1. Critically analyze the process of Job analysis.

Also, discuss the end products of a

job analysis.(20 Marks)
A job analysis is a methodical procedure that compiles all relevant data for a
particular role, including roles, responsibilities, processes, and skill requirements in
order to provide a legitimate job description. Additionally, a job analysis offers a
summary of the mental, emotional, and related Human qualities necessary to finish
the work successfully. To make sure the best candidate is chosen, job analysis is a
crucial step. Employers benefit from job analysis in a number of ways, including
hiring and selection, performance management, choosing salaries and benefits, and
more. It gives workers a clear picture of what is expected of them.
(https://explore.darwinbox.com).
It is a process for figuring out a job's responsibilities, necessary skills, and the type of
person who should be employed for it. Job analysis is a process used to identify the
responsibilities, nature, and types of employees who should be employed for a certain
position. It offers the ability to draft job descriptions and work specifications, which
are used in hiring and vetting, paying employees, rating employees' performances,
and providing training. Job analysis is the process of learning about, reviewing, and
gathering specific data about the parts and functions of a job. It is a procedure for
gathering and analyzing information about a work.
The division of labor in job analysis is dependent on the person's ability to manage
various phases of the process. Job analysis necessitates a high level of cooperation
and coordination between the human resources division and operations management.
The job analysis must be organized, job descriptions and specifications must be
written for managers to examine, managerial input must be regularly verified for
accuracy, and complex or uncommon analyses may require outside expert
consultation. Managers are responsible for filling out or assisting in filling out the job
analysis information, reviewing the job specifications and making sure they stay
accurate when roles change, requesting additional analyses, creating performance
standards, using information from job analyses, and giving outside consultant’s
information.
In larger organizations, the HR department oversees the process to ensure its integrity
and develops job descriptions and standards for standardization. In situations where
jobs experience major changes, managers have the option to request revised job
analyses. Managers review the HR unit's work to ensure it is accurate and
comprehensive. Managers may be in charge of every job analysis assignment in
smaller businesses. Task-based job analysis and competency-based job analysis are
useful tools for learning about jobs. Competencies are character traits that have been
connected to improved individual and team performance. Technical competences are
often used to characterize the specific skills and knowledge of employees. Behavioral
competencies are distinct from technical skills and include things like "customer
focus," "team orientation," "technical expertise," "results orientation," "effective
communication," "leadership," "resolve conflict," "innovation," "adaptability," and
"decisiveness."
The objectives of a job analysis can vary, however the majority of them fall under the
HR framework. The following objectives can generally be separated.
Manpower planning
Job analysis, which identifies job requirements in terms of skills, attributes, and other
human characteristics, is a qualitative component of the demand for people. The
division of labor into several professions is made easier as a result.
Recruitment, selection and placement
It's crucial to understand the job's requirements as well as the traits needed in the
candidate for the position in order to make a smart hiring decision. The work
description or job description provides information on these two components, which
aids management in matching the job requirements as closely as possible to the
attitudes, talents, and interests of employees.
Training and development
The standard levels of job performance are determined through job analysis. Manages
programs for the advancement of learning.
Job Evaluation
Job analysis is the basis for job evaluation. A job appraisal's objective is to establish
the relative value of the job, which in turn helps decide job compensation.
Performance appraisal
Data from job analysis establishes a defined standard of performance for each
position. Employee performance can be measured objectively against the job
performance standard.
Job Designing
By thoroughly examining all of the task's components, industrial engineers can design
the job using the knowledge from the job analysis.
Safety and Health
Management can take corrective actions to ensure worker safety and lower the risk of
various hazards in order to eliminate hazardous conditions.
Promotions
The majority of the job analysis is based on effective policies. Effective policies for
promotions and transfers can be developed.
Employment guidance
Job description, which is based on position analysis, assists aspirants in determining
the job for which they are qualified.
Labour relation
Job analysis is the foundation for resolving disputes that may develop as a result of
the quality of performance required of workers. Job analysis responsibilities Job
analysis involves a high level of coordination and cooperation between the human
resources unit and the operating management to be successful, and assigning
responsibility for job analysis is based on who can best perform certain components
of the process. In larger organizations, the HR department oversees the process to
ensure its integrity and produces job descriptions and standards to ensure consistency.
Managers in smaller organizations may be responsible for all aspects of job analysis.
Various forms of job analysis can be utilized to protect job information. Task-based
job analysis is the most traditional and extensively used way; nevertheless, some
organizations have emphasized the need of a competency-based approach (Mathis, R.
L., Jackson, J. H., Valentine, S. R., & Meglich, P. A., 2017)
 Task-Based Job Analysis
The most prevalent type is task-based job analysis, which focuses on the components
and features of work inherent inside a job. A task is a unique, recognizable work
activity consisting of motions performed by employees, whereas a responsibility is a
bigger work segment consisting of many tasks completed by individuals. Because
tasks and duties both represent actions, distinguishing between the two is not always
easy or required. For example, if one of the job obligations of the employment
supervisor is to interview applicants, one task connected with that function is to ask
job-related questions. Responsibilities are the obligations that people have to
complete specific tasks and duties within their jobs. As a result, the overarching
purpose of task-based job analysis is to identify all of a position's activities, duties,
and responsibilities (Mathis et al.,2017).
 Competency-Based Job Analysis
Unlike the typical task-based approach to job analysis, the competency approach
takes into account how knowledge and abilities are used. Individual capabilities that
might be connected to improved performance by individuals or teams are referred to
as competencies. Because of the various types of work that can be performed, the
concept of competencies differs greatly from one organization to the next. The term
technical competencies is frequently used to refer to employees' unique knowledge
and skills.
Unlike task-based job analysis, the competency approach to job analysis focuses on
discovering the essential individual attributes that make individuals effective on the
job, and one of the main goals is to impact future job performance. As a result, rather
than focusing solely on tasks, obligations, and responsibilities, the competency
approach may be more broadly focused on behaviors (Mathis et al.,2017)

Job analysis is the methodical procedure. They are, outlining the objective of the job
analysis, deciding who will lead and how, making strategic choices, job analyst
training, job analysis preparation, information collecting, confirmation, assessment,
record-keeping and developing job descriptions and requirements.
A manager can determine what abilities, know-how, and skills are required to
complete a given task using a variety of methods. Various techniques are employed
for employment analysis. These techniques are used to gather employment-related
data. Observation
Employers may also decide to observe workers as they perform their duties, noting
the tasks they complete and the abilities required for those tasks. For processes
involving physical tasks and product-related outputs, observations are effective.
2. Interviewing
Asking employees to provide job details is one way to create an accurate job
description. Employers ask about specific jobs and also request a breakdown of the
work done by people in specific positions.
3. Questionnaire
This approach is frequently used to gather information on jobs. The questionnaire is
designed so that all information about job names, descriptions of responsibilities,
tools and equipment utilized, working circumstances, etc., may be gathered. The
questionnaire is filled out by employees/subordinates and supervisors. Your survey
should be very clear, easy to understand, and relevant. Surveys that cannot generate
responses from employees/managers should be discarded and new surveys created.
4. Written Narratives
In this approach, the employee keeps a daily log of the significant tasks completed,
noting the start and end times of each work. This serves as the framework for
narratives, which are then used as a technique to gather knowledge about various
vocations. You must add interviews and other sources to them because they can be
insufficient and disorganized (Chitraleka, B. n.d).
All other management functions, including hiring and firing, determining training and
development needs, performance evaluation, job rotation, role enrichment and
expansion, designing the perfect job for each individual, and managing talent entry
and exit within an organization, are supported by job analysis. HR managers can
create accurate job descriptions and job specification data with the help of various
tools and methods such as the O*Net model, PAQ model, FJA model, F-JAS model,
and competency model. These particular tools and procedures are used by only a
handful of very well-known businesses, despite the fact that they are not particularly
new. These methodical approaches are not very common, but if one understands
them, they can be very beneficial in assessing the worth of any work within an
organization.
Through industry-based organization, the O*Net database currently includes
representation for over 800 occupations. The occupational categories include the
following components:
• Interests and work values, work styles, and job zones
• Task requirements of relevance, significance, and frequency
• Work activities, knowledge, skills, and content
• Education, training, and work experience
Along with many positive effects, job analysis presents certain challenges.
Organizational structure and design, manpower planning, recruitment and selection,
training and development, job evaluation, promotions and transfers, performance
appraisal, career path planning, employee counseling, health and safety, labor
relations, accepting a job offer, and learning about unassigned duties are some of the
positive effects of a methodically prepared job analysis.
Using a single data source, a lack of time and resources, incorrect use of
questionnaires and other forms, a lack of verification and review of the job analysis
process, inadequate management support, employees' reluctance to cooperate and
their inability to understand the significance of job analysis, job analyst's bias, and a
lack of rewards or recognition for providing accurate and reliable information are just
a few of the many other problems that could occur during a job analysis process.
A job analysis's output is utilized to create a job description and its requirements. The
tasks, responsibilities, and duties of a job are listed in a job description. It explains
what is done, why, where, and how. The knowledge, skills, and abilities (KSAs)
required to carry out a job satisfactorily are listed in the job specifications. Not
necessarily the current employee's qualifications, KSAs may include the education,
experience, work skill requirements, personal abilities, and mental and physical
requirements a person needs to do the job.
Job analysis is one of the most important responsibilities of an HR manager or
department. This makes it easier to place the right talent in the right place at the right
time.
Reference
https://explore.darwinbox.com/hr-glossary/job-analysis
Chitraleka, B. (n.d). Job Analysis in HRM. Retrieved from
https://www.economicsdiscussion.net/human-resource-management/job-analysis-
inhrm/3186
https://www.whatishumanresource.com/job-analysis
https://www.mbaknol.com/human-resource-management/job-analysis/

Mathis, R.L., Jackson, J.H., Valentine, S.R., Meglich, P.A. (2015). Human Resource
Management (5 th Ed). Cengage Learning; USA, pp.144-154.

https://www.shrm.org/resourcesandtools/tools-and
samples/toolkits/pages/performingjobanalysis.aspx

https://www.managementstudyguide.com/purpose-of-job-analysis.htm