JOB ANALYSIS

HUMAN RESOURCE MANAGEMENT

Job Analysis
 Process used to identify and determine in detail the
particular job duties and requirements.
 Systematic study of jobs to identify the observable work
activities, tasks and responsibilities associated with a
particular job or group of jobs.
 Job Analysis shows the relative importance of these duties
for a given job.
 It is a systematic exploration of activities with in the job.
 Process where judgments are made about the data
collected on the job.
 It is conducted of the job and not the person.
When Job Analysis is carried out

 When an organisation is started.

 When changes occur which require new

methods and procedures in performing

the job e.g. introduction of new
technology.
 When a new job is created.
Aspects of a Job that are Analyzed
 Duties and tasks (frequency, duration, effort, skill,
complexity, equipment, standards).
 Environment ( unpleasant conditions such as
offensive odors and temperature extremes).
 Tools, equipment, machines and work aids.
 Performance standards - in terms of quantity and
quality levels of each job duty
 Relationships (with internal and external people).
 Requirements in terms of KSAs
 Etc.
Methods of Job Analysis

Observation
Job Analysis Interview

Questionnaire

Work diary/ logs /time sheets

 Secondary Data (Literature

review)
Observation
 Data about the job of employees by directly watching them at
work.
 Useful and valid observation should concentrate on job
behavior.
 Data is recorded either in narrative format or by using a
checklist.
 You obtain first-hand knowledge and information.
 See and experience the work environment, equipment,
interrelations and job complexity.
 Prone to alteration of normal work behavior.
 Not appropriate for jobs that require mental effort all the
time.
Job Analysis Interview
 Job holder describes the tasks and duties
performed.
 Most used for both standardised and
unstandardised activities and jobs.
 Both structured and unstructured.
 Flexible for all levels and job types.
 More reliable.
 Generates more descriptive data.
 Creates relationship thus more information.
J.A Interview
 Susceptible to interviewer bias.
 Stress one area and neglect other areas.
 Time consuming.
 Information from different interview information is
hard to bring together.
 Some training required.
 Etc.
Questionnaire
 Set of questions given to identify job duties,
responsibilities, equipment used, work
relationships, and work environment
 A draft of the identified job duties,
responsibilities, equipment, relationships, and
work environment would be reviewed with the
supervisor for accuracy
 The Job Analyst would then prepare a job
description and/or job specifications.
Work Diary / Log / Sheets

 Jobholder / incumbent records in details their

job duties / activities everyday. It includes:
 Frequency of the duties
 When the duties were accomplished
 To be more accurate it needs to be done
faithfully.
 Eliminates errors caused by memory lapses
the jobholder makes while answering
questionnaires.
Which method to use
 Any or a or a combination - a multi-method
job analysis approach
 Recommended that a combination because
each of the method has its strengths and can
elicit more of some specific information
 The choice of method may also be determined
by circumstances such as the purpose of the job
analysis, and time and budgetary constraints
Note that a combination of the methods enhances
effectiveness of Job Analysis
Products of Job Analysis
 Job Description
 The principal product of a job analysis. It
represents a written summary of the job as
an identifiable organisation unit. It is a list of
what the job entails.
Components include; Job Title, Location,
supervision given, relationship of job to others,
Job holder’s Authority, Equipment, Terms and
conditions, Work Environment and any other
duties
Products of Job Analysis
 Job Specification
 A written explanation of the knowledge,
skills, abilities, traits and other characteristics
(KSAOs) necessary for effective performance
on a given job-‘what kind of people to hire
for that job’.
Components include; Education level,
knowledge, skills, Age, Gender, Work
Experience, Physical requirements etc.
Purpose of Job Analysis
 Determining Training Needs
 Reward and Compensation
 Recruitment and Selection
 Performance Reviews
 Career development
 Induction and Orientation
 Job redesign and reengineering
 E.t.c
Thank you for Listening