Job Analysis: Definitions, Methods, and Process - PDF

BM2018 ACQUISITION – JOB ANALYSIS Job Analysis Job Analysis (JA) is the process of obtaining job-related information to establish a basis for an accurate description and to determine the specification and requirements of a specific job (Aguiling, 2009). it is a...

BM2018 ACQUISITION – JOB ANALYSIS Job Analysis Job Analysis (JA) is the process of obtaining job-related information to establish a basis for an accurate description and to determine the specification and requirements of a specific job (Aguiling, 2009). it is a process of studying and collecting information relating to the operations and responsibilities of a specific job. Purpose of Job Analysis (JA) Job analysis is used in the preparation of job descriptions and job specifications, which help in the hiring of the right personnel for the job. The general purpose of job analysis is to establish and document the requirements of a job. Training needs assessment. JA is used to determine training needs such as training content, assessment tests, test equipment, methods of training, and areas where an employee needs training. Compensation management. The pay depends on the position, job title, duties, and responsibilities associated with a job. JA guides HR managers in deciding how much an employee is a worth based on the job. Recruitment and selection procedures. JA helps in identifying the job duties that should be included in vacancy announcements and in collecting information on educational qualifications, minimum requirements, and appropriate salary levels. Performance review. JA helps in identifying the goals and objectives, performance standards, and evaluation criteria and duties to be evaluated. Different Job Terms The following are the different terms related to jobs, positions, or occupations: Position – It is a work assignment having a specific set of duties, responsibilities, and conditions different from those of other work assignments. It is a group of positions that are similar to the kind and level of work. Job – It refers to work performed by an individual, whether such work differs from the work assignment of other individuals or not. It is a group of tasks assigned to one individual. Occupation – It is a group of jobs that are similar (closely related) as to kind of work having common characteristics. Job Description – It is an organized, factual statement of the duties and responsibilities of a specific job. Job Specifications – It is a written explanation of the minimum acceptable human qualities necessary for the effective performance of a given job. Job Classification – it refers to groupings of jobs on some specified basis, such as kind of work or pay. Job Evaluation – It is a systematic and orderly process of determining the worth of a job in relation to other jobs. Tasks – These are coordinated and aggregated series of work elements used to produce an output. O*Net – It is an online resource that has replaced the Dictionary of Job Titles—a list of job requirements for a very large number of jobs. 03 Handout 1 *Property of STI  [email protected] Page 1 of 5  BM2018 Positions Jobs Occupations Figure 1. Visual representation of interchangeable terms of Positions, Jobs, and Occupations (Aguiling, 2009) Parts of Job Analysis The following parts are not necessarily fixed but are considered essential information that should be found in conducting Job Analysis. It is important to include the following to set a clear line of authority on what positions are under a certain department or the specific duties and requirements needed for a certain position. Job Title and location – The first part is about the job title or the name of the position that you want to analyze. Location or sometimes referred to as designation, is the department where the position is included. Organizational relationship – It is a brief explanation of the number of persons supervised (if applicable) and job title of the position being supervised. It also reflects the supervision received. Relation to other jobs – This part describes and outlines the coordination required by the job. Job Summary – This is a condensed explanation of the content of the job. Information concerning job requirements – This usually provides information about machines, tools, materials, mental complexity, and attention required, physical demands, and working conditions. Methods of Job Analysis 1. Interview. This is the method where a Job Analyst obtains information about the job by personally conferring with the worker or the supervisor and preferably with both either in the workplace or the supervisor's office. Advantages Can get more complete and more accurate information regarding a job when planned well A worker can provide the analyst with information that might not be available from another source Can clarify issues (vague data) on the spot Disadvantages Workers may be suspicious of interviews and motives If the analyst asks ambiguous questions, there will be a distortion of information 2. Observation. This is the method where a Job Analyst gathers information about the job and its workplace by observing workers while performing the job. Advantages Desirable where manual operations are prominent in importance and where the work cycle is short 03 Handout 1 *Property of STI  [email protected] Page 2 of 5  BM2018 Working conditions and hazards are better described when viewed personally Direct exposure to jobs can provide a richer, deeper understanding of job requirements than workers' description of what they do. Disadvantages Workers may behave differently when they know that they are being observed, especially if it will be used to determine pay levels If work in question is primarily mental Critical yet rare job requirements may not be observed. 3. Questionnaires. In this method, each employee is given a set of questions describing his job, operations, his duties, and responsibilities and later be checked by his supervisor to ensure completeness and accuracy of the information provided. Advantages Generally cheaper and quicker to administer Can be completed off the job, thus, avoiding lost productive time. Allows survey of large numbers of job incumbents Each survey data can be quantified and processed by a computer, which opens vast analytical possibilities Very effective if used in combination with other methods Disadvantages Time-consuming and expensive to develop Rapport is sacrificed between job analyst and respondent The impersonal approach may have adverse effects on respondents' cooperation and motivation Steps in Conducting Job Analysis Conducting a job analysis is a tedious job since all the departments in the company will be participating. It requires approval and a go signal from the CEO or owner of the company and support from the HR Manager before proceeding with the process. It needs to have a specific purpose before proceeding to the process because it usually takes two to three months, especially when employees involved in the process are also position holders inside the company. It is also recommended to get external help from a Consultant to remain professional and without bias throughout the whole process of Job Analysis. 1. Organizational analysis The first step in the job analysis process is to determine its purpose. This will help determine what kind of data to collect and how to collect it. The necessary background information for this step can be collected by using organization charts, process charts, and job descriptions. 2. Select representative positions It will be time-consuming and costly to analyze all jobs in an organization. So, it is essential to select a representative sample of jobs for detailed job analysis. 3. Collect data The next step is to collect job-related data such as educational qualification, duties, responsibilities, working conditions, employee behavior, skills, and abilities. Data is collected by using methods such as observation, interviews, and questionnaires. 4. Review collected data A job analysis report is prepared by using the gathered data. The information is then verified with the worker performing the job and their supervisor. 03 Handout 1 *Property of STI  [email protected] Page 3 of 5  BM2018 5. Developing a job description The information collected is used to develop a written statement known as a job description. A job description is a document that describes the responsibilities, working conditions, locations, risks, and tasks required for effective job performance. 6. Developing job specification The final step in the process is to develop job specifications. Job specification and job descriptions are two tangible products of the job analysis process. A job specification is a statement of personal traits, educational qualifications, experience, background, and skills needed to perform a job. Figure 2. Job Analysis Process Source: https://www.businesstopia.net/human-resource/job-analysis-definitions-methods-process-importance Approaches to Job Analysis Task-oriented approach focuses on the actual activities involved in a job. It mainly considers the duties and responsibilities of a job. HR managers develop task statements that state the functions of a job in detail. The tasks are then rated based on importance, frequency, difficulty, etc. This helps in having a greater understanding of the requirements of a job. Worker oriented approach examines the human attributes of a job. These attributes are classified as knowledge, skills, abilities, and other characteristics, collectively known as KSAO. Knowledge refers to the information required by an employee to perform the job. Skills are the proficiencies needed for good performance. Abilities refer to the attributes of employees that are stable over time. Other attributes, such as personality factors, are other characteristics. Job Description and Job Specifications There is no standard format for writing job descriptions, but job descriptions should contain the following parts: Position Title. This includes the position title or the job title, or your target position in creating a job description. It is important to not be biased with the one who holds the position but what the job is all about. Reporting Relations. These indicate where the job holder is reporting to or his/her immediate supervisor. For example, HR Assistants report to the HR Manager. Basic Function. This provides a general summary of what the job is about. Specific Duties and Responsibilities. These are usually written from the tasks that require more time or most of the jobholder's time down to the duties or responsibilities that are seasonal or not always being asked to be done. Working Relationships. This is usually divided into internal and external. Internal working relationships are those within the company, while external working relationships are about a third 03 Handout 1 *Property of STI  [email protected] Page 4 of 5  BM2018 party or those working outside the company. In addition to internal and external working relationships, there has to be a purpose of contact beside each position. Job Specifications. It has three (3) main parts: education, skills and experience, and working conditions. Education represents the minimum educational attainment need to fill in the job. Skills and experiences highlight the required skills or years of experience to perform the job well. And working conditions describe the work set-up and environment that the job offers. Job Design Job Design specifies the contents, methods, and relationships of jobs to satisfy work requirements for productivity, efficiency, and quality. It also aims to meet the personal needs of the job holder, thus, increases levels of employee involvement (Armstrong, 2010). Four (4) Important Methods of Job Design 1. Job Simplification. This is when a given job is broken down into small sub-parts, and each part is assigned to one individual. It involves mechanical processing of work, repetitive work process (assembly lines), working on only one part of a product, predetermining tools and techniques, and few skill requirements. 2. Job Rotation. This involves shifting a person from one job to another so that he is able to understand and learn what each job involves. 3. Job Enlargement. This involves combining various activities at the same level in the organization and adding them to the existing job. It increases the scope of the job. 4. Job Enrichment. According to Herzberg, is adding a few motivators to a job to make it more rewarding, challenging, and interesting. The motivating factors can be: Giving more freedom. Encouraging participation. Giving employees the freedom to select the method of working. Allowing employees to select the place at which they would like to work. Allowing workers to select the tools that they require on the job. Allowing workers to decide the layout of the plant or office. References Aguiling, H. M. (2009). Job evaluation: The traditional approach. UST Publishing House. Armstrong, M. (2010). Armstrong's essential human resource management practice: A guide to people management. Kogan Page Publishers. Bajracharya, S. (2018, May 3). Job analysis: Definitions, methods, process, and importance of job analysis. In Businesstopia. https://www.businesstopia.net/human-resource/job-analysis-definitions-methods-process-importance Corpuz, C. R. (2016). Human Resource Management (3rd ed.). Rex Book Store. Kalpana, R. (2014, February 8). Job design methods: Rotation, simplification, enlargement, and enrichment of jobs. In Businessmanagementideas.com. https://www.businessmanagementideas.com/job/job-design-methods-rotation- simplification-enlargement-and-enrichment-of-jobs/2517 Rajguru, K. (n.d.) What is job design? In EconomicDiscussion.net. https://www.economicsdiscussion.net/human-resource- management/what-is-job-design 03 Handout 1 *Property of STI  [email protected] Page 5 of 5