Job analysis methods can be categorized into three basic types: (1) Observation
Methods; (2) Interview; and (3) Questionnaire
1. Observation Method: Observation of work activities and worker behaviors is
a method of job analysis which can be used independently or in
combination with other methods of job analysis. Three methods of job
analysis based on observation are: (i) Direct Observation; (ii) Work
Methods Analysis; and (iii) Critical Incidents Technique.
Methods; (2) Interview; and (3) Questionnaire
1. Observation Method: Observation of work activities and worker behaviors is
a method of job analysis which can be used independently or in
combination with other methods of job analysis. Three methods of job
analysis based on observation are: (i) Direct Observation; (ii) Work
Methods Analysis; and (iii) Critical Incidents Technique.
- Direct Observation: Using direct observation, a person conducting the
analysis simply observes employees in the performance of their duties.
The observer either takes general notes or works from a form which has
structured categories for comment. Everything is observed: what the
worker accomplishes, what equipment is used etc. The limitation of this
method is that it cannot capture the mental aspects of jobs, such as
decision making or planning, since mental processes are not observable. - Work Methods Analysis: This method is used to describe manual and
repetitive production jobs, such as factory or assembly-line jobs. This
method is used by industrial engineers to determine standard rates of
production. - Critical Incidents Technique: It involves observation and recording of
examples of particularly effective or ineffective behaviors. Behaviours are
judged to be “effective” or “ineffective” in terms of results produced by
the behavior. In this method a person using the critical incidents must
describe behaviour in retrospect, or after the fact, rather than as the
activity unfolds. Accurate recording of past observations is more difficult
than recording the behaviours as they occur.
2. Interview: In this method, the Analyst interviews the employee, his supervisor
and other concerned persons and record answers to relevant questions. The
interviewer asks job related questions and a standard format is used to record
the data. The limitation of this method is that it does not provide accurate
information because the employee may not provide accurate information to
protect his own interest. Success of this method depends upon the rapport
between the analyst and the employee.
and other concerned persons and record answers to relevant questions. The
interviewer asks job related questions and a standard format is used to record
the data. The limitation of this method is that it does not provide accurate
information because the employee may not provide accurate information to
protect his own interest. Success of this method depends upon the rapport
between the analyst and the employee.
3. Questionnaire: In this method properly drafted questionnaires are sent to
jobholders. Structured questionnaires on different aspects of a job are
developed. Each task is described in terms of characteristics such as frequency,
significance, difficulty and relationship to overall performance. The jobholders
give their rating of these dimensions. The ratings obtained are analyzed and a
profile of actual job is developed. This method provides comprehensive
information about a job. The limitation of this method is that it is time consuming
and costly.
jobholders. Structured questionnaires on different aspects of a job are
developed. Each task is described in terms of characteristics such as frequency,
significance, difficulty and relationship to overall performance. The jobholders
give their rating of these dimensions. The ratings obtained are analyzed and a
profile of actual job is developed. This method provides comprehensive
information about a job. The limitation of this method is that it is time consuming
and costly.