Lecture 5 - Job Analysis | Human Resource Management - Business Basics PDF Download

 Page 1


 
Institute of Lifelong Learning, University of Delhi 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
Paper: Human Resource Management 
Lesson: Job Analysis 
Author: Ms. Komal Singhal, Assistant Professor In 
Commerce, Kalindi College And  
Ms. Krishna Singhal, 
 Assistant Professor In Commerce, Bharati College 
Reviewer: Prof. Anand Prakash 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
Page 2


 
Institute of Lifelong Learning, University of Delhi 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
Paper: Human Resource Management 
Lesson: Job Analysis 
Author: Ms. Komal Singhal, Assistant Professor In 
Commerce, Kalindi College And  
Ms. Krishna Singhal, 
 Assistant Professor In Commerce, Bharati College 
Reviewer: Prof. Anand Prakash 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
Institute of Lifelong Learning, University of Delhi 
 Table of Contents 
 Chapter: Job Analysis 
1: Learning Outcomes 
2: Introduction 
3: Concept of Job Analysis 
4: Uses of Job Analysis 
5: Methods of Data Collection 
6: Process of Job Analysis 
7: Job Description 
7.1: Contents of Job Description 
7.2: Guidelines for Preparing Job Descriptions 
8: Job Specification 
Summary  
Exercises 
Glossary 
References 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
Page 3


 
Institute of Lifelong Learning, University of Delhi 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
Paper: Human Resource Management 
Lesson: Job Analysis 
Author: Ms. Komal Singhal, Assistant Professor In 
Commerce, Kalindi College And  
Ms. Krishna Singhal, 
 Assistant Professor In Commerce, Bharati College 
Reviewer: Prof. Anand Prakash 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
Institute of Lifelong Learning, University of Delhi 
 Table of Contents 
 Chapter: Job Analysis 
1: Learning Outcomes 
2: Introduction 
3: Concept of Job Analysis 
4: Uses of Job Analysis 
5: Methods of Data Collection 
6: Process of Job Analysis 
7: Job Description 
7.1: Contents of Job Description 
7.2: Guidelines for Preparing Job Descriptions 
8: Job Specification 
Summary  
Exercises 
Glossary 
References 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
Institute of Lifelong Learning, University of Delhi 
1. Learning Outcomes 
 
After you have read this chapter, you should be able to: 
? define the concept of job analysis, 
? identify the uses of job analysis information, 
? identify the methods of collecting the data, 
? understand the process of job analysis, 
? explain the concepts of job description and job specification. 
 
 
 
2. Introduction: 
 
The concept of manpower planning or human resource planning is faced with the 
problem of determination of the requirement of human resources or manpower. The 
requirement of human resource, for the organization, is determined as a whole, both in 
terms of quantity as well as quality. Under the quantitative aspects, the determination of 
the total amount of work to be done in a particular period of time and the total number 
of people required to perform that work is considered; while under the qualitative aspect 
of human resource requirement, the type of manpower, required to perform a particular 
job, is considered. Job analysis is the process by which the qualitative aspect of the 
human resource requirement is considered. 
 
 
3. Concept of Job Analysis 
 
Job analysis is a formal and systematic way to collect and analyze information, about the 
contents and manpower requirements of a job. It collects and analyzes information what 
people do in their jobs, in terms of activities and functions, and the characteristics of the 
workers (skills, knowledge, ability, adaptabilities etc.), required to accomplish the tasks 
involved. In the process of job analysis, judgments are made about the data collected on 
a job. It is a part of overall work planning which is known as work design. In order to 
perform job analysis, it is very essential that the job has already been designed and 
someone is in performance of it. Thus, only on ongoing jobs, it is possible to perform job 
analysis. Job analysis data may be collected from current worker, former worker, 
supervisor, injured worker and the employer, through interviews and questionnaires. The 
result of job analysis provides information about job i.e. job description (a list of what 
the job comprises of), job specification (what kind of people are required for the job), 
not about the people. Since the tendency of the job is to change according to the 
circumstances or according to the change in environment, a particular job analysis is not 
long lasting i.e. job analysis may become obsolete within a short period of time. 
 
 
 
. 
 
 
Figure 1: Job Analysis 
 
Page 4


 
Institute of Lifelong Learning, University of Delhi 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
Paper: Human Resource Management 
Lesson: Job Analysis 
Author: Ms. Komal Singhal, Assistant Professor In 
Commerce, Kalindi College And  
Ms. Krishna Singhal, 
 Assistant Professor In Commerce, Bharati College 
Reviewer: Prof. Anand Prakash 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
Institute of Lifelong Learning, University of Delhi 
 Table of Contents 
 Chapter: Job Analysis 
1: Learning Outcomes 
2: Introduction 
3: Concept of Job Analysis 
4: Uses of Job Analysis 
5: Methods of Data Collection 
6: Process of Job Analysis 
7: Job Description 
7.1: Contents of Job Description 
7.2: Guidelines for Preparing Job Descriptions 
8: Job Specification 
Summary  
Exercises 
Glossary 
References 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
Institute of Lifelong Learning, University of Delhi 
1. Learning Outcomes 
 
After you have read this chapter, you should be able to: 
? define the concept of job analysis, 
? identify the uses of job analysis information, 
? identify the methods of collecting the data, 
? understand the process of job analysis, 
? explain the concepts of job description and job specification. 
 
 
 
2. Introduction: 
 
The concept of manpower planning or human resource planning is faced with the 
problem of determination of the requirement of human resources or manpower. The 
requirement of human resource, for the organization, is determined as a whole, both in 
terms of quantity as well as quality. Under the quantitative aspects, the determination of 
the total amount of work to be done in a particular period of time and the total number 
of people required to perform that work is considered; while under the qualitative aspect 
of human resource requirement, the type of manpower, required to perform a particular 
job, is considered. Job analysis is the process by which the qualitative aspect of the 
human resource requirement is considered. 
 
 
3. Concept of Job Analysis 
 
Job analysis is a formal and systematic way to collect and analyze information, about the 
contents and manpower requirements of a job. It collects and analyzes information what 
people do in their jobs, in terms of activities and functions, and the characteristics of the 
workers (skills, knowledge, ability, adaptabilities etc.), required to accomplish the tasks 
involved. In the process of job analysis, judgments are made about the data collected on 
a job. It is a part of overall work planning which is known as work design. In order to 
perform job analysis, it is very essential that the job has already been designed and 
someone is in performance of it. Thus, only on ongoing jobs, it is possible to perform job 
analysis. Job analysis data may be collected from current worker, former worker, 
supervisor, injured worker and the employer, through interviews and questionnaires. The 
result of job analysis provides information about job i.e. job description (a list of what 
the job comprises of), job specification (what kind of people are required for the job), 
not about the people. Since the tendency of the job is to change according to the 
circumstances or according to the change in environment, a particular job analysis is not 
long lasting i.e. job analysis may become obsolete within a short period of time. 
 
 
 
. 
 
 
Figure 1: Job Analysis 
 
 
Institute of Lifelong Learning, University of Delhi 
 
 
 
 
 
 
 
 
 
The type of information, collected by the supervisor or HR specialist, by performing job 
analysis, may include one or more of the following information: 
 
Work Activities- By performing job analysis, the supervisor may collect information 
about the actual work activities of the job, like, teaching, selling, painting, and cleaning. 
The list may also contain how, when and why the worker performs these activities. 
 
Human Behavior- The specialists may also collect information about human behaviour, 
like, sensing, communicating, deciding, and writing, in order to perform actual work 
activities. 
 
Machines, tools, equipment and work aids- This part, after performing job analysis, 
can provide information about the tools used, machines processed, knowledge applied, 
and services rendered, in order to perform actual work activities. 
 
Job Content- Under this, information is collected on the aspects, like, physical working 
conditions, work schedule, and the organizational and social content. For example, the 
number of people, with whom the employee, normally interacts while actually 
performing a particular job activity. 
 
Human Requirement- This includes, information, regarding the human requirement of 
the job, like, job related knowledge or skills, and the required personal attributes. 
 
Job’s Performance Standards- The information, about the job?s performance standard 
(in terms of both quantity and quality), is also collected by the employer. For example, 
what type of error can be ignored in a particular job, or in what specific time the units of 
the product to be produced, are some of the performance standards that a manager 
uses to appraise the employees. 
 
 
 
Value Addition 1: Did You Know? 
Historic Perspective 
Frederick Taylor, known as father of scientific management, was the first job analyst. 
He performed the job analysis with the purpose to improve the efficiency of workers. 
We would have no foundation of job analysis without his detailed methods of observing 
and evaluating work. 
 
 
 
Job Analysis 
Job Description Job Specification 
Page 5


 
Institute of Lifelong Learning, University of Delhi 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
Paper: Human Resource Management 
Lesson: Job Analysis 
Author: Ms. Komal Singhal, Assistant Professor In 
Commerce, Kalindi College And  
Ms. Krishna Singhal, 
 Assistant Professor In Commerce, Bharati College 
Reviewer: Prof. Anand Prakash 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
Institute of Lifelong Learning, University of Delhi 
 Table of Contents 
 Chapter: Job Analysis 
1: Learning Outcomes 
2: Introduction 
3: Concept of Job Analysis 
4: Uses of Job Analysis 
5: Methods of Data Collection 
6: Process of Job Analysis 
7: Job Description 
7.1: Contents of Job Description 
7.2: Guidelines for Preparing Job Descriptions 
8: Job Specification 
Summary  
Exercises 
Glossary 
References 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
Institute of Lifelong Learning, University of Delhi 
1. Learning Outcomes 
 
After you have read this chapter, you should be able to: 
? define the concept of job analysis, 
? identify the uses of job analysis information, 
? identify the methods of collecting the data, 
? understand the process of job analysis, 
? explain the concepts of job description and job specification. 
 
 
 
2. Introduction: 
 
The concept of manpower planning or human resource planning is faced with the 
problem of determination of the requirement of human resources or manpower. The 
requirement of human resource, for the organization, is determined as a whole, both in 
terms of quantity as well as quality. Under the quantitative aspects, the determination of 
the total amount of work to be done in a particular period of time and the total number 
of people required to perform that work is considered; while under the qualitative aspect 
of human resource requirement, the type of manpower, required to perform a particular 
job, is considered. Job analysis is the process by which the qualitative aspect of the 
human resource requirement is considered. 
 
 
3. Concept of Job Analysis 
 
Job analysis is a formal and systematic way to collect and analyze information, about the 
contents and manpower requirements of a job. It collects and analyzes information what 
people do in their jobs, in terms of activities and functions, and the characteristics of the 
workers (skills, knowledge, ability, adaptabilities etc.), required to accomplish the tasks 
involved. In the process of job analysis, judgments are made about the data collected on 
a job. It is a part of overall work planning which is known as work design. In order to 
perform job analysis, it is very essential that the job has already been designed and 
someone is in performance of it. Thus, only on ongoing jobs, it is possible to perform job 
analysis. Job analysis data may be collected from current worker, former worker, 
supervisor, injured worker and the employer, through interviews and questionnaires. The 
result of job analysis provides information about job i.e. job description (a list of what 
the job comprises of), job specification (what kind of people are required for the job), 
not about the people. Since the tendency of the job is to change according to the 
circumstances or according to the change in environment, a particular job analysis is not 
long lasting i.e. job analysis may become obsolete within a short period of time. 
 
 
 
. 
 
 
Figure 1: Job Analysis 
 
 
Institute of Lifelong Learning, University of Delhi 
 
 
 
 
 
 
 
 
 
The type of information, collected by the supervisor or HR specialist, by performing job 
analysis, may include one or more of the following information: 
 
Work Activities- By performing job analysis, the supervisor may collect information 
about the actual work activities of the job, like, teaching, selling, painting, and cleaning. 
The list may also contain how, when and why the worker performs these activities. 
 
Human Behavior- The specialists may also collect information about human behaviour, 
like, sensing, communicating, deciding, and writing, in order to perform actual work 
activities. 
 
Machines, tools, equipment and work aids- This part, after performing job analysis, 
can provide information about the tools used, machines processed, knowledge applied, 
and services rendered, in order to perform actual work activities. 
 
Job Content- Under this, information is collected on the aspects, like, physical working 
conditions, work schedule, and the organizational and social content. For example, the 
number of people, with whom the employee, normally interacts while actually 
performing a particular job activity. 
 
Human Requirement- This includes, information, regarding the human requirement of 
the job, like, job related knowledge or skills, and the required personal attributes. 
 
Job’s Performance Standards- The information, about the job?s performance standard 
(in terms of both quantity and quality), is also collected by the employer. For example, 
what type of error can be ignored in a particular job, or in what specific time the units of 
the product to be produced, are some of the performance standards that a manager 
uses to appraise the employees. 
 
 
 
Value Addition 1: Did You Know? 
Historic Perspective 
Frederick Taylor, known as father of scientific management, was the first job analyst. 
He performed the job analysis with the purpose to improve the efficiency of workers. 
We would have no foundation of job analysis without his detailed methods of observing 
and evaluating work. 
 
 
 
Job Analysis 
Job Description Job Specification 
 
Institute of Lifelong Learning, University of Delhi 
 
4. Uses of Job Analysis: 
 
A job analysis programme is indispensable part of sound human resource management. 
The information, generated through job analysis, is used for taking right decisions, 
related to organization?s human resources. It provides useful information for overall 
management of all the personnel activities. Some of the specific uses of job analysis are 
given below: 
 
 
 
 
Figure 2: Uses of Job Analysis 
 
 
 
 
 
 
 
 
 
 
 
 
                                                                                                                                                                                                                                                                                                                                                                            
 
 
 
 
 
 
 
 
 
1. Organizational Design - Job analysis identifies the job requirements and the 
interrelationship among jobs. It reveals the contents, tasks, duties and responsibilities at 
all levels, which help in minimizing duplication or overlapping. Job analysis also provides 
information for taking sound decisions, concerning hierarchical positions and functional 
differentiation. This helps in improving the efficiency of the organization. 
 
2. Human Resource Planning- Human resource planning is a process of estimating the 
manpower needs and developing plans to meet these needs. The main aim of HR 
planning is to choose the right kind of people for the right job at the right time. For this, 
the information obtained through job analysis is very essential. Such information helps in 
accurate determination of the number and types of employees to be recruited or exited 
from the organization. 
 
Uses of Job 
Analysis 
Organizational Design 
Human Resource Planning 
Recruitment and Selection 
Training and Development 
Performance Appraisal 
Job Evaluation 
Safety and Health 
Industrial Relations 
Career Planning and Development 
Job Design