JOB ANALYSIS

RECRUITMENT
AND
SELECTION OF
EMPLOYEES
JOB ANALYSIS
Learning Objectives

• Importance of Job Analysis

• Specific Information Provided by Job Analysis
• Uses of Job Analysis Information
• Methods used in Job Analysis
• Steps in conducting Job Analysis
• Writing the Job Description
• Writing the Job Specification

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 Job analysis is conducted to
determine the responsibilities
inherent in the position as well as
the qualifications needed to fulfill
JOB ANALYSIS its responsibilities. It is essential
when recruiting to locate an
individual having the requisite
capabilities and education.

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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 job analysis provides a complete description that contains job summary, the job duties and responsibilities,
machine and equipment used, and some indications of the working conditions. It is also used to describe the individual traits and
characteristics required in performing the job well.
2. Recruitment and selection
Job analysis information is useful when searching for the right person to fill the job. It helps to seek and find the type of
people that will contribute to and suit the needs of the organization.

3. Determining the rate of compensation

Job analysis information is also essential for estimating the value of and appropriate compensation for each job. This is
because compensation usually depends on the job's required skill and educational level, safety hazards, degree of responsibility,
and so on, all of which are assessed through job analysis

4. Performance appraisal
It involves comparison of actual versus planned output. Job analysis information is used to identify the standards and
performance objectives and specific activities to be performed against which employees are evaluated. It is used to acquire an
idea of acceptable level of performance for a job
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USES OF JOB ANALYSIS INFORMATION
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 competence 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. What a job
entails, and the type of people needed contribute information to establish safe procedures so that unsafe practices can either be
changed or discontinued.

8. Labor relations
An attempt of an employee to add or subtract from the duties listed, as a result of job analysis, is already a violation of
this standard. The labor 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.
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METHODS OF JOB ANALYSIS
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. Jobs like those of a janitor, production workers, and
drivers are examples of these. On the other hand, observation is usually not appropriate when the job entails significant amount of mental activity, such
as the work of the lawyer, financial analyst, and the like.

3. Questionnaires

The use of questionnaires is usually the least costly method for collecting large the amount of information in a short period of time. Advantages of using
these questionnaire method include the information gathered is quantitative in nature and can be easily updated as the job changes. It usually includes
question asking the worker to describe the kinds of experiences, qualifications, and attitude needed to perform the job. It also includes a detailed list of
activities performed and the importance of each activity or the percentage of time spent in performing it.

4. Employee recording/use of logbook

This is a recording by job incumbents of job duties, frequency of the duties, and when the duties are accomplished. This can produce a complete picture
of the job, especially when supplemented with subsequent interviews with the worker and the supervisor.

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STEPS IN CONDUCTION JOB ANALYSIS
STEP 1 STEP 4
STEP 2 STEP 3
Examine the total Select Job to be
Collect data by
Determine the
organization and the analyzed. using acceptable
fit of each job. purpose of the job.
JA techniques.

STEP 7
Use information from Steps 1-6 for Job Design, STEP 6 STEP 5
Planning, Selection, and Training Recruitment, Prepare JS Prepare JD.
Performance Appraisal, Compensation, etc.

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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. 1. Date written
2. 2. Job status- Full-time/Part-time
3. 3. Job identification- includes job title, department, division, plant and code
number of the job.
4. 4. Job summary- A brief one or two-sentence statement describing the
purpose of the job and what outputs are expected from job incumbents.
5. 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).
6. 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. 7. Competency requirements - education and experience including special
skills required to perform a given job.
8. 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
WRITING THE JOB SPECIFICATIONS

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 kind 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. basic criteria: The information contained in a job specification usually includes the following:

1. knowledge - body of information one needs to perform the 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 .

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