Project Report on Job Analysis and Design

Sikkim Manipal University Directorate of Distance Education

Authorized learning centre (code 1537)College for professional studies

Kathmandu, Nepal

A PROJECT REPORT

Submitted by:BIJAYA KUMAR SHAH

Roll no: 561015288

“Submitted in partial fulfillment of the requirement for the MBA course of

Sikkim Manipal University, Manipal” DDE INDIA

Sikkim Maniple UniversityDirectorate of Distance Education

Manipal, India

JULY 2012

JOB ANALYSIS AND JOB DESIGN

A PROJECT REPORT

Under the guidance of

Dipendra Jaiswal

Submitted by

BIJAYA KUMAR SHAH

In partial fulfillment o f the requirementfor the award of the degree

Of

MBA

INHuman Resource Management

JULY 2012

(Student Declaration)

I hereby declare that the Project Report entitled


Submitted in partial fulfillment of the requirements for the degree of

Masters of Business Administration (MBA)

To Sikkim-Manipal University, India, is my original work and not submitted for the

award of any other degree, diploma, fellowship, or any other similar title or prizes

Date: July 2012 BIJAYA KUMAR SHAH

Reg. No. 561015288

(Examiner's certification)

The Project Report of BIJAYA KUMAR SHAH

on


is approved and is acceptable in form and qualities.

Internal Examiner External ExaminerName: Name:Designation: Designation

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This is to certify that the project report entitled




Sikkim-Manipal University

BIJAYA KUMAR SHAH

has worked under my supervision and guidance and that no part of this report has been

submitted for the award of any other degree, Diploma, Fellowship or other similar titles

or prizes and that the work has not been published in any journal or Magazine.

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BIJAYA KUMAR SHAH




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Director (Administration)

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(Chief Academic Advisor)

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Dipendra Jaiswal

(Internal Examiner Controller)

Project Work Evaluation Sheet

1. Name of student: Bijaya Kumar Shah

2. University Roll No. : 561015288

3. Project Title: Job Analysis and Job Design

4. Sponsoring Institute Name and address:

5. Software Base:

6. Name of learning centre: Lord Buddha Education Foundation

7. Name of Guide: Dipendra Jaiswal

8. Marks Awarded:

9. Name of Head of study centre:

10. Signature of Head of study centre:

11. Remark of study centre:

12. Name and signature of External Examiner:

13. Total marks awarded…….out of…..

14. Remarks of External Examiner:

Particular Marks

out of

Marks

Awarded

University

Examiner

Name

Signature

Internship Report

Synopsis

Demo+ Viva+

Presentation +others

Project Report

Total Marks

ACKNOWLEDGEMENT

This Project Report has been prepared as per the course requirement of the MBA. It was

started from 3rd semester on wards and completion on 4th semester. This report has

highly helped to expand my knowledge regarding Job Analysis and Job Design and how

the work goes on. I am grateful to Lord Buddha Education Foundation, department of

Management for providing with the opportunity to the work on Project Report as the part

of the course. I express my gratitude to respected teachers for their guidance and valuable

comments on the contents of this report.

During the preparation of this report I have been receiving continuous help of many

people without valuable support of them I would not have been able to complete my

report. I would like to express my gratitude to Supervisor Mr. Gopal Jung Shah; Narayan

Kafle, Engineer Mr. Rubesh Sharma and Manager Mr. Sanullau Khan and all our team

who supported me.

I have also owing gratitude to the staffs of Nepal Telecom, Chhauni branch for

cooperating and guiding me during my Project Report and for making available the

valuable material required for the completion of my report.

BONAFIDE CERTIFICATE

Certified that this project report titled JOB ANALYSIS & JOB DESIGN work of

BIJAYA KUMAR SHAH. Who carried out the project work under my supervision.

HEAD OF THE DEPARTMENT FACULTY IN CHARGE

ABSTRACT

Job Analysis forms the core of most human resource activities and can perform a number

of functions. Researchers in strategic human resource management have established a

relationship between human resource management (HRM) practices and organizational

performance, but the relationship between HRM practice like Job Analysis – Job

Performance, the intervening process recruitment, connecting Job Analysis and Job

Performance remains unexplored. This research attempts to assess the impact of Job

Analysis on Job Design on the basis of the opinions of the employees of organization.

A survey questionnaire was designed and pre-tested. The study was carried out by taking

a sample size of 50 employees of conceptual framework of human resource practices in

relation to recruitment process and its impact on employees Job performance and

subsequent Job analysis and Job design.

Results supported the HR-Performance conceptual model by showing significant impact

of Human Resource Management practices on Job analysis and Job design. Here we deal

with quantitative data collection technique. Researcher use descriptive as well as

explorative research design. Future research should observe the outcome of booming

execution of HR practices and the survival of assured practices on employee's job

excellence and reliability. Also future studies by the researcher having keep interest in the

association of these constructs can use this model to prepare new research or increase the

generalize ability of this study in diverse sectors.

Table of Contents

CHAPTER NO. Title Page No.

CHAPTER - 1 INTRODUCTION 1-131.1 Background of Study 1-2

1.2 Introduction of Company 2-6

1.3 Objective of Company 6-9

1.4 Statement of Problem 10

1.5 Significance of Study 11-12

1.6 Limitations of Study 12

1.7 Organization of Study 13

CHAPTER - 2 REVIEW OF LITERATURE 14-492. Conceptual Review 14

2.1.1 Key Steps in Job Analysis Process 15

2.1.2 Input- output model of job analysis 16

2.1.3 Importance of Job Analysis 17

2.1.4 Questions Job Analysis Should Answer 17

2.1.5 Conducting Job Analysis 18

2.1.6 Reasons for Conducting Job Analysis 18

2.1.7 Uses of Job Analysis 18-19

2.1.8 Job Specification and Job Description 20-21

2.1.9 Advantages 22

2.1.10 Challenges in Conducting a Job Analysis 23-24

2.1.11 Summary of Types of Data Collected 25

Through Job Analysis 25

2.1.12 Timeliness of Job Analysis 25

2.1.13 Job Analysis for Team Members 25

2.1.14 Job Analysis and the Law 25

2.1.15 Building Blocks of Job Analysis Methods 26-28

2.1.16 Work Function and the Level of Difficult 28

2.1.17 Job Design 29

2.1.18 Interdependencies in Job and organization Design 29

2.1.19 Principles of Job Design 29

2.1.20 Objectives of job design 30

2.1.21 Typical Job Design Process 30

2.1.22 Characteristics of a well-designed job 30

2.1.23 Job classification, its needs and importance 31

2.1.24 Need for Job Classification 31

2.1.25 When and where is a Job Classification System Used?

31-31

2.1.26 Job Design factors 32-34

2.1.27 Job Design for Team 34-37

2.1.28 Where the design unit is the team 38

2.1.29 Approaches to job design 38-43

2.1.30 Comparison of Five Job Design Approaches 43

2.1.31 Issues in job design 43-45

2.1.32 Challenges related to job design 45

2.1.33 Job Redesign: How will you know if

Job redesign has made a difference? 46

2.1.34 An example of a job design checklist 46

2.2 Review of Thesis 47

2.3 Research Gap 48

2.4 Review of Articles 48-49

CHAPTER - 3 RESEARCH METHODOLOGY

3.1 Research Introduction 50-51

3.2 Research Design 51-55

3.3 Population and Sample Procedures 56-60

3.4 Source of Data 61-62

3.5 Data Collection Techniques 62-64

CHAPTER -4 DATA PRESENTATION AND ANALYSIS

4.1 Data Processing Procedures 65-73

4.2 Analysis of Secondary Data 74

4.3 Analysis of Primary Data 75-80

4.4 List of figures as per Table for secondary data 81

4.5 List of figures as per Table for Primary data 82-89

4.6 Major Findings 90-91

CHAPTER - 5 SUMMARIES, CONCLUSION AND RECOMMENDATION

5.1 Summary 92

5.2 Conclusion 93

5.3 Recommendation 94-95

Bibliography

Appendix- 1

Appendix- 2

List of Tables

S. No. Table Number Caption of Table

1. 4.2.1 Overall Human Resource

2. 4.2.2 Job analysis helps in selection of right candidates

3. 4.2.3 Impact of Technology

4. 4.2.4 Changes in Organization environment

5. 4.2.5 Job Rotation helps in align competencies

6. 4.2.6 Requirement of Change in Structure

7. 4.2.7 Level of co-ordination between team members

8. 4.2.8 Personal interest during job analysis

9. 4.2.9 Level of satisfaction with payment

10. 4.2.10 Important of working Hour during Job Analysis

11. 4.2.11 Level of satisfaction as per appointed for the post

12. 4.2.12 Matching Personal Interest Result

13. 4.2.13 Good Working Environment leads t

Job Satisfaction

14. 4.2.14 Departmental leads to Systematic

Arrangement of Organization

15. 4.2.15 My Job provides Self feedback

16. 4.2.16 Job Rotation as tools for identifying KSAs

17. 4.2.17 My Work influences day-today

Company success

Table no. 4.2.1 is taken as secondary source from annual report of Nepal Telecom 2011/012

Rest of the tables is primary source as they are drawn from questionnaire.

List of Figures: S. No. Figure Number Caption of the Figure

1. 4.4.1 Division of Manpower

2. 4.5.1 Analyzing based on selection

candidates

3. 4.5.2 Analysis of need of technology

4. 4.5.3 Analyzing of organization environment

5. 4.5.4 Analyzing competencies as per Job

Rotation

6. 4.5.5 Analysis of structural changes

7. 4.5.6 Analysis of team work

4.5.7 Analysis of Personal interest

8. 4.5.8 salary/ wages

9. 4.5.9 level of working hours

10. 4.5.10 Satisfaction with the post

4.5.11 Personal interest with Job

11. 4.5.12 Level of Job Satisfaction

12. 4.5.13 Departmentalization

4.5.14 Level of self-feedback

13. 4.5.15 Importance of Job Rotation

14. 4.5.16 Work influence

List of symbols, Abbreviations and Nomenclature

NTC Nepal Telecommunications corporation

HSE Health and Safety Environment

KSAs Knowledge, Skill and Ability

VDC Village Development Committee

DMD Deputy Managing Director

RD Regional Directorate

IT Information Technology

SHRM Strategic Human Resources

JAIF Job Analysis Information Format

CHAPTER - 1

INTRODUCTION

1.1 Background of Study

Job analysis is a very important human resources function. It involves matching the

employee with the most appropriate skills to the best suited job position at the most

opportune time. The Human Resources department and management define job

descriptions and specifications for each position within the organization. Each position in

the organization is unique and, therefore, has different needs and necessities. The skills,

past experience and education qualifications differ for each job. Companies undertake job

analysis to understand the requirements for the job. This is a mechanism through which

the company fixes on duties, responsibilities and authority for each of its positions.

Through this, it is able to define the skill set needed for each job. The human resource

department prepares this analysis for each job in the organization and then appoints the

appropriate employees for them.

Analyzing Job Requirements

This is a procedure where the HR department and management sit down and define the

roles, duties and authority for each individual job. The management then gets a very clear

idea on all the chores an individual would be required to perform for discharging her

duties. The duties and authority of a software engineer would be different from those of a

production manager. Accordingly, the qualifications, expertise and experience would also

differ. Unless, the most suited and eligible candidates are placed on the job, the company

cannot expect to have full performance levels.

Analyzing Present Conditions

Job analysis also enables the management in analyzing whether or not its employees

are aptly placed. For example, the management may have incorrectly placed marketing

executive in the IT department. The management then takes stock of the situation and

transfers the inappropriately placed employee. Also, the training needs of the employees

are highlighted. Some employees may need to be already polished on the requirements of

their jobs. At other times, the employees may need to be trained on using the new systems

and assets acquired by the company.

Job analysis is also very imperative for defining safety standards for each job position.

Some jobs in the organization are sedentary; other jobs need the employee to commute to

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different places to carry out his duties. Certain types of jobs require the company to

provide for additional safety of the employees. For example, laborers who are engaged in

the production process may be working with heavy duty electrical equipment. It is the

duty of the management to train its employees to use the machines cautiously. Also, it is

required to provide them protective gear.

Future Initiatives

Job analysis is also necessary whenever the company is about to grow its operations.

Presently, the company may be producing X units of output, it may estimate that there

exists additional demand. If the company has to produce 2X units, it needs additional

employees. The management needs to analyze the requirements for the new jobs.

1.2 Introduction of Company

Being Telecommunication Company it provides various services as internet services,

landline and network to network connection. It connect world as a unit and satisfy

customers by providing different types of services as per their requirements. Nepal

Doorsanchar Company Limited, popularly known to the general public with its registered

trademark name as NEPAL TELECOM was registered on 2060-10-22 under Company

Act, 2053. Its Head Office is located in near Singha Darbar, Kathmandu, Nepal.

Regarding data collection they are collected for central branch which is located in

chhauni. The then Nepal Telecommunications Corporation (NTC) was dissolved and all

assets and liabilities were transferred to Nepal Telecom with effect from 2061-01-01 i.e.

13th April 2004). The company with its long history is on the way of customer service

and nation building.

The fast pace of development in telecommunication and information technology has

changed the way we live and work. To the general public this means increased

expectations and diversified needs for multiple of the latest and higher quality services;

and to the telecommunications service provider, this means increased investment in

Modern equipment and advanced technologies, and new challenges. Company as the

official operator has been continuously expanding its foot print throughout the country,

and as such at least from the perspective of telecommunications service, people

living in the remote rural areas of the country are enjoying services like those available

in urban areas although wider divide remains in terms of scope and scale.

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NT has the highest portfolio of services and its total customer base in PSTN,

GSM and CDMA services. Quality, availability and affordability are the

foundations for better relationship with customers, and better relationship with

customers is the key to a company’s long term success. Focusing on these major

considerations, NT is providing competitive prices, and working to improve quality of its

services. In order to serve the customers more effectively, company is putting increased

emphasis on IVR-based(national volunteer register) complaint handling system,

payment through banks and recharging through prepaid systems.

To realize its goal of providing cost effective telecommunication services to every

nook and corner of the country, Nepal Telecom is committed to provide nation-

wide reliable telecommunication services even to the most inaccessible remote

terrains of the country and serve as an impetus to the social, political and

economic development of the country. Nepal Telecom’s services have reached 3500 VDC

of the country out of which 199 VDC (Village development committee) have not been

served by any other telecom operator of the country. Nepal Telecom provides vast

number of services with priority for customer satisfaction which strengthens its bond with

the society and in turn serves as an impetus for its stability and growth.

Human resource management is a distinctive approach to people management, which

seeks to achieve competitive advantage of organizations through the strategic deployment

of a committed and capable workforce, using an integrated array of cultural, structural

and personnel techniques.

we are concerned with HRM department so we got to related how the work is going on

regarding analyzing of jobs and it design.

The existence of the Human Resource Management in the company is very essential

because they are the first department to answer the questions of every employee. The HR

staffs are carefully chosen to assist the mission of the department. The responsibilities

that include in their workload can be determined as an on-going process. The HR

department’s roles involve employment and recruiting that includes interviewing and

testing the labor coordination. It seems like a stage because the training and development

takes place where the orientation, performance management skills is measured, and

enhancing the productivity. Their duty is also engage in the compensation or wage and

salary matters, and benefits such as insurance, administering vacation leaves, or

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retirement plans. It also includes the ensuring of the health and safety of all the

employees. And if possible, based on the job analysis that they conducted upon the

employee, they can be serve as the partner of the whole organization in the decision for

promotion and transfer. Their main duty is to prepare the assessed data of the candidates

in making the decision.

Major jobs of HRM Department:

Strategic Human Resource Planning

HR Auditing and Needs Assessments

Workforce Planning

Change Management

Performance Management

Total Compensation, Benefits & Rewards

Industrial & employee Relation services

Some of the department under HRM Department

Recruitment Secretariat

This section deals with overall design and accomplishment of personnel

recruitment policy and criterion.

Personnel Admin Section

It is concern for personnel selection, retention, promotion, termination and

disciplinary action.

Planning & Record Section:

It is concern to upkeep and update personnel record with strict confidence and

manpower planning for forthcoming telecom project

Training & Vehicle Section

This is Concern for periodic education and training management. It is also

concern for vehicle operation, maintenance and distribution.

Management dept. & General Admin Section

It deals staff benefit, trade union activity, building upkeep and sanitation.

Performance Appraisal Section

Concern for maintaining the record of personnel performance appraisal

Legal Section

It relates all legal issues of the company and performs the legal advisory role and

advocacy.

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Overall Organizational Structure:

MANAGING DIRECTOR

DEPUTY MD(company secretary

DMD: Finance Planning Business Maintenance

and operation

HRM, Development Change

management

DMD: Satellite

service Wireless

telephony Mobile

services IT Fixed services Telecom

Training Centre

Figure: 1 Organization Structure

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DEPUTY MD(Internal audit and

inspection)

corporate office Service directorate

Regional directorate

DMD: Kathmandu RD Central RD Eastern RD Western RD Mid-Western RD Far Western RD

Structure under HRM:

Figure: 2 Departments under HRM

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1.3 Objective of Company

Mission

A personal mission or a business mission statement deals with questions like, why are we

here. Why do we exist? Why do we get up each day and do what we do? And what is it

that we get paid for? What function does the organization perform? For whom? How?

The mission is a broad statement of personal or Business scope, purpose and operation

that distinguishes me, or my farm, from others.

A business cannot have values, beliefs or a mission outside of the people who Makeup

that business. Therefore, especially for small closely held businesses, it’s important that

each principle in the business write their own personal mission statement first, and then

come together as a group or team to develop a mission statement for the business.

In addition to giving structure and direction to an individual or business, well-written

mission statements are excellent tools to inform others about what’s important to you and

how you operate your business.

Mission statements serve to inform employees, friends, neighbors, and agribusiness

people about what’s important to you and your business. They also serve as anchors and

guideposts for both strategic and operational or tactical decision making on the farm.

Nepal Telecom as a progressive, customer spirited and consumer responsive Entity is

committed to provide nation-wide reliable telecommunication service to serve as an

impetus to the social, political and economic development of the Country.

It is the initial stage or platform for company to carry on meeting goals and objectives.

During the period of mission there may comes various obstacles. So it needs to be

handled carefully and keeping in mind that time required to meet the target is within it.

Here Nepal telecom is totally customer oriented company which has been providing

services since last decade. So during its mission period keeping in mind regarding

customer needs and services that customer can prefer it has to be designed. One should

also be aware of certain terms like political condition of country, surrounding regarding

the social activities and mostly economic condition of country. It is a path having definite

objective to meet the goal.

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Vision

While a mission is a statement of what is, a vision is a statement of what or how you

would like things to be. A picture of the future you’re working to create, what you want

to be when you grow up, what you want your business to become. Without a vision of

where you’re going how can you develop a plan to get there and how will you know

when you’ve arrived? Without a vision of where we would like to be, we can continue

hiking various trails through life, climbing mountain after mountain, only to discover

each time that we’ve arrived somewhere we really don’t want to be. Nothing was ever

created without a vision. It guides us, gives us direction and purpose, and can serve as a

powerful motivator for those around us and ourselves.

The more precise and detailed you can be in writing a description of your vision of the

future, the easier it will be to communicate it to others and gain their commitment to it,

and the more likely you will be to achieve it.

Being able to articulate a clear vision of the future is essential if you expect employees

and agric-service consultants to help you get there. Success comes through bringing

aboard people as partners, employees or consultants with core values that fit well with the

business, and who understand and accept the business mission and vision as matching

closely with their own.

Developing visions and missions that are truly shared takes time, effort, energy and

commitment. You can’t expect that just because you develop mission and vision

statements, read them at a staff meeting and even hand them out in printed form that

everyone will immediately accept and work toward achieving them. You need to walk

the talk and be totally committed to them yourself first, and then discuss them with your

employees and consultants at least eight or ten times before they will believe you’re really

serious and begin to internalize these statements.

Vision of Nepal Telecom is to remain a dominant player in telecommunication sector in

the Country while also extending reliable and cost effective services to all.

Vision is regarded as foresight of future. Based on some criteria and existing position of

company one can visualize where it will be in upcoming future. So the main aim of vision

of NTC is to lead in telecommunication sector and to be dominating player by providing

continuous updated services as per the changing environment. One should also keep in

mind regarding the cost of service which should be affordable and reliable.

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Goal

Mission and vision frequently short statements. They are broad, encompassing and far-

reaching. They can often seem overwhelming and perhaps even impossible to achieve.

The metaphors, “How do you eat an elephant? – One bite at a time” and “A journey of a

thousand miles begins with the first step”, fit well in regard to achieving a mission and

vision. Goals and objectives create the bite size pieces, the road map and manageable

stepping stones to achieve the mission, make the vision a reality, and navigate the course

we have set for our business, or for ourselves.

To be effective goals and objectives must be written. If they aren’t in writing they’re

merely ideas with no real power or conviction behind them. Written goals and objectives

provide motivation to achieve them and can then be used as a reminder to you and others.

Clearly and specifically written, they also eliminate confusion and misunderstanding.

Among all the attributes of a well-written objective, the most important are measurable

results and a timeframe for completion. Being able to quantify results and evaluate the

timeliness of accomplishing goals allows owners or managers to assess the performance

and progress of the overall business as well as individuals and teams within the business.

Having well developed goals and objectives also helps:

- Maintain focus and perspective

- Establish priorities

- Lead to greater job satisfaction

- Improve employee performance

As time goes on and goals are achieved, or conditions and situations change, it’s

important to reevaluate and establish new goals and objectives. Failure to periodically set

new or more challenging goals can lead to stagnation in the business and boredom among

employees.

Goal of Nepal Telecom is to provide cost effective telecommunication services to every

nook and corner of country. After going through mission and vision as they are ongoing

process our main objective is to reach destination within time limit without any

disturbance. So telecom goal is to reach the every parts of country forming a network of

people and uniting them as one unit and providing the services as affordable cost. If there

is an option people may shift from one network to another so the service should have

certain image and weight so that people have enough fate and believe in it.

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1.4 Statement of Problem

There is a conflict and unclearness in identifying right man for the right job in an

organization. Attempts to increase the productivity and reduce the turnover through

proper job analysis which is the foundation of a successful recruitment process that

can be met with success and other contributing factors like implementation of a

suitable human resource model to improve the process through a strategy is needed to

be examined. Identification of the right person for the right job presents a challenge

and no single perfect method exists. The challenge of the identification of the right

person for the right job through an effective human resource planning, keeping in

view the recruitment process, is the pillar on which this research is based. Different

tools are required to aid the recruitment process. In order to ensure their value-added

and continuous use, however, assessments need to prove their predictive power and

link to job performance. Lowery, Beadles & Krilowicz, 2004, (pg .304) studied that

the defining factor in the effectiveness of an organization was the quality of its human

resources, any procedure which can assist in making better recruitment decisions was

of immense benefit.

Lack of systemic structuring of a job portfolio (job analysis, job design, job

evaluation, job security and job succession planning) results in flawed recruitment.

This leads to low productivity due to inadequate job performance and eventually

results in high turnover. The practice in vogue of only carrying out job analysis for

successful recruitment process has met with little success and therefore other

contributing factors need to be examined.

a. Job Analysis as mechanism for right people to right job with required skills

remuneration with changing time.

b. Job Rotation leads to employee work efficiently.

c. Departmental and structuring as a road map to integration and synchronizing

d. Division of workforce lead to uniformity or deformities.

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1.5 Significance of Study

Researcher deals through the problem, methods and system that are adopted by the

company and modify them in systematic and scientific manner in right direction so that it

becomes easier for both the organization to deal and employee to follow it. This study

shows the current position of the company how the working process is going on and

identifies the barriers and hinder age that comes in between different level between

employees. We just try to deal whether the employee are posted as per the job and

position they are appointed for in right place and position.

Going through current and updating may be difficult but we have to do it be in market.

There should be good understanding between the employee and employer and other

certain factor that comes on the way. some time top management rely on the old

traditional system and they aspect to continue through it as it becomes easier for them and

it safe, they always wants to be in safe zone and play the game. Sometimes employee

themselves don’t want changes, union may also come in way similarly there are various

factor that may comes in between. As per the demand and situation if changes are not

implemented company lack behind and loose its identity.

Though the term job analysis and design may look simple it’s the base or important part

of organization, improper posting, appointing less skill and knowledge person, not

identifying on interest, positioning him to the wrong post or unrelated work may cause lot

of problem for both the organization and individual himself. So a lot of care should be

taken while hiring individual and positioning him to the right post after and clearly

informing him about his duties and responsibility. As in the current scenario big company

doesn’t have time to selection and hiring process i.e. its time consuming so they consult

with consults and select the as consultant deals with various methods and procedure and

select right candidates as per the requirement of organization. Organization may

concerned with the experts, may go through certain procedure and methods depends also

on organization size and budget selected to conduct.

Overall we can say that by conducting this research it becomes easier for the organization

to identify actual procedure they are following and to choose their right one or go through

it after analyzing it. It also benefits for researcher as on got to know how the organization

do the processes and implement it. this research material act as baseline for those who

want to do the research in the coming days and update from the current content, it safe

both time and money they doesn’t have to go through the beginning.

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Changes need to be adopted as per the time and situation demands.

Depending upon the coordination between employees it affects overall

performance.

One should be posted as he/she is appointed for the job.

1.6 Limitation of Study

Involves Personal Business: If the observer or job analyst is an employee of

the same organization, the process may involve his or her personal likes and

dislikes. This is a major hindrance in collecting genuine and accurate data.

Source of Data is Extremely Small: Because of small sample size, the source

of collecting data is extremely small. Therefore, information collected from

few individuals needs to be standard.

Involves Lots of Human Efforts: The process involves lots of human efforts.

As every job carries different information and there is no set pattern,

customized information is to be collected for different jobs. The process needs

to be conducted separately for collecting and recording job-related data.

Job Analyst May Not Possess Appropriate Skills: If job analyst is not

aware of the objective of job analysis process or does not possess appropriate

skills to conduct the process, it is a sheer wastage of company’s resources. He

or she needs to be trained in order to get authentic data.

Mental Abilities Cannot be Directly Observed: Last but not the least,

mental abilities such as intellect, emotional characteristics, knowledge,

aptitude, psychic and endurance are intangible things that cannot be observed

or measured directly. People act differently in different situations. Therefore,

general standards cannot be set for mental abilities.

time consuming

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1.7 Organization of Study

Overall Project Report has been divided into five chapters as Introduction, Literature

Revive, Research Methodology, Data presentation & Analysis lastly Summary,

Conclusion and Recommendation.

First section gives formal information regarding importance of job analysis and

objectives of the study. It deals with the organization background and its mission, vision,

goals and related departments. This section also concern with statement of problem and

significance of study. It also goes through some limitation.

Second section deals with book and thesis concepts and principles. It also thesis finding

and recommendation related to other thesis. Literature review was given of those works

that uses job analysis as a tool for exploring new dimension or techniques of job analysis.

Some other research has been added to support thesis certain comments or application

procedures.

Third section deals with research methodology regarding the information such as

research introduction, what types of research design has been used, and terms like

population, what is the number of sample we have taken and what types of sampling

method we are implementing, also the sources of data whether it is primary or secondary

and finally technique of data collection like questionnaire, interview, log books, journals

etc.

Forth section deals with data presentation and analysis part. In this portion we deals with

various data processing procedures as editing data, classification and coding,

transcription, tabulation, construction of tables and charts and types of data whether it is

qualitative or quantitative.

Fifth section this portion deals with overall summary, conclusion and recommendation of

chapters.

CHAPTER- 2

REVIEW OF LITERATURE

13

2.1 Conceptual Review:

Job analysis is the foundation of all human resource activities, including personnel

selection, training, performance appraisal, career de elopement, workforce planning, and

safety (Bran nick & Levine, 2002).

Job analysis is also necessary to meet legal requirements for validation of selection

procedures (Uniform Guidelines, 1978), and conducting a job analysis can be a time -

consuming process with estimated average annual costs of job analyses ranging from

$150,000 to $4,000,000 per large organization (Levine, Sis trunk, McNutt, & Gael, 1988).

Job analysis is the fundamental process that forms the basis of all human resource

activities. The importance of job analysis has been well-established for years, dating back

to at least the First World War. The United States government’s Uniform Guidelines on

Employee Selection Procedures (1978) and the American Psychological Association’s

Principles for the Validation and use of Personnel Selection Procedures Stipulate that job

analysis is essential to the valediction of any and all major human resources activities.

In its simplest terms, a job analysis is a systematic process for gathering, documenting

and analyzing date about the work required for a job. The data collected in a job analysis,

and reflected through a job description, includes a description of the context and principal

duties of the job, and information about the skills, responsibilities, mental models and

techniques for job analysis. These include the Position Analysis Questionnaire, which

focuses on generalized human behaviors and interviews, task inventories, functional job

analysis and the job element method.

A job analysis provides an objective picture of the job, not the person performing the job,

and as such, provides fundamental information to support all subsequent and related HR

activities, such as recruitment, training, development, performance management and

succession planning. Job analysis serves two critical functions with respect to these

processes. Job analysis helps ensure that decisions made with respect to HR processes are

good decisions i.e., fair and accurate (e.g., selection of the right person for the job,

appropriate decisions about training, performance management, development, etc.) and its

helps ensure the defensibility of decisions made to employee (resulting in good HR

management) and to the courts (resulting in saving of costs, time and reputation).

2.1.1 Key Steps in Job Analysis Process

14

Step 1) Gathering Information:

Use the official and current position description, review organization charts, review the

skills of the previous incumbent.

Step 2) Ask for Assistance:

Involve a Subject Matter Expert (SME) and contact an HR professional for information

on qualifications standards, classification standards and evaluation statements.

Step 3) Identify critical Job duties:

Identify and document three to five critical or major duties, which are duties that directly

impact the mission and occupy at least 25% of an employee’s time.

Step 4) Identify needs KSAs and Competencies:

For each critical or major duty, identify the essential knowledge, skill, ability or

competency required to successfully perform that duty.

Step 5) Identify selective placement factor:

After identifying the duties and the relevant KSAs and competencies, determine if there

are any additional factors that a highly qualified candidate must possess prior to starting

the new position.

Step 6) Validate KSAs & competencies to your assessment method:

Ensure that each KSA and competency can be evaluated and is ratable from information

provided in an applicant’s resume and can be validated by an assessment tool such as a

questionnaire, an interview, reference checks, etc.

STEP 7) Document your rating criteria:

Arrange the non-selective KSAs and competencies in order of importance, using a 1, 2

and 3 rating scale from “Most Important” to “Least Important.”

STEP 8) Link job task to KSAs or competencies:

For each KSA or competency identified, create a list of the important tasks and activities

to perform on the job.

2.1.2 Input- output model of job analysis

15

1. PERSONknowledge, skills and abilityeffort

2. ORGANIZATIONresources, materialstools, methods, constraints, policysupervision

3. ACTIVITIESphysical, mental interactional, sequential

4. OUTPUTquality, quantitytime, data, people, objects

5.REWARDSintrinsic, extrinsic, satisfaction

Figure: 3 Input-Output Models

Since the job is the connection between the organization and the employee, it may be

useful to develop a model based upon this common connection. We can say that both the

organization and the employee contribute to the job and expect to receive something from

it. In order for these results to come about, something has to happen inside the job. This

dual systems-exchange model is illustrated in Figure above. The vertical dimension of the

model is the person-job relationship. The person brings his or her knowledge, skills and

abilities as well as effort to the job (cell 1). These are used in activities, which are divided

into physical, mental, and interactional types (cell 3). The results, for the person, are the

rewards and satisfaction received from working on the job (cell 5). These rewards can be

both intrinsic and extrinsic.

The horizontal dimension of the model is the organization-job relationship. The

organization brings to the job resources needed to perform the job and ways to do the job

that coordinate with organizational needs; the latter are perceived as constraints (cell 2).

These resources and constraints determine the way the job activities (cell 3) are carried

out. The organizational results are some product created or service performed by the

employee; these outcomes are in the form of a change in data, people, and/or objects (cell

4). These results can be defined in terms of quantity, quality, and time.

This model suggests that information (descriptors of jobs) can be collected on the

purpose of the job (cell 4), the activities of the job (cell 3), the worker requirements of the

job (cell 1), the organizational context of the job (cell 2), and the rewards of the job to the

worker (cell 5)

2.1.3 Importance of Job Analysis

16

According to scientific management, the key to productivity is a precise

understanding of the tasks that constitute a job. If the motions of workers are to become

standardized and machine-like, then it is necessary to be certain about what is to be

accomplished, as well as what abilities and materials are necessary to do the job. For

many years, job analysis was considered the backbone of the scientific clipboards and

stopwatches was the method used to determine the most efficient way to perform specific

jobs.

As the popularity of scientific management declined after World War II, however, so did

the popularity of job analysis. With the new emphasis on human relations as the key to

productivity job analysis was used primarily to set salary scales. But in the modern times

workers and employers began to take renewed interest in this area because of concerns

about two issues: unfair discrimination and comparable worth.

There are two areas where unfair discrimination in hiring can occur: in the standards set

for being hired; and in the procedures used to assess the applicant’s ability to meet those

standards. Job analysis addresses the question of what tasks, taken together actually

constitutes a job. Without this information, standards for hiring may appear to be arbitrary

or worse, designed to exclude certain individual or groups from the workplace.

More recently, the issue of comparable worth has also contributed to a new interest in job

analysis. Comparable worth refers to equal pay for individuals who hold different jobs but

perform work that is comparable in terms of knowledge required or level of

responsibility. The major issue of the comparable worth controversy is that women who

are employed in jobs that are comparable to those held by men are paid, on the average,

about 65 percent of what a man would earn. In order to determine the comparability of

job tasks so that salaries can also be compared, a proper job analysis is necessary.

Comparable work is an issue of considerable interest to many people.

2.1.4 Questions Job Analysis Should Answer

What physical and mental tasks does worker accomplish?

When is job to be completed?

Where is job to be accomplished?

How does worker do job?

Why is job done?

2.1.5 Conducting Job Analysis

People who participate in job analysis should include, at a minimum:

17

Employee

Employee’s immediate supervisor

2.1.6 Reasons for Conducting Job Analysis

Staffing - Haphazard if recruiter does not know qualifications needed for

job

Training and Development - If specification lists particular knowledge,

skill, or ability, and person filling position does not possess all necessary

qualifications, training and/or development is needed.

Performance Appraisal - Employees should be evaluated in terms of how

well they accomplish the duties specified in their job descriptions and any

other specific goals that may have been established.

Compensation – Value of job must be known before dollar value can be

placed on it.

Safety and Health – Helps identify safety and health considerations

Employee and Labor Relations – Lead to more objective human resource

decisions

Legal Considerations – Having done job analysis important for supporting

legality of employment practices

2.1.7 Uses of Job Analysis

This knowledge about jobs is used for many purposes, certainly in the field of Human

Resource Management [HRM]. In particular, where the job is the basis for pay,

knowledge of the job is essential either to make comparisons with other jobs in market

pricing or as the first step in evaluating jobs internally. Thus, failure to secure complete

and accurate job information will result in inaccurate wage setting. Later steps in job

evaluation become virtually impossible without adequate job information.

Job knowledge has many uses in HRM. Organizations use information obtained by job

analysis for recruitment, selection, and placement; organization planning and job design;

training; grievance settlement; as well as job evaluation and other compensation programs

People outside the organization also use information about jobs. Career placement

requires the same type of person-job matching that organizations do. Getting a disabled

worker back to work requires knowledge of jobs in order to determine what jobs the

worker can do or can be trained to do. Lastly, job knowledge is needed in a number of

regulatory situations as will be discussed later in this chapter.

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Work design

HR planning

Staffing

Training

Compensation

Figure: 4 Use of job analysis

These different uses of job information may require specialized job descriptions. Job

evaluation requires information that permits distinguishing jobs from one another, usually

on the basis of work activities and/or job required worker characteristics. Recruitment and

selection require information on the human attributes a successful jobholder must bring to

the job. Training requires information on the knowledge and skills that the successful

jobholder must evidence. Job design may require identifying employee perceptions of

intrinsic and extrinsic rewards. Although there is overlap among these different

requirements, arguments for separate job analysis for separate purposes are

understandable.

2.1.8 Job Specification and Job Description:

Job Descriptions:

19

Job Content Information

Job Analysis

Job Context Information

Job Specification and Job Description

It describes the job and not the individual who fills the job. They are the result of job

analysis within a given organization and are essential to the selection and evaluation of

employees. Job advertisements or postings are based on the job description. The character

of the organization is the basis for the description of positions.

Information about the organization might include

Name of Company

Main Product(s) and/or Service(s)

Location

Number of Employees, Company Structure, Names of Officers, Hours of Work

Job description is a written statement that defines the duties, relationships and results

expected of anyone in the job. It is an overall view of what is to be done in the job.

Typically it includes is a written statement that defines the duties, relationships and

results expected of anyone in the job. It is an overall view of what is to be done in the job.

Typically it includes

Job Title

Date

Title of immediate supervisor

Statement of the Purpose of the Job

Primary Responsibilities

List of Typical Duties and Responsibilities

General Information related to the job

Training requirements

Tool use

Transportation

Signature of the person who has prepared the job description

Job Specification:

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It is an analysis of the kind of person it takes to do the job, that is to say, it lists the

qualifications. Normally, this would include is an analysis of the kind of person it takes to

do the job, that is to say, it lists the qualifications.

Typically this would include

Degree of education

Desirable amount of previous experience in similar work

Specific Skills required

Health Considerations

Problems If Job Specifications Are Inflated:

May systematically eliminate minorities or women from considerations

Compensation costs will increase

Job vacancies will be harder to fill

Figure: 5 Job Analyses as a Basic Human Resources Tools

21

Tasks

Responsibiliti

es

Duties

Job

Analysis

Job DescriptionsJob

Specification

sKnowledge

Skills

Abilities

Staffing

Training and Development

Performance Appraisal

Compensation

Safety and Health

Employee and Labor Relations

Legal Considerations

2.1.9 Advantages

Though job analysis plays a vital role in all other human related activities but every

process that has human interventions also suffers from some limitations. The process of

job analysis also has its own constraints.

Provides First Hand Job-Related Information: The job analysis process

provides with valuable job-related data that helps managers and job analyst the

duties and responsibilities of a particular job, risks and hazards involved in it,

skills and abilities required to perform the job and other related info.

Helps in Creating Right Job-Employee Fit: This is one of the most crucial

management activities. Filling the right person in a right job vacancy is a test of

skills, understanding and competencies of HR managers. Job Analysis helps them

understand what type of employee will be suitable to deliver a specific job

successfully.

Helps in Establishing Effective Hiring Practices: Who is to be filled where and

when? Who to target and how for a specific job opening? Job analysis process

gives answers to all these questions and helps managers in creating, establishing

and maintaining effective hiring practices.

Guides through Performance Evaluation and Appraisal Processes: Job

Analysis helps managers evaluating the performance of employees by comparing

the standard or desired output with delivered or actual output. On these bases, they

appraise their performances. The process helps in deciding whom to promote and

when. It also guides managers in understanding the skill gaps so that right person

can be fit at that particular place in order to get desired output.

Helps in Analyzing Training & Development Needs: The process of job

analysis gives answer to following questions:

Who to impart training

When to impart training

What should be the content of training

What should be the type of training: behavioral or technical

Who will conduct training

Helps in Deciding Compensation Package for a Specific Job

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2.1.10 Challenges in Conducting a Job Analysis

No process can be entirely accurate and fully serves the purpose. Job analysis is no

exception to it. The process involves a variety of methods, tools, plans and a lot of human

effort. And where there people are involved, nothing can be 100 percent accurate.

However, they may be appropriate considering various factors including organizational

requirements, time, effort and financial resources. Since the entire job analysis processes,

methods and tools are designed by humans only, they tend to have practical issues

associated with them. Human brain suffers with some limitations, therefore, everything

created, designed or developed by humans too have some or other constraints.

Coming back to the subject, even the process of job analysis have lot of practical

problems associated with it. Though the process can be effective, appropriate, practical,

efficient and focused but it can be costly, time consuming and disruptive for employees at

the same time. It is because there are some typical problems that are encountered by a job

analyst while carrying out the process. Jobs are complex by nature. Because they are

performed by a range of individuals who work within changeable environments, it can be

difficult to accurately define job demands and the human requirements to perform them.

Even if there are defined outputs and expected performance levels for a job, the actual

approaches and nuances associated with executing the job demands may result in very

different actions, depending on the worker and how he or she gets the job done. The job

itself may vary in terms of demand levels or activities performed, depending on

workload, workflow, teamwork, and variances in the services, products or activities that

are the focus of the job at any point in time. As Fine, et al. (1999), note, it is important to

describe jobs holistically, considering the requirement of workers to perform both

instrumentally in executing work tasks, and latently, in adapting to situations in which

work takes place.

A number of factors associated with the measurement process can challenge the validity

and reliability of job analyses. One of these is the properties of the rating scales in use,

including content validity across job types, definitions used for the scale items, and clarity

of the rating procedures (Lysaght et al. 2008). Another lies in the quality of information

gathered through worker or supervisor report based on ability or willingness to provide

accurate descriptions. Observational data may be compromised through lack of rater

familiarity with the job type or milieu, or inability to observe sufficient and representative

time samples of the job, especially one that is highly variable. Finally, raters themselves

23

present with different training and levels of experience in performing job analysis, a

factor that may compromise both validity and reliability of the report.

Let’s discuss them and understand how the process of job analysis can be made more

effective by treating them carefully.

Lack of Management Support: The biggest problem arises when a job analyst

does not get proper support from the management. The top management needs to

communicate it to the middle level managers and employees to enhance the output

or productivity of the process. In case of improper communication, employees

may take it in a wrong sense and start looking out for other available options.

They may have a notion that this is being carried out to fire them or take any

action against them. In order to avoid such circumstances, top management must

effectively communicate the right message to their incumbents.

Lack of Co-operation from Employees: If we talk about collecting authentic and

accurate job-data, it is almost impossible to get real and genuine data without the

support of employees. If they are not ready to co-operate, it is a sheer wastage of

time, money and human effort to conduct job analysis process.

Inability to Identify the Need of Job Analysis: If the objectives and needs of job

analysis process are not properly identified, the whole exercise of investigation

and carrying out research is futile. Managers must decide in advance why this

process is being carried out, what its objectives are and what is to be done with the

collected and recorded data.

Biasness of Job Analyst: A balanced and unbiased approach is a necessity while

carrying out the process of job analysis. To get real and genuine data, a job analyst

must be impartial in his or her approach.

Single Data Source: Multi source for collection of correct information.

Collecting data from a single source may result in inaccuracy and it therefore,

defeats the whole purpose of conducting the job analysis process.

However, this is not the end. There may be many other problems involved in a job

analysis process such as insufficient time and resources, distortion from incumbent, lack

of proper communication, improper questionnaires and other forms, absence of

verification and review of job analysis process and lack of reward or recognition for

providing genuine and quality information.

2.1.11 Summary of Types of Data Collected Through Job Analysis:

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Work Activities - Work activities and processes; activity records (in film

form, for example); procedures used; personal responsibility

Worker-oriented activities - Human behaviors, such as physical actions

and communicating on job; elemental motions for methods analysis;

personal job demands, such as energy expenditure

Machines, tools, equipment, and work aids used

Job-related tangibles and intangibles - Knowledge dealt with or applied (as

in accounting); materials processed; products made or services performed

Work performance - Error analysis; work standards; work measurements,

such as time taken for a task

Job context - Work schedule; financial and nonfinancial incentives;

physical working conditions; organizational and social contexts

Personal requirements for job - Personal attributes such as personality and

interests; education and training required; work experience

2.1.12 Timeliness of Job Analysis

Due to Rapid change of technological change it makes need for accurate job analysis

even more important, now and in the future.

2.1.13 Job Analysis for Team Members

With team design, there are no narrow jobs

Work departments do is often bundled into teams

Last duty shown on proverbial job description, “And any other duty that

may be assigned,” is increasingly becoming THE job description.

2.1.14 Job Analysis and the Law

Equal Pay Act

Fair Labor Standards Act

Civil Rights Act

Occupational Safety and Health Act - Specify job elements that endanger health or

are considered unsatisfactory or distasteful by most people

Americans with Disabilities Act - Make reasonable accommodations for disabled

worker.

2.1.15 Building Blocks of Job Analysis Methods

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Job analysis methods are made up of a large number of building blocks, but these all

fall into four categories:

1. Kinds of job data collected

2. Methods of gathering data

3. Sources of job information

4. Units of analysis—what gets analyzed, including the level of detail

Summary of building blocks

Descriptor Methods of data collection

organization philosophy and structure

Licensing and other government-

mandated requirements

Responsibilities

Professional standards

Job context

Products and services

Work performance indicators

Personal job demands

Elemental motions

Worker activities

Work activities

Worker trait requirements

Future changes

Critical incidents

Interviewing groups

interviewing individuals

observations

Technical conferences

Questionnaires

Diaries

Equipment-based methods

Reviewing records

Reviewing literature

studying equipment design specifications

Doing the work

Source of job analysis data Units of analysis

Job analyst

Job holder’s supervisor

High-level executive

Job holder

Technical expert

Organizational training specialist

Clients or customers

Other organizational units

Written document

Previous job analyses

Duties

Tasks

Activities

Elemental motions

Job dimensions

Worker characteristic requirements

Scales applied to units of work

Scales applied to worker characteristic requirements

Qualitative versus quantitative

considerations

26

Regarding books researcher has concerned 'A Practical Guide to Job Analysis' written by

Erich P. Prien, Leonard D. Goodstein, Jeanette Goodstein, Louis G. Gamble, JR. in year

2009. Competent job analysis is the keystone of the entire human resource management

process. Without understanding the nature of each specific job in an organization, it is not

possible to recruit, select, evaluate, train, develop, and promote or terminate an employee

competently.

Entry level job analysis contain

Target Job Title:

1. Name of Analyst:

2. Location:

3. Analyst’s Job Title:

4. Time in present position (years): (months): 5. Time with company (years): (months):

This procedure is designed to identify those job activities and competencies most

important for entry-level jobs. The information from this analysis will be used to conduct

a job-related selection assessment for this position.

Details explained as

Plan and organize

Work with team members to organize assigned tasks.

Determine the general nature of a job through discussion with others

doing the same work.

Break down work assignment into sequential steps to ensure accuracy and

completeness.

Solve problems

Work with team members to troubleshoot and solve problems.

Seek assistance when standard procedures are not successful in solving

problems.

Manage Personal/Interpersonal Relations

Work cooperatively with others.

Observe other workers on a team to learn and practice work tasks and

skills.

Respond to requests for assistance from co-workers or customers/clients.

Empathize with others experiencing personal difficulty.

27

Observe and anticipate needs of others without waiting for them to

request assistance.

Understand Verbal Communications

Meet with supervisor(s) to receive and discuss work assignments.

Greet customers/clients and respond to them accurately and

appropriately.

Remain attentive when receiving instructions, and follow directions or

seek clarification when necessary.

Respond to crew leader instructions to carry out assignments.

Discuss work assignments with co-workers to assess progress or status.

Construction Helper

Provide general assistance to experienced craftsperson such as getting

requested tools, holding materials in place for additional work, etc.

Disassemble and remove worn or damaged materials or structures.

Prepare new parts or materials for installation or construction.

Complete basic construction or installation.

Use basic tools and equipment.

Others are as Nursing Aides, Orderlies, Attendants, Manufacturing Production and

Maintenance, Dishwasher clerical assistance etc.

2.1.16 Work Function and the Level of Difficult

DATA PEOPLE THINGS

0 Synthesizing 0 mentoring 0 setting up

1 coordinating 1 negotiating 1 precision working

2 analyzing 2 instructing 2 operating- controlling

3 compiling 3 supervising 3 driving - operating

4 computing 4 diversity 4 manipulating

5 copying 5 persuading 5 tending

6 comparing 6 speaking-signaling 6 feeding

7 serving 7 handling

8 helping

2.1.17 Job Design:

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Process Design

Team Design

Organization Structure

Job Design

Job design has been defined by Davis (1966) as: “the specification of the content,

methods and relationships of jobs in order to satisfy technological and organizational

requirements as well as the social and personal requirements of the job holder”. Job

design is the conscious efforts to organize tasks, duties and responsibilities into one unit

of work. Job design involves:

identification of individual tasks

specification of methods of performing the tasks

combination of tasks into specific jobs to be assigned to individuals

2.1.18 Interdependencies in Job and Organisation Design

Figure: 6 Jobs and Organization Design

Process Design: how the work is done.

Team Design: what each team does and how it is organized.

Organization Structure: management responsibilities organizational units etc.

Job Design: what each person is responsible for.

2.1.19 Principles of Job Design

To influence skill variety, provide opportunities for people to do several

tasks and combine tasks

To influence task identity and form natural work units

To influence task significance

To influence autonomy, give people responsibility for determining their

own working system

To influence feedback, establish good relationships and open feedback

channels

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Overall change vision and goals

Develop overall business design Formulate job design goals

Develop a straw model

Refine if necessary

Hold consultation workshop

Revise and sign off

Plan implementation

Identify issues

2.1.20 Objectives of job design:

greater job satisfaction

increase performance

reduces absenteeism and turnover

greater profitability

2.1.21 Typical Job Design Process:

Figure: 7 Job Design Process

2.1.22 Characteristics of a well-designed job

Forms a logical whole

Makes a significant and visible contribution

Provides variety of methods, tasks and skills

Provides feedback on performance

Provides autonomy and allows discretion

Carries responsibility for outcomes

Offers opportunities for personal development

Entails dynamic posture and does not require continuous use of a terminal or PC

2.1.23 Job classification, its needs and importance

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Job classification is a scheme of classifying a job according to the current responsibilities

and duties associated with the job. It is different than job design in that the person

assigned to the job is not taken into consideration. Jobs are classified with the purpose of

studying jobs in a holistic perspective.

Job classifications group’s jobs into various grades, each grade having a certain specific

class description and many times a pay scale that is used for job comparisons. Often the

title is also assigned on the basis of grade arrived at after the job classification.

2.1.24 Need for Job Classification

There are various methods available for classifying jobs and often these vary across

organisations and the industries. The basic purposes of classifying jobs are:

To help in recruitment and selection by defining significant qualification

standards.

To help in designing and developing standards for performance and appraisals.

Allocating responsibilities aligned to the company mission and vision and those

that help in the realization of organisations business plans and strategies.

Identification of career and growth paths in organisations.

Establish standards for compensation.

2.1.25 when and where is a Job Classification System Used?

A job classification system cannot be used for positions which do not match in terms of

their duties and responsibilities. Instead it is used to group positions that have similar

duties and responsibilities, require same qualifications, experience and training

interventions. As mentioned above it is beneficial in recruitment, selection and

compensation in a standard way across the whole organization.

The most important aspect of job classification is that it is based upon the objective

aspects of the job and does not take into consideration the person assigned, the skills and

the performance levels for the job. Instead factors like scope and level of responsibilities

and duties, decision making authority and its relationship to other jobs is taken into

consideration.

Job classification as a system empowers the administration to handle a wide variety of job

functions and rather than just one, at a single time. Different positions are named and

assigned titles and grades, keeping the job characteristics into consideration.

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Job classification is not a constant or one time process; it is an ever changing one. They

change due to introduction of new policies and procedures, new management initiatives

and in many cases due to introduction of new technologies. The flip side of this is that it

may affect employee productivity or performance and their reporting relationships.

People resources may be redeployed and employees may find it difficult to adjust with the

new people environment, affecting the performance due to change in benchmark

standards. Then again in certain cases the productivity may increase in case of certain

employees and decline in case of others depending upon how these employees deal with

the stressors.

Many organizations use the tools of job balance assessment and competency matrix

assessment for dealing with the changes associated with job classification. These tools

help in aligning the employees with changes in the external environment such that their

productivity levels are enhanced and not otherwise.

2.1.26 Job Design factors

A well defined job will make the job interesting and satisfying for the employee.

The result is increased performance and productivity. If a job fails to appear compelling

or interesting and leads to employee dissatisfaction, it means the job has to be

redesigned based upon the feedback from the employees.

Figure: 8 Job design factors

Broadly speaking the various factors that affect a job design can classified under three

heads. They are:

Organizational Factors

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Environmental Factors

Behavioral Factors

Organizational Factors

Organizational factors that affect job design can be work nature or characteristics, work

flow, organizational practices and ergonomics.

Work Nature: There are various elements of a job and job design is required to classify

various tasks into a job or a coherent set of jobs. The various tasks may be planning,

executing, monitoring, controlling etc and all these are to be taken into consideration

while designing a job.

Ergonomics: Ergonomics aims at designing jobs in such a way that the physical

abilities and individual traits of employees are taken into consideration so as to

ensure efficiency and productivity.

Workflow: Product and service type often determines the sequence of work flow.

A balance is required between various product or service processes and a job

design ensures this.

Culture: Organizational culture determines the way tasks are carried out at the

work places. Practices are methods or standards laid out for carrying out a certain

task. These practices often affect the job design especially when the practices are

not aligned to the interests of the unions.

Environmental Factors

Environmental factors affect the job design to a considerable extent. These factors include

both the internal as well as external factors. They include factors like employee skills and

abilities, their availability, and their socio economic and cultural prospects.

Employee availability and abilities: Employee skills, abilities and time of availability play

a crucial role while designing of the jobs. The above mentioned factors of employees who

will actually perform the job are taken into consideration. Work should be designed as per

employee skill and ability else decreases productivity and employee satisfaction.

Socio economic and cultural expectations: Jobs are nowadays becoming more employee

centered rather than process centered. They are therefore designed keeping the employees

into consideration. In addition the literacy level among the employees is also on the rise.

They now demand jobs that are to their liking and competency and which they can

perform the best.

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Behavioral Factors

Behavioral factors or human factors are those that pertain to the human need and that

need to be satisfied for ensuring productivity at workplace. They include the elements like

autonomy, diversity, feedback etc. A brief explanation of some is given below:

Autonomy: Employees should work in an open environment rather than one that contains

fear. It promotes creativity, independence and leads to increased efficiency.

Feedback: Feedback should be an integral part of work. Each employee should receive

proper feedback about his work performance.

Diversity: Repetitive jobs often make work monotonous which leads to boredom. A job

should carry sufficient diversity and variety so that it remains as interesting with every

passing day. Job variety / diversity should be given due importance while designing a job.

Use of Skills and abilities: Jobs should be employee rather than process centered. Though

due emphasis needs to be given to the latter but jobs should be designed in a manner such

that an employee is able to make full use of his abilities and perform the job effectively.

2.1.27 Job Design for Team

Most theories of team effectiveness follow an input-process-output model. The input

factors include such items as organizational resources and other contextual factors. The

process factors concern what the team actually does, such as communicate. The output

factors typically include effectiveness measures (Did they win?) as well as satisfaction

with the team (Can the team members stand to work together again?).Campion and his

colleagues (Campion, Medsker, & Higgs, 1993; Campion,Papper, & Medsker, 1996)

reviewed the literature and compiled a list of factors that they believed could be used to

design effective teams. They developed a survey that can be used to measure teams on the

characteristics of interest. Four of five factors considered under job design are factors

considered in the job characteristics theory (Hackman & Oldham, 1980). The factors from

job characteristics theory are autonomy, variety, task identity, and task significance.

Self-management: it in teams is similar to autonomy in individual jobs. Teams

may have formal leaders who are given responsibility and authority to make

decisions such as the assignment of tasks and hiring and firing members of the

team. As self-management increases, the leader becomes more of a coach than a

boss, and in extreme cases, there may be no formal leader; the functions of

management are taken over by the team.

34

Participation: it refers to the degree that all members contribute to team decision

making, and it is highly related to self-management. Self-management and

participation are thought to help promote feelings of responsibility in team

members.

Task variety, task identity, and task significance are all attributes of jobs that

are thought to motivate people. A job with variety causes people to develop and

use multiple skills. Task identity refers to the work being a whole entity rather

than a fraction (for example, building a whole car versus just seat covers). Task

significance refers to the impact of the work on other people (for example, a

surgeon has a significant job). Identity and significance are thought to influence

team members’ sense that their work is meaningful and important.

Interdependence factors include task and goal interdependence, which are two

of our defining properties of teams. The interdependent Feedback and rewards

concerns the degree to which individual members 'feedback and rewards depend

on team outcomes. The interdependence of the work will influence the degree to

which members feel that they are part of a Team.

Composition factors refer to the mix of people that belong to the team.

Heterogeneity refers to the variability of backgrounds in team members in such

characteristics as race, sex, and cognitive ability. Flexibility refers to the degree to

which team members can change their assignments. To be flexible, the team must

have the authority to change assignments and the skill by some members to cover

the jobs of other members. Relative size refers to the number of people relative to

the amount of work that needs to be done. As the size of a team increases,

coordination demands also increase. According to the theory, there is an optimal

size for each team.

Context factors are so labeled because they come from outside the team. Training

of team members is a support activity provided by management that is intended to

increase the effectiveness of the team either through improved task functioning,

improved process such as better decision making, or both. Managerial support

concerns other types of support such as provision of materials and information.

Communication and cooperation between groups concerns the quality of relations

across teams within an organization. The organization may be characterized as

relatively cooperative or relatively competitive.

35

According to input-process-output models of team effectiveness, all of the factors we

have described so far fall into the input part of the model.

Process factors fall into the process part of the model (surprise!). Potency is the

team’s belief in its own competence. For example, a football team may feel

confident that it will win an upcoming game or it may feel that a win would be

miraculous. Social support refers to team members getting along well

interpersonally. Workload sharing is the adjustment of work across individuals to

avoid lacking by some team members. Communication and cooperation within the

team refers to passing information among members. The process variables are

thought to influence team effectiveness either by motivating team members to

work hard and to persist (potency and social support) or by directly increasing the

effectiveness of work (workload sharing and communication).

According to the theory, the factors are supposed to be related to effectiveness and

subject to control by management (that is, they can be changed). The research to date,

however, deals only with differences in existing teams rather than the results of

experiments in which team characteristics were manipulated.

Job Design elements

characteristics sample items

Job Design

1. self management

2. participative

My team rather than my manager decides who does what tasks

within the team.

My team is designed to let everyone participate in

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3. task variety

4. task significance

5. task identify

Decision making.

Most everyone on my team gets a chance to do the more interesting

tasks.

My team helps me feel that my work is important to the company.

My team is responsible for all aspects of a product for its area.

Interdependence

6. Task interdependence

7. Goal interdependence

8. Interdependent feedback and

rewards

Within my team, jobs performed by team members are related to

one another.

My work goals come directly from the goals of my team.

My performance evaluation is strongly influenced by how well my

team performs.

Composition

9. Heterogeneity

10. Flexibility

11. Relative size

12. Preference for group work

The members of my team vary widely in their areas of expertise.

Most members of my team know each other’s jobs.

The number of people in my team is sufficient for the work to

accomplish.

I generally prefer to work as part of a team

Context

13. Training

14. Managerial support

The company provides adequate technical training for my team.

Higher management in the company supports the concept of teams.

2.1.28 where the design unit is the team

4-10 members is the most manageable size

A designated leader or the whole team are accountable for performance

Activities make up a discrete whole task

Interdependence between members

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Autonomy extends to planning own work

Feedback on performance is available

All required skills are available or easily obtained

2.1.29 Approaches to job design: Job rotation Job enlargement Job enrichment job engineering Human approach

Job Rotation: It is systematically moving workers from one job to another. A closer look at

some Indian companies shows that job rotation is becoming an increasingly accepted

practice. At McDonald's, cross-functional job rotations are encouraged, globally and in

India. "It is a win-win situation -- win for the organization, the team and the employee,"

says Amit Jatia, joint venture partner and managing director, McDonald's, Western India.

Job rotation is considered as an effective tool for successful implementation of HR

strategy. It is about settling employees at the right place where they can deliver the

maximum results. In today’s highly competitive world, this can be proved as the best

strategy to find the immediate replacement of a high-worth employee from within the

organization. Finding the most suitable people and shifting them to take on the

responsibilities of a higher level is a tough task. Job rotation helps HR managers

determine who can be replaced by whom and create a suitable and beneficial fit. A

properly planned and carried job rotation process plays an essential role in strengthening

the position of an organization and helps it deal with uncertain and tentative outer

environment. Let’s discuss the benefits of job rotation process at length in order to realize

its importance and the potential.

Benefits of Job Rotation

Helps Managers Explore the Hidden Talent: Job Rotation is designed to expose

employees to a wider range of operations in order to assist managers in exploring

their hidden talent. In the process, they are moved through a variety of

assignments so that they can gain awareness about the actual working style of the

38

organization and understand the problems that crop up at every stage. Through

this process, managers identify what a particular employee is good at and

accordingly he or she is assigned a specific task.

Helps Individuals Explore Their Interests: Sometimes, employees are not

aware of what would like to do until they have their hands on some specific job. If

their job is rotated or they are exposed to different operations, they can identify

what they are good at and what they enjoy doing. They get a chance to explore

their interests and hidden potential.

Identifies Knowledge, Skills and Attitudes: Job Rotation helps managers as well

as individuals identify their KSA (Knowledge, Skills and Attitudes). It can be

used in determining who needs to improve or upgrade his or skills in order to

perform better. This helps in analyzing training and development needs of

employees so that they can produce more output.

Motivates Employees to Deal with New Challenges: When employees are

exposed to different jobs or assigned new tasks, they try to give their best while

effectively dealing with the challenges coming their way. It encourages them to

perform better at every stage and prove that they are no less than others. This

gives rise to a healthy competition within the organization where everyone wants

to perform better than others.

Increases Satisfaction and Decreases Attrition Rate: Exposing employees to

different tasks and functions increase their satisfaction level. Job variation reduces

the boredom of doing same task every day. Moreover, it decreases attrition rate of

the organization. Employees develop a sense of belongingness towards the

organization and stick to it till long.

Helps Align Competencies with Requirements: Alignment of competencies

with requirements means directing the resources when and where they are

required. It assesses the employees and places them at a place where their skills,

competencies and caliber are used to the highest possible extent.

Job rotation is an alternative to reduce the boredom caused due to repetitiveness of tasks

and revive their willingness to handle a job and challenges involved in it with same

excitement and zeal.

Job enrichment:

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its Aims to maximize the interests and challenges of work by providing the employee

with a job that has these characteristics Complete piece of work in the sense that the

worker can identify a series of tasks or activities that end in a recognizable and definable

product, It affords the employee as much variety, decision- making responsibility and

control as possible in carrying out the work, It provide the direct feedback through the

work itself on how well the employee is doing his work. Job enrichment as proposed by

Herzberg (1986) is not just increasing the number or variety of tasks. It is claimed by

supporters of job enrichment that these approaches may relieve boredom, but they do not

result in positive increase in motivation.

Organizations are increasingly facing the heat of attrition, which is not good to health of

the same. Lots of time, money and resources are spent into training an individual for a

particular job and when he / she leaves the return on that investment equals null. Often it

is not for the money that people leave; that may be the reason with the frontline staff but

as we move towards the upper levels of organizational hierarchy, other reasons gain

prominence. Many of those who quit their jobs complain of their jobs as uninteresting!

All this has compelled organisations to think of ways to make the job they offer

interesting. Lots of efforts are made to keep monotony at bay; job enrichment is one of

them. It is the process of making a job more interesting, challenging and satisfying for the

employees. It can either be in the form of up gradation of responsibilities, increase in the

range of influence and the challenges.

How does an Organisation Enrich a Job?

Typically job enrichment involves combining various existing and new tasks into one

large module of work. The work is then handed over to an employee, which means there

is an increase in responsibilities and scope. This increase in responsibility is often

vertical. The idea is to group various tasks together such that natural work units are

created. In addition expanding jobs vertically also gives employee direct control over

works units and employees that were formerly under the jurisdiction of top management

only. While on one hand this increases the ownership of the employees in their work, it

also relieves the unnecessary burden from the top management. Job enrichment also

opens up a feedback channel for the employees. Employees are frequently apprised of

their performance. This keeps them on track and helps them know their weak and strong

points. Performance standards are set for the employees themselves and future

performances are matched against the benchmarks. All this without any serious

intervention or involvement of the top management! In a certain bank that dealt with

40

commercial credit letters for import and export trade, the employees processed the

documents in a sequence with each employee being specialized for certain aspect of

verification. Often it so happened that a mistake at preceding level lead to a series of

mistakes at succeeding level. Errors accumulated at each level and this result in huge loss

of productivity.

The organisation decided to go for job enrichment where each employee or clerk was

specialized in all aspects of processing. Each employee was now able to handle a client

on his own. After some time it was found out that the transaction volume increased by

100 percent.

Benefits of Job Enrichment

Research studies on job enrichment found out decreased levels of absenteeism among the

employees, reduced employee turnover and a manifold increase in job satisfaction. There

are certain cases however where job enrichment can lead to a decrease in productivity,

especially when the employees have not been trained properly. Even after the training the

process may not show results immediately, it takes time to reflect in the profit line.

Job Enlargement:

Job Enlargement is the horizontal expansion of a job. It involves the addition of tasks at

the same level of skill and responsibility. It is done to keep workers from getting bored. It

is different than job enrichment .Thus the worker who previously only bolted the seat to

legs might attach the back as well. Examples: Small companies may not have as many

opportunities for promotions, so they try to motivate employees through job enlargement.

Job enlargement is a job design technique wherein there is an increase in the number of

tasks associated with a certain job. In other words, it means increasing the scope of one’s

duties and responsibilities. The increase in scope is quantitative in nature and not

qualitative and at the same level. Job enlargement is a horizontal restructuring method

that aims at increase in the workforce flexibility and at the same time reducing monotony

that may creep up over a period of time. It is also known as horizontal loading in that the

responsibilities increase at the same level and not vertically.

Many believe that since the enlargement is horizontal in nature there is not a great need

for training! Contrary to this, job enlargement requires appropriate training especially on

time and people management. Task related training is not required much since the person

is already aware of the same or doing it for some time.

Benefits of Job Enlargement

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The following are the major benefits of Job enlargement

Reduced Monotony: Howsoever interesting the job may appear in the beginning,

sooner or later people complain of boredom and monotony. Job enlargement if

planned carefully can help reduce boredom and make it more satisfying and

fulfilling for the employees.

Increased Work Flexibility: There is an addition to the number of tasks an

individual performs. There is thus an increased scope of carrying out tasks that are

versatile and yet very similar in certain aspects.

No Skills Training Required: Since the individual has already been performing

the task in the past, there is no great requirement for imparting of new skills.

However people and time management interventions may be required. The job

thus gets more motivational for the one performing it.

Engineering Approach

The engineering approach was devised by FW Taylors et al. They introduced the idea

of the task that gained prominence in due course of time. According to this approach

the work or task of each employee is planned by the management a day in advance.

The instructions for the same are sent to each employee describing the tasks to e

undertaken in detail. The details include things like what, how and when of the task

along with the time deadlines.

The approach is based on the application of scientific principles to job design. Work,

according to this approach should be scientifically analyzed and fragmented into

logical tasks. Due emphasis is then laid on organizing the tasks so that a certain

logical sequence is followed for efficient execution of the same. The approach also

lies due emphasis on compensating employees appropriately and training them

continuously for work efficiency.

Human Approach

The human approach of job design laid emphasis on designing a job around the people

or employees and not around the organizational processes. In other words it recognizes

the need of designing jobs that are rewarding (financially and otherwise) and

interesting at the same time.

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According to this approach jobs should gratify an individual’s need for recognition,

respect, growth and responsibility. Job enrichment as popularized by Herzberg’s

research is one the ways in human approach of job design. Herzberg classified these

factors into two categories - the hygiene factors and the motivators.

Motivators include factors like achievement, work nature, responsibility, learning and

growth etc that can motivate an individual to perform better at the work place. Hygiene

factor on the other hand include things like working conditions, organizational

policies, salary etc that may not motivate directly but the absence of which can lead to

dissatisfaction at the work place.

2.1.30 Comparison of Five Job Design Approaches

Figure: 9 Comparisons of Job Design Approaches

2.1.31 Issues in job design

As we know, job design is a systematic organization of job-related tasks, responsibilities,

functions and duties. It is a continuous process of integration of content related to job in

order to achieve certain objectives. The process plays a vital role as it affects the

productivity of employees and organizations. However, there are a number of existing

issues emerged recently while designing the jobs in organizations. These are alternative

work patterns that are equally effective in handling organization’s functions.

Telecommuting / Work from Home: Telecommuting or work from home is

considered as the best alternative of working from the actual office. The concept

of virtual office is gaining more and more popularity because of ease and

convenience associated with it. By using computer networks, fax machines,

telephones and internet connection, employees can communicate and perform the

job from home. It eliminates the need of coming to office everyday and offers

employees the convenience to work at the comfort of their home.

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Though there are lots of advantages associated with this working style but it

suffers from many limitations. It allows employees to stay at home and manage

their job tasks and functions without actually being present in the office but it

doesn’t allow them to communicate with other employees and establishing

relationships with them. They only deal with machines whole day, thus lose

creativity. Moreover, it is a great hindrance in their way as it does not allow skill

up gradation.

Job Sharing: It is the second most preferable alternative of traditional working

styles where two or more individuals share the responsibilities of a full time job.

They divide the tasks, responsibilities and compensation according to their mutual

consent. This option is generally used by women who are on maternity leave or

have family and kids to look after but want to continue their job. These days,

organizations are open to this kind of working style where two or more

individuals can share a job.

Flexi-Working Hours: These days, organizations allow their employees to work

according to the timings that suit them best. There are 3-4 working schedules and

individuals can choose any one of them depending upon their availability.

Employees can work in early hours as well as night hours. This is good for those

individuals who have colleges or some other engagements during the day or

specific hours of the day. The best part is that unlike telecommuting, flexi-timings

give them chance to communicate with other employees too.

Alternative Work-Patterns: Companies these days allow their employees to

work on alternate months or seasons. Though the concept is not that common in

India but can be seen in European and American world of work. They also have

the option of working two to three full days and can relax after that.

According to the latest concept, employees can work for fixed number of hours and then

can attend to their personal needs during the left days.

Techno stress: Techno stress is the latest technology to keep a check on

employees’ performance even when they choose to work from home. Because of

the introduction of new machines, there performance can be electronically

monitored even when they are not aware of it.

Task Revision: Task revision is nothing but modification of existing work design

by reducing or adding the new job duties and responsibilities to a specific job.

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2.1.32 Challenges related to job design

Job redesign may be seen as a magic solution to large organization issues and those wary

of change or magic solutions will have their doubts that job redesign can offer any

movement in the right direction. It is important to note that it is not known exactly what

job redesign processes work or what exact combinations of job characteristics and

contextual variables are influential to certain outcomes. Even if this was known, it may

mean that they will not work in every environment. Job redesign may easily be set up to

fail but what is important is to understand that although a magic formula does not exist,

movement towards a more effective system through future research is worth

investigating.

One of the primary challenges associated with job redesign will be employee resistance.

Gunderson (2002) explains that employees may resist adoption of new ways of practice

as they feel threatened or it involves unlearning the traditional more comfortable ways.

Others may feel ‘job ownership’ around their position. Change can be stressful and create

uncertainty, new demands, and increased workloads as well as threaten job security.

Other forms of resistance that could be encountered include managerial resistance, and

union resistance. Attention to process will assist with minimizing all forms of resistance.

2.1.33 Job Redesign: How will you know if job redesign has made a difference?

Although we may know a lot about job redesign, the fact seems to be that we may not

know what exactly works. Most job redesign studies have measured only those variables

presented in the job characteristics model (Kelly, 1992). It is not conclusive what

processes and mechanisms link interventions to certain outcomes and what combinations

of workplace contexts and employee attitudes (satisfaction, motivation, commitment) and

behaviour (absenteeism, turnover, effort) impact on organizational performance outcomes

(Gunderson, 2002). The measurement of both productivity and performance is

45

notoriously difficult given the complexity of interrelated factors but they require further

evaluation. Consideration needs to be given to the impact of job redesign beyond

satisfaction and motivation. Kelly (1992) suggests that attention needs to be given to

employee extrinsic motivation, the role of goal setting, job expectancies and

instrumentalities, rewards, and the impact of work methods improvements. Further to

this, attention to efficiency, role scope, role ambiguity, training requirements, workload

and productivity must be underscored. In particular for nursing, it will be important to

measure organizational and patient outcomes that are sensitive to the provision of nursing

care.

2.1.34 an example of a job design checklist

Job design Yes

No

Task variety Repetitive tasks - are the same muscle groups or mental tasks

done over and over?

Static positions - are there few or no opportunities to change

position?

Fast work pace - is there muscle tension and stress?

work/rest

scheduling

Long work period(s) -- is there potential for fatigue?

adjustment

period

Are there allowances for adjustment periods or varying pace

of work for new/returning employees?

training Have employees had adequate training?

mental variety Is there some variety or ability to choose what to do next?

2.2 Review of Thesis

Researcher read a research regarding job analysis which was conducted by

Muhammad Usman Zafar (national college of business administration and economics) in

Pakistan in November 2005. Human resource experts were involved in for identification

the effect and use of different variables for analyzing job analysis. Reason for conducting

this research is also to know the job design process and practices. As per researcher

suggested scopes for future studies is as:

46

Objectives from the researcher point of view:

The primary objective of this research is to explore the different job analysis practices in

Pakistani organization. It aims to develop a model technique that may provide

convenience to managers to understand and conduct proper job analysis.

Recommendation as per researcher

Researcher has recommended under two stages as

First is to explore the current job analysis practices so that one has a fair enough

ideas that where Human Resources Practices stand in business word.

Second is to strive for betterment of job analysis and HR planning. It can be done

by investing the soft links between HR variables through extensive casual studies.

It is stated earlier and assumed that gathering information (both exploratory and

casual) regarding these factors would help managers to conduct job analysis more

effectively and successfully. To add cultural aspects (related to society and related

to individual organizations) in analysis processes and measuring job satisfaction

will introduce many interesting debates and provides insights for managerial

guidance in the field of human resources.

2.3 Research Gap:

In the 1980s and 1990s, European and Asian firms revolutionized job design by

embracing the quality management movement

More recently, self-directed teams have become important in the success of manufacturers worldwide

American firms are also implementing self-directed work teams and are reengineering their work process to regain a competitive advantage

47

Many organizations have learned that reengineering cannot succeed unless careful

attention is also paid to the effects on how employees use their skills

The appropriate response to these changes is exemplified by Coopers & Lybrand’s competency alignment process (CAP)

– CAP determines the skill levels of employees in order to identify skill gaps

– When a gap is identified, it can be eliminated through a variety of

programs, including training, redeployment, and outsourcing

Without these or similar efforts, reengineering will probably not succeed

2.5 Review of Articles

1. Job Analysis Using Six Sigma: by Kanakdurga prasad Dinanath Irabatti (2012, may 25)

Conclusion drawn as

Utilizing six sigma techniques to this process is very interesting thing. Six sigma is a way

of creating excellence in organization through an application of continuous quality

improvement. Till now six sigma is applied to various functions in organization, but not

to job analysis.

As job analysis is an essential process of HRM department, six sigma fits best here. Job

description is an identification of various job roles required in company, so there should

be a proper differentiation among every type of job role. To hire people with exact skills,

abilities, knowledge, and experience job specification should be done properly.

Whenever jobs are analyzed, there might be change in internal structure, positions of

earlier employees, flow of activities etc. Applying six sigma benefits organization to

improve quality of work, reduce time, efforts and mistakes in process. A consistent but

continuous approach is followed in organization. Applying six sigma processes i.e.

DMAIC for job analysis includes: DEFINE, MEASURE, ANALYSIS, IMPROVE &

CONTROL.

Recommendation

All the above steps in six sigma implementation needed to be applied for analyzing jobs

so that HR department will achieve highest level of quality in various functions such as

48

http://ezinearticles.com/?expert=Kanakdurgaprasad_Dinanath_Irabatti

recruitment, selection, placement, training, compensation and performance appraisal of

employees.

2. Job Analysis (What it is and how it is used) Rosemary Lysaght, Ph.D.Queen's University, Kingston, Canada and Lynn Shaw, Ph.D.University of Western Ontario, London, Canada. Published in International encyclopedia of rehabilitation.

Result of the article

Job analysis serves as a valuable guide to evaluation, program planning, and disability

management in the field of vocational rehabilitation. By tailoring methods of job analysis

to the rehabilitative or preventive goal, analyses can provide a rich resource for promoting

safe and inclusive work place.

3. ArticleID: 270027 http://www.hrcrossing.com/article/270027/Job-Analysis.

Published in Employee Crossing

Under Job Analysis in HR Conclusion mentioned in article is as

Identifying training needs of personnel

Creating recruitment strategies

Making performance reviews

Without proper job analysis by the human resources department, it is difficult for any

organization to remain competitive and be able to attract and retain talent. In-Human-

Resources/ article title: Job Analysis in Human Resources

CHAPTER- 3

RESEARCH METHODOLOGIES

3.1 Research Introduction

This chapter addresses the approach to the study. It provides rationalization of the

research design (Sample size, questionnaire development, Survey, instruments

description) details regarding the sample, research model and variables (Independent

variables, intervening and dependent variables), hypotheses and response rate, selected

49

measurement instruments, data collection means and data analysis. The core objective of

this chapter is to outline the steps followed in carrying out the research. The broader

purpose of the present study is to explore the association among job analysis and job

performance and in detail the linkage of job design.

Research in common refers to a search for knowledge. Once can also define research as a

scientific and systematic search for pertinent information on a specific topic. In fact,

research is an art of scientific investigation.

The Advanced Learner’s Dictionary of Current English lays down the meaning of

research as “a careful investigation or inquiry especially through search for new facts in

any branch of knowledge."

Redman and Moray define research as a “systematized effort to gain new knowledge."

Some people consider research as a movement, a movement from the known to the

unknown. It is actually a voyage of discovery. We all possess the vital instinct of

inquisitiveness for, when the unknown confronts us, we wonder and our inquisitiveness

makes us probe and attain full and fuller understanding of the unknown. This

inquisitiveness is the mother of all knowledge and the method, which man employs for

obtaining the knowledge of whatever the unknown, can be termed as research. Research

is an academic activity and as such the term should be used in a technical sense.

According to Clifford Woody research comprises defining and redefining problems,

formulating hypothesis or suggested solutions; collecting, organizing and evaluating data;

making deductions and reaching conclusions; and at last carefully testing the conclusions

to determine whether they fit the formulating hypothesis.

D. Salinger and M. Stephenson in the Encyclopedias of Social Sciences define research as

“the manipulation of things, concepts or symbols for the purpose of generalizing to

extend, correct or verify knowledge, whether that knowledge aids in construction of

theory or in the practice of an art. Research is, thus, an original contribution to the

existing stock of knowledge making for its advancement. It is the pursuit of truth with the

help of study, observation, comparison and experiment. In short, the search for

knowledge through objective and systematic method of finding solution to a problem is

research. The systematic approach concerning generalization and the formulation of a

theory is also research. As such the term ‘research’ refers to the systematic method

consisting of enunciating the problem, formulating a hypothesis, collecting the facts or

data, analyzing the facts and reaching certain conclusions either in the form of

50

solutions(s) towards the concerned problem or in certain generalizations for some

theoretical formulation.

3.2 Research Design

A research design is a logical and systematic plan prepared for directing a research study.

in many research project the time consumed in trying to ascertain what the data mean

after they have been collected in much greater than time taken to design a research which

yields data whose meaning is known as they are collected. Research design is a series of

guide posts to keep on going in the right direction. It is tentative plan which undergoes

modification, as circumstances demands when the study progresses new aspects new

conditions and new relationship comes to light and insight into the study deepens.

Exploratory research studies are also termed as formulate research studies. The main

purpose of such studies is that of formulating a problem for more precise investigation or

of developing the working hypothesis from a operational point of view. Descriptive

research studies are those studies which are concerned with describing the characteristics

of a particular individual or of a group, where as diagnostic research studies determine the

frequency with which something occurs or its association with something else. In order to

obtain the most valid findings, research design relates to the planning and structuring of

research. Research design relates largely to decision-making which impacts the research

question; formulating the research problem, conceptualizing and taking action on the

research, collecting the research data and analyzing and interpreting the results (Mouton

& Marais, 1990). Research design entails consideration of the measurement of the

research variables (Bailey, 1987).

Durkheim (2002) suggested that the following dimensions be considered in selecting the

appropriate research design:-

Purpose of the research.

Paradigm perspective.

Research context and the techniques utilized to gather and process research data.

Types of research design

1. Action Research Design

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The essentials of action research design follow a characteristic cycle whereby initially

an exploratory stance is adopted, where an understanding of a problem is developed and

plans are made for some form of intervention strategy. Then the intervention is carried

out (the action in Action Research) during which time, pertinent observations are

collected in various forms. The new interventional strategies are carried out, and the

cyclic process repeats, continuing until a sufficient understanding of (or implement able

solution for) the problem is achieved. The protocol is iterative or cyclical in nature and is

intended to foster deeper understanding of a given situation, starting with conceptualizing

and particularizing the problem and moving through several interventions and

evaluations.

What do these studies tell you?

A collaborative and adaptive research design that lends itself to use in work or

community situations.

Design focuses on pragmatic and solution-driven research rather than testing theories.

When practitioners use action research it has the potential to increase the amount

they learn consciously from their experience. The action research cycle can also be

regarded as a learning cycle.

Action search studies often have direct and obvious relevance to practice.

There are no hidden controls or pre-emption of direction by the researcher.

2. Descriptive Research Design

Descriptive research designs help provide answers to the questions of who, what,

when, where, and how associated with a particular research problem; a descriptive

study cannot conclusively ascertain answers to why. Descriptive research is used to

obtain information concerning the current status of the phenomena and to describe

"what exists" with respect to variables or conditions in a situation.

52


The subject is being observed in a completely natural and unchanged natural

environment. True experiments, whilst giving analyzable data, often adversely influence

the normal behavior of the subject.

Descriptive research is often used as a pre-cursor to more quantitatively research

designs, the general overview giving some valuable pointers as to what variables are

worth testing quantitatively.

If the limitations are understood, they can be a useful tool in developing a more

focused study.

Descriptive studies can yield rich data that lead to important recommendations.

Approach collects a large amount of data for detailed analysis.

What these studies don't tell you?

The results from a descriptive research cannot be used to discover a definitive answer

or to disprove a hypothesis.

Because descriptive designs often utilize observational methods [as opposed to

quantitative methods], the results cannot be replicated.

The descriptive function of research is heavily dependent on instrumentation for

measurement and observation.

3. Exploratory Research Design

An exploratory design is conducted about a research problem when there are few or

no earlier studies to refer to. The focus is on gaining insights and familiarity for later

investigation or undertaken when problems are in a preliminary stage of investigation.

The goals of exploratory research are intended produce the following possible insights:

Familiarity with basic details, settings and concerns.

Well grounded picture of the situation being developed.

53

Generation of new ideas and assumption, development of tentative theories or

hypotheses.

Determination about whether a study is feasible in the future.

Issues get refined for more systematic investigation and formulation of new research

questions.

Direction for future research and techniques get developed.


Design is a useful approach for gaining background information on a particular topic.

Exploratory research is flexible and can address research questions of all types

(what, why, how).

Provides an opportunity to define new terms and clarify existing concepts.

Exploratory research is often used to generate formal hypotheses and develop more

precise research problems.

Exploratory studies help establish research priorities.

What these studies don't tell you?

Exploratory research generally utilizes small sample sizes and, thus, findings are

typically not generalized to the population at large.

The exploratory nature of the research inhibits an ability to make definitive

conclusions about the findings.

The research process underpinning exploratory studies is flexible but often

unstructured, leading to only tentative results that have limited value in decision-

making.

Design lacks rigorous standards applied to methods of data gathering and analysis

because one of the areas for exploration could be to determine what method or

methodologies best fit the research problem.

The research takes the form of a descriptive study with the researcher setting out to

illustrate the association that exists among the dependent and independent variables. The

researcher’s main goal in a descriptive study is to describe accurately the relationship

between two phenomena (Mouton & Marais, 1990). Descriptive studies require accurate

observations and issues of validity, reliability and sample representatives are critical

elements in research design (Durkheim, 2002).

54

A quantitative approach will be adopted in this research. The quantitative approach is

described as “that approach to research in the social sciences that is more highly

formalized as well as more explicitly controlled, with a range that is more exactly

defined, and which in 75 terms of the methods used, is relatively close to the physical

sciences” (Mouton & Marais, 1990, p.155). By nature, quantitative research involves

measurement. It focuses on causality with a view to making generalizations and is geared

towards replication and verification (Bryman, 1995). Quantitative research entails the

gathering of data in numbers and the statistical analysis thereof. Results of these data

analyses are used to make generalizations (Durkheim, 2002).

Mostly in primary researches survey is considered the most effective tool. This research

study is relational for exploring link among job analysis and job design.

For the tangible research work, information regarding regulatory authorities,

organizations being controlled number of employees and employee data was collected

through a questionnaire from the officers / officials of targeted organizations. The

officials were requested to respond all questions up to the best of their knowledge with

reference to the operational practices implemented in their organizations.

3.3 Population and Sample Procedures

Statistical method of obtaining representative data or observations from a group (lot,

batch, population, or universe).

Researchers usually draw conclusions about large groups by taking a sample.

A Sample is a segment of the population selected to represent the population as a whole.

Ideally, the sample should be representative and allow the researcher to make accurate

estimates of the thoughts and behavior of the larger population. Designing the sample

calls for three decisions:

Who will be surveyed? (The Sample)

55

http://www.businessdictionary.com/definition/universe.html

http://www.businessdictionary.com/definition/population.html

http://www.businessdictionary.com/definition/batch.html

http://www.businessdictionary.com/definition/lot.html

http://www.businessdictionary.com/definition/group.html

http://www.businessdictionary.com/definition/data.html

http://www.businessdictionary.com/definition/representative.html

http://www.businessdictionary.com/definition/method.html

The researcher must determine what type of information is needed and who

is most likely to have it.

How many people will be surveyed? (Sample Size)

Large samples give more reliable results than small samples. However it is

not necessary to sample the entire target population.

How should the sample be chosen? (Sampling)

Sample members may be chosen at random from the entire population

(Probability sample)

The researcher might select people who are easier to obtain information

from(non-probability sample) The needs of the research project will

determine which method is most effective

Characteristic of good Sampling:

Ideally, representative samples should be:

1. Taken at random so that every member of the population of data has an

equal chance of selection.

2. Large enough to give sufficient precision.

3. Unbiased by the sampling procedure or equipment.

Types of samples

The best sampling is probability sampling, because it increases the likelihood of obtaining

samples that are representative of the population.

Probability Sampling (Representative Samples):

Probability samples are selected in such a way as to be representative of the population.

They provide the most valid or credible results because they reflect the characteristics of

the population from which they are selected (e.g., residents of a particular community,

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students at an elementary school, etc.). There are two types of probability samples:

random and stratified.

a. Random Sampling:

The term random has a very precise meaning. Each individual in the population of

interest has an equal likelihood of selection. This is a very strict meaning -- you can't just

collect responses on the street and have a random sample.

The assumption of an equal chance of selection means that sources such as a telephone

book or voter registration lists are not adequate for providing a random sample of a

community. In both these cases there will be a number of residents whose names are not

listed. Telephone surveys get around this problem by random-digit dialing -- but that

assumes that everyone in the population has a telephone. The key to random selection is

that there is no bias involved in the selection of the sample. Any variation between the

sample characteristics and the population characteristics is only a matter of chance.

Steps for selecting RANDOM sampling:

1. Specify the population

2. Decide on the desired sample size

3. List all the cases

4. Make a decision rules(i.e. selection of lowest and highest random numbers)

5. Assign a random numbers to each cases

6. Sort cases by random numbers

Systematic Sampling: Used in those cases where a complete list of the population from

which sampling is to be drawn is available. The method is to select every k th item from

the list where ‘k’ refers to the sampling interval.

k =

N

—

n

Stratified Sample:

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A stratified sample is a mini-reproduction of the population. Before sampling, the

population is divided into characteristics of importance for the research. For

example, by gender, social class, education level, religion, etc. Then the

population is randomly sampled within each category or stratum. If 38% of the

population is college-educated, then 38% of the sample is randomly selected from

the college-educated population.

Stratified samples are as good as or better than random samples, but they require fairly

detailed advance knowledge of the population characteristics, and therefore are more

difficult to construct.

Non-probability Samples (Non-representative Samples)

As they are not truly representative, non-probability samples are less desirable than

probability samples. However, a researcher may not be able to obtain a random or

stratified sample, or it may be too expensive. A researcher may not care about

generalizing to a larger population. The validity of non-probability samples can be

increased by trying to approximate random selection, and by eliminating as many sources

of bias as possible.

a. Quota Sample

The defining characteristic of a quota sample is that the researcher deliberately sets the

proportions of levels or strata within the sample. This is generally done to insure the

inclusion of a particular segment of the population. The proportions may or may not

differ dramatically from the actual proportion in the population. The researcher sets a

quota, independent of population characteristics.

Example: A researcher is interested in the attitudes of members of different religions

towards the death penalty. In Iowa a random sample might miss Muslims (because there

are not many in that state). To be sure of their inclusion, a researcher could set a quota of

3% Muslim for the sample. However, the sample will no longer be representative of the

actual proportions in the population. This may limit generalizing to the state population.

But the quota will guarantee that the views of Muslims are represented in the survey.

b. Purposive Sample

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A purposive sample is a non-representative subset of some larger population,

and is constructed to serve a very specific need or purpose. A researcher may

have a specific group in mind, such as high level business executives. It may not

be possible to specify the population -- they would not all be known, and access

will be difficult. The researcher will attempt to zero in on the target group,

interviewing whoever is available.

A subset of a purposive sample is a snowball sample -- so named because one picks up

the sample along the way, analogous to a snowball accumulating snow. A snowball

sample is achieved by asking a participant to suggest someone else who might be willing

or appropriate for the study. Snowball samples are particularly useful in hard-to-track

populations, such as truants, drug users, etc

c. Convenience Sample

A convenience sample is a matter of taking what you can get. It is an accidental

sample. Although selection may be unguided, it probably is not random, using the

correct definition of everyone in the population having an equal chance of being

selected. Volunteers would constitute a convenience sample.

Non-probability samples are limited with regard to generalization. Because they do not

truly represent a population, we cannot make valid inferences about the larger group from

which they are drawn. Validity can be increased by approximating random selection as

much as possible, and making every attempt to avoid introducing bias into sample

selection.

Sampling: Sample size

In general sense the larger the sample, the better because larger samples tend to be more

similar to the population from which they are drawn. However, if the population of

interest is small, then the sample can be relatively small. Large samples require more time

for data collection and analysis, and are therefore more costly than smaller ones.

If a treatment is known to have a fairly strong effect, it may show up in an experiment

involving a small sample. On the other hand, a small sample for a survey may miss

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individuals holding a minority point of view. For surveys one has to consider refusal and

spoilage rates (incomplete responses, illegible answers, nonsensical replies). In such cases

the researcher should aim for a larger sample in order to cover the losses.

Appropriate sample size depends on

1. population size2. available resources (time, money)

3. strength of effect being measured

4. refusal and spoilage rates

5. number of analyses to be performed

Sampling procedures:

Criteria governing the choice of the sampling techniques are:

1. Purpose of the survey

2. Measurability

3. Degree of precision

4. Information about Population

5. the nature of the population

6. Geographical area of the study and the size of Population

7. Financial Resources

8. Time limits

9. Economy

3.4 Source of Data:

a. primary sources

Primary data is original and thus accurate and reliable. It is expensive and time

consuming. Primary data are Document or record containing first-hand information or

original data on topic.

Primary sources are works created

at the time of an event, or

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By a person who directly experienced an event.

It is the content, not necessarily the format, of a work that makes it a primary source. For

example, an online copy of a newspaper from March 20, 1897, is still a primary source

even though the article viewed on your computer was digitized more than a century after

the article was first printed.

Primary sources can include:

Interviews, diaries, letters, journals, speeches, autobiographies, and witness

statements

Articles containing original research, data, or findings never before shared

Original hand-written manuscripts

Government documents and public records

Art, photographs, films, maps, fiction, and music

Newspaper and magazine clippings

Artifacts, buildings, furniture, and clothing

b. Secondary Data:

Any published or unpublished work that is one step removed from the original source,

usually describing, summarizing, analyzing, evaluating, derived from, or based on

primary source materials. Secondary sources are also important to help inform your

research, and are usually acceptable sources to cite.

Secondary sources are works that

are one step removed from the original event or experience

provide criticism or interpretation of a primary source

Secondary sources can include

Textbooks

Review articles and critical analysis essays

Biographies

Historical films, music, and art

Articles about people and events from the past

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3.5 Data Collection Techniques

When collecting job analysis data, these basic methods can be use separately or in some combination:

Observation

Interview

Questionnaires

Job incumbent diaries or logs

In each method, information about the job is collected and then studied in terms of tasks completed by the job incumbent (job oriented analysis)

A job can also be analyzed in terms of behaviors or what the job incumbent does to perform the job (work-oriented analysis)

Both orientations are acceptable under the Uniform Guidelines on Employee Selection Procedures if they identify job duties and behaviors that are critical to performing the job

Because time and cost are considerations, managers must collect comparable, valid data

Core information is needed no matter which data collection method is used

A job analysis information format (JAIF) can provide the core information for any job analysis method

This questionnaire provides a thorough picture of the job, job duties, and requirements

After job incumbents complete the JAIF, the answers are used to structure the data collection technique that will eventually be implemented

Not all incumbents or their supervisors view a job in the same way

Collect information from a variety of incumbents: young and old, male and female, high- and low-performing

Do not assume that all incumbents and supervisors have the same amount of knowledge about a job

Observation

Direct observation is used for jobs that require manual, standardized, and short-job-cycle activities (assembly-line worker, insurance filing clerk,)

Direct observation is not usually appropriate when the job involves significant mental activity (scientist, lawyer, mathematician)

This technique requires that the job analyst be trained to observe relevant job behaviors and to be as unobtrusive as possible

Interviews

Interviewing job incumbents is often done in combination with observation

The most widely used technique

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Allows the job analyst to talk with job incumbents face-to-face

– The job incumbent can ask the analyst questions

– Allows the analyst to explain how the information gained will be used

Interviews can be conducted with a single incumbent, a group of incumbents, or a supervisor who is familiar with the job

A structured set of questions is used so that answers from individuals or groups can be compared

Interviews are difficult to standardize

Different interviewers may ask different questions

The same interviewer might ask different questions of different respondents

Information may be unintentionally distorted by the interviewer

Interviewing costs can be high, especially if group interviews aren’t practical

Questionnaires

Questionnaires are the least costly method for collecting information

It is an effective way to collect a large amount of information in a short period of time

A structured questionnaire includes specific questions about the job, working conditions, and equipment

An open-ended format permits job incumbents to use their own words and ideas to describe the job

The format and structure of a questionnaire are debatable issues

There really is no best format

Hints for making a questionnaire easier to use:

Keep it as short as possible

Explain what the questionnaire is being used for

Keep it simple

Test the questionnaire before using it

Job Incumbent Diary or Log

The diary or log is a recording by incumbents of:

Job duties

Frequency of the duties

When the duties are accomplished

Most individuals are not disciplined enough to keep such a log

If the log is kept properly, it provides good information from which comparisons can be made

This permits an examination of the routine and exceptions to job duties

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The diary or log is useful when attempting to analyze jobs that are difficult to observe

Which Method to Use?

There is no agreement about which methods of job analysis yield the best information

Many experts agree that interviews should not be the sole data collection method

Certain methods may be better suited to a given situation than others

Most organizations base their choice on:

– The purpose of the analysis

– Time and budget constraints

Many organizations are turning to a multi methods job analysis approach

The analyst interviews incumbents and supervisors in conjunction with on-site observation

A task survey based on expert judgments is constructed and administered

A statistical analysis of the responses is conducted in order to assess their consistency and to identify any systematic variation in them

Using a comprehensive process is relatively expensive and time-consuming

However, the quality of information derived from a more comprehensive approach is strongly endorsed by courts

Specific Quantitative Techniques

Three of the more popular quantitative techniques are the:

Functional job analysis

Position analysis questionnaire

Management position description questionnaire

CHAPTER- 4

DATA PRESENTATION AND ANALYSIS

3.1 Data Processing Procedures

Data processing is an intermediary stage of work between data collection and data

analysis. The completed instruments of data collection, viz., interview schedules/

questionnaires/ data sheets/field notes contain a vast mass of data. They cannot

straightaway provide answers to research questions. They, like raw materials, need

processing. Data processing involves classification and summarized on of data in order to

make them amenable to analysis

Processing of data requires advance planning at the stage of planning the research design.

This advance planning may covey such aspects as categorization of variables and

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preparation of dummy tables. This should be done with reference to the requirements of

testing hypotheses/investigative questions. This type of preplanning ensures better

identification of data needs and their adequate coverage in the tools for collection of data.

Data processing consists of a number of closely related operations, viz., (1) editing, (2)

classification and coding, (3) transcription and (4) tabulation.

1. Editing the Data

The first step in processing of data is editing of complete schedules/questionnaires.

Editing is a process of checking to detect and or correct errors and omissions. Editing is

done at two stages: first at the fieldwork stage and second at office.

Field editing:

During the stress of interviewing the interviewer cannot always record responses

completely and legibly. Therefore after each interview is over, he should review the

schedule to complete abbreviated responses, rewrite illegible responses and correct

omissions.

Office editing

All completed schedules/questionnaires should be thoroughly checked in the office for

Completeness, accuracy and. Uniformity

2. Classification and coding

The edited data are classified and coded. The responses are classified into meaningful

categories so as to bring out essential pattern. By this method, several hundred responses

are reduced to five or six appropriate categories containing critical information needed for

analysis.

When to classify: Classification can be done at any phase prior to the tabulation.

Certain items like sex, age, type of house, and the like are structured and pre

classified in the data collection form itself. The responses to open-ended questions

are classified at the processing stage.

Categorization Rules: A classification system should meet certain requirements or

be guided by certain rules.

65

First, classification should be linked to the theory and the aim of the particular study.

Second, the scheme should be exhaustive. That is, there must be a category for every

response.

Third, the categories must also be mutually exclusive, so that each case is classified only

once.

Number of categories: How many categories should a scheme include? It is

preferable to include many categories rather than a few, since reducing the

number later is easier than splitting an already classified group of responses.

However, the number of categories is-limited by the number of cases and the

anticipated statistical analysis.

Coding the Data

Coding means assigning numerals or other symbols to the categories or responses. For

each question a coding scheme is designed on the basis of the con med categories. The

coding schemes with their assigned symbols together with specific coding instructions

may be assembled in a book. The codebook will identify a specific item of

variable/observation and the code number assigned to each category of that item. If the

data are to be transferred to machine punch cards, the codebook will also identify the

column in which it is entered.

3. Transcription of data

When only a few schedules are processed and hand-tabulated, tabulation can directly be

made from the schedules. On the other hand, direct tabulation from the edited schedules/

questionnaires is difficult if the number of the schedules and the number of responses in

them are large/ suppose an interview schedule contains 180 responses requiring tabulation

and 210 simple and cross tables are to be constructed, each schedule has to be handled at

least 210 for tabulation. This will result in mutilation of the schedule, and. omissions and

commissions may easily occur in tabulation. In order to avoid these drawbacks, data

contained in schedules/questionnaires are transferred to another material for the purpose

of tabulation. This intermediary process is called 'transcription.’

Methods of Transaction

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The material to be used for transaction depends on the method of tabulation - manual or

mechanical. Long work sheets, sorting cards or sorting strips are used for transcription

when tabulation is done manually, and punch cards or magnetic tape (or disks) are used in

a system of machine sorting and tabulation.

4. Tabulation

After the transcription of data is over, data are summarised and arranged in a compact

form for further analysis. This process is called tabulation. Thus, tabulation is the process

of summarising raw data and displaying them on compact statistical tables for further

analysis. It involves counting of the number of cases falling into each of several

categories.

Tabulation can be done by hand or by mechanical or electronic devices. The choice

depends upon the size and type of study, cost considerations, time pressures and the

availability of tabulating machines or computers. Hand tabulation is suitable for small and

simple studies. Electronic or mechanical tabulation is more appropriate for large and

complex studies.

Electronic Computers

The uses of electronic computers have revolutionized data analysis. They can perform all

the specialized functions at a much higher speed. The use of computers has facilitated

large-scale studies and above all the use of complex techniques of analysis such as

multivariate analysis, factor analysis and the like. The operating speed of computers is

fantastic. The time required for computers to perform such basic operations as adding and

subtracting is less than a billionth of a second. The large computers can perform many

million operations in a second. In addition to being very fast, computers are very

accurate.

Construction of Tables

After the data have been tabulated, they are arranged in statistical tables in vertical

columns and horizontal rows according to some classification. Tables provide a

“shorthand” summary of data. The importance of presenting statistical data in tabular

form needs no emphasis. Tables facilitate comprehending masses of data at a glance; they

conserve space and reduce explanations and descriptions to a minimum; they give a

visual picture of relationships between variables and categories; they facilitate summation

of items and the detection of errors and omissions; and they provide a basis for

computations.

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It is important to make a distinction between the general-purpose tables and the special

tables. The general-purpose tables are primary or reference tables designed to include

large amounts of source data in convenient and accessible form. The special purpose

tables are analytical or derivative ones, which demonstrate significant relationships in the

data or the results of statistical analysis. Tables in reports of government on population,

vital statistics, agriculture, industries etc. are of general-purpose type. They represent

extensive repositories of statistical information. Special purpose tables are found in

monographs, research reports and articles, and are used as instruments of analysis. In

research we are primarily concerned with special purpose tables.

Components of a Table

The major components of a table are:

A. Heading

Table Number

Title of the table

Designation of units

B. Body

Stub-head - heading of all rows or blocks of stub items.

Box head - headings of all columns or main captions and their sub captions

Field or body - the cells in rows and columns

C. Notations

1. Footnotes, if necessary 2. Source

Principles of Table construction:

There are certain generally accepted principles of rules relating to construction of tables.

They are:

Every table should have a title.

Every table should be identified by a number to facilitate easy reference

The captions (or column headings) should be clear and brief.

The units of measurement under each heading must always be indicated.

Any explanatory footnotes concerning the table itself are placed directly beneath

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The table and in order to obviate any possible confusion with the textual footnotes such

reference symbols as the asterisk (*) dagger (+) and the like may be used.

If the data in a series of tables have been obtained from different sources, it is

ordinarily advisable to indicate the specific sources in a place just below the table.

Usually columns are separated from one another by lines. Lines are always drawn

at the top and bottom of the table and below the captions.

The columns may be numbered to facilitate reference.

All column figures should be properly aligned. Decimal points and 'plus' or

'minus' signs should be in perfect alignment.

Columns and rows which are to be compared with one another should be brought

close together.

Totals of rows should be placed at the extreme right column and totals of columns

at the bottom.

In order to emphasize the relative significance of certain categories, different

kinds of type, spacing and indentations can be used.

The arrangement of the categories in a table may be chronological, geographical,

alphabetical or according to magnitude. Numerical categories are usually arranged

in descending order of magnitude.

Miscellaneous and exceptional items are generally placed in the last row of the

table.

Usually the larger number of items is listed vertically. This means that a table's

length is more than its width.

Abbreviations should be avoided whenever possible and ditto marks should not be

used in a table.

The table should be made as logical, clear, accurate and simple as possible.

Frequency Distribution and Class-intervals

Variables that are classified according to magnitude or size are often arranged in the form

of a frequency table. In constructing this table it is necessary to determine the number of

class-intervals to be used and the size of the class-intervals.

A distinction is usually made between continuous and discrete variables. A continuous

variable has an unlimited number of possible values racing between the lowest and the

highest, with no gaps or breaks, e.g., Age, Weight and Temperature. A Discrete variable

69

can have a series of specified values with no possibility of values between those points.

Each value of a discrete variable is distinct and separate, e.g., persons, houses, books.

In practice, all variables are treated as discrete units, the continuous variables being stated

in some discrete unit size according to the needs of a particular situation. For example,

length is described in discrete units of millimetres or tenth of an inch.

Class-intervals: Ordinarily the number of class-intervals may not be less than 5 and not

more than 15, depending on the nature of the data and the number of cases being studied.

After noting the highest and lowest values and the features of the data, the number of

intervals can be easily determined.

One-way tables: Frequency tables present the distribution of cases on only a single

dimension or variable. For example, distribution of respondents by sex, distribution of

respondents by religion, socio-economic status of respondents and the like are shown in

one-way tables.

Two-way tables: Distribution in terms of two or more variables and the relationship

between two variables are shown in two-way tables. The categories of one variable are

presented, one below another, on the left margin of the table and those of another variable

at the upper part of the table, one by the side of another. The cells represent particular

combinations of both variables. To compare the distribution of cases raw numbers are

converted into percentages based on the number of cases in each category.

Analysis and Interpretation of Data

Data analysis involves critical thinking. This is done only after collecting all the data and

always focused on the research problems and the hypothesis and questions rose in the

statement of the problem. Here the research compiles or summarizes the results in a

logical order usually in relation to the hypotheses and objectives of the study. After a

brief introduction on the main results or features of the findings of the study, the data are

described and interpreted in sufficient detail leading to the ultimate conclusion. Tables,

graphs and illustrations are used to present the data more clearly and economically.

In brief, analysis involves examination and evaluation of some phenomenon by dividing

it into some constituent parts and identifying the relationships among the parts in the

context of the whole. You then interpret the relationships to explain or make some

intended generalization governing the behaviour of the phenomenon.

Drawing Conclusions and Recommendations

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The researcher summarizes the main findings of his study and the implications.

Conclusions summarize the main results of the research and describe what they mean for

the general field. Briefly describe what you did, consider suggesting future research to

follow up where your research ended.

Graphic Representation

Graphic presentation involves use of graphics, charts and other pictorial devices. These

forms and devices reduce large masses of statistical data to a form that can be quickly

understood at a glance. The meaning of figures in tabular form may be difficult for the

mind to grasp or retain. “Properly constructed graphs and charts relieve the mind of

burdensome details by portraying facts concisely, logically and simply.” They, by

emphasizing new and significant relationships, are also useful in discovering new facts

and in developing hypotheses.

The device of graphic representation is particularly useful when the prospective readers

are non-technical people or general public. It is useful to even technical people for

dramatizing certain points about the data, for important points can be more effective

captured in pictures than in tables. However, graphic forms are not substitutes for tables,

but are additional devices.

Types and General Rules

The most commonly used graphic forms may be grouped into the following categories:

Line graphs or charts

Bar Charts

Segmental representations

Pictographs.

Line Graphs

The line graph is useful for showing changes in data relationships over a period of time.

In this graph, figures are plotted in relation to two interesting lines or axes. The horizontal

line is called the abscissa or X-axis and the vertical, the ordinal or Y-axis. The point at

which the two axes, interest is zero for both X and Y. The '0' is the origin of coordinates.

The two lines divide the region of the plane into four sections known as quadrants, which

71

are numbered anti-clockwise. Measurements to the right and above '0' are positive (plus),

and measurements to the left and below '0' are negative (minus). Any point in the plane of

the two axes is plotted in terms of the two axes reading from the origin '0'. Scale intervals

in both the axes should he equal. If a part of the scale is omitted, a set of parallel jagged

lines should be used to indicate the break in the scale. The time dimension or independent

variable is represented by the X-axis and the other variable by Y-axis.

Histogram.

This is another form of line chart used for presenting a frequency distribution. It is

constructed by erecting vertical lines on the limits of the class intervals marked on the

base line. The vertical lines are drawn from a series of contiguous rectangles or columns.

The Width of each rectangle represents its class interval, and the height represents the

class frequency.

Lorenz Curve

The Lorenz Curve is a line chart used to compare the proportionality in two quantitative

variables. It is commonly used to show the degree by which the distribution of income per

family departs from the distribution' of the number of families; it shows that it disparate

proportion of the income goes to a few families.

Frequency Polygons

It is often more convenient to draw a frequency polygon instead of drawing a histogram

of a distribution. In laying out a frequency polygon, the frequency of each class is located

at the midpoint of the interval and the plotted points are then connected by straight lines.

If two or more series are shown on the same graph, the curves can be made with different

kinds of ruling. If the total number of cases in the two series is of different size, the

frequencies are often reduced to percentages. The frequency polygon is particularly

appropriate for portraying continuous series. It is sometimes desirable to portray the data

by a smoothed curve. The chart is then called a frequency curve.

Bar Charts

These charts consist of either vertical or horizontal bars to represent variables. The length

of the bars varies corresponding to the values of the variable. Bar charts are the most

effective pictorial device for comparing data. The bars may be depicted in solid blocks or

in patterns of dots, dishes etc. They may be of different forms: (1) linear or one-

72

dimensional, (2) areal or two-dimensional, and (3) cubic or three-dimensional. The actual

numerical values may be shown on the X-axis or Y-axis, as the case may be, or at the

immediate ends of the bars.

Pie or Circle Charts

The circle or pie chart is a component parts chart. The component parts from the

segments of the circle. The circle chart is usually a percentage chart. The data are

converted to percentage of the total; and the proportional segments, therefore, give a clear

picture of the relationship among the component parts.

Pictograms

A pictogram is a variation of the bar chart. In it the values are represented by identical

symbol or pictures. The symbols used may be appropriate to the type of data.

4.2 Analysis of Secondary Data

The annual report 2010-2011 published on Nepal Doorsanchar Company limited official web sites. This data is considered as secondary source as data is as:

Human Resources

2006-2007

2007-2008

2008-2009

2009-2010

2010-2011

Total Approved Post

6984 7030 7088 7094 7074

Total Working Manpower

5699 5592 5876 5826 5712

Overall Manpower per 1000 lines

2588 3199 3787 4672 5225

Table No: 4.2.1 Overall Human Resource

73

source: NTC Annual Report 2010-2011, Date: 8th May 2012

4.3 Analysis of Primary Data

Research has been conducted using Questionnaire as Data collection Technique.

Here we deals with Random sampling method and taken sample from 50 respondent and

analysis the in the form of table and graph as they responded.

74

Table No: 4.2.2 Job Analysis helps in Selection of Right Candidate

Answers Options Number of Responses Percentage

Always 26 52%

Often 15 30 %

Seldom 8 16%

Never 1 2%

Total 50 100

Source: field survey, Date: 25th June 2012

Table No: 4.2.3 Impact of Technology

Answers Options Number of Responses Percentage

Always 43 86%

Often 7 14%

Seldom 0 0

Total 50 100

Source: field survey, Date: 25 June 2012

Table No: 4.2.4 Changes in Organization environment

Answer Options no. of responses Percentage

highly dynamic 19 38%

moderate 17 34%

low 5 10%

no changes 9 18%

Total 50 100


75

Table No: 4.2.5 Job Rotation helps in align competencies


always 33 66%

often 11 22%

seldom 6 12%

never 0 0

Total 50 100


Table No: 4.2.6 Requirement of Change in Structure

Answer Option no. of responses Percentage

always 23 46%

often 14 28%

seldom 10 20%

never 3 6%

Total 50 100


Table No: 4.2.7 Level of co-ordination between team members


high 17 34%

medium 26 52%

low 5 10%

neutral 2 4%

Total 50 100


76

Table No: 4.2.8 Personal interest during job analysis


always 25 50%

often 12 24%

seldom 8 16%

never 5 10%

Total 50 100


Table No: 4.2.9 Level of satisfaction with payment


highly satisfied 7 14%

satisfied 23 46%

neutral 11 22%

not satisfied 9 18%

Total 50 100


Table No: 4.2.10 Important of working Hour during Job Analysis


always 13 26%

often 27 54%

seldom 10 20%

Total 50 100


77

Table No: 4.2.11 Level of satisfaction as per appointed for the post


highly satisfied 8 16%

satisfied 20 40%

neutral 10 20%

not satisfied 12 24%

Total 50 100


Table No: 4.2.12 Matching Personal Interest Result

Answer Options no. of respondent Percentage

highly satisfaction 23 46%

satisfaction 14 28%

neutral 11 22%

not satisfaction 2 4%

Total 50 100


Table No: 4.2.13 Good Working Environment leads to Job Satisfaction


highly 29 58%

medium 11 22%

neutral 8 16%

low 2 4%

Total 50 100


78

Table No: 4.2.14 Departmental leads to Systematic arrangement of Organization


strongly agree 32 64%

agree 10 20%

neutral 8 16%

disagree 0 0

Total 50 100


Table No: 4.2.15 My Job provides Self feedback


strongly agree 9 18%

agree 27 54%

neutral 10 20%

disagree 4 8%

Total 50 100


Table No: 4.2.16 Job Rotation as tools for identifying KSAs


always 5 10%

often 39 78%

seldom 6 12%

never 0 0

Total 50 100


79

Table No: 4.2.17 My Work influences day-today company success.


always 11 22%

often 16 32%

seldom 23 46%

never 0 0

Total 50 100


4.4 List of figures as per Table for secondary data

As shown in the figure below First graph indicates number of approved post. Then the

total number of employees engaged in work. The third graph indicates overall manpower

working per 1000 telephones lines.

80

Total approved post Total Working Manpower MANPOVER PER 1000 LINES

6984

5699

2588

7030

5592

3199

7088

5876

3787

7094

5826

4672

7074

57125225

Division of Manpower2007 2008 2009 2010 2011

Figure No. 4.4.1Figure Name: Division of Manpower Source Table: Overall Human Resources, Pg. 74

4.5 List of Figure as per Primary Data mention above table

81

always often seldom never0

10

20

30

40

50

60

no. of responsespercentage

Figure No: 4.5.1Figure Name: Analyzing based on selection candidatesSource Table: Job Analysis helps in Selection of Right Candidate, Pg. 75

always often seldom0

10

20

30

40

50

60

70

80

90

100


Figure No: 4.5.2Figure Name: analysis of need of technologySource Table: Impact of Technology, Pg. 75

82

highly dynamic moderate low no changes0

5

10

15

20

25

30

35

40


Figure No: 4.5.3Figure Name: Analyzing of organization environmentSource Table: Changes in organization environment, Pg. 76


10

20

30

40

50

60

70


Figure No: 4.5.4Figure Name: Analyzing competencies as per Job RotationSource Table: Job Rotation helps in align competencies, Pg. 76

83


5

10

15

20

25

30

35

40

45

50

no. of responsepercentage

Figure No: 4.5.5Figure Name: Analysis of structural changesSource Table: Requirement of Change in Structure, Pg. 76

high medium low neutral0

10

20

30

40

50

60

no. of responsesPercentage

Figure No: 4.5.6Figure Name: Analysis of team workSource Table: Level of co-ordination between team members, Pg. 77

84


10

20

30

40

50

60


Figure No: 4.5.7Figure Name: Analysis of Personal interestSource Table: Personal interest during job analysis, Pg. 77

highly satisfied satisfied neutral not satisfied0

5

10

15

20

25

30

35

40

45

50

no. of responsesPercentagees 2

Figure No: 4.5.8Figure Name: salary/ wagesSource Table: level of satisfaction with payment, Pg. 77

85


10

20

30

40

50

60


Figure No: 4.5.9Figure Name: level of working hoursSource Table: Importance of working hours during Job Analysis, Pg. 78

highly satisfied satisfied neutral not satisfied0

5

10

15

20

25

30

35

40

45

no.of responsesPercentage

Figure No: 4.5.10Figure Name: satisfaction with the postSource Table: level of satisfaction as per appointed for the post, Pg. 78

86

highly satisfaction satisfaction neutral not satisfaction0

5

10

15

20

25

30

35

40

45

50


Figure No: 4.5.11Figure Name: Personal interest with JobSource Table: Matching personal interest result in. Pg. 78

highly medium neutral low0

10

20

30

40

50

60

70

no.of responsesPercentage

Figure No: 4.5.12Figure Name: Level of Job SatisfactionSource Table: Good Working Environment leads to job satisfaction, Pg. 79

87

strongly agree agree neutral disagree0

10

20

30

40

50

60

70


Figure No: 4.5.13Figure Name: DepartmentalizationSource Table: Departmental leads to systematic agreement of organization, Pg. 79

strong agree agree neutral disagree0

10

20

30

40

50

60


Figure No: 4.5.14Figure Name: Level of self-feedbackSource Table: My Job provides self-feedback, Pg. 79

88


10

20

30

40

50

60

70

80

90


Figure No: 4.5.15Figure Name: Importance of Job RotationSource Table: Job rotation as tools for identifying KSAs, Pg. 80


5

10

15

20

25

30

35

40

45

50


Figure No: 4.5.16Figure Name: work influenceSource Table: My work influences day-to-day company success, Pg. 80

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4.6 Major Findings

A realistic approach of Job Analysis ensures maximum relationship between job content

and job context that is supportive of the recruitment process. Many organizations

therefore carry a job re-design as a component of the ongoing process of Job Analysis. An

effective Job analysis can be conducted after the job has been designed, the employees

have been trained and the work has been performed.

Most of the research on job design was based on the Job Characteristics Model (JCM)

presented by Hack man & Oldham in 1976 and 1980 which focused on five core job

characteristics (task identity, tasks significance, skill variety, and autonomy and job

feedback) which contributed to job stimulation and in turn affected motivation, job

performance and job satisfaction.

In the findings, study provides evidence that fair selection for an organization

produces better results.

Employee's high commitment and productivity, developing desired knowledge based

skills, attitudes and other behaviors does result in higher Job Satisfaction and Job

Performance.

Job analysis is a process which has certain impact on work design, HR Planning,

Performance Appraisal, compensation, training etc.

Job analysis key elements are Job description (tasks, responsibilities and duties) and

Job Specification (skills, knowledge and abilities) once we are clear about these

terms, it further helps in selection for right candidates at right place and at right time.

Here are certain factors regarding Job Design as organizational factors, environmental

factors and behavioral factors, proper mobilization of these factors results in job

satisfaction and high productivity.

some of the approaches related to job design as job rotation, job enlargement job

enrichment, job engineering and human approaches, proper guideline and good

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understanding what what exactly this terms means can help employee retention and

interest toward work and working environment.

Division of workforce as per their specification like KSAs helps forming a team to

perform specific task which saves time and cost.

In an Organization everything should be systematic, updated system, departmental

and structured so that work flow smoothly without any disturbance and conflict.

In most of the organization they plan bigger and make strategies but during the period

of implementation it goes wrong or incomplete. So for this one should have proper

mission, vision, and goal. Here lacks proper guidelines, monitoring and controlling. It

should be in such an order that after completion of first portion then only we go for

the second portion.

CHAPTER - 5

SUMMARY, CONCLUSION, RECOMMENDATION

91

5.1 Summary

Summary includes overall contents of the chapters in brief as.

Chapter-1 deals with the general information regarding the background of the study

in context of Nepalese organization how they are implementing and updating their

system as compared to other countries. It also which deals with the organization under

which research is conducted. i. e. Nepal Telecom. it also involves Objective of

company (mission, vision, and goal). Some of the other tropics under it are

significance of study, statement of problem and limitation related to it.

Chapter-2 deals with the literature review under which conceptual review, review of

thesis, review of articles and their recommendation, finding and research gap are

important tropics which we have to deal with.

Chapter-3 This unit is related to the methodology and process of research. It gives

the meaning of research, what is the design types used, concern with number of

sample taken, sources of data whether it is primary or secondary and data collection

techniques.

Chapter-4 This unit deals with the data presentation and analysis section. Under this

data processing procedure is the main heading which consists of editing, coding,

tabulation, transcription, classification and graphs. Major finding and reporting are

also included in it.

Chapter-5 This is the final unit which summarizes, conclude and recommend

research work for the future studies. After this bibliography and appendixes are

inserted.

5.2 Conclusion

92

Job Analysis is an organized study of a job to categorize its major components. The

job analysis process normally observe the job which is being carried out, asking

employees and supervisors questions about the job, tasks, working conditions and KSAs

(Knowledge, Skills and Abilities). In an increasingly competitive and turbulent market,

organizations are largely dependent on their employees for success. The challenge of

identifying the right man for the right job, individuals to fulfill organization need. A large

number of potential workforces are available in the employment market but the challenge

for organizations is to identify and select those candidates who could perform effectively

and efficiently. The research highlighted that the starting point in any recruitment process

is an accurate analysis of the job.

This important aspect of human resource management was being ignored particularly in

public sector jobs. Selection and the assessments chosen for the selection process should

be done on the basis of the requirements of the job. Knowledge is essential on part of the

organization in terms of what constitutes good job performance; what kind of knowledge,

skills and abilities are required and what measures would be effective in assessing these.

Despite of the limitations mentioned above, the results of this study move about the field

of human resource management forward by empirically viewing a link between HR

practices like job analysis, job design, job evaluation, job security , job succession

planning and job performance. Impact of job analysis on job performance reflects that job

analysis is in reality a foundation of human resource practices and an imperative

management practice to develop competitive advantage.

The implications of the typical event of the job analysis and other human resource

practices on job performance measures were found remarkable. Altogether this research

makes an effort signifying a substantial positive contribution by Job analysis to job

performance. Generally, the findings of this study were found reliable with the studies

conducted in western countries on the contribution of human resource practices related to

the job performance. The worth of present study lies in the reality that it offers a requisite

rationale of theoretical models built on the basis of studies conducted in the western

organizations.

5.3 Recommendation

93

Despite the strengths and limitations of current study, the study was capable of

providing a well-designed direction for future research. One prospect for future research

would be to broaden the current model with these human resources practices and their

impact on organizational performance instead of employee job performance. The present

study may serve as a drive for human resource professionals and practitioners alike to

undertake such studies.

Future research directions may include:

To improve peripheral strength, future research efforts should get hold of a

representative sample from more organizations.

Impact of Job Analysis on Job Performance with the intervening role of training.

Impact of Job Analysis on Job Performance with the intervening role of human

resource information system.

Future research should seek out further job performance outcomes from larger

samples with enlarged statistical power.

Future research should look for developing entire measures of employee job

performance tapping numerous proportions of their job quality.

Bowen & Ostroff discussed in 2000 that future research should observe the strength of the

human resource practices of job quality and their survival.

McDuffie, (1995) stressed that high performance human resource practices like

recruitment and selection processes, job analysis and performance evaluation systems

were theorized to impact job performance. It was the usefulness of such human resource

practices in conveying the organization's goals and the value which places in the

employees.

Bowen & Ostroff further discussed in 2000 that the common assurance should be

stronger when the human resource process was clear and practices successfully

communicated the significance of employees to the organization. Thus, future research

94

should observe the outcome of booming execution of human resource practices and the

survival of assured practices on employee's job excellence and reliability.

Contribution of this study was in designing a conceptual model, graphically depicting the

association with job analysis, job design, job evaluation, job security and job succession

planning with job performance. Future studies by the researchers having keen interest in

the association of these constructs can use this model to prepare new research or increase

the generalize ability of this study in diverse sectors.

95

Bibliography

Books

Anderson, g. J. (1979). a quantitative approach to measurement job context. procedure and pay off personal psychology , 341-357.

W.B., A. (1966). Computaton of group Job Description from occupational survey data. san antoboio: personal research laboratory.

sidney gael,NYNEX CORPORATION. (1988). the job analysis handbook for business, industry and govermental .

Sons, J. W. (2009). A Practical Guide to Job Analysis. 989 Market Street, San Francisco, CA 94103-1741: Pfeiffer.

Thesis:

Zafar, M. U. (2005). Job Analysis practices . Pakistan.

Articles:

(http://EzineArticles.com/?expert=Kanakdurgaprasad_Dinanath_Irabatti)

(http://cirrie.buffalo.edu/encyclopedia/en/article/268/)

(http://www.hrcrossing.com/article/270027/Job-Analysis-in-Human-Resources/)

Websites:

http://www.ntc.net.np/

(http://www.ehow.com/info_8487449_questionnaire-methods.html)

(http://www.ipacweb.org/conf/02/french.pdf)

(http://www.humanresources.hrvinet.com/practical-problems-with-job-analysis/)

(http://www.job-analysis.net/G000.htm)

(http://www.centrorisorse.org/analysis-and-job-design.html)

(http://www.shrm.org/TemplatesTools/hrqa/Pages/conductjobanalysis.aspx)

(http://www.explorehr.org/articles/HR_Planning/Job_Analysis.html)

(http://www.indiastudychannel.com/resources/114615-About-Job-Analysis-How-

performed.aspx)

(http://www.eridlc.com/index.cfm?fuseaction=textbook.chpt10)

(http://www.indiastudychannel.com/resources/114615-About-Job-Analysis-How-

performed.aspx)

(http://edweb.sdsu.edu/people/arossett/pie/Interventions/jobdesign_2.htm)

(http://www.hrcrossing.com/article/270027/Job-Analysis-in-Human-Resources/)

(http://www.shrm.org/templatestools/hrqa/pages/conductjobanalysis.aspx)

(http://smallbusiness.chron.com/can-hr-gather-accurate-job-analysis-38578.html)

(http://smallbusiness.chron.com/can-employers-use-strategic-job-analysis-37862.html)

(http://www.cpms.osd.mil/ASSETS/E7523333D6F348CEA28992688BD1545B/

Toolkit_Job_Analysis_Guide.pdf)

(http://www.uaf.edu/som/about/faculty/ba/jacob-joseph/307c06a.f06cde.doc)

(http://www.slideshare.net/aasthatyagi/job-analysis-design-presentation)

(http://psychology.ucdavis.edu/sommerb/sommerdemo/sampling/types.htm)

(http://wiki.answers.com/Q/List_three_characteristics_good_sample)

(http://library.uvic.ca/instruction/research/primvsec.html)

(http://www.globusz.com/ebooks/MarketingResearch/00000018.htm)

(http://libguides.usc.edu/content.php?pid=83009&sid=818072)

(http://kalyan-city.blogspot.com/2011/09/what-is-job-design-meaning-importance.html)

APPENDIX – 1

Secondary source as per the data published in annual report 2011/012 Nepal Telecom

Official website.

THESIS ON JOB ANALYSIS PRACTICES IN PAKISTAN

Example of Straw Model:

HSE: Health Safety and Environment

APPENDIX - 2

Questionnaires are prepared to justify the requirement of statement of problem from

central office, chhauni, ktm of Nepal Telecom under Planning Department.

Questionnaire:

1) What are/is the product and services provided by your organization?

------------------------------------------------------------------------------

2) What is the size (operational wise) of your company?

a) large b) medium c) small

3) What is your designation?

--------------------------------------------------------------------------------

4) How often job analysis helped in selection right people at right time?

a) always b) often c) seldom d) never

5) How technological play their role in change in your organization environment?


6) What is the level of change in your organization environment?

a) high dynamic b) moderate c) low d) no change

7) Does job rotation help in align competencies when required?


8) When your structure changes do you require new jobs to face these changes?

a) always b) often c) seldom d)never

9) What is the level of understanding between your team members?

a) high b) medium c) low d) neutral

10) Do you consider personal interest related to his/her while job analysis?


11) Are you satisfied with the wages /salary you are paid for?

a) high satisfied b) satisfied c) neutral d) not satisfied

12) How often working hours is considered while doing his/her job analysis?


13) Are you satisfied with the post you are appointed as per your qualification?

a) highly satisfied b) satisfied c) not satisfied d) neutral

14) If personal interest matches with his/her job then it result in?

a) job satisfaction b) neutral c) dissatisfaction

15) Does good working environment leads to Job Satisfaction?

a) highly b) medium c) low d) neutral

16) Department and structuring leads to systematic arrangement of organization?

a) strongly agree b) agree c) neutral d) disagree

17) My job itself provides feedback on how well I am performing.

a) strongly Agree b) agree c) neutral d) disagree

18) How often job rotation helped in identifying your knowledge, skills and ability?


19) My work influences day to day company success.


Project Report on Job Analysis and Design

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