MODULE 3

JOB ANALYSIS

Lesson 1: Definition, Importance and Nature of Job Analysis

Lesson 2: Definition of Different Job Terms
Lesson 3: Specific Information Provided by Job Analysis
Lesson 4: Methods Used in Job Analysis
Lesson 5: Steps in Conducting Job Analysis

INTRODUCTION

Emerging from years of downsizing and restructuring, and with a new appreciation for the value of their
human resources, many organizations are moving rapidly to embrace a new approach to the management
of human resource (HR) process. Job analysis (JA) helps to understand the qualities needed by
employees, defined through behavioral descriptors, to provide optimum work performance. These qualities
include range from personality traits and skills to specialized knowledge and abilities. It is possible to
integrate HR practices, define the business strategy of the organization, and increase the delivery of
services to customers by connecting HR activities through a common language and framework, reflecting
the organization's values and mission, and setting clear expectations of performance for employees.

LESSON 1: DEFINITION, IMPORTANCE AND NATURE OF JOB ANALYSIS

The critical role of modern job analysis is in guiding, learning and development at activities of employees.
Modern Job analysis addresses development through the provision of tools for employees that address:

a. What it takes to do a job;

b. What an individual brings to the job; and
c. What the gaps (learning and development needs) are.

The purpose of this input is to clearly define the context and status of Job Analysis as an HR approach,
identify its use within the organization and describe the issues that need to be addressed with respect to
its growing application across departments and agencies.

Definition and Importance of Job Analysis (JA)

The following are some of the definitions given for Job Analysis:

1. This is a process used to determine and describe the content of jobs in such a way that a clear
understanding of what the job is about is communicated to anyone who might require the
information for management purposes.
2. Robbins states that JA is a systematic way to gather and analyze information about the content,
context and human requirements of jobs.
3. It is the fundamental process that forms the basis of all human resource activities.
4. Job analysis is conducted to determine the responsibilities inherent in the position as well as the
qualifications needed to fulfill its responsibilities. It is essential when recruiting to locate an individual
having the requisite capabilities and education.
 5. Job analysis is a systematic process for gathering, documenting and analyzing data about the work
required for a job.

Successful HRM practices can lead to outcomes that create competitive advantage. When properly
performed, job analysis can enhance the success of HRM practices by laying the required foundation.

Job analysis helps ensure that decisions made with respect to HR processes are good decisions i.e., fair
and accurate (e.g., selection of the right person for the job, appropriate decisions about training,
performance management, development, etc.) and its helps ensure the defensibility of decisions made to
employee (resulting in good HR management) and to the courts (resulting in saving of costs, time and
reputation).

Job analysis provides information in several cases including the following:

1. How much time is taken to complete basic tasks?

2. How are tasks grouped together into a job?
3. How can a job be designed so that the employee performance can be improved?
4. What kind of skills is needed to perform a certain type of job?
5. What kind of person is best suited to perform a certain type of job?

All this information provides a foundation for other HR activities.

Nature of Job Analysis

Job analysis, the most fundamental component of HR management, is a systematic method of gathering
and analyzing data regarding the content and human requirements of tasks, as well as the setting in which
jobs are performed. The process of conducting a job analysis typically include gathering data on the
characteristics that set a position apart from others. Information that can be helpful in making the distinction
includes the following:

a) Work activities and behaviors

b) Machines and equipment used
c) Interactions with others
d) Working conditions
e) Performance standards
f) Supervision given and received
g) Financial and budgeting impact
h) Knowledge, skills, and abilities needed
LESSON 2: DEFINITION OF DIFFERENT JOB TERMS

a) Position – consist of the responsibility and duties performed by an individual. There are as many
positions in a firm as there are employees.
b) Job – group of positions that are similar in duties. In some instances, only one position may be
involved, simply because no other similar position exists. For example, the position of the chief
accountant also constitutes a job since there is only one chief accountant in the organization.
c) Occupation – groups of jobs that are similar as to kind of work and are found throughout an
industry. An occupation is a category of work found in many firms.
d) Job Analysis (JA) – the procedure used for determining/collecting information relating to the
operations and responsibility of a specific job. The end results are job description and job
specifications.
e) Job Description – organized, factual statements of the duties and responsibilities of a specific job.
It tells what is to be done, how it is done, and why. It is a list of job duties, responsibilities, reporting
relationships, working conditions, and supervisory responsibilities.
f) Job Specifications – a written explanation of the minimum acceptable human qualities necessary
for effective performance of a given job. It designates the qualities required for acceptable
performance, which are requisite education, skills, personality, and so on.
g) Job Classification – grouping of jobs on some specified basis such as kind of work or pay. It can
refer to a grouping by any selected characteristics but preferably used most often in connection
with pay and job evaluation.
h) Job Evaluation – systematic and orderly process of determining the worth of a job in relation to
other jobs. The objective is to determine the correct rate of pay.
i) Tasks – coordinated and aggregated series of work elements use to produce an output.
j) Functional Job Analysis – a task-based or work-oriented technique describing the
work performed.
k) Position Analysis Questionnaire (PAQ) – an example of job analysis method.

LESSON 3: SPECIFIC INFORMATION PROVIDED BY JOB ANALYSIS

The following are the specific information provided by Job Analysis:

1. Job title and location.

2. Organizational relationship – brief explanation of the number of persons supervised (if
applicable) and job title of the position supervised. It also reflects supervision received.
3. Relation to other jobs – describes and outlines the coordination required by the job.
4. Job summary – condensed explanation of the content of the job.
5. Information concerning job requirements—usually provides information about machines, tools,
materials, mental complexity, and attention required, physical demands, and working conditions. It
varies from job to job.
Uses of Job Analysis Information

1. Preparing the Job Description and writing the Job Specifications

The result of the job analysis provides a comprehensive description that includes a job summary, the
duties and responsibilities of the job, the tools and equipment utilized, and some cues about the working
environment. It is also used to explain the specific personality traits and qualities needed to do the job
properly.

2. Recruitment and Selection

Information about job analysis is helpful while looking for the ideal candidate to fill the job. It is beneficial
to look for and identify the kinds of individuals who will contribute to and meet the needs of the
organization.

3. Determining the Rate of Compensation

Information from job analysis is also crucial for determining the worth of each job and its proper pay. This
is due to the fact that pay is typically based on the job's skill and education requirements, safety risks,
level of responsibility, and other factors that are determined through job analysis.

4. Performance Appraisal

It involves comparison of actual versus planned output. The criteria, performance objectives, and particular
tasks that employees are evaluated against are identified using information from job analysis. It is used to
get a sense of what degree of performance is appropriate for a position.

5. Training

Job analysis information is used to design training and development programs because the analysis and
resulting job description show the skills and therefore the kind of training that is required. Training and
development are conducted to satisfy these skills and competency requirements.

6. Career Planning and Development

The movement of individuals into and out of positions, jobs, and occupation is a common procedure in
organizations. JA provides clear and detailed information to employees on career movement.

7. Safety

The safety of a job depends on the proper layout, standards, equipment, and other physical conditions.
Information on what a job entails and the kind of people required helps build safe procedures so that
harmful activities can either be corrected or stopped.

8. Labor Relations

When an employee attempts to alter the listed responsibilities as a result of a job analysis, this norm has
already been broken. Both the management and the labor union are interested in this issue. Disputes
frequently arise, and having a written record of the normal work jurisdiction is helpful in resolving them.
LESSON 4: METHODS USED IN JOB ANALYSIS

Methods in collecting data for job analysis are the following:

1. Interview
Job analysis information can be obtained by interviewing the job incumbent or by group interviews with
group of employees doing the same job or by interviewing the supervisor who is knowledgeable about the
job. Interview information is particularly valuable for professional and technical jobs that mainly involve
thinking and problem solving.

2. Observation
Direct observation is especially useful when jobs consist mainly of observable physical activity. Examples
of this include jobs like janitors, production employees, and drivers. On the other hand, when a job
necessitates a substantial degree of mental activity, such the work of a lawyer, financial analyst, or the
like, observation is typically inappropriate.

3. Questionnaire
The most affordable technique for gathering a lot of data quickly and efficiently is usually the use of
questionnaires. The information acquired is quantitative in nature and can be quickly updated when the
job changes, which is an advantage of adopting the questionnaire method. The questions typically ask the
employee to describe the kinds of experiences, credentials, and attitudes required to accomplish the job.
It also includes a thorough summary of the tasks completed, along with information on how important each
task was or how much time was spent on it.

4. Employee recording/use of log book

This is a record of the tasks performed for a certain job, their frequency, and the time at which they were
completed. When combined with other interviews with the employee and the supervisor, this can create a
complete picture of the job.

LESSON 5: STEPS IN CONDUCTING JOB ANALYSIS

Figure 3.1 Steps in Conducting Job Analysis

Step 1: Examine the total organization and the fit of each job.

Provide a broad view of how each job fits into the total fabric of the organization. This is to determine how
the data will be used in HRM planning. In a thorough HRM strategy, HR managers should identify what
information needs to be collected, the most effective way of collection, and the uses of the information.

Step 2: Determine the purpose of JA.

Determine the purpose for which the information will be used; this will determine the data to be collected
and the methods to be used to acquire it. Studying the organizational charts, job descriptions, and work
process charts is necessary for this.

Step 3: Select job to be analyzed.

A representative sample of jobs must be chosen because analyzing every job can be expensive and time-
consuming. Examine pertinent background documents including organizational diagrams, flowcharts, and
current job descriptions. Organization chart shows how the relationship between the job in issue and other
jobs, as well as how it fits in the larger organization. It should identify the title of each position and, by
means of interconnecting lines, show who reports to someone in the chain of command.

Process charts show the flow of inputs to and outputs from the job under study. Existing job description
can provide a starting point for building the revised job description.

Step 4: Collect data by using acceptable JA techniques.

This involves the actual analysis of job by collecting data on job activities, required employee behavior,
education training, experience requirement, working hours, equipment used, required job duties, process
workflow, working conditions, and human traits and abilities needed to perform the job. This is done
through the use of the acceptable job analysis techniques. The information collected in Step 4 is then
used in Step 5 and Step 6 to develop the job description and job specifications. Typically, the job analysis
produces two concrete products: a job description and a job specification.

Step 5: Prepare job description.

One way to begin creating role and competency description statement is to cluster related skills like
customer service competency, which may include the following entries: anticipate customer needs; deliver
on time; show cares and concern; and help customer evaluate needs. Converted into behavioral statement
for job description, it may be stated as: “Deliver commitments or service to meet or exceed customers’
satisfaction” or “Show care and concern to demonstrate customer importance and value”. The value of
utilizing the role and competency model is that these behaviors seldom change, even as the means of
executing them evolve with modern technology or company strategy. In addition, if an employee has an
objective standard to measure the performance of the job, it will be known whether or not the standards
are being met.
The first and immediate product of job analysis is the job description. As indicated, this is basically
descriptive and constitutes a record of existing and pertinent job facts. These facts must be organized in
some fashion in order to be usable. Suggested contents are given as follows:

1. Date written
2. Job status – full-time/part-time including salary
3. Job identification – The identification section includes such information as job title, department,
division, plant and code number of the job.
4. Job summary – A brief one or two-sentences statement describing the purpose of the job and what
outputs are expected from job incumbents.
5. Working relationship, responsibilities, and duties performed – Relationship statement shows the
jobholder’s relationship with others inside and outside the organization. These include supervision
received (to whom the job incumbent reports) and supervision exercised (who reports to the
employee).

Below is an example of a job description:

Job Title: HR Manager

Reports to: Vice President of HR
Supervises: HR Assistant, Compensation, and Analyst, and Benefits Clerk
Coordinates with: All department managers and executive management
Outside the Company: Recruitment agencies, DOLE, union representative

Responsibilities and duties should be presented in clear and precise statements and should include
essential functions and major tasks, duties and responsibilities performed. The function of each job
should be identified and explained for the benefit of the jobholder.

6. Authority of incumbent – defines the limit of the jobholder’s authority, including his/her decision-
making authority, direct supervision of other personnel, and budgetary limitation.
7. Competency requirements – education and experience including special skills required to perform
a given job.
8. Working conditions – a list of the general working conditions involved with the job, location of the
job, and other relevant characteristics of the immediate work environment such as hazards and
noise levels.

Step 6: Prepare job specification.

The job specification uses the job description to define the kind of human traits and experience required
to do a specific job well. It shows what kinds of person to recruit and for what qualities that person should
be tested. Job specifications identify the minimum acceptable qualifications required for an employee to
perform the job adequately. The job specification may be a separate section on the job description, a
separate document entirely, or at the concluding part of the job description.
This information contained in a job specification usually includes the following basic criteria:

1. Knowledge – body of information one needs to perform a job

2. Skills – the capability to perform a learned motor task such as word processing skills
3. Ability – the capability needed to perform non-motor tasks such as communication abilities
4. Personal characteristics – an individual’s traits such as tact, assertiveness, concern for others,
etc.
5. Credentials – proof or documentation that an individual possesses certain competencies
6. Technical requirements – include criteria such as educational background, related work
experience, and training

Below is an example of a job specification:

Position Title: Chief Accountant

Division/Department: Accounting Department
Reports to: General Management
Coordinates with: All Department Heads
Supervises: All Accounting Personnel

Step 7: Use information from steps 1-6 for Job Design, Planning, Selection and Training,
Recruitment, Performance Appraisal, Compensation, etc.

References:

https://www.academia.edu/15361919/BBA_Human_Resource_Management_Module
Crispina R. Corpuz, *Human Resource Management Third Edition*. Rex Book Store
Dr. Rakesh D., et al (2021). *Human Resource Management First Edition*. Archers and Elevators
Publishing House Inc.

Prepared by:

Prof. Rachelle E. Esperanza

Figure 3.2 Example of Job Description and Job Specification

SUMMARY OF DUTIES

Apply principles of accounting, analyze financial information and prepare financial

reports by compiling information, preparing profit and loss statements, and utilizing
appropriate accounting control procedures.

PRIMARY RESPONSIBILITIES

1. Prepare profits and loss statements and monthly closing and cost accounting
reports.
2. Compile and analyze financial information to prepare entries to accounts, such as
general ledger accounts, and document business transactions.
3. Establish, maintain and coordinate the implementation of accounting and
accounting control procedures.
4. Analyze and review budgets and expenditures.
5. Monitor and review accounting and related system reports for accuracy and
completeness.
6. Prepare and review budget, revenue, expense, payroll entries, invoices, and other
accounting documents.
7. Analyze revenue and expenditure trends, recommend appropriate budget levels,
and ensure expenditure control.
8. Explaining billing invoices and accounting policies to staff, vendors, and clients
9. Resolve accounting discrepancies
10. Recommend, develop, and maintain financial databases, computer software
systems, manual filing systems.
11. Supervise the input and handling of financial data and reports for the company’s
automated financial systems
12. Interact with internal and external auditors in completing audits.
13. Perform other duties as maybe assigned by the general manager from time to time.

KNOWLEDGE AND SKILL REQUIREMENTS

1. Knowledge of finance, accounting, budgeting, and cost control principles

including generally accepted accounting principles; knowledge of financial and
accounting software application; ability to analyze financial data and prepare
financial report, statements and projections. This is normally acquired through a
combination of the completion of a bachelor’s degree in Accounting, three to five
years of accounting experience, and successful completion of CPA exams.
2. Work requires willingness to work a flexible schedule.

WORKING CONDITIONS
Working conditions are normal for an office environment. Work may require occasional
weekend and/or evening work.