HUMAN

RESOURCE CHAPTER TWO

MANAGEMENT

JOB ANALYSIS
 Presented By

Sherief Ezzat Mohamed Elliethy Haitham Hanafy Mahmoud

Tarek Sobhy Elhawary
Basma Sobhy Abd Elgahfar
Ihab Moustafa Ibrahim
Shamel Said Badawy
Mostafa Rizk Morad
Mary Mounir Sobhy
Yasser Khater Aly
Sherif Mohamed Adham
Khaled Gamal Hassan
LECTURE OUTLINES
Introduction

Job Analysis Job Description Job Specification

 INTRODUCTION

 Human Resource Management (HRM, or simply HR) is the term commonly used
to describe all those organizational activities concerned with HR planning,
recruitment, selection, training & development, performance appraisal,
compensation & benefits, safety & health, employee & labor relation, and legal
consideration.
 It refers to the organizational function that manages all issues related to the
people in an organization
 JOB ANALYSIS
A Basic Human Resource Tool
Job : Consists of a group of tasks that must be performed for an organization to
achieve its goals.

Position: The collection of tasks and responsibilities performed by one person; there
is a position for every individual in an organization.

Job Description (JD) : Document that provides information regarding the

essential tasks, duties and responsibilities (TDRs) of a job.

Job Specification (JS) : Document that outlines the needed knowledge, skills,
and abilities (KSAs) the person should possess to perform a particular job.
 A Basic Human Resource Tool
Job Analysis (JA)
 The systematic process of determining the task, duties and responsibilities needed for a
particular job and at the same time identifying the specific knowledge, skills, and abilities
required for performing the job in an organization.

 Job analysis provides information of organizations which helps to determine which

employees are best fit for specific jobs.

 HR managers use the information to develop JD and JS that are the basis for employee
recruitment, selection, training and development, performance appraisal, compensation,
safety and health, employee and labor relation, and legal consideration.

 The ultimate purpose of JA is to improve organizational performance and to increase the

productivity.
Reasons for Conducting Job Analysis
Relationship of Job Requirements and Other
HRM Functions
Staffing (Recruitment & Selection)
 Job analysis provides information about what the job is all about and what human
characteristics are required to perform these activities. This information, in the
form of JD and JS, helps management decide what kind of people to recruit.

Training and Development

 Determine training needs and develop instructional programs. The JD shows the
activities and skills – and therefore the training can be conducted to match with the
job requirement.
Relationship of Job Requirements and Other
HRM Functions
Performance Appraisal
 Provides performance criteria for evaluating employees. A performance appraisal
compares employee’s actual performance with their performance standards.
Managers use job analysis to determine the job’s specific activities and
performance standards.

Compensation

 Provide basis for determining employees’ rate of pay. Job analysis information is
useful for estimating the value of each job and its appropriate compensation.
Compensation (such as salary and bonus) usually depends on the job’s required
skill and education level, safety hazards, degree of responsibility.
Relationship of Job Requirements and Other
HRM Functions
Safety and Health
 Specific information regarding those that are working in the hazardous position
with proper safety policy to be followed.

Employee and Labor Relations

 Information from job analysis can lead to more objective human resource decisions.
Business Administrators
Human Resource Officers
The Process of Job Analysis
 The Steps in Job Analysis

1. Select jobs to study

2. Determine information to collect: Task, duties, responsibilities, knowledge, skills, availabilities,

etc..

3. Identify sources of data : HR Specialist, employee, supervisor / managers

4. Methods of data collection : Interviews, questionnaire, observation, records

5. Evaluate and verify data collection : Other HR Specialist, employees, supervisors / managers.

6. Write job analysis report

Job analysis provides information of organizations which helps to determine which employees are
best fit for specific jobs.
Determination of Information To Collect

 Work activities (such as cleaning, selling, teaching or painting). The information also include how,
why and when the worker performs each activity.

 Human Behaviors (such as communicating, deciding and writing).

 Materials, tools and equipment (information about tools used, materials processed, knowledge
needed).

 Performance standards (quantity or quality levels for each job duty)

 Job context (physical working conditions, work schedule, and the organizational and social
context- for instance, the number of people with whom the employee would normally interact).

 Human requirements (knowledge or skills such as education, training, and work experience and
personal attributes such as physical characteristics, personality and interests).
 Identifying Sources of Data

Who Collects the Job Information?

Involves the joint effort by an HR specialist, the employees and the employees’
supervisor.

HR Specialist (perhaps an HR Manager, Job Analyst or Consultant) may observe

and analyze the job and then develop a JD and JS.

The supervisor and employee may fill out questionnaires listing the employees'
activities. They may then review and verify the job analyst’s conclusion regarding the
job’s activities and duties.
 Method of Data Collection

Qualitative Methods:
• Interviews
• Observation
• HRIS

Quantitative Methods:
• Position Analysis Questionnaire (PAQ)
• Functional Job Analysis (FJA)
 Qualitative Methods
Method 1: Interview

 Three types of interviews are used to collect job analysis data:

1. Individual interviews with each employee
2. Group interviews with group of employees who have the same job
3. Supervisor interviews with one or more supervisors who know
the job
 Qualitative Methods
Method 1: Interview
Typical Interview Questions

• What is the job that you are doing?

• What are the major duties of your positions? What exactly do you do?
• What physical locations do you work in?
• What are the education, experience, and skill requirements?
• In what activities do you participate?
• What are the job’s responsibilities and duties?
• What are the basic performance standards of your work?
• What are your responsibilities? What are the working conditions involved?
 Qualitative Methods
Pros and Cons of Interviews
Pros

• Simple and quick way to collect

information.
• Can uncover important activities
that occur only occasionally or
informal contacts that would not
be obvious from the organization
chart.
• Provides an opportunity to
explain the need for and
functions of job analysis.
• The employee can voice out
frustrations that may otherwise go
unnoticed by management.
 Qualitative Methods
Pros and Cons of Interviews
Cons

• The distortion of information caused by misunderstanding or falsification.

• Job analysis is often a prelude to changing a job’s pay rate. Employees may see the
interview as an efficiency evaluation that may affect their pay.

• Employees may exaggerate certain responsibilities while minimizing others.

 Qualitative Methods

Method 2: Observation

 Useful when job consists mainly of observable physical activities such as

assembly-line workers and accounting clerk.
 Is not appropriate when the job involves a lot of mental activity such as lawyer
and engineer.
 HR managers often use direct observation and interviewing together. One
approach is to observe the worker on the job during a complete work
cycle.
 For example, the cycle for accounts clerk may be one month as the tasks
include closing accounts at the end of each month.
 These are all example of observation activities to collect the data.
 Qualitative Methods

Method 3: Human Resource Information System (HRIS)

 Consists of information on employee’s personal details.

 Virtually all HR management functions can be enhanced through the use of an
HRIS – any organized approach for obtaining relevant and time information on
which to base HR decisions.
 HRIS is a software or online solution that is used for data entry, data tracking and
the data information requirements of an organization’s HR management not
only in implementing its job analysis, but can be a basis for determining other HR
functions such as performance evaluation, compensation, training & development,
and so forth.
 A HRIS is usually record the employees information in a database
electronically.
 Quantitative Methods

 Human Resource Officer have to decide how structured the questionnaire

should be and what questions to include.

Pros and Cons of Questionnaires

Pros

• Quick way to obtain information from a large number of employees.

• It is cheaper than interviewing hundreds of workers, for instance.

Cons

• Developing the questionnaire and testing it can be expensive and time

consuming.
 Quantitative Methods

Method 1: Position Analysis Questionnaire (PAQ)

 Is a very structured job analysis questionnaire.

 Contains 194 item, each of which represents a basic element that
may or may not play an important role in the job.
 It measures job characteristics and relate them to human
characteristics.
 It was developed at Purdue University by McCormick et al in
1972.
 Quantitative Methods
Method 1: Position Analysis Questionnaire (PAQ)
 It was classified into 6 divisions as under:
1. Information Input (JD, JS)
2. Mental Processes (processing information)
3. Work Output (expected performance)
4. Relationship with other persons (communication and social responsibilities)
5. Job context (marketing, accounting, etc.)
6. Job related variables (operating vehicle or equipment)

 Identifies the requirement of recruitment and selection processes.

 Quantitative Methods
Method 2: Functional Job Analysis (FJA)

 FJA helps in collecting and recording job-related data to a deeper extent. It is

used to develop task-related statements.
 Developed by Sidney Fine and his colleagues, the technique helps in
determining the complexity of duties and responsibilities involved in a specific
job.
 It is used to assess occupational roles within an organization.
 Rates the job information four dimensions:
1. The extent to which specific instructions are necessary to perform the task
2. The extent to which reasoning and judgment are required to perform the task
3. The mathematical ability required to perform the task
4. The verbal and language facilities required to perform the task

 Identifies performance standards and training requirements.

 JOB DESCRIPTION
Key Elements of a Job Descriptions
Typical information include:

 TASK is a prescribed action or set of actions leading to a conclusion. Examples

would include taking out the trash or watering the lawn.

 DUTY is a task that is usually need to be done by someone as part of job, and to
ensure the expected task can be completed. Father to son: “One of your duties is
the task of taking out the trash every day.”
 JOB DESCRIPTION
Key Elements of a Job Descriptions
 RESPONSIBILITY is the moral accountability that goes with proper performance of
one’s duties; or to taking ownership of a task to fulfill a requirement at whole.
In the case of the taking out trash, the responsibility to ensure that the house is
clean.

 In the case of the student, this is an example: The teacher says, “Your homework
task is to read a chapter a night. You’d better take this duty seriously, because
you’re responsible for knowing the next ten chapters before my next test.

 In the case of one sales officer, this could be the example: The manager says, “Your
task is to get at least few number of customers who agree and submit their loan to
our bank. You are advised to take this duty seriously, because you’re responsible to
fulfill the KPI to gain at least 25% of the total sales of our product this month.
 Key Elements of a Job Descriptions

Typical headings include:

Job Title: Include the location, grading, division/department
 Job Identification: Relationships between the job-holder and others. Distinguishes job from
all other job.

 Brief statement on the purpose of the job.

 Job Duties of Essential Functions: Indicate responsibilities entails and result to be

accomplished.

 Education & Work Experience/Psychical Requirement:

 Terms and conditions of employment to be given to the job-holder.

 Job Title, Job Identification, Job Duties

Job Title
• Provides status to the employee
• Indicates the duties that the job entails
• Indicate the relative level occupied by its holder in the organizational hierarchy
Job Identification
• Departmental location of the job
• Person to whom the jobholder reports Basic pay
• Number of employees perform the job
• Number of employees in the department where the job is located
 Job Title, Job Identification, Job Duties

Job Duties of Essential Functions :

 Highlight the responsibilities that duties entails and results to be accomplished
 Indicate the tools and equipment used by the employee in performing the job
 Should comply with law by listing only essential functions of the job to be
performed
Important Notes: Writing a Clear and Specific JD
 Are simply worded; eliminate unnecessary words or phrases.
 State the specific performance requirements of a job.
Sample of Job Description
 JOB SPECIFICATION
Key Elements of a Job Specification
Typical information include:

 Knowledge
 Experiences or personal qualifications an individual must possess in order to
perform the duties and responsibilities.
 Skills

 The skills required to perform the job: Education or experience, specialized

training, personal traits, interpersonal skills, or specific behavioral attributes.
 Abilities
 The physical demands of the job: Walking, standing, talking, reaching, lifting,
and the condition and hazards of the physical work environment.
 Writing Job Specifications

 The job specification takes the job description and answers the question, "What
human traits and experience are required to do this job effectively?" It shows what
kind of person to recruit and for what qualities you should test that person.
 Specifications for Trained Versus Untrained Personnel: It's simple to write
work specifications for trained employees. For example, let's say you need to hire
an accountant (or a programmer). In these situations, your job criteria may place a
premium on characteristics such as past service duration, quality of relevant
training, and previous job performance. As a result, determining the human needs
for placing trained persons on a task is usually not too difficult.
 Writing Job Specifications

 When filling jobs with unskilled workers, the issues get more complicated (with the intention of training them on the
job). Physical characteristics, psychological traits, hobbies, and sensory skills that indicate some potential for or
being trained to do the work must be specified here.

 Specifications Based on Judgment: The basic procedure here is to ask, "What does it take in terms of education,
intelligence, training, and the like to do this job well?" There are several ways to get these "educated guesses." You
could simply review the job's duties and deduce from those what human traits and skills the job requires.

 Job Specifications Based on Statistical Analysis: The more defensible method is to base job specifications on
statistical analysis, but it is also more challenging. The goal is to find a statistical relationship between; first, some
predictor (human attribute like height, IQ, or finger dexterity) and second, some indicator or criterion of work
efficacy likes supervisory performance.
 Problems with Job Specification

 If poorly written, they provide little guidance to the jobholder.

 They are not always updated as job duties and specifications change.
 They may violate the law by containing the specifications not related to the
job success.
 They can limit the scope of activities of the jobholder, reducing
organizational flexibility.
Thank you