Lecture Notes Job Analysis

TOPIC II: JOB ANALYSIS Imagine graduation looming like a scary exam you didn't study for, and you're desperately seeking clues about the mysterious world of jobs. Like a detective in a cheesy crime movie, you turn to the campus career cent...

TOPIC II: JOB ANALYSIS Imagine graduation looming like a scary exam you didn't study for, and you're desperately seeking clues about the mysterious world of jobs. Like a detective in a cheesy crime movie, you turn to the campus career center or dive headfirst into the wild web of job listings. You're on a mission to uncover the secrets of careers and jobs—what it takes to thrive in them and which quirky companies might actually hire you. It's like playing a game of job-seeking hide-and-seek, armed with a resume and a sprinkle of hope. It’s time for a change, time to pursue your goals. Are you willing to put in the effort?Ready to leave excuses behind? Ready to take charge of your life? Ready to face yourself in the mirror and accept where you are, whether it's good or bad? If you start working hard today, are you prepared for tremendous success? What is a Job? - A job is a formal arrangement where individuals exchange their time, skills, and expertise for compensation, typically monetary, provided by an employer or client. - A job entails fulfilling specific tasks or responsibilities within a designated role or position, often within a structured organization or industry. Jobs serve as a means for individuals to earn a livelihood, support themselves and their families, and fulfill personal and professional aspirations. - They can range from manual labor to highly specialized professions, offering opportunities for career advancement, skill development, and personal growth. A "job" is a specific activity undertaken to earn a living, synonymous with "profession" or "occupation." In contrast, "work" encompasses any activity, whether mental or physical. While all jobs are considered work, not all work qualifies as a job. Before a worker can be hired or trained and before a worker’s performance can be evaluated, it is critical to understand exactly what the worker’s job entails. Such analyses should also be conducted on a periodic basis to ensure that the information on jobs is up to date. - In other words, it needs to reflect the work actually being performed. JOB ANALYSIS : CONCEPT AND MEANING Job Analysis the systematic study of the tasks, duties, and responsibilities of a job and the qualities needed to perform it.  1 NO PART OF THIS LEARNING MATERIAL WILL BE REPRODUCED , STRICTLY FOR REFERENCE ONLY. - It is a systematic analysis of each job for the purpose of collecting information as to what the job holder does, under what circumstances it is performed and what qualifications are required for doing the job. - Is the primary tool in personnel management. - Is a formal and detailed examination of job. - is the process of gathering and organizing detailed information about various jobs within the organization so that managers can better understand the process through which they are performed most effectively. * A personnel manager has to undertake job analysis so as to put right man on right job. Understanding a job fully is challenging due to the variety of tasks and duties involved. Job analysis methods must be comprehensive and precise, especially in large organizations where specialists are responsible for creating detailed job descriptions. As jobs become more complex, requiring diverse skills and knowledge, effective job analysis is crucial. However, job analysis should not be restrictive; it should allow for flexibility and creativity in how work is performed rather than prescribing rigid methods. In addition to understanding how jobs are performed, a work analysis can focus on work methods and procedures in order to discover faster, better, and/or more efficient ways of performing jobs (Wilson, 2012). Recently, organizations are moving away from rigid job definitions and focusing more on understanding how work is performed. Accurate definitions are still crucial to match the right person to the right role, helping both employers and employees clearly understand expectations and deliverables. A job analysis should focus on the following aspects to bring out all the critical facts and details about a job. Duties and tasks: The type, frequency, and complexity of performing specific duties and tasks. Environment: Work environment, such as temperatures, odors, and hostile people. Tools and equipment: Tools and equipment used to perform the job successfully. Relationships: Relationships with internal and external people. Requirements: Knowledge, skills, and capabilities required to perform the job successfully. PURPOSE OF JOB ANALYSIS A thorough job analysis is crucial for HR activities as it provides essential details about employee tasks, work conditions, and required competencies. This information is key for creating job descriptions, selecting employees, evaluating performance, and designing training programs. 2 NO PART OF THIS LEARNING MATERIAL WILL BE REPRODUCED , STRICTLY FOR REFERENCE ONLY. A.Writing Job Descriptions A job description, typically a two- to five-page summary, is a written product of a job analysis. While the job analysis identifies work activities and requirements, the job description documents these findings. Both job analysis and job descriptions are fundamental for HR activities such as employee selection, evaluation, training, and work design. B.Employee Selection A clear understanding of job tasks and required competencies is essential for selecting employees effectively. By identifying these requirements, appropriate tests and interview questions can be developed to assess applicants' knowledge, skills, and abilities. Despite this logical approach, many employee selections are influenced by non-job-related factors, such as height requirements for police officers, firm handshakes, and physical attractiveness for flight attendants. C. Training Effective employee training relies on knowing job requirements. Job analyses provide detailed lists of job activities that can be systematically used to develop training programs. D. Personpower Planning An important but rarely used application of job analysis is determining worker mobility within an organization. Organizations often promote the best performer in the job immediately below the one in question, which can lead to the Peter Principle: employees being promoted to their level of incompetence. E. Performance Appraisal Another crucial use of job analysis is in developing performance appraisal instruments. Like employee selection, performance evaluations must be job-related. Often, employees are assessed using vague criteria such as “dependability,” “knowledge,” and “initiative.” Specific, job-related categories, however, result in more accurate performance appraisals that are better received by employees and the courts (Werner & Bolino). Additionally, when properly implemented, job-related performance appraisals can be valuable for employee training and counseling. F. Job Classification - Job analysis allows human resources professionals to classify jobs into groups based on similar requirements and duties. This classification is useful for determining pay levels, transfers, and promotions. G. Job Evaluation - Job analysis information can also be used to determine the worth of a job. H.Job Design  - Job analysis information can identify the optimal methods for performing a job. 3 NO PART OF THIS LEARNING MATERIAL WILL BE REPRODUCED , STRICTLY FOR REFERENCE ONLY. I. Compliance with Legal Guidelines Any employment decision must be based on job-related information. Job analysis is a legally acceptable method to directly determine job relatedness. While no law specifically requires job analysis, several important guidelines and court cases effectively mandate it. J. Organizational Analysis During job analysis, analysts often uncover organizational issues. STAGES IN THE JOB ANALYSIS PROCESS 1. PLANNING THE JOB ANALYSIS Planning the job analysis process is crucial before gathering data from managers and employees. - Identifying clear objectives is essential—whether it's updating job descriptions, revising compensation programs, redesigning jobs, or aligning organizational structure with business strategies. - Obtaining top management support is critical to address any issues or resistance that may arise from managerial and employee concerns. 2. PREPARING AND INTRODUCING THE JOB ANALYSIS Preparation for job analysis involves identifying which jobs to review, such as hourly, clerical, or all positions. This phase includes selecting the analysis team, methods, and outlining employee and manager participation. Reviewing existing documentation like job descriptions and organization charts helps streamline the process. Effective communication is crucial, informing managers, employees, and stakeholders (including union representatives, if applicable) about the purpose, steps, timeline, and contact details for the job analysis representatives in reviewing job descriptions and specifications to minimize potential conflicts. 3. CONDUCTING THE JOB ANALYSIS After preparation, the job analysis process begins according to the chosen methods, which dictate the project timeline. Employees should submit completed questionnaires to supervisors for initial review before forwarding them to the job analysis team. Accompanying each questionnaire should be a letter explaining the process and instructions. Once collected, the data should be organized by job, job family, and organizational unit for comparison. The data must be reviewed for completeness, with follow-up interviews or queries as needed. 4. DEVELOPING JOB DESCRIPTIONS AND JOB SPECIFICATIONS At this stage, job analysts create initial drafts of job descriptions and specifications. Organizations typically avoid having managers and employees write these due to potential inconsistencies and personal biases. Once drafts are completed, they are reviewed by managers, and whether employees review them depends on the organization's culture. After 4 NO PART OF THIS LEARNING MATERIAL WILL BE REPRODUCED , STRICTLY FOR REFERENCE ONLY. finalization, HR distributes the descriptions to managers, supervisors, and employees. Supervisors or managers should then discuss the descriptions with employees to ensure clear understanding and agreement on their use in performance appraisals and other HR activities. Source: STAGES IN THE JOB ANALYSIS PROCESS. (n.d.). https://bloghresources.blogspot.com/2020/07/stages-in-job-analysis-process.html JOB ANALYSIS METHODS There are many different methods which may be used to obtain data for a job analysis. A. CHECKLIST METHOD In this data collection technique for job analysis, workers select tasks they perform from a comprehensive list of task statements. Preparing the checklist with suitable task statements requires substantial preliminary effort. The checklist method is efficient for large groups, as it is straightforward to administer and tabulate. B. OBSERVATION METHOD The observation method involves assessing tasks directly at the workplace. Observers watch workers perform their tasks without disrupting their work and draw conclusions based on their observations. This method's advantage lies in allowing the production process to continue uninterrupted. C. INDIVIDUAL INTERVIEW METHOD In this method, representatives are chosen to conduct structured interviews typically outside the actual job setting. These interviews are facilitated by experienced and qualified interviewers. Instead of a single interview, a series of individual interviews are conducted to gather precise data for job analysis. While this technique is expensive and time-consuming, careful execution ensures a comprehensive understanding of the job. D. GROUP INTERVIEW METHOD The group interview method builds upon the individual interview approach. Its advantage over individual interviews lies in time savings achieved through group participation. In this method, interviewers conduct simultaneous interviews with a group of respondents. They guide participants to recall and discuss their work activities. The interviewer then consolidates all comments into a unified job description. E. WORK PARTICIPATION METHOD In this technique, job analysts personally perform the job themselves. By engaging directly in the work, they gain firsthand insights into all job characteristics. This approach is effective for simple tasks but not recommended for complex jobs. Complex tasks require analysts to undergo extensive training beforehand, making this method costly and time-consuming for data collection. F. DIARY METHOD 5 NO PART OF THIS LEARNING MATERIAL WILL BE REPRODUCED , STRICTLY FOR REFERENCE ONLY. Workers are directed to log their daily job activities using a diary or logbook. This method systematically gathers valuable data for job analysis. However, it can be time-consuming, and the quality of data may suffer if the recording forms are overly complicated for workers. G. TECHNICAL CONFERENCE METHOD In this method, job analysts gather information from experts rather than the actual job performers. These experts are typically supervisors who possess extensive knowledge of the job. The analysts discuss all job characteristics with these experts. One drawback of this method is that the experts do not personally perform the tasks; instead, they provide information based on their own past experiences. H. QUESTIONNAIRE METHOD In this method, job performers provide detailed job information through surveys. A carefully crafted questionnaire about job activities is given to workers, and job analysts review their responses. This approach is effective for individuals who can articulate well but may not be ideal for gathering data from low-level workers who struggle with self-expression. It is also a time-consuming and lengthy process to analyze the collected data. SPECIFIC JOB ANALYSIS TECHNIQUES JOB ELEMENT The job element method of job analysis, developed by Primoff in 1975, identifies the basic knowledge, skills, abilities, and other characteristics (KSAOs) required for a particular job. Subject matter experts (SMEs) are relied upon to identify and rate these job elements based on their importance for job performance. This method is person-oriented, focusing on the characteristics of the individual performing the job. Commonly used in federal government jobs, the job element method is often combined with other job analysis methods due to its limited scope (Bemis, Belenky, & Soder, 1983). CRITICAL INCIDENT TECHNIQUE The critical incidents technique (CIT) of job analysis, established by Flanagan in 1954, documents specific worker behaviors that lead to particularly successful or unsuccessful job performance. Examples: The primary value of CIT is in identifying the specific knowledge, skills, and abilities needed for successful job performance. Information is gathered by interviewing or using questionnaires with job incumbents, supervisors, or other knowledgeable individuals. Collecting hundreds of critical incidents allows the job analyst to gain a comprehensive understanding of the job and its successful performance. Three pieces of information needed from each critical incident are presented by Flanagan: The context of behavior and details of the lead-up to the behavior exhibited. 6 NO PART OF THIS LEARNING MATERIAL WILL BE REPRODUCED , STRICTLY FOR REFERENCE ONLY. The employee behavior The consequences of the behavior. This tool is powerful because it gives a multi-dimensional view of the activities, including acts that have taken place, interactions with other staff members, verbal and non-verbal behavior Adapted from Flanagan, J.C. (1954). The Critical Incidents Technique. Psychological Bulletin, 51, 372. POSITION ANALYSIS QUESTIONNAIRE The Position Analysis Questionnaire (PAQ), developed by McCormick, Jeanneret, and Mecham in 1969, is one of the most extensively researched job analysis tools. - It uses a structured questionnaire to analyze various jobs based on 194 job elements, categorized into six divisions: 1. Information Input: How and where the worker obtains the information needed for the job. For example, a newspaper reporter uses published materials and interviews, while a clothing inspector uses visual examination of seams.  2. Mental Processes: The thinking, reasoning, and decision-making required for the job. For instance, an air traffic controller makes decisions about jet landings and takeoffs. 3. Work Output: The tasks performed and the tools or machines used. 4. Relationships with Other Persons: The types of interactions required. A teacher instructs students, while a store clerk assists customers and processes purchases. 7 NO PART OF THIS LEARNING MATERIAL WILL BE REPRODUCED , STRICTLY FOR REFERENCE ONLY. 5. Job Context: The physical or social conditions of the work environment, such as high temperatures or frequent conflict situations. 6. Other Job Characteristics: Additional activities, conditions, or traits necessary for the job. Each element is rated using six categories: extent of use, importance to the job, amount of time, applicability, possibility of occurrence, and a miscellaneous category. The PAQ produces a detailed job profile, useful for comparing jobs within or across organizations. As a standardized tool, it ensures consistency between analysts, unlike interview techniques, which can vary based on the interviewer's approach and skills. The PAQ is widely used and well-researched (Hyland & Muchinsky, 1991; Peterson & Jeanneret, 1997). Notably, a study using the PAQ found that the job of a homemaker closely resembles that of a police officer, firefighter, and airport maintenance chief (Arvey & Begalla, 1975). Sample Page from the Position Analysis Questionnaire ( PAQ) Source: McCormick, E.J., Jeanneret,P.R. & Mecham, R.C.( 1969). Position Analysis Questionnaire (p.4) Lafayette, IN: Occupational Research Center, Purdue University FUNCTIONAL JOB ANALYSIS ( FJA) - Analyzes a job’s requirements to assign the right candidate to the role or analyzes a candidate’s skills to assign them to the proper position. - It is a process for obtaining detailed information about the tasks, duties, and responsibilities associated with a particular job. 8 NO PART OF THIS LEARNING MATERIAL WILL BE REPRODUCED , STRICTLY FOR REFERENCE ONLY. PURPOSE : to identify the specific skills, knowledge, and abilities required to perform the job successfully. This information can then be used to develop job descriptions, performance standards, and training programs. It is usually conducted by interviewing incumbents or subject matter experts and observing workers as they perform their jobs. The resulting data are then analyzed and compiled into a report that includes a task list, a description of the skills required to perform each task, and a list of the knowledge and abilities required for the job as a whole. HR or hiring staff typically perform functional job analysis when developing or hiring for new roles. SEVEN CATEGORIES OF FUNCTIONAL JOB ANALYSIS There are seven categories of data to collect when conducting a functional job analysis. Each category is essential in establishing a complete overview of the position. 1.Things - Refer to the tools, assets, and equipment a candidate must be able to use to perform their role. Examples include hammers, computers, or medical equipment. It's important to identify which tools are used in the position and the level of proficiency required. For instance, for an office job, while training on internal software may be provided, proficiency in Excel and PowerPoint is expected. 2. Data - Encompasses all information about the knowledge, skills, and abilities required for the job, including job performance and tool knowledge. Reviewing this data helps identify if any procedural changes are needed. For example, you might discover that a previously unnecessary skill, like first aid, has become critical for the role. 3. People This category evaluates whether a candidate's skills align with the role's requirements and considers personality fit. It's important to assess how well the candidate will contribute to the company culture, their manager, team, and overall leadership. A candidate's cultural fit is as crucial as their qualifications for the position. 9 NO PART OF THIS LEARNING MATERIAL WILL BE REPRODUCED , STRICTLY FOR REFERENCE ONLY. 4. Worker instructions Reviewing processes and instructions ensures they effectively achieve desired results and that expectations are clear and reasonable. This step helps determine if the worker will be set up for success. For instance, if a salesperson is expected to meet a monthly quota within two weeks of starting, given a two-week onboarding period, these instructions and expectations would need to be reviewed and adjusted to be realistic and achievable. 5. Reasoning The reasoning category in a job analysis examines how employees think critically about work problems and whether they are supported in suggesting process improvements. Employees need autonomy and to feel that their expertise and opinions are valued. This category helps ensure that the role allows for personal expression and input, recognizing that those performing the job daily often have valuable insights for process improvement. 6. Math The math category is relevant for roles involving company accounts and finances. Employees in these positions require advanced mathematical and financial knowledge to manage sensitive business operations. Such roles often necessitate specialized certifications or degrees. 7. Language The language category focuses on communication skills. It ensures employees can understand their requirements, whether through writing or speaking. It also includes the ability to clearly express thoughts and communicate professionally with coworkers and customers. O*NET ➔ ONET OnLine is a user-friendly application designed to provide public access to the extensive ➔ It is a database of occupational information. ➔ Developed by the National Center for O*NET Development for the U.S. Department of Labor, it offers various search options and occupational data. For students and job seekers, My Next Move is a more streamlined version of this application. Key Features: Comprehensive Database: O*NET contains detailed information on skills, abilities, knowledge, work activities, and interests for over 900 occupations, based on the 2018 Standard Occupational Classification system. 10 NO PART OF THIS LEARNING MATERIAL WILL BE REPRODUCED , STRICTLY FOR REFERENCE ONLY. Career Exploration: This information aids in career exploration, vocational counseling, and human resources functions like developing job orders, creating position descriptions, and aligning training with workplace needs. Updated Information: O*NET is a continuously updated, interactive, skills-based database that translates vast amounts of data into precise, understandable occupational intelligence. For Businesses and HR Professionals: O*NET helps to: Quickly and easily develop effective job descriptions. Expand the pool of quality candidates. Define success factors for employees and jobs. Align organizational development with workplace needs. Refine recruitment and training goals. Design competitive compensation and promotion systems. For Job Seekers: O*NET assists in: Finding jobs that match their interests, skills, and experience. Exploring high-growth career profiles with the latest labor market data. Researching the requirements for their dream job. Maximizing earning potential and job satisfaction. Understanding what it takes to succeed in their field and related occupations. Online Source : https://www.onetonline.org/ There are TWO OUTCOMES of job analysis. A Personnel Manager carried analysis in two ways: 1. Job description 11 NO PART OF THIS LEARNING MATERIAL WILL BE REPRODUCED , STRICTLY FOR REFERENCE ONLY. 2. Job specification. Figure 1: Job Analysis A job description is a detailed accounting of the tasks, procedures, and responsibilities required of the worker; the machines, tools, and equipment used to perform the job; and the job output (end product or service). ➔ A detailed description of job tasks, procedures, and responsibilities; the tools and equipment used; and the end product or service ➔ Implies the enumeration and description of each operation in a job and responsibilities involved in performing are also outlined. It lists out required materials, tools, equipment and machinery for each job. This type of document is descriptive in nature and it constitutes all those facts which are related to a job such as: 1. Title/ Designation of job and location in the concern. 2. The nature of duties and operations to be performed in that job. 3. The nature of authority- responsibility relationships. 4. Necessary qualifications that are required for a job. 5. Relationship of that job with other jobs is a concern. 6. The provision of physical and working conditions required in performance of that job. or the work - Job description includes basic job-related data that is useful to advertise a specific job and attract a pool of talent. It includes information such as job title, job location, reporting to and of employees, job summary, nature and objectives of a job, tasks and duties to be performed, working conditions, machines, tools and equipment to be used by a prospective worker and hazards involved in it. Aims of Job Description ➔ To collect job-related data in order to advertise for a particular job. 12 NO PART OF THIS LEARNING MATERIAL WILL BE REPRODUCED , STRICTLY FOR REFERENCE ONLY. ➔ helps in attracting, targeting, recruiting and selecting the right candidate for the right job. ➔ It is done to determine what needs to be delivered in a particular job. ➔ clarifies what employees are supposed to do if selected for that particular job opening. Advantages of Job Description: ➔ It helps supervisors in assigning work to the subordinates so that he can guide and monitor their performances. It helps in recruitment and selection procedures. ➔ It assists in manpower planning. ➔ It helps the supervisors ( performance appraisal) ➔ It is helpful in job evaluation in order to decide the rate of remuneration for a specific job. ➔ It also helps in chalking out training and development programmes. Let’s take a look: The following is an example of Job description.Examine carefully what is included in creating Job description. JOB DESCRIPTION OF ASST. LIBRARIAN-INFORMATION SECTION Job Title :Asst. Librarian - Information Section Class Title : Assistant Librarian Reports to :Librarian / Head - Reference Section Supervises:Information Assistant, Library Assistant Summary:Asst. Librarian Information Section directs the provision of reference and information services and supervises information Qualifications He should be acquainted with developments and trends in the field of reference and information services. He should be service oriented and helpful by nature. He should be familiar with resources, knowledgeable and possess experience. He should be M.Sc. OR B.Lib.Sc. with 55% marks Establishes and plans information services. Duties Establishes and plans user education programmes. Develops and administers policies pertaining to services and staff Assist the users in the use of catalog Assist the users in the location of materials 13 NO PART OF THIS LEARNING MATERIAL WILL BE REPRODUCED , STRICTLY FOR REFERENCE ONLY. Receives book requests; edits and compiles the forms with additional bibliographic information Answer telephone calls Provides ready reference service Gives directional information Screens information requests for long range reference service Overall supervision of the section Receives and responds to serious complaints from users and staff Provides user education repares, reports and statistics Attends conferences and meetings Supervises work of other staff in the section Prepares section budget; reviews and reports on budget periodically Assists and recommends to the librarians about policies and produces relating to the section Selects reference books Salary: Rs. 14000-18000 JOB SPECIFICATION Job Specification specifies information about the skills or qualities required for doing the job.  AKA Man or Employee Specification. - It is a statement which tells us minimum acceptable human qualities which helps to perform a job. Job specification translates the job description into human qualifications so that a job can be performed in a better manner. - Job specification helps in hiring an appropriate person for an appropriate position. The contents are: 1. Job title and designation 2. Educational qualifications for that title 3. Physical and other related attributes 4. Physique and mental health 5. Special attributes and abilities 6. Maturity and dependability 7. Relationship of that job with other jobs is a concern. Job Specification also known as employee specifications, a job specification is a written statement of educational qualifications, specific qualities, level of experience, physical, emotional, 14 NO PART OF THIS LEARNING MATERIAL WILL BE REPRODUCED , STRICTLY FOR REFERENCE ONLY. technical and communication skills required to perform a job, responsibilities involved in a job and other unusual sensory demands. - It also includes general health, mental health, intelligence, aptitude. memory, judgment, leadership skills, emotional ability, adaptability, flexibility. values and ethics, manners and creativity, etc. Purpose of Job Specification ➔ Helps candidates analyze whether they are eligible to apply for a particular job vacancy or not. ➔ It helps the recruiting team of an organization understand what level of qualifications, qualities and set of characteristics should be present in a candidate to make him or her eligible for the job opening. ➔ Gives detailed information about any job including job responsibilities, desired technical and physical skills, conversational ability and much more and It helps in selecting the most appropriate candidate for a particular job. ADVANTAGES OF JOB SPECIFICATION ➔ It is helpful in preliminary screening in the selection procedure. ➔ It helps in giving due justification to each job. ➔ It also helps in designing training and development program  ➔ It helps the supervisors for counseling and monitoring performance of employees ➔ It helps in job evaluation. ➔ It helps the management to make decisions regarding promotion and giving extra benefits to the employees. ➔ It helps in selecting the most appropriate candidate for a particular job. Remember: Job description and job specification are two integral parts of job analysis. They define a job fully and guide both employer and employee on how to go about the whole process of recruitment and selection. Both data sets are extremely relevant for creating a right fit between job and talent, evaluating performance and analyzing training needs and measuring the worth of a particular job. Let’s take a look. The following are examples of Job Specification.Examine carefully what is included in creating Job Specification. JOB SPECIFICATION OF ASSISTANT LIBRARIAN Job Title : Assistant Librarian Qualification : Master Degree in Library & Information Science with at least 55% marks 15 NO PART OF THIS LEARNING MATERIAL WILL BE REPRODUCED , STRICTLY FOR REFERENCE ONLY. Experience: Minimum 2 years experience in reputed Library in education Special attributes: - Well versed in computerized environment like MS Word,Acrobat Writer, familiar with Lotus Notes - Good interpersonal skills and communication skills Physical attributes: Should have good physique with minimum height 165 cms and weight 65 kgs. Job Profiles : Looks after overall functioning of the library Establishes and plans information services. Establishes and plans user education programmes. Develops and administers policies pertaining to services Monitors and develops on-going services. Looks after circulation services Manage PHL Libraries Circulate Library updates Provide reference to staff  Assists Librarian in the location of materials and for books compilation of Bibliographies Maintenance of issue records, charging and discharging Shelving of books and periodicals Accessioning of books, registration of Periodicals Inter-Library Loan work Reporting to: Librarian Let’s examine … SAMPLE 2: JOB SPECIFICATION OF REFERENCE ASSISTANT Job Title : Reference Assistant Qualification Experience: Bachelor Degree in Library & Information Science - Minimum 1 years experience in reputed Library in the relevant n field Special attributes: Well versed in computerized environment like MS Word, Acrobat Writer, familiar with Lotus Notes - Good interpersonal skills and communication skills Physical attributes: Should have good physique with minimum height 160 cms and weight 60 kgs. Job Profiles 16 NO PART OF THIS LEARNING MATERIAL WILL BE REPRODUCED , STRICTLY FOR REFERENCE ONLY. Looks after overall functioning of the library Establishes and plans information services. Establishes and plans user education programmes. Develops and administers policies pertaining to services and staff Monitors and develops on-going services. Looks after circulation services Manage PHL. Libraries Circulate Library updates Provide reference to staff Maintains information files about organizations etc. Maintains data regarding reference queries and their answers Answers telephone calls Keep in touch with the Acquisition Section for acquisition of books etc. Reporting to: Head Reference Section / Dy. Librarian Take note : JOB SPECIFICATION, which provides information about the human characteristics required to perform the job, such as physical and personal traits, work experience, and education. Usually, job specifications give the minimum acceptable qualifications that an employee needs to perform a given job. Job Specification a statement of the human characteristics required to perform a job Job Evaluation an assessment of the relative value of a job to determine appropriate compensation Job analysis provides essential information for personnel activities such as planning, recruitment, selection, and performance appraisals. It is also crucial due to legal requirements that hold organizations accountable for fair personnel actions, particularly under laws promoting equal employment opportunities for disadvantaged and minority workers. References : ★ Bisen, V., & Priya. (2015). Industrial psychology. New Delhi : New Age International ★ Riggio , R.E ( 2018). Introduction /Organizational Psychology (7th ed.) New York and London : Routledge, Taylor & Francis Group , ★ Aamodt, M ( 2023 ). Industrial/Organizational Psychology : An Applied Approach (9th ed.) USA : Cengage ★ Muchinsky, P ( 2006). Psychology Ap[plied to Work ( 8th ed. ) USA : Thomson Wadsworth ★ Spector , P.E (2012). Industrial –Organizational Psychology : Research & Practice (6th ed.) USA: John Wiley & Sons, Inc. 17 NO PART OF THIS LEARNING MATERIAL WILL BE REPRODUCED , STRICTLY FOR REFERENCE ONLY.