3 – Job Analysis

Introduction

Creating an organisational structure necessitates the creation of jobs that must be filled. The essential purpose of an organisation is “work.” The ‘main activities’ might be divided into data, people, and things. Synthesizing, coordinating, analysing, assembling, processing, and comparing data are all tasks that include data. Monitoring, bargaining, instructing, supervising, distracting, persuading, and taking orders are all things that people are familiar with. Setting up, precise working, operating-controlling, driving-operating, manipulating, and handling are all covered.

3.1 The Job Concept

A job is a “collection or aggregation of tasks, duties, and responsibilities that is seen as a regular assignment to individual employees as a whole.” In other words, overall work is separated and bundled into packages, which we refer to as jobs. Within a company, each position has a specific title based on defined trade criteria. A job is a “series of jobs that include substantially the same activities, responsibilities, ability, and expertise.” In contrast, a position is a “collection of tasks and obligations usually allocated to one person.” A position is a set of responsibilities that are assigned to a person.

3.1.1 Terminology in the Workplace

1. Task: A clearly defined labour activity for a stated objective. Take, for example, the act of writing a letter.

2. Responsibility: A set of tasks linked by events. Pick up, sort, and deliver incoming mail, for example.

3. Position: A collection of tasks and responsibilities carried out by a single person. For example, the PA to the Principal greets guests takes dictation, controls the computer, answers questions, handles complaints and assists pupils.

4. Job: A collection of jobs with identical responsibilities, such as technical assistants and computer programmers.

3.2 What Does Job Analysis Mean?

A job is a collection of tasks that must be completed for an organisation to achieve its objectives. A task is a recognisable job activity performed for a particular goal, such as typing a letter. Picking up, sorting, and delivering incoming mail are just a few examples of the many tasks that make up a duty, which is a larger work segment that consists of them. Job responsibilities entail the completion of specific tasks and duties.

A formal and extensive assessment of work is known as a job analysis. It is a methodical examination of the activities, duties, and responsibilities required to do a job.

The process of identifying and determining in detail the specific job duties and requirements, as well as the relative importance of these activities in a particular position, is known as job analysis. Job analysis is a method of making decisions based on data gathered on the job.

A key principle in Job Studies is that the analysis is focused on the job, not the person. While data from incumbents may be gathered through interviews or surveys, the study’s result is a job description or requirement, not a person description.

Job analysis is a crucial human resource activity because it identifies what individuals do in their occupations and what they need to do them well. A systematic questionnaire is frequently used to gather information about a job.

Jobs have always been defined rigorously along predetermined lines. Jobholders are expected to follow the rules and regulations when doing their duties. Regardless of the numerous incumbents who work at different times, the job should remain immutable and unchangeable. Thus, in the traditional view, there is a simple premise that jobs exist and that they must be meticulously looked after to provide outcomes.

In a fast-changing environment, “jobs are little more than stiff answers to an elastic problem,” according to Modern View. An organisation isn’t just a collection of occupations that don’t change. It is, in reality, made up of activities and initiatives that are continually evolving. Jobs aren’t static in reality. Technological advancements and competitive pressures may drive a company to emphasise practical performance attributes more than traditional job assignments, tasks, and so on.

Furthermore, the exact job may be handled differently at various times of the year. The job is what the person doing it thinks it is. Job titles must also be appropriately crafted. In today’s environment, the fewer job titles you have, the better. They have a lot of value because of their inherent premium value. There will be fewer territorial battles amongst job holders if everyone has the same title and no status walls or rank differences. Jobs must change with the times to be valuable. They will be required to be versatile and flexible.

Job analysis is researching and gathering information on a job’s operations and responsibilities. The immediate results of this analysis are the job description and job specifications.

A systematic strategy for determining the job position, description, requirements, responsibilities, and evaluation, among other things, is known as job analysis. It aids in determining the amount of education, skills, knowledge, training, and other qualifications required for the employment role. It also depicts employment worth, i.e., the job’s measurable effectiveness and contribution to society. Hence, it makes a significant contribution to the establishment of the salary package for the employment role. The process of identifying and determining in detail the specific job duties and requirements, as well as the relative importance of these activities for a specific position, is known as job analysis. It’s a procedure for making decisions based on data gathered on the job.

3.2.1 importance of Job Analysis

Job analysis aids in examining resources and developing strategies for achieving company goals and strategic objectives. It is the basis for demand-supply analysis, recruitment, salary management, training need assessment, and performance appraisal.

1. Planning for Organization and Manpower:

It is beneficial in the planning of an organisation. It evaluates the organization’s human needs.

2. Recruitment and Selection:

It provides a realistic basis for recruitment, selection, training, development, placement, transfer, and promotion after assessing the organization’s manpower requirements.

3. Wages and Salary Administration:

Job analysis is the foundation for job evaluation, aiding worker compensation management.

4. Job reengineering is further divided into:

(a) Industrial engineering, which is concerned with operational analysis, motion studies, work simplification, lowering unit labour costs, establishing standard performance, and communicating it to employees; and

(b) Human engineering is an activity that considers human capacities, both physical and psychological, and provides the basis for complicated activities that are more efficient and productive.

5. Management Development and Employee Training:

Job analyses provide information to training and development programme managers. It aids in the development of training course content and topic matter.

6. Performance Appraisal:

It aids in establishing clear-cut standards that can be compared to each individual’s real contribution.

7. Health and Safety:

It allows for identifying dangerous circumstances and unhealthy environmental elements so that corrective action can be performed to reduce or eliminate the risk of accidents.

3.2.2 Steps in Job Analysis

Step 1: Collection of Background Information: The first step is to gather background information. Background information such as organisation charts, which show how the job in question relates to other jobs and where they fit in an organization’s structure; class specification, which describes the general requirements of the job class to which the job under investigation belongs; and job description, which serves as a starting point for revising the job description.

Step 2: Selecting an Analysed Representative Position: Because job analysis takes time, flow representative roles should be examined.

Step 3: Gather Job Analysis Data: Job data on job characteristics, required employee qualities, and requirements should be gathered from those who perform the job.

Step 4: Creating a Job Description: The information gathered will be transformed into a job description. This written statement explains the job’s main aspects and the credentials and activities that the job holder must have.

Step 5: Creating a Job Description: The final stage is to turn the Job Description into Job Specifications, which means stating exactly what personal qualities, traits, talents, and background are required to complete the job.

3.2.3 What Job Aspects Are Analysed?

The following areas should be investigated during the job analysis:

1. Duties and Tasks:

The fulfilment of particular tasks and duties is the basic unit of a job. Frequency, length, effort, competence, difficulty, equipment, standards, and other data regarding these items may be collected.

2. Workplace environment:

This can have a significant impact on the physical requirements for work. Unpleasant conditions may exist in the workplace, such as disagreeable odours and temperature extremes. There may also be obvious hazards for the incumbent, such as toxic odours, radioactive material, unfriendly and aggressive persons, and explosives.

3. Tools and Equipment:

Some duties and tasks require the use of specialised tools and equipment. Protective apparel may be included with the equipment. These items must be provided in a job analysis.

4. Relationships:

It is giving and receiving supervision—relationships with people inside and outside the company.

5. Requirements:

The KSAs (knowledge, skills, and abilities) needed to do the job. While an incumbent’s KSAs may exceed those required for the job, a Job Analysis normally only lists the bare minimum needs.

Job analysis can be divided into two types: job descriptions and job specifications.

3.3 Job Description

A job description includes information on reporting relationships (who reports to whom and who reports to whom), a statement of the job’s overall purpose, and a list of the primary tasks, activities, or duties (whatever term is used) for which the job holder is responsible.

It is primarily descriptive and includes a job analysis statement. It contains organisational and functional information (placement in the hierarchy, authority) (nature of work). It specifies the scope of job activities, primary responsibilities and obligations, and the job’s overall place in the company.

“Performance evaluation” is not the same as “job description.” The former is concerned with planning, organising, and allocating responsibilities, whereas the latter is concerned with performance quality. Even though a job description is not an assessment, it is a critical foundation for creating assessment criteria and objectives.

The “job” is described in the job description, not the “job holder.”

3.3.1 Application of Job Description

1. It aids in creating job specifications, which are helpful in planning, recruiting, and training employees and hiring people with the necessary abilities.
2. It helps present new employees with an overview of their essential tasks and duties.
3. It aids in the development of performance standards.
4. It has procedures for work appraisal, wage and salary administration.

A work description aids us in:

1. Job grading and categorization
2. Transfer and promotion, according to Zerga, studied 401 articles on job descriptions roughly 30 years ago.
3. Redress of grievances
4. Defining and laying up promotional strategies
5. Accident investigation
6. Keeping machinery in good working order, running it, and adjusting it
7. Motion and time studies
8. Defining authority limitations
9. Health and tiredness studies
10. Providing hiring standards
11. Providing performance indicators.

3.3.2 Components of Job Description

1. Organizational Position or Job Identification:

This includes the job title, alternative title, department, division, plant, and code number. The job title accurately describes the position. The department’s name, whether it is maintenance or mechanical, is indicated by the department or division. The location specifies the location’s name.

2. Job Description:

It accomplishes two critical goals. First, it briefly describes various job functions and responsibilities in cases where a job title is insufficient. Second, it provides a “short capsule summary” of the job’s contents.

3. Job Duties and Responsibilities:

This is the most important aspect of the job. What does it say about what has to be done? What is the best way to go about it? Why should it be carried out? It is a thorough list of work responsibilities and obligations.

4. Position Relationships:

This helps locate a job in the organisation by indicating the job directly below or above it in the job hierarchy. It also illustrates the organization’s vertical relationships.

5. Supervision:

It specifies the scope of control, or the number of persons to be overseen, as well as their job titles. It also shows how much supervision is involved, whether broad, intermediate, or close.

6. Machines, Tools, and Equipment:

Here, we define each major type or trade name of the machines and tools and the raw materials required.

7. Working Conditions:

Describes the working environment in which the job holder is required to work. Temperature, scent, fumes, light, ventilation, moisture, and other internal factors are among them.

8. Hazards:

It describes the nature of life-threatening risks and the likelihood of their occurrence.

3.3.3 Limitations of Job Description

1. Job descriptions aren’t always accurate representations of the job. The purpose of a job description is to set it apart from other jobs and define its boundaries. Executives tend to bring their old work routines to their new workplaces, substantially changing the job.

2. Jobs are dynamic rather than static, and a job description might quickly become obsolete. As a result, jobs should be changed and updated regularly.

3. Both supervisors and subordinates should use job descriptions; otherwise, job appraisal and performance reviews will appear to be unjust.

3.4 Job Specifications

The job definition specifies the type of person to hire and the attributes for which that person should be evaluated. The job specification transforms the work description into terms of the human qualifications needed to do the job successfully. They assist in the hiring and appraisal of employees. The personnel department and other supervisors collaborate to define job criteria. The personnel department is in charge of coordinating the creation of job descriptions and specifications and securing consensus on the requisite requirements.

The following items are included in the job specification:

1. Physical Characteristics:

Health, strength, endurance, age, body size, height, weight, vision, voice, poise, eye, hand, foot, motor coordination, and colour discrimination.

2. Psychological Characteristics:

Psychological characteristics include manual dexterity, mechanical aptitude, ingenuity, judgement, resourcefulness, analytical ability, mental concentration, and attentiveness.

3. Personal Characteristics:

Physical appearance, pleasant manners, emotional stability, aggressiveness or submissiveness, extroversion or introversion, leadership, initiative, drive, interpersonal skills, unusual sensory qualities of sight, smell, hearing, adaptability, conversational ability, etc.

4. Responsibilities:

These include supervision of others, responsibility for production, processes, and equipment, responsibility for others’ safety, responsibility for generating confidence and trust, and duty to avoid financial loss.

5. Other Features of Demographics:

Age, sex, education, experience, and language proficiency are among the other demographic features.

The components that should be included in a job specification vary depending on the type of organisation and how they will be used. Age, sex, experience, skill, education, and personality, on the other hand, are generally included in job specifications.