 Job analysis is a systematic and detailed

examination of jobs. It is the process of

collecting information about a job — that is,
the knowledge, skills, and the experience
needed to carry out a job effectively. The
jobholder is supposed to possess job-related
knowledge useful to carry out the job easily.
According to Edwin B. Flippo – ―Job analysis is the
process of studying and collecting information
relating to the operations and responsibilities of a
specific job. The immediate products of this
analysis are job descriptions and job
specifications.‖
David A. De Cenzo and Stephen P. Robbins has
defined ―job analysis is a systematic exploration of
the activities within a job. It is a basic technical
procedure, one that is used to define the duties,
responsibilities and accountabilities of a job.‖
i. Nature of jobs required in a concern;
ii. Nature of organizational structure;
iii. Type of people required to fit that structure;
iv. The relationship of a job with other jobs in a
concern
 i. Work Simplification: Work simplification
means dividing the job into small parts i.e.
different operations in a product line or
process which can improve the production or
job performance.
 ii. Setting Up of Standards: Job analysis
provides the information about the job and
standard of each can be established using
this information. Standard means minimum
acceptable qualities or results or performance
or rewards regarding a particular job.
 iii. Support to Personnel Activities: Job
analysis provides support to various
personnel activities like recruitment,
selection, training and development, wage
administration, performance appraisal, etc.
1. Organisation and Manpower Planning
It is helpful in organisation planning, for it
defines labour needs in concrete terms and
coordinates the activities of the workforce, and
clearly divides duties and responsibilities.
2. Recruitment, Selection: Basically, the goal is
to match the job requirements with a worker’s
aptitude, abilities and interests. It also helps in
charting the channels of promotion and in
showing lateral lines of transfer
 3. Wage and Salary Administration: By
indicating the qualifications required for
doing a specified job and the risks and
hazards involved in its performance, it helps
in salary and wage administration. Job
analysis is used as a foundation for job
evaluation.
 Step 1- Identify Purpose of Job Analysis: First
of all we should identify the purpose of job
analysis. Otherwise we will not be able to
collect all the pertinent information
concerning job analysis and job analysis
methods.
 Step 2- Selection of Analyst: We have to
choose analyst to whom responsibilities will
be assigned for job analysis. The analysts will
be taken from professional human resource,
line managers, incumbents or consultants
 Step 3- Selection of Method: We will select
representative positions to analyze because it
may not be necessary to analyze all jobs and
there may be too many similar jobs to analyze.
After selecting representative jobs we must
identify the appropriate method which is the best
one in order to analyze a particular job.
 Step 4 -Train the Analyst: If we use internal
analyst then we have to give them appropriate
training so that they can use the selected
methods of job analysis in an efficient and
effective way.
 Step 5- Preparation of Job Analysis: It
includes communicate the project in the
organization and preparing the
documentation.
 Step 6- Collection of Data: Job analysts will
collect data relating to job activities,
employee behaviours, working conditions,
human traits and abilities to perform the job,
etc.
 Step 7- Review and Verify: Analysts must verify
the collected data to confirm that the information
is factually correct and complete.
 Step 8- Develop a Job Description and Job
Specification: Develop a job description and job
specification from the job analysis information. A
job description is a written statement that
describes the activities and responsibilities of the
job, working conditions, safety and hazards. A
job specification summarizes the personal
qualities, traits, skills, and background required
for getting the job done.
A job specification is the list of recommended
qualities for a person to qualify for and
succeed in a position. While the job description
includes the title position, responsibilities and
summary, the specification identifies the skills,
traits, education and experience a candidate
might need to qualify for that job.
 A job description or JD is a written narrative
that describes the general tasks, or other
related duties, and responsibilities of a
position.
 It may specify the functionary to whom the
position reports, specifications such as the
qualifications or skills needed by the person
in the job, information about the equipment,
tools and work aids used, working conditions,
physical demands, and a salary range.
 1. Observation Approach:
 Direct observation:
 Direct observation is a job analysis method that
involves observing and recording behaviour, events,
activities, tasks, and duties while a person or group is
performing the job. Only when the job analyst is
competent enough to know what to watch, how to
analyze, and what is being seen can the observation
approach be useful
 Work Method Analysis:
 Work methods analysis is a term used to describe
manual and repetitive production operations like
factory or assembly-line jobs. Time and motion
studies, as well as micro-motion analysis, are part of
the work procedures analysis.
 Critical Incident Technique
 The critical incident technique is a method used to
collect data using a set of procedures. The observer
observes crucial human behaviours, skills employed,
and occurrences on the work using the critical
incident approach. In the critical incident procedure,
the employee's management provides full incident
details. In comparison to other approaches, which
may be quite objective and just need ratings of 5/10
or less, this method is quite subjective. It aids in the
definition of the competencies and Knowledge, Skills,
Abilities, and Other Attributes necessary for a task or
collection of tasks associated with a job. The
observer considers the physical talents employed and
the mental ability required by the job holder.
 An interview method is a good tool for job analysis
since it allows you to pose questions to incumbents
and supervisors one-on-one or in a group. Structured
interviews, unstructured interviews, and open-ended
inquiries are all types of interviews. This strategy
allows interviewers to learn how an employee feels
about their work and the obligations that come with it.
It entails the employee's job analysis. Questions
answered during the interview should be carefully
chosen to create honest and authentic feedback or
collect accurate data. And, to avoid mistakes, it's
always a good idea to interview more than one person
to obtain a variety of replies. It may then be
generalized and applied to the entire grou
 The structured questionnaire must cover all
job-related tasks and behaviours. Each task
or behaviour should be classified according
to its importance, complexity, frequency, and
relationship to total performance. Jobholders
should be asked to rate the various aspects of
their jobs and convey their results on paper.
The ratings thus gathered are next
scrutinized to determine the real job
requirements.
 The PAQ Model is a job analysis questionnaire
approach. It is a structured job analysis
instrument established by Mc Cormick,
Jeanneret, and Mecham (1972) to evaluate job
qualities and connect them to human traits. It
is made up of 194 job parts that define
common human work behaviours, and these
are divided into six major divisions.
 Employee Activities in the PAQ Model
 Information input
 Mental Process
 Physical Activities
 Relationships with others
 Job Context
 Other Job Characteristics
 The FJA model is a job analysis approach
established by the United States Department
of Labors Employment and Training
Administration. It consists of seven scales
(numbers) that assess the following, three
worker-function scales that determine the
proportion of time spent with data, people,
and objects; one worker-instruction scale;
and three measures that assess reasoning,
mathematics, and language.
 The WPS Model is a questionnaire approach for
work analysis that was created by Saville &
Holdsworth, Ltd. It is a computer-administered
system for job analysis. The WPS is computer-
administered on a company's premises. It
includes a systematic questionnaire that assesses
ability and personality traits in areas such as
Hearing, Sight, Taste, Smell, Touch, Body
Coordination, Verbal Skills, Number Skills,
Complex Management Skills, Personality, and
Team Role, among others.

 The MOSAIC Model is a job analysis
questionnaire approach that collects data
from incumbents and supervisors. It includes
151 job activities that are prioritized for
successful job performance and 22 skills that
are prioritized for entry-level competency.
 The CMQ model is a job analysis approach
created by Harvey as a "worker-oriented" job
analysis tool that may be used for a wide
range of exempt and nonexempt employees.
It contains 41 basic background questions,
62 questions about interactions with people,
80 questions about decision-making, 53
questions about physical and mechanical
tasks, and 47 questions about work settings.
 The FJAS model, formerly the Manual for
Ability Requirements Scales, is a job analysis
approach that characterizes occupations in
required capabilities. It comprises 52
cognitive, physical, psychomotor, and
sensory ability categories, each of which has
two parts: an operational and differential
definition and a grading scale.
 Meaning:
 Job Design involves conscious efforts to organise
tasks, duties, and responsibilities into a unit of
work to attain certain objectives.
 Definition:
 Job design integrates work content
(tasks,functions,relationships),the rewards
(extrinsic and intrinsic), and the qualifications
required (skills,knowledge,abilities)for each job
in a way that meets the needs of employees and
the organisations.
 Specification of individual tasks
 Specification of the method of performing
each task
 Combination of tasks into specific jobs to be
assigned to individuals.
Key to successful job design lies in balancing
the requirements of the organisation and the
job holder.
Job design results in making the job
specialised which could leads to boredom and
degradation of job holder.
Factors affecting Job Design

Feedback

Organisational
Factors

Environmental Job Design Productive and

Factors Satisfying Job

Behavioural
Factors
 Autonomy:Self-determination regarding goals
and rules for goal achievement.
Control:
Influence on situations in order to achieve
goals which can be self-determined or
determined by others.
Prerequisite for effective use of control:
Transparency and predictability of work
situation.
• Classical approach of job design is initiated by F.W Taylor
with his well known Scientific Management Theory. He
focused in the balance among work, motion and time at work.
Taylor focused to design the jobs in such a way that the
productivity can be increased significantly. Scientific
management theory believes in excessive use of scientific
tools, techniques and materials. Main focus of this approach
is to increase the organizational productivity by effective
planning for improving human efforts and skills. Classical
approach of job design popularly uses the following methods:
• i. Work Simplification:
• ii. Job Rotation:
• iii. Job enlargement:
• Effectiveness of jobs depends on the behavior of employees
toward that job. Job itself should be sufficient to motivate
employees. So, the behavioral aspects of the employees should be
included while designing jobs. This approach of job design is
called behavioral approach. This means, behavioral approach of
job design analyzes the considers some behavioral aspects of
employees like autonomy, variety, task identity, task
significance, feedback mechanism, etc. Behavioral approach of
job design includes following popular method:
• i. Job enrichment method:
• ii. Autonomous team:
• iii. Job Characteristics:
• iv. Modified work schedule method: (Shorter work week, Flex
time, Job sharing: , Home work )
• Employer's motivation is the most important factor in
organizational productivity. Various researches have
found that employee motivation is the function of socio-
factor. There needs guide them for the better result. In this
ground, jobs can be designed to the employee's
individual needs and technical requirements i.e.
according to individual needs and organizational
requirements. This approach thus, considers the social
aspects and technical system of the job. Peer supervisor
relationship, need of group work and creation of
supportive environment are some key elements of
socio-cultural approach of job design.
 Individual design option Group Design option

1.Job enrichment method

2. Job Characteristics
1. Autonomous team
2. Works Teams
3.Modified work schedule
method: (Shorter work
week, Flex time, Job
sharing: , Home work )
4.Job Simplification

5.Job Rotation

6.Job enlargement
• This is the method in which complex job is first
divided into number of small simple activities or
units. Similar activities need to be grouped into a
work unit and each work unit is assigned to a
worker. Jobs and assigned to employees on the basis of
specialization so that the productivity can be improved
through work specialization. Work units into a job are
estimated to be repetitive. This further increases the
work efficiency. This method is appropriate to the
lower level employees.
Merits of Work Simplification:
• Jobs are made more simple therefore no need to have
training and development expenses.
Merits of Work Simplification:
• Jobs are made more simple therefore no need to have
training and development expenses.
• This method focuses on job specialization so that the
productivity can be improved.
• Less supervision can be sufficient to supervision
employees.
Demerits of Work Simplification:
• There will be high chance of over specialization of skills.
• Repetitive job create boredom in workers.
• Monotony at work may increase absenteeism, turnover
and accidents.
• JobRotation is a management approach where employees are
shifted between two or more assignments or jobs at regular
intervals of time in order to expose them to all verticals of an
organization. It is a pre-planned approach with an objective to test
the employee skills and competencies in order to place him or her
at the right place
Objective :
1. Increases task variety by periodically shifting workers
among jobs involving different task assignments.
2. Helps in performing tasks requiring similar knowledge
and skill base
3. Reduce monotony of job
4. Succession Planning
5. Creating Right-Employee Job Fit
5/22/2024
6. Exposing Workers to All Verticals of the Company 40
Merits of Job Rotation Method:
It reduces monotony and boredom among workers.

It provides opportunity to work in different situations

so that employees can enhance their social relationship.
Employees can handle varieties of tasks without adding
new knowledge, skills and expertise.
It helps to fulfill the vacancies at different places
through internal source.
It helps to handle employee grievances.

Demerits of Job Rotation method:

Tendency of seeking transfer because of personal
reason can be increased.
Employees need to time to adjust in new environment
which may interrupt regular performance.
Orientation, socialization and training cost will be
increased.
• Increasing the number of tasks a worker performs
but keeping all of the tasks at the same level of
difficulty and responsibility; also called horizontal
job loading. Job enlargement is the process of
expanding the job responsibilities within the same
job.
Advantage:
1. Additional task motivate employees for better
efforts:
2. It reduces monotony and boredom among workers.
3. It increases job satisfaction with extended scope of
job.
4. It provides greater opportunity of personal growth.
5/22/2024 42
Disadvantage:
1.Training is essential for additional responsibility
which increase the cost.
2.Already monotonous job will be more
monotonous with additional tasks.
3.This is substituting one zero with the another zero
- Herzberg. This means one more boring job to
another.
4.Additional task at same job without additional pay
and benefits may reduce the motivation of
employees.
Job Enrichment is a concept of Increasing a worker’s
responsibility and control over his or her work; also called
vertical job loading.
• Ways of enriching jobs:
–Allow workers to plan their own work schedules.
–Allow workers to decide how the work should be
performed.
–Allow workers to check their own work.
–Allow workers to learn new skills.

5/22/2024 44
• Advantage:
Gives workers more autonomy, responsibility, and control.
Employees with high ambition and seeking greater personal
growth can satisfied and motivated.
This will be beneficial for succession planning.

Absenteeism and turnover rate can be reduced.

1. This method is not appropriate to the employees with low self
esteem, confidence and pessimistic employees.
2. This method is not suitable for complex job consisting of many
production processes.
3. This is risky to assign higher order responsibilities to the
employees without training.
4. Employees may reject the additional responsibilities because of
resistivity toward change.
 Job sharing: a particular full time job is shared between two
or more part time employees.

 Virtual Office
 Modified work schedule method:
Flexi time : This method allows workers more freedom to select
work schedule within the general guidelines laid down by the
organization.
 Compressed work week
 Self managed teams: Autonomous work teams are the groups
of self directed, self managed and self motivated employees
who work for inter related and interdependent works.
 Telecommuting : Use of computer in jobs
• An approach to job design that aims to identify characteristics
that make jobs intrinsically motivating and to specify the
consequences of those characteristics. Hackman & Oldham's job
characteristics model is one of the only approaches that focuses
on looking at job design through a person-fit theory. The theory
was developed in the 1970s and is composed of five core job
characteristics. The five characteristics are skill variety, task
identity, task significance, autonomy and feedback from the
job.

• Five
key components :
 Core job dimensions
 Motivating potential score
 Critical psychological states
 Consequences: work and personal outcomes
 Individual differences
5/22/2024 50
Skill Variety: The extent to which a job requires a worker to use
different skills, abilities, or talents.
Task Identity: The extent to which a job involves performing a
whole piece of work from its beginning to its end.

Task Significance: The extent to which a job has an impact on the

lives or work of other people in or out of the organization.

Autonomy: The degree to which a job allows a worker the freedom

and independence to schedule work and decide how to carry it out.

Feedback: The extent to which performing a job provides a

worker with clear information about his or her effectiveness.

5/22/2024 51
 All together focus
towards growth of Org.
 The process of analyzing and identifying the need for
and availability of human resources so that the
organization can meet its objectives.
 K Aswathappa, ―HR Planning is the process of
forecasting a firm’s future demand for, and
supply of, the right type of people in the right
number.‖
 Robbins and Coulter says ―HR Planning is the
process by which manager ensures that they
have the right number and right kind of
capable people in the right places and at the
right times.‖
 Human Resource (HR) Planning
◦ The process of analyzing and identifying the need
for and availability of human resources so that the
organization can meet its objectives.
Phase One: Environment Analysis (Socio-
economic, Technological, Organizational
objectives and planning, Annual operational
plans).
Phase Two: Determining HR objectives and
policies (Assessment of current HR skills and
knowledge based on the information
provided by HR inventory and information
system).
 These objectives and policies are important
to tap the human resources to tap
opportunities as well as to strengthen the
internal management system.
 Jobs and Skills Audit
◦ What jobs (in terms of KRA’s) exist now?
◦ How many individuals with what capacity are performing
each job?
◦ What are the reporting relationships (to and from) of
each jobs?
◦ How essential is each job (tasks significance)?
◦ What jobs will be needed to implement future
organizational strategies?
◦ What are the characteristics of anticipated jobs?
Phase Three: HR forecast (Determination of
HR demand, Determination of HR supply,
Shortage and surplus analysis).
Phase Four: HR Action plan (Staffing
authorization, Recruitment, selection and
socialization, Training and development, Job
analysis and evaluation, Transfer and
promotion, Career development).
Phase Five: Control and Evaluation (Compare
HR objectives with achievement, Monitoring
the degree of attainment of HR objectives and
necessary intervention, if necessary).
 Forecasting
◦ The use of information from the past and
present to identify expected future conditions.
 Types of Forecasts
◦ HR Demand
◦ Internal Supply
◦ External Supply
 Forecasting Periods
◦ Short-term
◦ Intermediate
◦ Long-range
 The estimation of future manpower needs
depends upon the strategic business plans
and future organizational activities of an
organization.
 Variety of demand forecasting methods.
 Selection of particular method largely
determined by the time frame, size of the
organization, and accuracy of information.
 Broadly categorized into judgmental and
statistical methods.
1. The Delphi technique
 Decision making tool to arrive at workable
consensus within time limit
 Opinion of experts w/o getting them face to
face
 Experts answer questionnaires in two or more
rounds
 HR experts act as intermediary, anonymous
summary of the experts’ forecasts from the
previous round sent back to experts.

 Process repeated till group converges towards

consensus
2. Nominal Grouping technique

 Team decision making process

 The member independently write down ideas
 Describe and clarify them to the group
 And then independently rank or vote on them
 Team members will sit together around
conference table and independently list
their ideas about future demand.
 The final forecasting of HR demand will be
made by ranking or voting on the ideas of
group members.
3. Managerial Estimate technique
 Technique used by top managers
 Discussion and arrival at future demand
 Two approaches.
 Top down/ bottom up/ combination
Extrapolation
Extrapolation involves extending past rates of
change into future . It is based on past data
and an attempt is made to find a trend or a
pattern that might continue into the future.
Indexation
This is another approach that mean making
forecast based on the ratio between (1) some
casual factor(like sales volume) and (2)
number of employee required.
1. Simple Linear Regression analysis
 An estimation of future HR is obtained
by establishing its relations with the past
events/activities, and the degree/coverage
of service delivery etc.
 When a relationship is established
between the past level of events/activities
and employment, predictions of future
events/activities can be used to make
predictions about future manpower
demands.
2. Multiple Linear Regression Analysis
 It’s an extension of simple linear regression
analysis
 Instead of considering one variable, more than
one variable is considered such as volume of
events/activities, productivity, and or technical
equipments are considered to determine future
HR demand.
 Once the number of MP required for the
future is estimated, the next important task is
to ensure the supply of this MP at the right
time, at the right place in right numbers.
 Internal and external supply.
 Both judgmental and statistical techniques.
1. REPLACEMENT PLANNING
 Replacement Chart/Planning Can Be Used To Planning
Internal Supply Of Hr.
 With The Help Of This It Can Be Easily Understood
Where The Potential Vacancies Are And What Type Of
Position Must Urgently Be Filled.
 In This Chart, The Name Of The Potential Candidates
Will Be Written Togrther With Their Present
Performance Level And Potentiality For Future
Promotion.
Grade/Length of
service 0 – 3 Yrs 3 – 10 Yrs 10 Yrs Plus

Estimation of Transition Probability relevant to each vertical

and horizontal movements
2. SUCCESSION PLANNING
 More longer term, more developmental, and
flexible.
 Used to develop a pool of qualified
managers and to develop them with a view
to management succession.
1. MARKOV – CHAIN MODEL
 Time period to be covered
 Establish categories
◦ Gains: hired, transferred, movement
◦ Losses: resignation, retirement
 Count flows over decided period
 Estimate probability of transition
 Estimate supply.
2. RENEWAL ANALYSIS
 Future flows and internal availability of HR can
be derived with the help of this analysis.
 The basis used for estimating HR supply are:
- The vacancies created by the organization’s
growth and expansion, internal movements of
manpower and personnel losses.
Staffing table/ Manning table
A staffing table lists the future emplacement
needs for each type of job. This listing may be
a specific number or an approximate range of
needs, depending on the accuracy of the
underlying forecast. These estimates allow
personnel specialists to match short- range
demand and supply.
 Manning table
XY Company
Manning table for the year ending31-12-2009
Job Job title Dept Job vacancies by months of the year Remarks
No
Total J F M A M J J A S O N D

O03 Assistant Manu 01 01 Resignation

operation
manager
O07 Production Manu 02 01 01 Expansion
Supervisor
F01 Finance Fin 01 01 Retirement
Manager
F05 Management Fin 01 01 Expansion
Trainee(Fin)
M04 Sales Mar. 07 01 04 02 Expansion
Engineer
H03 HR executive HRM 02 01 01 Expansion

A05 Driver Adm 01 01 Expansion

….............. .................................. …………….. ……………………………………………………………………………………………………………………………………………………………….. ……………………………..

Total XXX xx xx xx xx xx xx xx xx xx xx xx
Forecasting External HR Supply
Factors :
 Net migration in area
 Individuals entering and leaving the workforce
 Graduation rates
 Changing workforce composition and patterns
 Economic forecasts
 Technological developments
 Competing employers
 Government rules and legislation
Flexi-time Workforce with
flexi compensation

Workforce Downsizing

Human
Hiring Freezes Resource
Surplus
Voluntary Retirement
Programs

Layoffs/Compulsory
Retirement Programs
 Use overtime

Add contingent
workers

Human
Bring back recent Resource
retirees Shortage

Outsource work

Reduce turnover

BKB/2017/ADV. HRM/NASC
 Recruitment is a positive process of searching for
prospective employees and stimulating them to
apply for the jobs in the organisation. When more
persons apply for jobs then there will be a scope
for recruiting better persons.
 Recruitment is concerned with reaching out,
attracting, and ensuring a supply of qualified
personnel and making out selection of requisite
manpower both in their quantitative and
qualitative aspect. It is the development and
maintenance of adequate man- power resources.
This is the first stage of the process of selection
and is completed with placement.
According to Edwin B. Flippo, ―It is a process of
searching for prospective employees and
stimulating and encouraging them to apply for
jobs in an organisation.‖ He further elaborates
it, terming it both negative and positive.

Kempner writes, ―Recruitment forms the first

stage in the process which continues with
selection and ceases with the placement of the
candidates.
 Provides organization with a pool of qualified
candidates
 The more qualified the pool the better the
success rate in selection
 Can help the organization meet affirmative
action goals
 Can increase organizational effectiveness
 Sources
◦ Promotion from within
◦ Transfer
◦ Job rotation
◦ Rehires and recall
 Methods
◦ Job posting
◦ Skills inventory
 Employee referrals
 Walk-ins
 Employment agencies
 Other companies
 Temporary help
 Trade associations & unions
 Schools
 Hiring fairs
 Aliens
 Radio & TV
 Newspapers and trade journals
 Computerized services
 Conveying the information
◦ Job interview
 The usual interview
 The realistic interview
◦ Job matching
◦ Early entry: High school programs
 Expanding Job opportunities
◦ Examine entry position qualifications
◦ Provide training, career paths, mentoring
 Alternative work arrangement
◦ Flextime
◦ Compressed work week
◦ Telecommuting
◦ Job sharing
 Security
◦ Core of full time employees
◦ Mantle of free lancers, contract workers, temps, and
part-timers
 Sources
◦ Referrals
◦ Direct application
◦ Advertisements
◦ Employment agencies
 Intensity of search
◦ financial need
◦ self-esteem
◦ training
 Evaluation of choices
◦ Occupational choice
◦ Organizational choice
 Pre-entry
 Entry
 Orientation & mentoring
 Work force diversity
 Evaluation of recruitment process
 Contract recruiting
 Rejection
 International comparisons
 Summing up: We’ve considered the
importance of recruitment to the
organization, internal & external sources for
recruiting, ways to increase the pool of
qualified applicant job searching, and some
current issues.
 Looking ahead: Next time we begin
examining staffing & selection