job analysis powerpoint

8/7/2019 jOB aNALYSIS POWERPOINT

1/34

Job Analysis

Rashmi Farkiya


2/34

Contents

INTRODUCTION

NEED FOR JOB ANALYSIS.

APPROACHES TO JOB ANALYSIS COMPONENTS OF JOB ANALYSIS.

USES OF JOB ANALYSIS

SOURCES OF JOB INFORMATION

PROCESS OF JOB ANALYSIS METHODS OF JOB ANALYSIS


3/34

Introduction

JOB:

A Job is a collectionor aggregationoftasks,

duties and responsibilities which as a whole,is

regarded as a regular assignmentto individual

employees and which is differentfrom other

assignments.

(Dale Yoder)


4/34

Conti.

JOB ANALYSIS:

Job Analysis is the process ofgetting information

about jobs specially whatthe worker does, how hegets it done, why he does it, skill, education,

training required, relationship toother jobs,

physical demands, environmental conditions.

(Jones and Decothis)


5/34

Conti


6/34

Conti.

Job Analysis is doneto identify:

Jobtasks, duties, responsibilities to perform

Knowledge required

Skills required

Abilities needed

Provides a better understanding ofjobs which inturn can guide job-related employment decisions.


7/34

What is theneed for job analysis?

Three majorfactors createtheneed for job analysis:

statutory concerns, such as equalemployment

opportunityresponses tobusiness competitionrecruiting and

retaining talent

technological changes that createnew jobs and

renderothers obsolete


8/34

Conti

Job analysis has many purposes.

One is forCareer development. Many

organizations have systems that allow employeesto move up the ranks to higher and higher

positions.

Job analysis reveals the KSAO

(Knowledge,Skills,Abilities & other personal

characteristics required to perform a job well.)

requirements for jobs ateach levelofthe career

ladder.


9/34

Conti..

Employees benefitbecausethey know whatthey

need to doorlearntobeeligiblefor promotion.

Organizations benefitbecausethey develop anavailable supply ofcandidates prepared for higher

level positions.


10/34

Approaches to Job Analysis

Job Oriented:

Focuses onthetask and provides informationon

thenatureofthetasks doneonthe job. One way toconductthis typeofjob analysis is to describethe

tasks performed, or provide information about

characteristics ofthetasks.

Most jobs involve several duties; each duty is

associated with severaltasks; each task is

associated with several activities; and each activity

canbebroken down into several actions.


11/34

Conti

This typeofjob analysis often provides a very

long and detailed report.

Person Oriented: Person-oriented approach focuses on worker

characteristics.

Provides a descriptionofthe attributes,

characteristics, or KSAOs necessary for a person

to perform a job successfully.


12/34

Conti

KSAO stands for :

Knowledge, or what you need to know to do a

particular job Skills, or what you are ableto doonthe job

Abilities, orthe capability to do jobtasks orto

learnto do jobtasks

Other personal characteristics, which refers to

anything elsenot covered by theotherthree and

areneeded to perform a job well


13/34


14/34

Conti


15/34

Conti

Job Position

Job position refers tothe designationofthe

job and employee intheorganization. Jobpositionforms an important partofthe

compensation strategy as it determines the

levelofthe job intheorganization. For

example managementlevelemployees receive

greater pay scalethannon-managerial

employees.


16/34

Conti

Job Description:

Functional descriptionofa contentofa job. It is

the descriptionof activities tobe performed in ajob, the relationship ofjob with other jobs, the

equipment and tools involved, thenatureof

supervision, working conditions and hazards of

the job and soon.Contents:

Job Title

Location


17/34

Conti.

Job Summary

Duties.

Machines, tools and equipments

Supervision givenor received

Working Conditions

Hazards.


18/34

Conti

.

Job Worth

JobWorth refers toestimating the job worthiness

i.e. how much the job contributes tothe

organization. It is also known as jobevaluation.

Job description is used to analyzethe job

worthiness. It is also known as jobevaluation.

Roles and responsibilities helps in determining the

outcomefrom the job profile. Once it is


19/34

Conti

determined that how much the job is worth,

itbecomes easy to definethe compensation

strategy forthe position.


20/34

Uses of Job Analysis

Human Resource Planning.

Recruitment.

Selection.

Placement and Orientation.

Training

Employee Safety.Performance Feedback & Evaluations

Job designing and Redesign.


21/34

Sources of Job Information

SMEs (Subject Matter Experts)

people who have in-depth knowledgeof

specific job under analysis, job skills, andabilities

Job Incumbent

Supervisors

Job Analyst


22/34

Conti

Existing job descriptions and specifications

Training Manuals

Other companies with similar jobs.


23/34

Process of Job Analysis

The major steps involved in job analysis are asfollows:

i. Organizational Analysisii. Selection of representative jobs for Analysis.

iii. Collection of job analysis data.

iv. Preparation of job description.

v. Preparation of job specification.


24/34

Conti.

Job Specification:

Job Specification is a statementofthe minimum

levels ofqualification, skills, physical and otherabilities, experience, judgement and attributesrequired for performing jobeffectively. Itspecifies the physical, psychological, personal,social, and behavioural characteristics ofthe job

holders.

Contents:

Education

Experience


25/34

Conti

Training

Judgement

Initiative Physical Effort

Physical Skills

Responsibilities

Communication Skills

EmotionalCharacteristics

Unusual sensory demends such as sight, smell and

hearing


26/34

Methods of Job Analysis

The methods that managers can useto determineknowledge, skills and abilities for successfulperformance are as follows:

Observation:

A job analyst watches employees directly or reviews

films ofworkers onthe job. This method is time

consuming and canbe costly.Individual InterviewMethod:

Inthis method meeting with anemployee is donetodetermine what his or her job requires.


27/34


Group Interview:

This method is similarto individual interview

method exceptthat a numberofemployees areinterviewed atthe sametime.Sample Questions:

What are your mosttypical duties?

How long dothey take? How do you dothem?

Describe a typical day.


28/34


Structured Questionnaire:

Inthis method employees are sent a specifically

planned questionnaireon which they ratetasksthey perform ontheir job.

Examples

Management Position Description

Questionnaire(MPDQ)PAQ


29/34

Conti.

TechnicalConference:

This method utilizes supervisors with wideknowledgeofthe job.

Diary:

This method requires theemployees todocumenttheir daily tasks and activities.

Noone method is universally superior. Evenobtaining job informationfrom theemployeescan create a problem. Thebest results canbeachieved by combinationofthese methods.


30/34

Methods used to compare

different jobs.

Each job analysis method has its strengths

and is appropriatefor a particular purpose.

The JobComponents Inventory, Functional

Job analysis, and Position Analysis

Questionnaire are general methods that can

be used to compare different jobs.


31/34

Conti

Job Component Inventory

Was developed in Great Britain.

Allows for simultaneous assessmentof

job requirements and a persons KASOs.

The degreeofcorrespondenceofthe

lists is used to determine ifan individual

is suited to a specific job.


32/34

Conti.

Functional Job Analysis

Provides a descriptionofa job and scores

on several dimensions forthe job andpotential workers.

FJA was used by the U.S. Departmentof

Laborto develop the Dictionary of Occupational Titles (DOT), which contains

a descriptionofeach jobs content and

scores representing the complexity with


33/34

Conti

Which incumbents handle data, people, and

things.The data category refers to any sort

ofinformation.The people category refers tocoworkers, subordinates, clients, or

customers.Thethings category refers to

dealings with inanimateor animateobjects.


34/34

Conti.

Position Analysis Questionnaire

(PAQ) The PAQ is a general instrumentthat can

be used to analyze any job. It contains 189 itemsdealing with thetask requirements orelements of

jobs.

Theelements canbe used to develop a KSAO

profilefor any job, allowing comparisons of

different jobs on a common setofKSAOs.

job analysis powerpoint

Documents