve organizational objectives.
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Job analysis provides information for forecasting human resource

needs in terms of knowledge, skills, and experience. It also provides
help in planning for promotions and transfers by indicating lateral and
vertical relationships among different jobs.
ii. Recruitment and Selection:
Recruitment and selection, taken together, involve the identification of
sources from where the personnel will be acquired, motivating them
for making themselves available for selection, and selecting those who
meet the criteria as provided in job description and job specification.
The total process of recruitment and selection is based on the principle
of matching jobs and individuals. In this process, various job-related
factors in the form of tasks and responsibilities and individual-related
factors in the form of knowledge, skills, and experience are matched.
Both types of information are provided by job analysis.
iii. Induction and Placement:
Job analysis helps in induction and placement of personnel by further
matching between jobs and individuals. This further matching is
required when personnel are selected for a group of jobs rather than
for specific jobs. In many cases, individuals are selected for a group of
jobs such as management trainees, consultants, etc.
Their placement in specific jobs is determined by their match with job
requirements. Job analysis helps in providing information about such
job requirements.
Uses of Job Analysis # 3. Human Resource Development:
In the dynamic environment, human resource development (HRD) is
undertaken as a continuous process to match individuals and job
requirements. Such matching is indicated by the information provided
by job analysis. Thus, job analysis helps in the following areas of
human resource development.
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i. Career Planning:
Career planning involves determination of path of upward movement
of individuals in the organization. The individuals join the
organization at a particular level and make upward progression at
various levels in their career. Job analysis provides information about
the opportunities in terms of career paths and jobs availability in the
organization. In the light of this information, both individuals and
organization make suitable efforts for career planning and
development.
ii. Training and Development:
Career planning itself is not sufficient but it requires the efforts in the
form of training and development so that the individuals are equipped
to meet the requirements of their jobs to be performed at various
stages of their career. Job analysis provides valuable information to
identify training and development needs of various individuals. A clear
idea of what is required on a job helps in deciding what is learnt and
developed in order to be effective.
Uses of Job Analysis # 4. Job Evaluation and Compensation:
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Job evaluation is the process of determining the relative worth of

different jobs in an organization with a view to link compensation,
both basic and supplementary, with the worth of the jobs. The worth
of a job is determined on the basis of job characteristics and job holder
characteristics. Job analysis provides both in the forms of job
description and job specification.
Uses of Job Analysis # 5. Performance Appraisal:
Performance appraisal involves assessment of actual job performance
by an employee in the light of what is expected of him. Such an
assessment is used for promotion, pay increase, and identification of
training needs. Job analysis helps in determining performance
standards against which the actual job performance is measured.
Uses of Job Analysis # 6. Safety and Health:
Job analysis helps in taking preventive measures for maintaining
safety and health of employees at the workplace by providing
information about unhealthy and hazardous environmental and
operational conditions in various jobs. Heat, noise, fumes, etc. are
examples of such conditions which cause occupational diseases if
proper preventive measures are not adopted.
Uses of Job Analysis # 7. Employee Counselling:
Job analysis helps in providing counselling to employees in different
areas. These areas may be the choice of careers and rehabilitation.
Employees who are unable to bear the stress of a particular job either
because of job contents or the adverse working conditions like
hazardous work environment may be advised to opt for other jobs or
may be advised for voluntary retirement.
Uses of Job Analysis – With Summary according
to Dale Yoder
A job analysis is an essential element of sound human resource
management. It provides valuable information for taking right
decision about the organisation’s human resources. Most functions of
human resources management can be carried out with the help of
information generated by job analysis.
The specific uses of job analysis are given below:
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(1) Job analysis is an essential element of effective human resource

planning. It helps in determining quality of hum a resources required
in an organisation. It also facilitates division of work.
(2) Job analysis is useful in classification of jobs and interrelationship
among them. Responsibility commensurate with authority and
accountability for various jobs can be specified so as to minimise
duplication or overlapping.
(3) Job analysis provides valuable information required to identify
training needs, to design training programmes and to evaluate
training effectiveness.
(4) Job analysis provides understanding of what an employee is
expected to do on the job. Such understanding serves as the basis for
meaningful forecast of job performance. Selection methods are based
upon such forecasts.
(5) Job analysis reveals unhealthy and hazardous environmental and
operational conditions in various jobs. Heat, noise, dust, fumes, etc.
are examples of such condition. On the basis of such information,
management can develop measures to ensure the health and safety of
employees.
(6) Job evaluation – Job analysis serves as the basis for determining
the relative worth of different jobs. Therefore, it helps in developing
appropriate wage and salary structure, with internal pay equity
between jobs.
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(7) Career path planning – Job analysis provides a clear idea of career
paths and jobs available in the organisation with the help of job
analysis, both employees and the organisation make efforts for career
planning and career development.
(8) Labour Relation – Information obtained through job analysis is
helpful to both management and trade unions for collective
bargaining. It is also helpful to resolve disputes and grievances
originated in the workplace.
Dale Yoder summarizes the uses of job analysis as follows:
(1) Wage and salary administration
(2) Setting product standards
(3) Improvement of employee productivity through work
simplification
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(4) Organisation and integration of the whole workforce in

organisational planning
(5) Training programmes
(6) Optimizing utility of personnel
(7) It also helps to identify job relationships for smooth functioning
(8) Transfer and promotions
(9) Improvement of working conditions
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(10) Recruitment, selection and placement.

Job analysis generates several documents and procedures, which are
very useful in the management of human resources. Job analysis
provides information which is useful almost in all the operative
function of Human resource management.

Uses of Job Analysis – Human Resource Planning,

Recruitment, Selection, Fitment, Performance,
Training and Compenstion
Job analysis data has multiple uses, besides understanding the nature
of the job itself.
(a) Human Resource Planning – Forecasting the demand and supply
of workforce is an important foundation function and job analysis data
helps in such planning activities.
(b) Recruitment – Even before a firm starts looking for a candidate or
a prospective employee, it should be clear about the purpose behind
that search. The purpose is defined by the job and the best answer to
that comes from the job analysis data.
(c) Selection – A reliable, valid selection process could always be able
to employ tool and techniques which shall enable selection of the right
candidate and vice-versa. One of the most fundamental information to
get this right is to first understand what the ‘ideal candidate’ should be
like. The job analysis data provides the answers again.
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(d) Fitment – Person-job fit is best achieved when both are well
understood and then matched. The job analysis data is obviously
critical in achieving the same.
(e) Performance Management – Effective setting of performance
objectives, key result areas (KRAs) and performance benchmarks is
only possible when the job is understood well.
(f) Training – The job analysis data provides deep insight into the
kinds of competencies required to successfully accomplish a particular
job. This in turn, when matched with individual employee, helps a
firm to identify competency-gaps and training needs.
(g) Compensation – Job analysis data help identification of
‘compensable factors’ which not only help in fixing the right
compensation for a job but also in maintaining adequate differentials
between jobs.
(h) Job Design – The design aspects of a job are closely related to
innovation, efficiency, motivation. Job analysis data is one of the
fodders for job design.

Uses of Job Analysis – Selection, Training,

Development, Promotion and Transfers
Job analysis can result in a description of common duties, or tasks,
performed on the job, as well as descriptions of the knowledge, skills,
abilities, and other characteristics (KSAOs) required to perform those
tasks. In addition, job analysis can uncover tools and technologies
commonly used on the job, working conditions, and a variety of other
aspects that characterise work performed in the position(s).
When used as a precursor to personnel selection (a commonly
suggested approach), job analysis should be performed in such a way
as to meet the professional and legal guidelines that have been
established.
In the context of vocational rehabilitation, the output of the job
analysis is usually evidence. The evidence is used to support a
determination regarding the injured worker’s vocational choices. In
certification testing, the results of the job analysis lead to a document
for candidates laying out the specific areas that will be tested (named
in various ways, such as the “exam objectives”) and to a “content
specification” for item writers and other technical members of the
exam development team.
The content specification outlines the specific content areas of the
exam and the percentage of the exam (i.e., the numbers of items) that
must be included on the exam from that content area.
Job analysis plays a significant role in human resource department
assist affects numerous activities of the department.
Some of the activities are given below:
(a) Selection of personnel – Job analysis facilities in setting job
specification. A job specification is the standard of personnel against
which job applicant can be compared. The specification provides a
basis for selection of personnel for various positions.
(b) Training and development – Identification of duties and
responsibilities and the usage of machines and equipments help in
developing the content and subject matter of the training
programmes.
(c) Job evaluation – It facilitates job verification. There are certain
jobs in which risks and hazards are involved. Job analysis helps in
determining the worth of each job in terms of money so that the wages
can be fixed.
(d) Performance appraisal – It helps in evaluating the performance
objectively. It makes it possible to know how far an employee has been
successful in achieving the objectives of the organisation.
(e) Promotions, transfers etc. – It provides the basis for promotions,
transfers, and other related terms.
(f) Guidance – Job analysis provides the candidates in ascertaining the
jobs for which they have necessary qualifications.
(g) Labour relations – Job analysis helps in setting performance
standards which facilitate in resolving the disputes between trade
unions and the management.
(h) Health and safety – It enables to identify hazardous and unhealthy
environmental conditions so that corrective steps can be undertaken
to reduce and avoid the possibility of accidents.

Uses of Job Analysis – A brief description of the

specific uses of job analysis is given below
A comprehensive programme of job analysis can be used as a foun-
dation and as an essential element of sound human resource
management and industrial relations. It provides valuable information
for taking decisions about human resources of the organisation. Most
of the functions of the human resource management can be carried
out with the help of such information provided by job analysis.
A brief description of the specific uses of job analysis is
given below:
1. Employment:
As job analysis provides information about duties, tasks and
responsibilities etc., it serves as a useful guide in every phase of
employment process such as man-power planning, recruitment,
selection, placement, induction and performance-appraisal.
2. Organisational Design:
Job analysis is useful in classifying jobs and establishing inter-
relationship among them. Responsibility consistent with authority and
accountability for different jobs can be clearly specified with a view to
avoid or minimise duplication or overlapping. Information provided
by job analysis will enable the management to take sound decisions
relating to hierarchal positions and functional differentiation, in order
to improve organisational efficiency.
3. Human Resource Planning:
The information provided by job analysis is useful for forecasting
manpower requirements in terms of skills and knowledge. It is also
useful in planning for promotion and transfers by indicating vertical
and lateral relationships between different jobs. The information
provided by job analysis also helps in determining the quality of the
human resources needed in the organisation. It also, facilitate division
of work.
4. Recruitment and Selection:
Job analysis provides very useful information relating to the tasks,
responsibilities, skills and knowledge and such information serves as a
realistic basis for hiring employees. Job analysis is the basis for job
description, job specification, job evaluation and performance
appraisal. Such information enables the management to know what an
employee is expected to do on the job. Such knowledge serves as a
basis for meaningful forecast of job performance.
5. Placement and Induction:
Job analysis provides such information which enables the
management to assign each employee that job for which he is best
fitted. Similarly, the induction or orientation programme can be
geared towards helping the employee learn the activities, tasks, and
duties required to perform the job assigned.
6. Training and Development:
Job analysis provides very valuable information which is required to
identify the training needs, to design training programmes and to
evaluate the effectiveness of training.
7. Performance Appraisal:
Job analysis helps in determining performance standards in critical
parts of a job. The employee’s performance can be evaluated against
the pre-determined standards and critical activities. It helps the
management to compare actual performance with the pre-determined
standards and take necessary measures to set right any deviation
between the two, if any.
8. Career Path Planning:
Job analysis provides clear information about the opportunities in
terms of career path and jobs available in the organisation. With the
help of such information, both the organisation and its employees can
make efforts for career planning and development.
9. Labour Relations:
The information provided by job analysis is very useful to both the
organisation and its employees for collective bargaining. It also helps
the management to resolve disputes and grievances related to
workload, nature of work, work procedure etc. and maintain sound
labour relations.
10. Discipline:
The information available from job analysis can be used as a standard
when discipline is required for standard performance.
11. Health and Safety:
Job analysis provides information about unhealthy and hazardous
conditions and accident prone areas in various jobs. It helps the
management to develop measures to ensure health and safety of
employees.
12. Vocational Guidance and Counseling:
Job analysis provides information about career choices and personal
limitations and therefore such information will be helpful in
vocational guidance and rehabilitation counseling. Employees who are
unable to maintain standard performance due to old age or health
hazards may be advised to opt for subsidiary jobs or to seek early
retirement.
13. Promotion and Transfers:
Job analysis information is very useful in charting a channel of
promotion and in showing lateral lines of transfer.
14. Job Evaluation:
Job analysis serves as a basis for job evaluation, which becomes the
basis for determining wage and salary levels as it takes into account
the content of the job in terms of tasks, duties, responsibilities, risks,
hazards etc. Job analysis provides several documents and procedures
which are very useful in the management of human resources.
Uses of Job Analysis – Top 8 Uses
The purpose of job analysis are useful in:
(1) Human Resource Planning (HRP)
(2) In Employees Hiring, Recruitment and Selection.
(3) In Training and Development.
(4) Job Evaluation.
(5) Remuneration or Performance Appraisal.
(6) In assessment of the actual performance of an employee.
(7) In Personnel Information Systems and
(8) An excellent opportunity to uncover and identify hazardous
conditions (safety and health).
1. Human Resource Planning (HRP):
Human Resource Planning determines as to how many and what type
of personnel will be needed in the coming period. The number and
type of personnel will be determined by the size of the unit and the
nature of the jobs which will be needed to be staffed. Job related
information is, therefore necessary for human resource planning.
2. Recruitment and Selection:
Recruitment needs to be preceded by job analysis. Job analysis helps
human resource manager to locate places to obtain employees for
openings anticipated in the future. An understanding of the types of
the skills needed to have a better continuity and planning in staffing
their organisation.
Similarly, selecting a qualified person to fill a job requires knowing
clearly the work to be done and the qualifications needed for someone
to perform the work satisfactorily. Without a clear and precise
understanding of what a job entails, the human resource manager
cannot effectively select someone to do the job.
The objective of employee hiring is to match the right people with the
right jobs. The objective is too difficult to achieve without having
adequate job information.
3. Training and Development:
Job analysis is useful for a human resource development manager in
as much as it helps him / her to know what a given job demands from
the incumbent in terms of knowledge and skills. Training and
development programmes can be designed depending on the job
requirements. Selection of trainees is also facilitated by job analysis.
4. Job Evaluation:
Job evaluation involves determination of relative worth of each job for
the purpose of establishing wage and salary differentials. Relative
worth is determined mainly on the basis of job description and job
specification. It helps in determining wage and salary grades for all the
jobs. Employees need to be compensated depending on the grades of
jobs which they occupy.
5. Remuneration:
Remuneration involves fringe benefits bonus and other benefits. It
must be based on the relative worth of each job. Ignoring this basic
principle results in inequitable compensation. A perception of inequity
is a sure way of demotivating an employee.
6. Performance Appraisal:
Performance appraisal involves assessment of the actual performance
of an employee against what is expected of him / her. Such assessment
is the basis for awarding promotions, effecting transfers, or assessing
training needs. Job analysis facilitates performance appraisal in as
much as it helps fix standards for performance is relation to what
actual performance of an employee is compared and assessed.
7. Personnel Information:
Organisations generally maintain computerized personnel information
systems. Such information system is useful as it helps in improving the
administrative efficiency by speeding up the provision of data, by
reducing the resources for higher value activities which are
fundamental to the success of management.
Further, personnel information provides decision support as the
information which gives a factual basis for decision concerning the
planning, acquisition, development, utilisation and remuneration of
human resources. Job analysis is vital for building such information
systems.
8. Safety and Health:
Further, job analysis provides an excellent opportunity to uncover and
identify hazardous conditions and unhealthy environmental factors
like heat, noise, fumes and dust, so that corrective measures can be
taken to minimise and avoid the possibility of human injury.

Uses of Job Analysis – With Its Resulting Products

The comprehensive information or data derived from job analysis aid
considerably in almost every phase of personnel management. It
constitutes an essential ingredient provides the major input to
forecasting human resource requirements, determining the
qualifications for a job, and writing job descriptions.
It provides guidance in recruitment and selection; it evaluates current
employees for promotion and transfer, and establishes requirements
for training programmes. It is used as a foundation for job evaluation
and determination of proper compensation. It helps in employee
development by means of appraisal and counselling.
It is also useful for establishing improved methods of analysing
problems of health, safety and fatigue. It also helps in redesigning the
jobs to improve performance or to enrich job content. Thus, it is useful
in almost each and every sphere of personnel activity.
The specific uses of job analysis and its resulting products –
job description and job specification – may be described as
follows:
Use # 1. Manpower Planning:
Job analysis is helpful in manpower planning since it is the qualitative
aspect of manpower requirements. It determines the demands of the
job in terms of responsibilities and duties and then translate these
demands in terms of skills, qualities and other human qualities. It
facilitates division of work, into different jobs. Thus, it is an essential
element of manpower planning because it matches jobs with
individuals.
Use # 2. Recruitment, Selection and Placement:
In order to place a right person on the right job, it is essential to know
the nature and requirements of the job and also the qualities and
interests of the individual who will perform the job. Job descriptions
and job specifications are of considerable value as guides to hiring and
placement practices. Job analysis helps in matching as closely as
possible the job requirement with employee’s aptitudes, abilities,
interests, etc. to facilitate the execution of employment programme.
Use # 3. Induction:
For a new trainee, job description is most helpful for orientation
purposes.
Use # 4. Promotion and Transfer:
Promotion and transfer of an employee from one job to another
depends on a knowledge of the requirements of the new job as well as
of the qualifications of the people being considered. Again, the basic
goal is to match jobs with individuals. Job analysis helps in charting
the channels of promotion and in showing the lateral lines of transfer.
Use # 5. Training and Development:
Job analysis determines the levels of standard of job performance. It
provides information on the requirements that training and
management development programmes must fulfil. It helps to
determine the content and subject matter of these programmes. It
thus provides the minimum standards to match the actual
requirements of the job.
Thus, it helps to generate a close match between actual and expected
behaviour on the job. It also provides the employee with data
concerning opportunities and requirements for career development
within the organization.
Use # 6. Job Evaluation:
Job analysis provides a basis for job evaluation. Job evaluation is a
method for determining, the relative worth of jobs and providing a fair
basis for differences in pay between one job and another within a
company. An accurate and comprehensive set of job descriptions and
job specifications provides a factual foundation for evaluating the
relative worth of the job which in turn helps in determining the
compensation of the job.
Use # 7. Performance Appraisal:
Job analysis data provide a clear-cut standard of performance for
every job and help in evaluating the performance of each individual
with the set standard. In an organization, jobs are structured in a way
that is intended to contribute maximally to productivity and
maintenance goals; then individual performances are compared with
these expected patterns. Job descriptions are useful in defining the
area in which job goals should be established. Then the work done
towards these goals is appraised. This contribution to the appraising
and evaluating process is an important function of job analysis.
Use # 8. Job Re-Engineering:
Industrial engineers may use the job analysis information to alter the
content of certain jobs. The change in jobs is done in order to permit
their being filled by personnel with special characteristics. Industrial
engineering activity is concerned with operational analysis, motion
study, work simplification methods etc. Job analysis information is
helpful also to the Human Engineering activity which takes into
consideration human capabilities both physical and psychological, and
prepares the foundation for better productivity and improved
efficiency.
Use # 9. Health and Safety:
Job analysis data can be utilized to identify job hazards and unhealthy
and dangerous working conditions. This information is infact an
integral part of job descriptions. With this information corrective
measures may be taken to minimize the chances of various risks and to
avoid the possibility of accidents.
Use # 10. Counselling:
Job descriptions and occupational information based on extensive job
analyses can be of high value in such areas as vocational guidance and
rehabilitation counselling. Job information is highly useful in
counselling.
Use # 11. Labour Relations:
A job description is a standard of function. If an employee attempts to
add to or subtract from the duties listed therein, the standard has been
violated. The labour union as well as the management is interested in
this matter. Controversies often result, and a written record of the
standard job jurisdiction is valuable in resolving such disputes.
Use # 12. Discipline:
Job analysis provides a means to common understanding between
management and the labour unions with regard to the characteristics
of various jobs and job-holders and thus it reduces one type of
employee grievance. It reduces considerably suspicion of favoritism to
the extent that pay differentials are based on clear differences in job
duties. Job analysis thus contributes to reduced internal conflict once
the programme is well established and widely accepted. Job analysis
thus helps in maintaining the discipline in the organization and in
settlement of grievances.
Use # 13. Organizational Structure and Design:
Job analysis helps in classifying job requirements and
interrelationships among jobs. Responsibility, commensurate
authority and accountability for various jobs can be specified so as to
minimize duplication or overlap.
In short, job analysis is a systematic procedure for securing and
reporting the information which defines a specific job. Job analysis
has many and varied uses in human resources management. It
determines the qualifications required for a job, provides guidance in
recruitment, selection, placement, induction transfer or promotion of
employees and in their training and development programmes.
It is a basis for job evaluation, performance appraisal and counselling.
It helps in maintaining discipline, reducing grievances, minimizing
conflict and stress and promoting health and safety among employees.
Thus, job analysis is one of the most pervasive tasks of personnel
management.