PRESENTATION

ON
JOB ANALYSIS

Presented by:
•Aman Agrawal
•Roshan Kumar
•Dipjyoti Talukdar
•Priankush Chakraborty
•Pallab Jyoti Rajguru
 Abstract

•A method of performing job analyses .

•Delivering or providing access to the results of
the job analyses.
•Creating a physical demands analysis
comprising a list of physical requirements of
each discrete task of a job.
•Combining the lists into a job analysis
database for determining whether a worker can
perform a job.
•Creating a list of job requirements and
working conditions for each discrete task of a
job
 Job Analysis
Job analysis is a systematic approach to
defining the job role, description,
requirements, responsibilities, evaluation,
etc. It helps in finding out required level of
education, skills, knowledge, training, etc
for the job position. It also depicts the job
worth i.e. measurable effectiveness of the
job and contribution of job to the
organization. Thus, it effectively
contributes to setting up the
compensation package for the job
position.
Nature of Job Analysis:
The supervisor or HR specialist normally collects one or more
of the following types of information via the job analysis:

•Work Activities.
•Human Behaviour.
•Machines, tools, equipment & work aids.
•Performance standards.
•Job context.
•Human requirements.
Components of Job analysis
 Job Position
Job position refers to the designation of
the job and employee in the
organization. Job position forms an
important part of the compensation
strategy as it determines the level of the
job in the organization. For example
management level employees receive
greater pay scale than non-managerial
employees. The non-monetary benefits
offered to two different levels in the
organization also vary.
 Job Description
Job description refers the requirements an
organization looks for a particular job position. It
states the key skill requirements, the level of
experience needed, level of education required,
etc. It also describes the roles and responsibilities
attached with the job position. The roles and
responsibilities are key determinant factor in
estimating the level of experience, education,
skill, etc required for the job. It also helps in
benchmarking the performance standards.
 Job Worth
Job Worth refers to estimating the job
worthiness i.e. how much the job
contributes to the organization. It is also
known as job evaluation. Job description
is used to analyze the job worthiness. It is
also known as job evaluation. Roles and
responsibilities helps in determining the
outcome from the job profile. Once it is
determined that how much the job is
worth, it becomes easy to define the
compensation strategy for the position.
Uses of Job Analysis
 Steps in Job Analysis
Decide how you’ll use the information, since this
will determine the data you collect and how you
collect them. Some data collection techniques - like
interviewing the employee and asking what the job
entails are good for writing job description and
selecting employees for the job. Other technique
like the position analysis & questionnaire do not
provide qualitative information for job description.
Instead, they provide numerical ratings for each job;
these can be used to compare jobs for compensation
purpose.
Review relevant background information such as organisation
charts, process charts and job description.
(1)Organisation charts show the organisation wide
division of work, how the job in question relates to other jobs,
and where the job fits in the overall organisation. The chart
should show the title of each position and by means of
interconnecting lines, who reports to whom and with whom
the job incumbent communicates.
(2)A process chart provide more detailed picture of the
work flow. In its simplest form a process chart shows the flow
of inputs to and the outputs from the job you are analysing.
Finally, the existing job description, if there is one, usually
provides a starting point for building the revised job
description. In the figure below the quality control clerk is
expected to review components from suppliers, check
components going to the plan managers and give
information regarding components quality to these
managers.
 Information Components
input form the input from
plant manager Suppliers

(Job Under Study)

Quality Control Clerk

Information
Product
output to Plant
Manager Quality
regarding output to
Component Plant
Quality Manager
Select representative positions. Why? Because there
may be too many similar jobs to analyse. For example, it
is usually necessary to analyse the jobs of 200 assembly
workers when a sample of 10 jobs will do.
Actually analyse the job – by collecting data on job
activities, required employee behaviours, working
condition, and human traits & abilities needed to perform
the job. For this step, use one or more of the job analysis
methods.
Verify the job analysis information with the worker
performing the job & with his or her immediate
supervisor. This will help confirm that the information is
factually correct and complete. This review can also help
gain the employees acceptance of the job analysis data
and conclusions by giving that person a chance to review
and modify your description of the job activities.
Develop a job description and job
specification. These are two tangible
products og the job analysis. The job
description is a written statement that
describes the activities and responsibilities
of the job, as well as its important features,
such as working conditions and safety
hazards. The job specification
summarises the personal qualities, traits,
skill and background required for getting
job done. In maybe in a separate document
or in the same document as the job
description.
 Methods of collecting Job
Analysis Information

oThe Interview.
oPros & Cons.
oTypical Questions.
oInterview Guidelines.
oQuestionnaires.
oObservation.
oParticipant Diary/Logs.
oQuantitative Job Analysis Techniques.
 Conclusion
From Job Analysis, specific details of what
is being done and the skills utilized in the
job are obtained. Job Analysis enables the
managers to understand jobs and job
structures to improve work flow or develop
techniques to improve productivity.
 Tropical Storm Charley
In August 2004, tropical storm Charley hit North Carolina and the Optima
Air Filter Company. Many employees’ homes were devastated and the firm
found that it had to hire almost 3 completely new crews, one for each of its
shifts. The problem was that the “Old-timers” had known their jobs so well
that no one had ever bothered to draw up job descriptions for them. When
about 30 new employees began taking their places, there was general
confusion about what they should do and how they should do it.
The storm quickly became old news to the firm’s out-of state customers-
who wanted filters, not excuses. Phil Mann, the firm’s President, was at his
wits end. He had about 30 new employees, 10 old-timers, and his original
factory supervisor, Maybelline. He decided to meet with Linda Lowe, a
consultant from the local universities business school. She immediately
had the old-timers fill out a job questionnaire that listed all their tasks,
duties & responsibilities. Arguments ensued almost at once- Both Phil &
Maybelline thought the old-timers were exaggerating to make themselves
look more important, and the old-timers instead that the list faithfully
reflected their duties. Meanwhile, the customers clamoured for their filters.
 Questions
Should Phil & Linda ignore that
old-timers’ protests and write up
the job descriptions as they see
fit? Why? Why not?

How would you go about

resolving the differences?
 Solution
No, Phil & Linda should never ignore the old-timers’
protest. Since its the old–timers who have full knowledge
about the tasks, duties & responsibilities they used to
perform. Ignoring them may result to turbulence among
the workers and they’ll feel cheated hence leading to
lower productivity.
Writing job description without the information acquired
from old-timers would be like climbing mountain without a
guide. Since they know the nature and requirement of the
job very well, they must be asked about the information of
the job before writing a job description.
To resolve the problem I would have used a questionnaire
with both structured as well as open-ended questions.
That would have lead to lesser confusion and
misinterpretation by Phil & Maybelline.
 Question
oHow would you have conducted
the job analysis? What should Phil
do now?
 Solution
I would have conducted the job analysis in one of the two
ways. Either I would have used questionnaire (with both structured
as well as unstructured questions) or the interview method.
In the interview method, after collecting the information, I would
further proceeded to get the information reviewed and verified by the
immediate supervisor of the interviewee and the interviewee.
Phil should now use the information, which is verified and reviewed
by supervisor and worker both, for the training purpose of the new
worker. The information consists of task, duties & responsibilities of
the workers. When the workers will be trained accordingly they’ll
know what to do and how to do, resulting in lesser confusion and
time-wastage & increase in productivity so that Optima Air Filter
Company comes back on track.