METHODS OF JOB ANALYSIS

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.

• 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.

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.

Components of Job Analysis

1. Job Description: It is an important document. It is descriptive in nature. It is

useful to identify a job for consideration by job analyst. Important questions to be

answered through job description are:

 
What should be done? - Why it should be done? -Where it should be done?
  There is no universal format of writing job description. According to Ghorpade the

following information is common in most of the job descriptions.

• Job title: title of the job and other identifying information such as wages, salaries, other benefits
• Summary: summary is written in one or two lines that describes what outputs
  are expected from job incumbents.
• Equipment: a clear statement of tools, equipment and other information
  required to perform job effectively.
• Environment: a clear description of the working conditions of the job, the
  location and other characteristics of work environment such as hazards, noise,
  temperature, cleanliness etc.
• Activities: a description about the job duties, responsibilities, and expected
  behaviour on the job. A description of social interactions associated with the job
  such as the size of work group, interpersonal interaction on the job is made.

Job analyst writes job description in consultations with the workers and supervisors.
After writing draft job description, comments and criticism are invited to improve its
content. Final draft is then prepared. Job description is written either by making
personal observation or using questionnaire to collect relevant information from
supervisors and workers. Job description should be reviewed from time to time.

   2. Job Specifications: It also known as man or employee specifications is prepared
on the basis of job specification. It specifies the qualities required in a job incumbent
for the effective performance of the job.

Basic contents of a job specification are as follows:

1. Personal characteristics such as education, job experience, age, sex, and extra co-curricular activities.
2. Physical characteristics such as height, weight, chest, vision, hearing, health,
   voice poise, and hand and foot coordination, (for specific positions only).
3. Mental characteristics such as general intelligence, memory, judgment, foresight,
   ability to concentrate, etc.
4. Social and psychological characteristics such as emotional ability, flexibility,
   manners, drive, conversational ability, interpersonal ability, attitude, values,
   creativity etc.

Various contents of a job specification can be prescribed in three terms:

1. essential qualities which a person must possess;
2. desirable qualities which a person may possess; and
3. contra-indicators which are likely to become a handicap to successful job
   performance

3. Job evaluation: It is a process of determining the relative worth of a job. It is a
process which is helpful even for framing compensation plans by the personnel
manager. Job evaluation as a process is advantageous to a company in many ways:

• Reduction in inequalities in salary structure - It is found that people and their motivation is dependent upon how well they are being paid. Therefore the main objective of job evaluation is to have external and internal consistency in salary structure so that inequalities in salaries are reduced.
• Specialization - Because of division of labour and thereby specialization, a large
  number of enterprises have got hundred jobs and many employees to perform
  them. Therefore, an attempt should be made to define a job and thereby fix
  salaries for it. This is possible only through job evaluation.
• Helps in selection of employees - The job evaluation information can be
  helpful at the time of selection of candidates. The factors that are determined
  for job evaluation can be taken into account while selecting the employees.
• Harmonious relationship between employees and manager - Through job
  evaluation, harmonious and congenial relations can be maintained between
  employees and management, so that all kinds of salaries controversies can be
  minimized.
• Standardization - The process of determining the salary differentials for
  different jobs become standardized through job evaluation. This helps in bringing
  uniformity into salary structure.
• Relevance of new jobs - Through job evaluation, one can understand the
  relative value of new jobs in a concern.

Significance of Job Analysis

   Job analysis is a vital tool in taking a variety of human resource decisions. It is used
to design and execute a number of human resource management activities and
programs. They are described here:

Manpower Planning: job analysis helps in forecasting manpower requirements
based on the knowledge and skills and quality of manpower needed in
organization.

Recruitment: A carefully designed job analysis provides information as to what
sources of recruitment are to be used to hire employees. For example, job
analysis in a retail stores about merchandise sorters tells that village level
schools are potential source of recruitment.

Selection: Selection of the right candidate to the right job can only be done with
the help of job analysis. In the case of retail stores, a billing assistant can be selected with the knowledge
of accounting, cash, and computer operations. This is possible with the help of
job analysis.

Training and Career Development: Job analysis provides valuable information
to develop training programs. It provides information about what skills are to be
trained. It also provides information about various techniques to be used in
career development of employees.

Placement and socialization: After people are selected and trained, they must
be placed in suitable jobs. Job analysis provides information about the suitability
of jobs. A clear job analysis guides the process to socialize the employees to
develop sound relationships with all those persons.

Compensation: Job analysis provides information as to how much compensation
and other financial and non-financial benefits to be associated with each job.

Employee Safety and Welfare: Job analysis details information on working
conditions. Thus, management tries to provide safety and welfare measures that
are outlined in job analysis.

Performance Appraisal: Performance of employees is appraised based on
standard criteria provided in the job analysis.

Counselling: A good job analysis provides information to the superiors about the
jobs. They use this information to guide and counsel employees about their
career options, performance, training requirements and skill up-gradation.

Strategic Planning: Job analysis enables human resource manager to develop a
long-range strategic plan in all concerned areas of human resources.

JOB ANALYSIS

   Job analysis is a process of determining which characteristics are necessary for
satisfactory job performance and analyzing the environmental conditions in which the
job is performed. It analyzes the work content of job & job content of work. The
process of job analysis leads to development of two documents viz., job description
and job specification.
   Job description indicates the tasks and responsibilities, job title, duties, machines, tools
and equipment, working conditions and occupational hazards that form part of the job
whereas job specification comprises of the capabilities required to perform job,
education, experience, training, judgmental skills, communication skills and personal
skills required to perform the job effectively.