Briefly describe various methods of job Analysis. Evaluate and identify the method applied in an organisation known to you or you are familiar with. Critically analyze the role and importance of job Analysis on Work Flow in an organisational setup.
Ans. Job Analysis is very vital step in human resources planning process. A Job is a bundle of related tasks; A synonym of job is work. Work is understood as physical and mental activity that is carried out at a particular place and time, according to instructions, in return for money. Monetary consideration is necessary in determining whether an activity is really a work. Housewife does not do work as she is not doing it for money. Where as a servant’s job becomes work as with work job also carries monetary consideration. The job incumbent attends to all the allied tasks for wages or salaries.
The nature of work and how mangers organize work is a critical element affecting human resources activities. Before discussing design and organization of work it is desirable that we know “Job analysis” the tool of collecting job related data.
JOB ANALYSIS refers to the process of collecting information about a job. The process of job analysis results in two sets of data (i) job description and (ii) Job specification. Job description describes what a job involves- tasks and responsibilities tagged on to a job, Job title, duties, machines tools and equipment, working conditions and hazards from part of job description.
The capabilities that job holder should posses from part of job specification. Education training experience, judgment skills, communication skills and the like are a part of job specification.
Now what is very important is that there should be fit between job demands (job description) and abilities required to discharge the tasks (job-specification) any mismatch is likely to result in job dissatisfaction that carries dis- functional consequences like how productivity, absenteeism and turnover.
METHODS OF JOB ANALYSIS
The process of analyising a job is essentially one of data collection various approaches can be utilized for this purpose. They are:
(a) Observation Method
(b) Interview
(c) Questionnaire
(d) Check list
(e) Technical conferences
(f) Diary
METHODS OF COLLECTING JOB DATA
OBSERVATION
Here job analyst carefully observes the job holder at work and records what he or she does, how he or she does, and how much time is needed to complete a given task. This method is simple. Data collected is accurate because of direct observation. But this is time consuming method and in applicable in jobs which involve high properties of unobservable mental activities. The analyst needs to be trained to carefully observe and record the competence of the job incumbent and training means additional cost. For better results the method should be used along with other methods of job analysis.
INTERVIEW
In this method the analyst interviews the job holder and his supervisor to elicit information about the job. This method is usually structural one. It is time consuming method. The time problem will be compounded if the interviewer talks with 2 or more employees doing the same job. Further more managerial and professional jobs are more complicated to analyse and require a longer interview. There is also a problem of bias. Bias may cloud the accuracy and objectivity of the data obtained. But face to face contact makes it more meaningful and effective method.
QUESTIONNAIRE.
Job holders fill in the given structural questionnaire, which are then approved by the supervisors. Questionnaires whether standard or prepared one must contain the following data.
(i) Job title of the jobholder.
(ii) Job title of the job holders supervisor
(iii) Job titles and numbers of the staff reporting to the job holder.
(iv) A brief description of the overall role or purpose of the job.
(v) A list of the main tasks or duties that the job holder has to perform as specified these should specify the resources controlled, the equipment used, the contracts made and the frequency with which the tasks are carried out.
In this method information of a large number of jobs can be collected in a relatively short period of time. Further more, all the job holders participate in the method unlike in an interview where one or two workers only would participate.
But the accuracy of the information obtained through the questionnaire leaves much to be desired. Job analysis work requires specialized knowledge and training. An average employee although know what his/her duties are, he/she is not trained to identify the essential aspects of his/her work and often cannot express the information in a meaningful and clear fashion. To depend exclusively upon questionnaire as the source of job information is bound and creates some errors in the programme.
CHECKLIST.
Check list is similar to a questionnaire, but the response sheet contains fewer subjective judgments and tends to be either ‘yes-or-no’ variety. Preparation of a check list is a challenging job. The job holder is asked to check all the listed task in check list that he performs and indicate the amount of time spent on each task as well as the training and experiences required to be proficient in each task. Check list method is useful in large firms that have a large number of people assigned to one particular job. Also this technique is amendable to tabulation and recording on electronic data processing equipment. The technique however is costly and not suitable to small firm.
TECHNICAL CONFERENCE METHOD
In this method, services of supervisors who possess extensive knowledge about a job are used. The analyst initiates discussion which provides details of data collection, this method lacks accuracy as the actual job holders are not involved in collecting information.
DIARY METHOD
This method requires the job holders to record in detail their activities each day. If done accurately, this method is accurate and eliminates errors caused by memory lapse the job holder makes while answering questionnaires and checklist. But it is time consuming as recording has to be done for a number of days. It also engages considerable time of a production worker.
EXAMPLE
Method Applied in Heavy Vehicle Factory for the job analysis is not a single one. But it was observed that the observation and interview methods of collecting data or job information hold the greatest promise of completeness accuracy and better utilisation of time. Heavy Vehicle Factory (HVF) Chennai is premier organization responsible for producing heavy vehicle for defence organization. Job analysis in the firm has its impact on all the functions of HRM. Job analysis has helped the firm enhance the effectiveness of all HR activities.
Job analysis has helped the organization in the following ways:
(i) Laying the foundation for human resources planning.
(ii) Laying the foundation for employee hiring
(iii) Laying the foundation for training and development
(iv) Laying the foundation for performance appraisal
(v) Laying the foundation for salary and wages fixation
(vi) Laying the foundation for safety and health
If the particular job is simple and repetitive, observation is followed by the management. In most cases however interviews coupled with observation constitute the preferred approach.
ROLE OF JOB ANALYSIS
Job analysis is useful for overall management of all personnel activities. Job related data obtained from a job analysis programme are useful in HRP, employee hiring, training, job evaluation compensation etc.
Job analysis also play vital role in performance appraisal, computerized personnel information system and safely and health.
As for HRP the number and type of personnel are determined by the jobs which are to be staffed. The objective of employee hiring is to match the right people with the right jobs, which can be achieved only with adequate job information. For establishing wage and salary differentials job evaluation is done which is based on job description and job specification.
Hazardous conditions and unhealthy environments are identified with the help of job analysis and corrective measures are taken to improve them.
Showing posts with label job analysis. Show all posts
Showing posts with label job analysis. Show all posts
Wednesday, May 18, 2011
Tuesday, May 17, 2011
Discuss the importance of job analysis.
Discuss the importance of job analysis. Describe the methods of job analysis being followed in an organization you are acquainted with. Briefly describe the organization you are referring to.
Importance of Job Analysis
• Place employees in jobs that use their skills effectively
• Determine needs for new and experienced employees
• Plan for future human resource requirements
Analysis of jobs in the organization is a primary task for setting a baseline that enables human resources (HR) professionals to effectively manage job-related activities. Job analysis consists of two components: job description and job. The job description states job related details such as duties and responsibilities, salary and incentives, working conditions and facilities, etc whereas the job specification gives the related details like qualifications and qualities required by job holders, experience and training required, etc.. A job analysis is an efficient way to gather useful information about a job, and its cost-effectiveness makes it affordable for any organization (Adams). The main purpose of conducting job analysis is to prepare job description and job specification which in turn helps to hire the right quality of workforce into the organization. The general purpose of job analysis is to document the requirements of a job and the work performed. Job and task analysis is performed as a basis for later improvements, including: definition of a job domain; describing a job; developing performance appraisals, selection systems, promotion criteria, training needs assessment, and compensation plans. In the fields of Human Resources (HR) and Industrial Psychology, job analysis is often used to gather information for use in personnel selection, training, classification, and/or compensation. The field of vocational rehabilitation uses job analysis to determine the physical requirements of a job to determine whether an individual who has suffered some diminished capacity is capable of performing the job with, or without, some accommodation. Professionals developing certification exams use job analysis (often called something slightly different, such as "task analysis") to determine the elements of the domain which must be sampled in order to create a content valid exam. When a job analysis is conducted for the purpose of valuing the job (i.e., determining the appropriate compensation for incumbents) this is called "job evaluation." Any attempt to apply HR resources and talent to the organizationÆs jobs will be more effective if those jobs are clearly specified in terms of their variables. An effective training program for a particular job cannot be developed unless information about what the job entails is elucidated, for example. Details about the jobÆs content, systems, standards, and demands can be used to choose or develop a training program that specifically meets the needs of the employees analysis helps in analyzing the resources and establishing the strategies to accomplish the business goals and strategic objectives. Effectively developed, employee job descriptions are communication tools that are significant in an organization's success.
The main purpose of conducting job analysis is to prepare job description and job specification which helps to hire right quality of workforce.
Job Analysis can be used in training to identify or develop, training content, and assessment tests to measure effectiveness of training, equipment to be used in delivering the training and methods of training. Job Analysis can be used in compensation to identify or determine: skill levels, compensable job factors, work environment, responsibilities and required level of education. Job Analysis can be used in selection procedures to identify or develop job duties that should be included in advertisements of vacant positions, appropriate salary level for the position to help determine what salary should be offered to a candidate, minimum requirements for screening applicants, interview questions, selection tests/instruments (e.g., written tests; oral tests; job simulations), applicant appraisal forms and orientation materials for new hires. Job Analysis can be used in performance review to identify or develop goals and objectives, performance standards, evaluation criteria, length of probationary periods, and duties to be evaluated
An ideal job analysis should include
Duties and Tasks: The basic unit of a job is the performance of specific tasks and duties. This segment should include frequency, duration, effort, skill, complexity, equipment, standards, etc.
Environment: This segment identifies the working environment of a particular job. This may have a significant impact on the physical requirements to be able to perform a job.
Tools and Equipment: Some duties and tasks are performed using specific equipment and tools. These items need to be specified in a Job Analysis.
Relationships: The hierarchy of the organization must be clearly laid out. The employees should know who is under them and who they have to report to.
Requirements: The knowledge, skills, and abilities required to perform the job should be clearly listed.
There are several ways to conduct a job analysis, including: interviews with incumbents and supervisors, questionnaires (structured, open-ended, or both), observation, critical incident investigations, and gathering background information such as duty statements or classification specifications.
It is important for organizations to hire the right candidates who suit their work environment and requirements otherwise they will end up stagnating. It also important for the job seekers to pick up a job that suits their personality and interest as the first step will play a deciding role in shaping their career and position in life. This can be possible only when job seekers and organizations are able to communicate their requirements to each other. Plastopedia.com, the world’s leading International job portal which offers an interactive medium to job seekers and providers in the domain of plastic industry worldwide.
Importance of Job Analysis
• Place employees in jobs that use their skills effectively
• Determine needs for new and experienced employees
• Plan for future human resource requirements
Analysis of jobs in the organization is a primary task for setting a baseline that enables human resources (HR) professionals to effectively manage job-related activities. Job analysis consists of two components: job description and job. The job description states job related details such as duties and responsibilities, salary and incentives, working conditions and facilities, etc whereas the job specification gives the related details like qualifications and qualities required by job holders, experience and training required, etc.. A job analysis is an efficient way to gather useful information about a job, and its cost-effectiveness makes it affordable for any organization (Adams). The main purpose of conducting job analysis is to prepare job description and job specification which in turn helps to hire the right quality of workforce into the organization. The general purpose of job analysis is to document the requirements of a job and the work performed. Job and task analysis is performed as a basis for later improvements, including: definition of a job domain; describing a job; developing performance appraisals, selection systems, promotion criteria, training needs assessment, and compensation plans. In the fields of Human Resources (HR) and Industrial Psychology, job analysis is often used to gather information for use in personnel selection, training, classification, and/or compensation. The field of vocational rehabilitation uses job analysis to determine the physical requirements of a job to determine whether an individual who has suffered some diminished capacity is capable of performing the job with, or without, some accommodation. Professionals developing certification exams use job analysis (often called something slightly different, such as "task analysis") to determine the elements of the domain which must be sampled in order to create a content valid exam. When a job analysis is conducted for the purpose of valuing the job (i.e., determining the appropriate compensation for incumbents) this is called "job evaluation." Any attempt to apply HR resources and talent to the organizationÆs jobs will be more effective if those jobs are clearly specified in terms of their variables. An effective training program for a particular job cannot be developed unless information about what the job entails is elucidated, for example. Details about the jobÆs content, systems, standards, and demands can be used to choose or develop a training program that specifically meets the needs of the employees analysis helps in analyzing the resources and establishing the strategies to accomplish the business goals and strategic objectives. Effectively developed, employee job descriptions are communication tools that are significant in an organization's success.
The main purpose of conducting job analysis is to prepare job description and job specification which helps to hire right quality of workforce.
Job Analysis can be used in training to identify or develop, training content, and assessment tests to measure effectiveness of training, equipment to be used in delivering the training and methods of training. Job Analysis can be used in compensation to identify or determine: skill levels, compensable job factors, work environment, responsibilities and required level of education. Job Analysis can be used in selection procedures to identify or develop job duties that should be included in advertisements of vacant positions, appropriate salary level for the position to help determine what salary should be offered to a candidate, minimum requirements for screening applicants, interview questions, selection tests/instruments (e.g., written tests; oral tests; job simulations), applicant appraisal forms and orientation materials for new hires. Job Analysis can be used in performance review to identify or develop goals and objectives, performance standards, evaluation criteria, length of probationary periods, and duties to be evaluated
An ideal job analysis should include
Duties and Tasks: The basic unit of a job is the performance of specific tasks and duties. This segment should include frequency, duration, effort, skill, complexity, equipment, standards, etc.
Environment: This segment identifies the working environment of a particular job. This may have a significant impact on the physical requirements to be able to perform a job.
Tools and Equipment: Some duties and tasks are performed using specific equipment and tools. These items need to be specified in a Job Analysis.
Relationships: The hierarchy of the organization must be clearly laid out. The employees should know who is under them and who they have to report to.
Requirements: The knowledge, skills, and abilities required to perform the job should be clearly listed.
There are several ways to conduct a job analysis, including: interviews with incumbents and supervisors, questionnaires (structured, open-ended, or both), observation, critical incident investigations, and gathering background information such as duty statements or classification specifications.
It is important for organizations to hire the right candidates who suit their work environment and requirements otherwise they will end up stagnating. It also important for the job seekers to pick up a job that suits their personality and interest as the first step will play a deciding role in shaping their career and position in life. This can be possible only when job seekers and organizations are able to communicate their requirements to each other. Plastopedia.com, the world’s leading International job portal which offers an interactive medium to job seekers and providers in the domain of plastic industry worldwide.
Explain the importance and the process of job Analysis.
Explain the importance and the process of job Analysis. Describe the methods of job analysis being practiced in an organization you are familiar with. Briefly describe the organization you are referring to.
Answer. Job analysis involves developing a detailed description of the tasks involved in a job, determining the relationship of a given job to the other jobs, and ascertaining the knowledge, skills, and abilities necessary for an employee to successfully perform his job. It is essentially a process of collecting and analyzing data relating to job.
The scope and process of Job Analysis includes the following:
1. Collection and recording job information
2. Checking the job information for accuracy
3. Writing job descriptions based on the information
4. Using the information to determine the skills, abilities and knowledge that are required on the job
5. Updating the information from time to time.
The process of Job analysis is
depicted in the following figure:
Methods of Job Analysis
Interview Methods
Unstructured Interviews: Here the interview is a conversation with no prepared questions or predetermined line of investigation. However, the interviewer should explain:
• the purpose of the study is and
• the particular focus of this interview
The roles and the purposes give structure. The interviewer generally uses a questioning strategy to explore the work the job holder performs. Listening and taking notes are very important. These enable follow up questions to be posed. The questions and responses - with summaries enable the interview to be controlled. The conversation takes on a structure with areas being considered, explored, related to each other and revisited to secure the depth of information required in job analysis.
An unstructured interview involves question and response and may be free flowing but it becomes structured in the sense that the interviewer has a purpose and needs skill to
• establish a relationship
• ask well-structured questions to generate a conversational flow in which the interviewee offers information - factual, opinion, subjective and objective about aspects of the job
• to ensure information received is heard and understood - listening, clarifying and reflective summarising
Structured Interviews: A structured interview may assume a definite format involving:
• charting a job-holder's sequence of activities in performance
• an inventory or questionnaire may be used
A structured interview may be akin to a staff appraisal or job evaluation interview carried out by a manager with a subordinate. The manager is the analyst.
Direct Observation of incumbents performing their jobs enables the trained job analyst to obtain first-hand knowledge and information about the job being analyzed.
The Observation method of Job Analysis is suited for jobs in which the work behaviors are 1) observable involving some degree of movement on the part of the incumbent, or 2) job tasks are short in duration allowing for many observations to be made in a short period of time or a significant part of the job can be observed in a
hort period of time, or 3) jobs in which the job analyst can learn information about the job through observation. Jobs in which the Observation method is successful include:
• Machine Operator/Adjuster
• Construction Worker
• Police Officer/Patrol Officer
• Flight Attendant
• Bus Driver
• Housekeeper/Janitor
• Skilled Crafts Worker
Questionnaire: There are two types of questionnaires: The structured questionnaire uses a standardized list of work activities, called a task inventory, that job incumbents or supervisors may identify as related to the job. In addition, the respondent may also identify additional information such as how much time is spent on the task, the amount of supervision required, and/or the expertise required. The open-ended questionnaire asks the job incumbent to describe the work in his or her own words.
Critical incident technique: The critical incident technique involves observation and recording of examples of particularly effective or ineffective behaviors. Behaviors are judged to be "effective" or "ineffective" in terms of results produced by the behavior.
The following information should be recorded for each "critical incident" of behavior: (1) what led up to the incident and the situation in which it occurred; (2) exactly what the employee did that was particularly effective or ineffective; (3) the perceived consequences or results of the behavior; and (4) a judgment as to the degree of control an employee had over the results his or her behavior produced (to what degree should the employee be held responsible for what resulted?).
The critical incident method differs from direct observation and work methods analysis in that observations of behavior are not recorded as the behavior occurs, but only after the behavior has been judged to be either particularly effective or ineffective in terms of results produced. This means that a person using the critical incident method must describe a behavior in retrospect, or after the fact, rather than as the activity unfolds. Accurate recording of past observations is more difficult than recording the behaviors as they occur.
Work methods analysis: A sophisticated observation method, work methods analysis is used to describe manual and repetitive production jobs, such as factory or assembly-line jobs. These methods are used by industrial engineers to determine standard rates of production which are used to set pay rates. Two types of work methods analysis are time and motion study and micro-motion analysis. In time and motion studies, an industrial engineer observes and records each activity of a worker, using a stopwatch to note the time it takes to perform separate elements of the job. Micro-motion analysis uses a movie camera to record worker activities. Films are analyzed to discover acceptable ways of accomplishing tasks and to set standards relating to how long certain tasks should take. Such data are especially useful for developing training programs and setting pay rates.
Diary: The job incumbent records activities and tasks in a log as they are performed.
Checklist: A worker or supervisor check items on a standardized task inventory that apply to the job. Checklists may be custom-made or purchased from an outside vendor.
Technical Conference: Several experts (often called "subject matter experts") on the job collaborate to provide information about the work performed. A job analyst facilitates the process and prepares the job description based on the consensus of the technical experts.
Example
I am familiar with department of labour. Job analyst uses observation and interview methods to gather information about an employee. Information is organized into 3 categories
• Data
• People
• Things
The categories refer to how data is processed or used by the employee, to whom the employee speaks or interacts with, and what tasks are actually handled, respectively.
Work Functions
Data People Things
0. Synthesizing 0. Mentoring 0. Setting up
Coordinating 1. Negotiating 1. Precision work
Analyzing 2. Instructing 2. Operating
Compiling 3. Supervision 3. Driving
Computing 4. Diverting 4. Manipulating
Copying 5. Persuading 5. Tending
Comparing 6. Speaking 6. Feeding
7. Serving 7. Handling
8. Helping
Each job is coded using an aspect from each column.
Job titles are listed in the Dictionary of Occupational Titles Each job is given a code. Ex. A recruiter might be assigned the code 2, 6, 7 if the job entails analyzing data (2), speaking to people (6), and handling different things (7) See previous table.
Answer. Job analysis involves developing a detailed description of the tasks involved in a job, determining the relationship of a given job to the other jobs, and ascertaining the knowledge, skills, and abilities necessary for an employee to successfully perform his job. It is essentially a process of collecting and analyzing data relating to job.
The scope and process of Job Analysis includes the following:
1. Collection and recording job information
2. Checking the job information for accuracy
3. Writing job descriptions based on the information
4. Using the information to determine the skills, abilities and knowledge that are required on the job
5. Updating the information from time to time.
The process of Job analysis is
depicted in the following figure:
Methods of Job Analysis
Interview Methods
Unstructured Interviews: Here the interview is a conversation with no prepared questions or predetermined line of investigation. However, the interviewer should explain:
• the purpose of the study is and
• the particular focus of this interview
The roles and the purposes give structure. The interviewer generally uses a questioning strategy to explore the work the job holder performs. Listening and taking notes are very important. These enable follow up questions to be posed. The questions and responses - with summaries enable the interview to be controlled. The conversation takes on a structure with areas being considered, explored, related to each other and revisited to secure the depth of information required in job analysis.
An unstructured interview involves question and response and may be free flowing but it becomes structured in the sense that the interviewer has a purpose and needs skill to
• establish a relationship
• ask well-structured questions to generate a conversational flow in which the interviewee offers information - factual, opinion, subjective and objective about aspects of the job
• to ensure information received is heard and understood - listening, clarifying and reflective summarising
Structured Interviews: A structured interview may assume a definite format involving:
• charting a job-holder's sequence of activities in performance
• an inventory or questionnaire may be used
A structured interview may be akin to a staff appraisal or job evaluation interview carried out by a manager with a subordinate. The manager is the analyst.
Direct Observation of incumbents performing their jobs enables the trained job analyst to obtain first-hand knowledge and information about the job being analyzed.
The Observation method of Job Analysis is suited for jobs in which the work behaviors are 1) observable involving some degree of movement on the part of the incumbent, or 2) job tasks are short in duration allowing for many observations to be made in a short period of time or a significant part of the job can be observed in a
hort period of time, or 3) jobs in which the job analyst can learn information about the job through observation. Jobs in which the Observation method is successful include:
• Machine Operator/Adjuster
• Construction Worker
• Police Officer/Patrol Officer
• Flight Attendant
• Bus Driver
• Housekeeper/Janitor
• Skilled Crafts Worker
Questionnaire: There are two types of questionnaires: The structured questionnaire uses a standardized list of work activities, called a task inventory, that job incumbents or supervisors may identify as related to the job. In addition, the respondent may also identify additional information such as how much time is spent on the task, the amount of supervision required, and/or the expertise required. The open-ended questionnaire asks the job incumbent to describe the work in his or her own words.
Critical incident technique: The critical incident technique involves observation and recording of examples of particularly effective or ineffective behaviors. Behaviors are judged to be "effective" or "ineffective" in terms of results produced by the behavior.
The following information should be recorded for each "critical incident" of behavior: (1) what led up to the incident and the situation in which it occurred; (2) exactly what the employee did that was particularly effective or ineffective; (3) the perceived consequences or results of the behavior; and (4) a judgment as to the degree of control an employee had over the results his or her behavior produced (to what degree should the employee be held responsible for what resulted?).
The critical incident method differs from direct observation and work methods analysis in that observations of behavior are not recorded as the behavior occurs, but only after the behavior has been judged to be either particularly effective or ineffective in terms of results produced. This means that a person using the critical incident method must describe a behavior in retrospect, or after the fact, rather than as the activity unfolds. Accurate recording of past observations is more difficult than recording the behaviors as they occur.
Work methods analysis: A sophisticated observation method, work methods analysis is used to describe manual and repetitive production jobs, such as factory or assembly-line jobs. These methods are used by industrial engineers to determine standard rates of production which are used to set pay rates. Two types of work methods analysis are time and motion study and micro-motion analysis. In time and motion studies, an industrial engineer observes and records each activity of a worker, using a stopwatch to note the time it takes to perform separate elements of the job. Micro-motion analysis uses a movie camera to record worker activities. Films are analyzed to discover acceptable ways of accomplishing tasks and to set standards relating to how long certain tasks should take. Such data are especially useful for developing training programs and setting pay rates.
Diary: The job incumbent records activities and tasks in a log as they are performed.
Checklist: A worker or supervisor check items on a standardized task inventory that apply to the job. Checklists may be custom-made or purchased from an outside vendor.
Technical Conference: Several experts (often called "subject matter experts") on the job collaborate to provide information about the work performed. A job analyst facilitates the process and prepares the job description based on the consensus of the technical experts.
Example
I am familiar with department of labour. Job analyst uses observation and interview methods to gather information about an employee. Information is organized into 3 categories
• Data
• People
• Things
The categories refer to how data is processed or used by the employee, to whom the employee speaks or interacts with, and what tasks are actually handled, respectively.
Work Functions
Data People Things
0. Synthesizing 0. Mentoring 0. Setting up
Coordinating 1. Negotiating 1. Precision work
Analyzing 2. Instructing 2. Operating
Compiling 3. Supervision 3. Driving
Computing 4. Diverting 4. Manipulating
Copying 5. Persuading 5. Tending
Comparing 6. Speaking 6. Feeding
7. Serving 7. Handling
8. Helping
Each job is coded using an aspect from each column.
Job titles are listed in the Dictionary of Occupational Titles Each job is given a code. Ex. A recruiter might be assigned the code 2, 6, 7 if the job entails analyzing data (2), speaking to people (6), and handling different things (7) See previous table.
Sunday, May 15, 2011
What is Job analysis?
What is Job analysis? Explain the competency approach to Job analysis and the methods involved in it. Discuss this with reference to an organisation where is this approach is followed. Briefly describe the organisation you are referring to.
Answer. Job analysis involves developing a detailed description of the tasks involved in a job, determining the relationship of a given job to the other jobs, and ascertaining the knowledge, skills, and abilities necessary for an employee to successfully perform his job. It is essentially a process of collecting and analyzing data relating to job.
The scope and process of Job Analysis includes the following:
1. Collection and recording job information
2. Checking the job information for accuracy
3. Writing job descriptions based on the information
4. Using the information to determine the skills, abilities and knowledge that are required on the job
5. Updating the information from time to time.
The process of Job analysis is depicted in the following figure:
Of late, what is coming to the forefront for many employer organizations is the increased use of competencies as an outgrowth of job analysis. Job and work analysis, once considered the backbone of recruiting and selecting employees, describe the job and then locate people for that job. Where traditional job analysis will focus on the evaluation of job tasks, duties, and particular responsibilities of a particular job, this focus is upon the workers and their relationship to their productivity or outputs. As such, two or more workers may share the same or similar abilities based on their skills and related knowledge. They may differ on what they are able to produce as a result of their abilities.
Competencies refer to individuals, how they differ, and how some may be more productive or successful with a particular employer than others with the same or similar job. Workplace competencies give the employer an added bonus in that they tend to tie the worker with the goals of the organization more efficiently than a restatement of skills and abilities. Competencies are a human capital initiative and are defined within a behavioral context. An individual's ability, or competency, may indeed come from a variety of directions, not the least of which is prior work experiences or educational accomplishments. Competencies relate to how the worker can perform the job successfully regardless of where the ability was gained or acquired.
Methods of performing Job Analysis
To determine what competencies are applicable to specific jobs, it is necessary to carry out some form of job analysis. The methods currently in use include:
• diaries: self-reporting of tasks over a specific time period (simple and non-disruptive, but selective reporting may not accurately reflect what is happening).
• interviews: employees are asked how they spend their time (recollection may be inaccurate and not reflect the true situation or interviewees may genuinely not be aware of the significance of what they have done).
• observation: an observer shadows someone over a specified period and notes their activities (time-consuming and the person being watched may act differently, but the observer actually sees what is happening, not just what they have been told would happen).
• critical incident technique: self-reporting of specific incidents where particular decisions were taken (this is supposed to isolate the essence of a particular behaviour but because it is self-selecting it may not truly reflect the competencies required in a particular role).
• repertory grid: employees report on their perception of colleagues by awarding them marks over a range of behaviours and skills (this has the advantage of being self-generating but it produces a large amount of data which requires skilful analysis).
• checklists and inventories: several types of questionnaire have been developed, many available as software programs (which aids analysis), asking about specific aspects of different jobs - these include PAQ (Position Analysis Questionnaire), JCI (Job Components Inventory) and WPS (Work Profiling System).
How work was described - before and after competencies
Before Competencies After Competencies
Analysis of Work
Called: "Job Analysis" "Competency Modeling"
Worker
Characteristics
Called: "Knowledge, Skills, Abilities and Other Characteristics"
( KSAO's) "Competencies"
Methods: Questionnaires/Interviews Questionnaires/Interviews
Carried out by: Industrial/Organizational
Psychologists Everyone
Assessment Tools
Called: Tests, Interviews
(BBI, Situational, etc.)
Reference Checks, etc, "Competency-Based
Assessment Techniques"
Differences Between Job Analysis & Competency Modeling
Job Analysis Competency Modeling
Rigor - use of multiple
input content Medium/High Low
Rigor- Reliability Medium/High Low
Rigor- Methods Medium/High Low/Medium
Rigor-Links to
business goals Low/Medium High
Focus on technical
skills High Low/Medium
Focus on core comps.
values & personality Low/Medium Medium/High
Developing a competency framework
Competency frameworks can be developed in a number of ways. It is possible to draw on the competency lists produced in support of occupational standards and the framework of National and Scottish Vocational Qualifications. Many organizations develop their competency frameworks through an internal research programme, sometimes aided by advisers from an external consultancy. Methods of developing a framework range from importing an existing off-the-shelf package through to developing the entire thing from scratch. The best solution usually lies between these two extremes, namely internally generating a framework that builds in business relevance, but do this by adapting existing models that have already been widely used and have proved successful.
The design programme is usually led by personnel or training specialists who together with a small project team of line managers, conduct research among employers and managers. Research among employees, managers and directors focuses on gaining their input and knowledge to produce definitions of performance and the names of competency headings. The specific techniques and methods used to gain this feedback vary, but include interviews, repertory grid, critical incident technique, behaviour event interviews, group roundtable meetings and focus groups. The main aim of all these techniques is to participant's views on important competencies for the organization and the ways that these should be defined.
It is important that the competency framework is a good fit with the rest of the organization’s HR practices and reflects its mission statement and values. Experience has shown that employee involvement is the single most important factor in the introduction of competency frameworks.
Types of framework
There are several models of competency framework, and deciding which one will be most suitable for your organization will depend on the profile of staff jobs, size of the organization and who the framework is aimed at.
Some organizations opt for one framework for all employees across the organization, which is often known as a 'core framework'. This has the advantage of being simple and easy to communicate, but has several drawbacks in terms of how relevant it ends up being to different types of employees. As a core framework tends to be very general, some organizations have problems getting employees to accept it as something that is relevant to them. Because of this, core frameworks must be carefully prepared and designed so as to be accessible and relevant to all levels of worker.
Some organizations prefer instead to produce a core framework, but then supplement it with role specific competencies to acknowledge the special responsibilities and needs of managers and other important groups. Examples of role specific competencies are people management, financial decision making and project management. This approach offers a relatively simple way of improving the acceptability of a core framework to a diverse workforce.
Another option to consider is a 'menu' style approach. This involves producing a framework, from which employees with their manager selected a few competencies, which are seen as relevant to the role an individual performs. This approach enables an organization to provide a much broader range of behavioural competencies which apply to many different types of employee, thus improving the likelihood that the competencies are seen as realistic and relevant.
The final option is to create different framework for different groups within the organization in order to take account of diverse needs. Identifying suitable groups should be done to reflect each organization’s situation and priorities, but they are often based on either major functions (e.g., HR, IT, sales) or on responsibilities (e.g., managers, senior managers). These types of frameworks can be more relevant and can be more easily customized or revised to take account of changing priorities and needs. However, there are disadvantages. It can be difficult to control the development and maintenance of numerous separate sets of competencies, in terms of ensuring consistency and fairness. But also, in terms of ensuring they are linked to the organization’s objectives and values.
I am familiar with Zenith computers. Zenith Computers has its headquarts in Mumbai, India. It is 25 years old with a turnover of Rs. 3 Billion. Zenith Computers has 1000 employees spread all over India in its 15 offices and manufacturing plant in Goa.Zenith's 40,000 sq ft, ISO 9001 + 14001 state-of-the-art manufacturing plant in Goa is one of the most comprehensive in the PC industry. Zenith has 800 Authorized Dealers and 350 Exclusive Retail Showrooms called "Zenith PC World" across India. Zenith is the 2nd largest Indian PC Manufacturer after HCL Infosystems. Zenith Computers has shown a higher market share than Wipro, Dell, and Acer. The market share of Zenith is shown to be at par with IBM/Lenovo, just after HP.
Zenith computers believe that traditional job analysis approaches need to be supplemented by additional methodologies that help us to look forward rather than concentrate on the present.
In our company any job analysis incorporates the perspective of the senior management team so that the company’s long-term strategy can be incorporated into the competency framework. If this is done effectively, individuals can be recruited and developed to reflect the kind of managers and leaders that the company will need in the future. Without this, a company could simply be recruiting people with similar competencies, year after year, with no acknowledgement that the company has moved on.
Competencies are designed to identify what is good job performance today, and what will be good job performance in the future. Start-State Competencies tell us what behaviours are necessary for an individual to possess right at the beginning of their tenure. However, as an individual grows within the job these Start-State competencies become less important. End-State competencies are the competencies that an individual should have developed over a period of time. If a manager has successfully developed his/her skills, you should not keep comparing him/her to the same old benchmark.
A Competency Tree
These competencies are designed to reflect differences in level. A management group may have a number of levels of seniority whereby each level needs the same competencies, but the way that these competencies are demonstrated may be different.
A Competency Tree outlines the competencies common to all levels of seniority, yet the behaviours associated with these competencies are different for each level and are also described in full. This approach to competency design is particularly useful for giving employees an illustration of the sorts of characteristics expected of them as they progress within the organization.
A thorough and considered job analysis is at the heart of all good competency frameworks. Zenith’s approach mixes traditional job analysis techniques, such as Repertory Grid and Critical Incidence analysis, with other structured interview techniques and tools, such as the Position Analysis Questionnaire. The time devoted to job analysis, and the number of job incumbents, superiors and peers interviewed varies with the job under consideration. Zenith computers aims to conduct these interviews in alignment with best practice, mixing diplomacy, discretion and professionalism with a high degree of scientific rigour.
Answer. Job analysis involves developing a detailed description of the tasks involved in a job, determining the relationship of a given job to the other jobs, and ascertaining the knowledge, skills, and abilities necessary for an employee to successfully perform his job. It is essentially a process of collecting and analyzing data relating to job.
The scope and process of Job Analysis includes the following:
1. Collection and recording job information
2. Checking the job information for accuracy
3. Writing job descriptions based on the information
4. Using the information to determine the skills, abilities and knowledge that are required on the job
5. Updating the information from time to time.
The process of Job analysis is depicted in the following figure:
Of late, what is coming to the forefront for many employer organizations is the increased use of competencies as an outgrowth of job analysis. Job and work analysis, once considered the backbone of recruiting and selecting employees, describe the job and then locate people for that job. Where traditional job analysis will focus on the evaluation of job tasks, duties, and particular responsibilities of a particular job, this focus is upon the workers and their relationship to their productivity or outputs. As such, two or more workers may share the same or similar abilities based on their skills and related knowledge. They may differ on what they are able to produce as a result of their abilities.
Competencies refer to individuals, how they differ, and how some may be more productive or successful with a particular employer than others with the same or similar job. Workplace competencies give the employer an added bonus in that they tend to tie the worker with the goals of the organization more efficiently than a restatement of skills and abilities. Competencies are a human capital initiative and are defined within a behavioral context. An individual's ability, or competency, may indeed come from a variety of directions, not the least of which is prior work experiences or educational accomplishments. Competencies relate to how the worker can perform the job successfully regardless of where the ability was gained or acquired.
Methods of performing Job Analysis
To determine what competencies are applicable to specific jobs, it is necessary to carry out some form of job analysis. The methods currently in use include:
• diaries: self-reporting of tasks over a specific time period (simple and non-disruptive, but selective reporting may not accurately reflect what is happening).
• interviews: employees are asked how they spend their time (recollection may be inaccurate and not reflect the true situation or interviewees may genuinely not be aware of the significance of what they have done).
• observation: an observer shadows someone over a specified period and notes their activities (time-consuming and the person being watched may act differently, but the observer actually sees what is happening, not just what they have been told would happen).
• critical incident technique: self-reporting of specific incidents where particular decisions were taken (this is supposed to isolate the essence of a particular behaviour but because it is self-selecting it may not truly reflect the competencies required in a particular role).
• repertory grid: employees report on their perception of colleagues by awarding them marks over a range of behaviours and skills (this has the advantage of being self-generating but it produces a large amount of data which requires skilful analysis).
• checklists and inventories: several types of questionnaire have been developed, many available as software programs (which aids analysis), asking about specific aspects of different jobs - these include PAQ (Position Analysis Questionnaire), JCI (Job Components Inventory) and WPS (Work Profiling System).
How work was described - before and after competencies
Before Competencies After Competencies
Analysis of Work
Called: "Job Analysis" "Competency Modeling"
Worker
Characteristics
Called: "Knowledge, Skills, Abilities and Other Characteristics"
( KSAO's) "Competencies"
Methods: Questionnaires/Interviews Questionnaires/Interviews
Carried out by: Industrial/Organizational
Psychologists Everyone
Assessment Tools
Called: Tests, Interviews
(BBI, Situational, etc.)
Reference Checks, etc, "Competency-Based
Assessment Techniques"
Differences Between Job Analysis & Competency Modeling
Job Analysis Competency Modeling
Rigor - use of multiple
input content Medium/High Low
Rigor- Reliability Medium/High Low
Rigor- Methods Medium/High Low/Medium
Rigor-Links to
business goals Low/Medium High
Focus on technical
skills High Low/Medium
Focus on core comps.
values & personality Low/Medium Medium/High
Developing a competency framework
Competency frameworks can be developed in a number of ways. It is possible to draw on the competency lists produced in support of occupational standards and the framework of National and Scottish Vocational Qualifications. Many organizations develop their competency frameworks through an internal research programme, sometimes aided by advisers from an external consultancy. Methods of developing a framework range from importing an existing off-the-shelf package through to developing the entire thing from scratch. The best solution usually lies between these two extremes, namely internally generating a framework that builds in business relevance, but do this by adapting existing models that have already been widely used and have proved successful.
The design programme is usually led by personnel or training specialists who together with a small project team of line managers, conduct research among employers and managers. Research among employees, managers and directors focuses on gaining their input and knowledge to produce definitions of performance and the names of competency headings. The specific techniques and methods used to gain this feedback vary, but include interviews, repertory grid, critical incident technique, behaviour event interviews, group roundtable meetings and focus groups. The main aim of all these techniques is to participant's views on important competencies for the organization and the ways that these should be defined.
It is important that the competency framework is a good fit with the rest of the organization’s HR practices and reflects its mission statement and values. Experience has shown that employee involvement is the single most important factor in the introduction of competency frameworks.
Types of framework
There are several models of competency framework, and deciding which one will be most suitable for your organization will depend on the profile of staff jobs, size of the organization and who the framework is aimed at.
Some organizations opt for one framework for all employees across the organization, which is often known as a 'core framework'. This has the advantage of being simple and easy to communicate, but has several drawbacks in terms of how relevant it ends up being to different types of employees. As a core framework tends to be very general, some organizations have problems getting employees to accept it as something that is relevant to them. Because of this, core frameworks must be carefully prepared and designed so as to be accessible and relevant to all levels of worker.
Some organizations prefer instead to produce a core framework, but then supplement it with role specific competencies to acknowledge the special responsibilities and needs of managers and other important groups. Examples of role specific competencies are people management, financial decision making and project management. This approach offers a relatively simple way of improving the acceptability of a core framework to a diverse workforce.
Another option to consider is a 'menu' style approach. This involves producing a framework, from which employees with their manager selected a few competencies, which are seen as relevant to the role an individual performs. This approach enables an organization to provide a much broader range of behavioural competencies which apply to many different types of employee, thus improving the likelihood that the competencies are seen as realistic and relevant.
The final option is to create different framework for different groups within the organization in order to take account of diverse needs. Identifying suitable groups should be done to reflect each organization’s situation and priorities, but they are often based on either major functions (e.g., HR, IT, sales) or on responsibilities (e.g., managers, senior managers). These types of frameworks can be more relevant and can be more easily customized or revised to take account of changing priorities and needs. However, there are disadvantages. It can be difficult to control the development and maintenance of numerous separate sets of competencies, in terms of ensuring consistency and fairness. But also, in terms of ensuring they are linked to the organization’s objectives and values.
I am familiar with Zenith computers. Zenith Computers has its headquarts in Mumbai, India. It is 25 years old with a turnover of Rs. 3 Billion. Zenith Computers has 1000 employees spread all over India in its 15 offices and manufacturing plant in Goa.Zenith's 40,000 sq ft, ISO 9001 + 14001 state-of-the-art manufacturing plant in Goa is one of the most comprehensive in the PC industry. Zenith has 800 Authorized Dealers and 350 Exclusive Retail Showrooms called "Zenith PC World" across India. Zenith is the 2nd largest Indian PC Manufacturer after HCL Infosystems. Zenith Computers has shown a higher market share than Wipro, Dell, and Acer. The market share of Zenith is shown to be at par with IBM/Lenovo, just after HP.
Zenith computers believe that traditional job analysis approaches need to be supplemented by additional methodologies that help us to look forward rather than concentrate on the present.
In our company any job analysis incorporates the perspective of the senior management team so that the company’s long-term strategy can be incorporated into the competency framework. If this is done effectively, individuals can be recruited and developed to reflect the kind of managers and leaders that the company will need in the future. Without this, a company could simply be recruiting people with similar competencies, year after year, with no acknowledgement that the company has moved on.
Competencies are designed to identify what is good job performance today, and what will be good job performance in the future. Start-State Competencies tell us what behaviours are necessary for an individual to possess right at the beginning of their tenure. However, as an individual grows within the job these Start-State competencies become less important. End-State competencies are the competencies that an individual should have developed over a period of time. If a manager has successfully developed his/her skills, you should not keep comparing him/her to the same old benchmark.
A Competency Tree
These competencies are designed to reflect differences in level. A management group may have a number of levels of seniority whereby each level needs the same competencies, but the way that these competencies are demonstrated may be different.
A Competency Tree outlines the competencies common to all levels of seniority, yet the behaviours associated with these competencies are different for each level and are also described in full. This approach to competency design is particularly useful for giving employees an illustration of the sorts of characteristics expected of them as they progress within the organization.
A thorough and considered job analysis is at the heart of all good competency frameworks. Zenith’s approach mixes traditional job analysis techniques, such as Repertory Grid and Critical Incidence analysis, with other structured interview techniques and tools, such as the Position Analysis Questionnaire. The time devoted to job analysis, and the number of job incumbents, superiors and peers interviewed varies with the job under consideration. Zenith computers aims to conduct these interviews in alignment with best practice, mixing diplomacy, discretion and professionalism with a high degree of scientific rigour.
Define and identify the process of job analysis.
Define and identify the process of job analysis. Consider
yourself as a job analyst and describe how you would perform the
process of job analysis, with reference to your organisation or an
organisation you are familiar with.
You are as a Job Analyst
As a job analyst, you are going to study the jobs, which are found
within organisations. Hence, you should have a good capture of the
nature and functions of modern organisations. You should be able to
study the interaction among cultural," technological , and behavioral
variables that shape jobs and their outcomes within organisational
situations. Usually, you would be required to do this at a very short
notice.
As an analyst, you would need to relate to persons at all levels, from
the assembly line operator to the senior professionals. In order to be
able to gather data and interpret them systematically, you should
have the knowledge of the existing data collection methods and
statistical tools.
Collection of Information
A various methods are available to you for meeting job information.
This method was historically linked to the concept of job analysis
was observation
Supplemented but the interview. In recent years, questionnaires,
diaries, self-reports by employees and check-lists have been
experimented with different degrees of success.
THE PROCESS OF JOB ANALYSIS
Scope of Job Analysis
It is important to decide the scope of job analysis in your own
organisation.
The first aspect of this task is to decide as to which jobs are to be
included in the analysis. Given the standpoint we have taken here,
all jobs should be added and regularly examined. At the manual or
unskilled worker's level, the job analysis consists of a simple
description of actions taken in order to complete the job analysis.
But, as one moves up in the hierarchy of the organisation, and as the
complexity of the job increases, you job cases to be self-explanatory.
For example, his place in the organisation and the implications of
his wqrk and its effects on Gthers, both alongside, above and below
his work and its effects on others, both alongside, above and below
his are not self-evident. All the requires to be clearly put down. At a
managerial or higher level, the issues become more complex and
hence the need for job analysis is definitely greater.
A second and perhaps more complex aspect of this task is to decide
the types of information to be gathered by you as a job analyst. As
very past practiced, job analysis has focused on the formal, the
rational and the prescribed behaviors and outcomes. Your own
experience as a manager would corroborate the fact that work gets
done through a dynamic process of interaction between formal and
informal behaviors, customs, norms and practices. Moreover, the
actual results obtained may not always conform to official plans and
expectations.
i) Observation
By observing the actual working situation, you should describe the
routines, procedures or approaches used by the jobholder, proofing of
the input, processing and the output involving relationships with
other individuals or departments will reveal overlaps and gray areas. To collect data by the method of observation, you will need to develop a special kind of ability to identify paths of activity and the purposes for which they have been provided.
Using the method of observation, you should take the help of a check-list which should contain the following items- job title, number of people involved, the input of work, its source and its form, the process for relating between routine and occasional tasks, points of decisions and considerations available, responsibility for and to others, lines of communication and reasons for using them, equipment and facilities available and their utilization, the output of work, its form, destination and standards.
Observation has discovered, are a very time consuming method, and perhaps that is its greatest handicap, ii) Interviewing To know the full effort of a job you, as a job analyst, will find it
necessary to interview job holders, and to check the findings with their superiors. Through the interview you should aim to obtain all
the relevant facts about the job.
You should take special care to cover the following areas-
* The title of the job holder
* The title of the jobholder's superior
* The job titles and numbers of staff reporting to the jobholder (This information can best be recorded by means of an
organisation chart.)
* A brief description of the overall role or purpose of a job
The main tasks or duties that the jobholder has to carry out. It
should be a short description of the responsibilities under broas
heading. In the long run, accountability which is the main factor in
an analysis stems from the broad field If responsibility.
To achieve tibe maximum, the following guidelines will help you as a
job analyst
* Work out *a logical sequence of questions which will help the
interviewer to arrange his thoughts about the job.
* Pin people down on what they actually do. Answers to questions
are often vague and information is given by means of untypical
instances.
* Ensure that the jobholder is not allowed to get away with vauge
or inflated descriptions of his work. He will know that the interview
is a part of the job evaluation exercise.
* Sort out the actual facts and information form the irrelevant
data.
* Obtain a clear statement form the jobholder about his authority
to make decisions and the amount of guidance he receives form his
superior.
* Avoiding leading questions which make the expected answer
obvious.
* Allow the job holder ample opportunity to talk by creating an
atmosphere of trust and confidence.
iii) Questionnaire
This method is desirable especially in two situations.
First, where several people are doing the same type of job and to
interview them all may be impracticable, but it may be necessary to
seek different interpretations or confirmations which can be
accomplished by asking different people the same question in
writing. Second, it may be desirable to explore special aspects of a
task more carefully with enough time to think or then respond in
writing.
Sources of Information
Various sources are available to call out the correct and complete
information on jobs.
i) Director or Departmental Head
He will be more concerned with the total situation than the elements
in it. A picture of the total situation is, however, very desirable and
you should have this in mind when framing your questions and your
approach to the detailed investigation. In situations for example,
where delegation is either misunderstood or rejected, opportunities
to introduce and discuss it can be developed.
The departmental head concerned may find it necessary to analyse
his own job before he can discuss the total situation. In the process
some surprising information may be revealed.
Nevertheless, situations which are thought to be organiseed and
controlled will soon be exposed if they are not, and the unintentional
by-product of the exercise will be worthwhile.
ii) The Supervisor
The supervisor who is also a member of the management team is
closer to the mechanics of jobs and systems than the line manager. It
is reasonable to expect him to know what the people in his section
are doing. To involve the supervisor in seeking information about
jobs will be a real help to both himself and you as an analyst in
precisely understanding what is being done and how it is being done.
iii) The Job-Holder
The person doing the job is the most important source of information
about the job. However, it will be extremely important for you to
establish understanding and appreciation of the reasons for
undertaking the exercise of job analysis.
The amount of information to be gained form a cooperative employee
is tremendous and he will often reveal things that were never
previously known, problem areas that never rise to the surface and human relationships that cannot be allowed to develop or continue
to exist. Very often you may be surprised to find how little
! resemblance there is between the job as it is being done and how
they think it is being done, iv) The Leaving Interview
This is a much-neglected source of information. It is a situation full of promise as a fact revealer and should be treated as an opportunity not to be missed. If handled properly, you can learn a great deal form a person leaving the job. His views about what a job is, what is going on, what are the personal relationships, what is the workers' view of the management and what sort of improvement would be useful to improve and clarify jobs would be very useful to you.
yourself as a job analyst and describe how you would perform the
process of job analysis, with reference to your organisation or an
organisation you are familiar with.
You are as a Job Analyst
As a job analyst, you are going to study the jobs, which are found
within organisations. Hence, you should have a good capture of the
nature and functions of modern organisations. You should be able to
study the interaction among cultural," technological , and behavioral
variables that shape jobs and their outcomes within organisational
situations. Usually, you would be required to do this at a very short
notice.
As an analyst, you would need to relate to persons at all levels, from
the assembly line operator to the senior professionals. In order to be
able to gather data and interpret them systematically, you should
have the knowledge of the existing data collection methods and
statistical tools.
Collection of Information
A various methods are available to you for meeting job information.
This method was historically linked to the concept of job analysis
was observation
Supplemented but the interview. In recent years, questionnaires,
diaries, self-reports by employees and check-lists have been
experimented with different degrees of success.
THE PROCESS OF JOB ANALYSIS
Scope of Job Analysis
It is important to decide the scope of job analysis in your own
organisation.
The first aspect of this task is to decide as to which jobs are to be
included in the analysis. Given the standpoint we have taken here,
all jobs should be added and regularly examined. At the manual or
unskilled worker's level, the job analysis consists of a simple
description of actions taken in order to complete the job analysis.
But, as one moves up in the hierarchy of the organisation, and as the
complexity of the job increases, you job cases to be self-explanatory.
For example, his place in the organisation and the implications of
his wqrk and its effects on Gthers, both alongside, above and below
his work and its effects on others, both alongside, above and below
his are not self-evident. All the requires to be clearly put down. At a
managerial or higher level, the issues become more complex and
hence the need for job analysis is definitely greater.
A second and perhaps more complex aspect of this task is to decide
the types of information to be gathered by you as a job analyst. As
very past practiced, job analysis has focused on the formal, the
rational and the prescribed behaviors and outcomes. Your own
experience as a manager would corroborate the fact that work gets
done through a dynamic process of interaction between formal and
informal behaviors, customs, norms and practices. Moreover, the
actual results obtained may not always conform to official plans and
expectations.
i) Observation
By observing the actual working situation, you should describe the
routines, procedures or approaches used by the jobholder, proofing of
the input, processing and the output involving relationships with
other individuals or departments will reveal overlaps and gray areas. To collect data by the method of observation, you will need to develop a special kind of ability to identify paths of activity and the purposes for which they have been provided.
Using the method of observation, you should take the help of a check-list which should contain the following items- job title, number of people involved, the input of work, its source and its form, the process for relating between routine and occasional tasks, points of decisions and considerations available, responsibility for and to others, lines of communication and reasons for using them, equipment and facilities available and their utilization, the output of work, its form, destination and standards.
Observation has discovered, are a very time consuming method, and perhaps that is its greatest handicap, ii) Interviewing To know the full effort of a job you, as a job analyst, will find it
necessary to interview job holders, and to check the findings with their superiors. Through the interview you should aim to obtain all
the relevant facts about the job.
You should take special care to cover the following areas-
* The title of the job holder
* The title of the jobholder's superior
* The job titles and numbers of staff reporting to the jobholder (This information can best be recorded by means of an
organisation chart.)
* A brief description of the overall role or purpose of a job
The main tasks or duties that the jobholder has to carry out. It
should be a short description of the responsibilities under broas
heading. In the long run, accountability which is the main factor in
an analysis stems from the broad field If responsibility.
To achieve tibe maximum, the following guidelines will help you as a
job analyst
* Work out *a logical sequence of questions which will help the
interviewer to arrange his thoughts about the job.
* Pin people down on what they actually do. Answers to questions
are often vague and information is given by means of untypical
instances.
* Ensure that the jobholder is not allowed to get away with vauge
or inflated descriptions of his work. He will know that the interview
is a part of the job evaluation exercise.
* Sort out the actual facts and information form the irrelevant
data.
* Obtain a clear statement form the jobholder about his authority
to make decisions and the amount of guidance he receives form his
superior.
* Avoiding leading questions which make the expected answer
obvious.
* Allow the job holder ample opportunity to talk by creating an
atmosphere of trust and confidence.
iii) Questionnaire
This method is desirable especially in two situations.
First, where several people are doing the same type of job and to
interview them all may be impracticable, but it may be necessary to
seek different interpretations or confirmations which can be
accomplished by asking different people the same question in
writing. Second, it may be desirable to explore special aspects of a
task more carefully with enough time to think or then respond in
writing.
Sources of Information
Various sources are available to call out the correct and complete
information on jobs.
i) Director or Departmental Head
He will be more concerned with the total situation than the elements
in it. A picture of the total situation is, however, very desirable and
you should have this in mind when framing your questions and your
approach to the detailed investigation. In situations for example,
where delegation is either misunderstood or rejected, opportunities
to introduce and discuss it can be developed.
The departmental head concerned may find it necessary to analyse
his own job before he can discuss the total situation. In the process
some surprising information may be revealed.
Nevertheless, situations which are thought to be organiseed and
controlled will soon be exposed if they are not, and the unintentional
by-product of the exercise will be worthwhile.
ii) The Supervisor
The supervisor who is also a member of the management team is
closer to the mechanics of jobs and systems than the line manager. It
is reasonable to expect him to know what the people in his section
are doing. To involve the supervisor in seeking information about
jobs will be a real help to both himself and you as an analyst in
precisely understanding what is being done and how it is being done.
iii) The Job-Holder
The person doing the job is the most important source of information
about the job. However, it will be extremely important for you to
establish understanding and appreciation of the reasons for
undertaking the exercise of job analysis.
The amount of information to be gained form a cooperative employee
is tremendous and he will often reveal things that were never
previously known, problem areas that never rise to the surface and human relationships that cannot be allowed to develop or continue
to exist. Very often you may be surprised to find how little
! resemblance there is between the job as it is being done and how
they think it is being done, iv) The Leaving Interview
This is a much-neglected source of information. It is a situation full of promise as a fact revealer and should be treated as an opportunity not to be missed. If handled properly, you can learn a great deal form a person leaving the job. His views about what a job is, what is going on, what are the personal relationships, what is the workers' view of the management and what sort of improvement would be useful to improve and clarify jobs would be very useful to you.
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