UNIT 3 JOB ANALYSIS AND JOB DESCRIPTION

Unit Structure

3.0 Overview

3.1 Learning Outcomes

3.2 Introduction

3.3 Definitions

3.4 Purpose of Job Analysis

3.5 Uses of Job Analysis

3.6 Job Description

3.7 Job Specification

3.7.1 Uses of Job Specification

3.8 Methods of Job analysis

3.9 Summary

3.0 OVERVIEW

This Unit introduces the activity of job analysis along with its purpose and importance in

organisations. Job description and job specification are also be discussed.

This Unit also discussed how job analysis is an important tool in the process of matching the

individual with the job.

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3.1 LEARNING OUTCOMES

By the end of this Unit, you should be able to do the following:

1. Define job analysis, job description and job specification.

2. Explain the purpose of job analysis.

3. State the reasons for conducting job analysis.

4. Describe the methods of job analysis.

3.2 INTRODUCTION

Today’s working environment is changing so rapidly that the need for a sound job analysis

system is very important. The detailed information collected in job analysis may result in an

organisation’s redesigning its jobs to improve productivity and motivation. Those authorising the

job analysis activity and those carrying it out need to be fully aware of the time and cost

commitment, as well as the nature of any changes that may occur based on job analysis results.

Job analysis should be assigned to someone from the HR department with enough work

experience to understand the organisation’s culture. Job analysis has the authority to secure the

organisation’s commitment in the process.

3.3 DEFINITIONS

Job Analysis is the systematic process of determining the skills, duties and knowledge required

for performing jobs in an organisation. It allows managers to categorise work so that Human

Resource Planning can identify needs more specifically. It also ensures that all required duties

are assigned to people in specific jobs.

Job analysis is the systematic collection and recording of information about a job’s purpose and

major duties, conditions under which it is performed, required contacts with others, and

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knowledge, skills and abilities needed to effectively perform the job. This information can be

collected in many ways, including observing individuals and their superiors, having individuals

keep diaries of job activities, and/or distributing questionnaires to be completed by job

incumbents and their superiors (Levine 1983; Milkovich & Boudreau,1988).

3.4 PURPOSE OF JOB ANALYSIS

The main purpose of job analysis is to prepare job description and job specification which, in

turn, helps to recruit the right quality of employees into the organisation. Job analysis also

intends to document the requirements of a job and the job performed. It provides a summary of a

job’s duties and responsibilities, its relationship with other jobs, the knowledge and skills

required and working conditions under which the job is done.

The purpose of job analysis is to obtain answers to six important questions as listed below:

(i) What physical and mental task does the worker accomplish?

(ii) When is the job to be completed?

(iii) Where is the job to be accomplished?

(iv) How does the worker do the job?

(v) Why is the job done?

(vi) What qualifications are needed to perform the job?

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Activity 1

(i) Describe, in your own words, your understanding of the term “Job Analysis”.

(ii) Discuss the purpose of job analysis in your organisation. You may refer to your own

case.

(iii) List the items found in a job analysis report of a task in your organisation or an

organisation of your choice.

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3.5 USES JOB ANALYSIS

Job analysis is a basic tool in human resource management because information about the work

performed serves many purposes.

Data derived from job analysis can have an impact on virtually every aspect of Human Resource

Management. A major use of job analysis data is found in the area of human resource planning.

Each job requires different knowledge, skills, and ability levels (KSA’s) and effective human

resource planning must take into consideration each job requirements.

Some common uses of job Analysis data includes:

Information gathered about qualification often proves to be beneficial in identifying

training and development needs.

Job requires a particular knowledge, skill or ability. Job content permits tailoring training

programs to actual qualification required to perform the jobs.

Job related interviews and recruitment.

Job Analysis can tell a trained interviewer the necessary requirements for success on the

job.

Allows interviewer to assess the fit between the candidate and the job.

Also allows the candidates to decide if they are really interested.

3.6 JOB DESCRIPTION

The results of job analysis are used as a tool to develop job description. Job description is a

statement of the duties, working conditions and other significant requirements associated with a

particular job. To make it useful for other human resource activities, job analysis data are

summarised into the standard format of a job description sheet. It contains three sections, which

identify, define and describe the job.

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1. Identify the job

A job is identified by its title, the number of employees in the organisation who hold this

job, the department or site of work and the job number.

2. Define the job

This summary section reflects the purpose of the job, that is, why does the job exist; (la

raison d’être). How does the job fit in with other jobs and overall organisations’

objectives.

3. Describe the job content

What are the major duties of the job holder? What specific task is performed? How

closely is the job being supervised? How much discretion does the job holder enjoy?

Content may include the training and experience of the job.

Activity 2

(i) What are the reasons for conducting job analysis in your organisation?

(ii) Write a sample job description of a Human Resource Officer in your organisation or an

organisation of your choice.

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3.7 JOB SPECIFICATION

A job specification is a statement of skills, abilities, education and previous work experience

required to perform a particular job. Formats for job descriptions and specifications vary between

organisations, but the information is used typically for activities requiring a solid understanding

of a job and the qualifications necessary for performing it. Such activities include human

resource planning, recruitment, selection and performance appraisal (Wright & Wexley,1985).

3.7.1 Uses of Job Specification

A detailed account of the job is required for the various personnel functions. The most important

are summarised below:

Selection.

Promotion.

Appraisal.

Job evaluation.

Setting performance standards.

Activity 3

(i) Discuss the use of job specifications in your organisation.

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3.8 METHODS OF JOB ANALYSIS

There are several ways to conduct job analysis including direct observation, interview with the

incumbent and supervisor, materials of work, questionnaires (structured, open ended or both) and

work diaries.

a) Direct observation

The job analysts may tour the job site and observe workers performing their jobs. During the tour

the analyst may collect materials that directly or indirectly indicate required skills (duty

statements, instructions, safety manuals, quality charts,...).

The drawbacks of this techniques are:

i) A skilled worker can make a job look easy.

ii) An experienced worker can make a task look difficult.

b) Interview with the job holder

This is important and necessary and the employee must be made aware of the job analysis.

Feedback must be given to the job holder. Some difficulties with these interviews are:-

i) Job holder’s attitude may affect his/her account of the job.

ii) Employee may forget some details of the job and lay emphasis on the most recent events.

iii) Employee may not be able to express himself/herself clearly.

c) Interview with superior

Again this is inevitable and very necessary but has some drawbacks:

i) Supervisors, often, have never done the job themselves.

ii) They are, at times, not in touch with the job details.

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iii) They may exaggerate the duties and responsibilities of the job in order to increase their

own importance.

d) Materials of work

It’s a study of the tools, machineries, materials, documents and communication media. It

frequently provides a useful check on information obtained in other ways, and may suggest

questions to be asked.

e) Questionnaire

It may contain structured or open ended questions or both. The method of data collection about a

job is often used but is not too reliable for the following reasons:

i) Job holder may not understand the questions.

ii) They may be suspicious about the questionnaire.

f) Work diaries

This method is used for managers and clerical workers. The job holder records his or her

activities in details throughout the day over a month. The diary is then analysed to obtain a list of

duties and their frequency. The problem with this method is that very often, the job holder

forgets to complete the diary until the end of the afternoon when recollection of the day’s work

may not be too reliable.

Activity 4

(i) Describe the different methods of job analysis which are carried out in your organisation.

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(ii) Which method(s) do you think is/are more reliable? Why?

3.9 SUMMARY

This Unit deals mainly with job analysis, job description and job specification. Job analysis

assesses the content for a variety of human resource activities. Although job analysis is a basic

assessment process, not all organisations do it.

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