JOB ANALYSIS

Safia Dost Muhammad

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What is Job analysis?

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Job Analysis

Job analysis is the process of gathering

and analysing information about the
content and the human requirements of
jobs, as well as, the context in which jobs
are performed. This process is used to
determine placement of jobs.
 z “Job analysis is a method for
describing jobs and the human
attributes necessary to perform
them”

Person-Oriented Approach
Job-Oriented Approach
(Job Specification)
(Job Description)
• Focuses on the personal
• Focuses on the tasks
characteristics needed
that are performed on
for the job
the job
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JOB-ORIENTED APPROACH

▪ Job-oriented job analysis provides information

about the nature of tasks done on the job

▪ Some methods describe the tasks themselves

(broad), while other methods provide information
about characteristics of the tasks (narrow)
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JOB-ORIENTED APPROACH

▪ Description tells what people do on a particular

job. Characteristics of the task is used to
compare nature of work across different kinds of
jobs

▪ Tasks can be divided into hierarchy in which

higher level descriptions are broken down into
smaller and smaller pieces of job
 JOB - ORIENTED APPROACH
Hierarchy of a Job

DUTY
The major component of job

TASK
A complete piece of work that accomplishes some particular objective

ACTIVITIES
Individual parts that make up a task

ACTIONS/ELEMENTS
The very specific actions needed to perform the job

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PERSON-ORIENTED
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APPROACH
Person-oriented job analysis provides a description of attributes,
characteristics, or KSAOs necessary for a person to perform a
particular job.

Name Definition
Knowledge What a person need to know to do a particular job

Skill What the person is able to do on a job

A person’s aptitude or capability to do a job or

Ability
learn it. A person’s potential to develop skills

Other
Personal
Anything relevant to job not covered by other three
Characteristics

Examples of KSA: Technical knowledge, communication skills, critical

thinking, adaptability, and leadership skills.
 EXAMPLE OF KSAOs FOR DIFFERENT
OCCUPATIONS

JOB KNOWLEDGE SKILL ABILITY OTHER PERSONAL

CHARACTERISTICS

Constitutional Writing Willingness to

Lawyer Communication
rights clearly work long hours
Lack of
Surgical
Drawing Remain calm squeamishness in
Nurse procedures
blood in crisis the sight of blood

Soldering Hand-eye Willingness to get

Plumber Pipe design joints coordination dirty

Learning Writing Relate to Commitment to

Teacher
principles clearly children learning
 USES OF JOB ANALYSIS INFORMATION

Use Description

Setting salaries Determine salary levels for jobs

Efficiency/safety Design jobs for efficiency and safety

Job classification Place similar jobs into groupings

Job description Write brief descriptions for jobs

Job design Design content of jobs

Forecast future need for employees with

Planning
specific KSAOs
Job Analysis
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Duties

Job Compensation
(Internal/
Description External)
Responsibilities
Training
Recruitment
Selection
Legal
Knowledge Employee
Relation
Labor
Skills Job
Specification
Abilities
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Important Terms

• Unique positions
• Internal/ External Bench Marking
• Job Grade
• Pay bands
• SMEs (Subject matter expert)
• KSAOs
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Who will conduct the Analysis?

SOURCES
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OF JOB ANALYSIS
INFORMATION

Who provides the job analysis information…

• Job Analyst
• Trained Observer
• Subject Matter Experts
• Job Incumbent
• Supervisor
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Why it is important to do Job Analysis?

 Importance
z of Job Analysis

• Writing Job Description

• Employee Recruitment & Selection

• Training

• Man Power Planning & Equal Employment

Opportunity

• Performance Appraisal
 Importance
z of Job Analysis

• Job Classification

• Job Evaluation

• Compensation

• Compliance with Legal Guidelines

• Organizational Analysis (Org Restructure)

 Products
z of Job Analysis

• Job Description (a written explanation that outlines

the essential responsibilities and requirements for a
vacant position)
• Job Specification (qualifications, experience, training,
skills, emotional attributes, mental capabilities of an
individual to perform the job)
• Job Evaluation (he systematic process of determining
the relative value of different jobs in an organization)
• Performance Criteria (the expression of what is to be
measured and why)
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WHAT ARE THE METHODS / SOURCES

OF JOB ANALYSIS INFORMATION?
SOURCES OF JOB ANALYSIS INFORMATION
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▪ Perform the job

The analyst either performs the job as the employee
would or performs it under simulated conditions

▪ Observe employees on the job

The analyst or trained observer observes employees and
complete the job analysis forms

▪ Interview subject matter experts

The analyst or trained interviewers interview the SMEs

▪ Administer questionnaires to subject matter experts

 METHODS/
z SOURCES OF JOB ANALYSIS

▪ Nowadays there are as many methods of job analysis as

there are uses, ranging from simple to sophisticated.

▪ No one job analysis technique is likely to be suitable for all

personnel purposes; different methods are both
differentially effective and differentially practical for
different human resource and personnel applications.

▪ To ensure reliability and provide sufficient validity,

researchers recommend a combination of methods affording
a ‘customized synthesis’ of data. Each method will yield
different types of information and a different level of detail
and depth.
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Methods/ SOURCES of Job Analysis

▪ Observations

▪ Participation

▪ Existing data

▪ Interviews

▪ Surveys

▪ Job diaries
 METHOD/SOURCES OF JOB ANALYSIS INFORMATION

Method Advantages Limitations

• Fails to show differences

• Provides the context in among jobs with same title
Performing which job is done • Expensive and time consuming
the Job • Provides extensive • Can take extensive training of
details about the job analyst
• Can be dangerous to analyst

• Provides relatively
objective view of the job • Time consuming
Observation
• Provides the context in • Hawthorn effect
which job is done
 METHOD/SOURCES OF JOB ANALYSIS INFORMATION

Method Advantages Limitations

• Provides multiple • Time consuming compared to

perspective on the job questionnaires
Interview
• Can show differences among • Fails to show the context in
incumbents with the same job which job is done

• Efficient and inexpensive • Fails to show the context in

• Show differences among which job is done
incumbents with the same job • Limited responses
• Easy to quantify and analyze • Requires knowledge of job to
Questionnaire
statistically design questionnaire
• Easy to compare different • Easy for job incumbent to
jobs on common job distort to make their jobs seem
dimension more important than they are
Writing
z a good job description

Job descriptions are an essential part of hiring and managing your

employees. These written summaries ensure your applicants and
employees understand their roles and what they need to do to be held
accountable.

Job descriptions also:

▪ Help attract the right job candidates

▪ Describe the major areas of an employee’s job or position

▪ Serve as a major basis for outlining performance expectations, job

training, job evaluation and career advancement

▪ Provide a reference point for compensation decisions and unfair

hiring practices
METHODS
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▪ Job Components Inventory

▪ Functional Job Analysis

▪ Position Analysis Questionnaire

▪ Task Inventories
METHODS OF JOB ANALYSIS
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Job Components Inventory

▪ Developed by Banks, Jackson, Stafford and Warr

(1983).

▪ Developed to match job requirements to worker

characteristics

▪ This method allows for the simultaneous

assessment of job requirements and person’s
KSAOs.
METHODS OF JOB ANALYSIS
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Job Components Inventory

▪ The KSAOs for a job and for an individual are listed.

Degree of correspondence of the lists is used to
determine if an individual is suited to a particular job
or if additional training is needed.

▪ This method was created primarily to assist in the

development of vocational programmes and career

guidance. Also used in school settings for curriculum
development.
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▪ It covers over 400 features of job that can be
translated into skills requirements.
▪ Five components of job features in JCI are:
➢ tools and equipment
➢ perceptual and physical requirements
➢ mathematical requirements
➢ communication requirements
➢ decision making and responsibility
▪ An existing database of job requirements for many jobs
can be used with people who wish to know how well
their skills match with those of a chosen career.
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Functional Job Analysis (FJA)
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▪ Functional job analysis is a qualitative method of gathering specific

data regarding job information. This produces unique information
based on the employee’s behaviour and actions and that
information is further used to write job descriptions. It is used by
US Department of Labor to produce the Dictionary of Occupational
Titles (DOT)

▪ Developed by Fine and Cronshaw in 1944, it rates the extent to

which a job incumbent is involved with functions in the categories

of data, people, and things. Lower scores representing greater
complexity.
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Functional Job Analysis (FJA)
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▪ The procedure begins with the generation of task statements that

are then rated in terms of how much of each of three functions
(people, things and data) is perceived to be involved and at what
level of complexity.

➢ Data: any sort of information (Finance etc)

➢ People: Coworkers, subordinates, clients or customers

➢ Things: Animate – animals, Inanimate objects - tools

 Data, people, things in detail include
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DATA PEOPLE THINGS

0- Synthesizing 0- Mentoring 0- Setting up

1- Coordinating 1- Negotiating 1- Precision working
2- Analyzing 2- Instructing 2- Operating-
3- Compiling 3- Supervising controlling
4- Computing 4- Diverting 3- Driving –
5- Copying 5- Persuading Operating
6- Comparing 6- Speaking 4- Manipulating
7- Serving 5- Tending
8- Taking instructions 6- Feeding
7- Handling
 POSITION ANALYSIS QUESTIONNAIRE
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• It is a structured instrument test developed at Purdue

University by McCormick, Jeannerete and Mecham (1972).
• It contains 194 items organized into six main dimensions:
information input, mental processes, work input, relations
with other persons, job context, and other job related
variables.
• PAQ tells us if a job involves interviewing that is performed
or how the interview is conducted.
• It is inexpensive and takes relatively little time to use.
• One of the most standardized job analysis methods.
▪ The Position
z Analysis Questionnaire is a structured job analysis
questionnaire containing 194 items called job/task elements. These
elements are worker-oriented. Using the terminology of the
Department of Labor’s 1972 job analysis formula, they would be
classified as worker behaviors. The items are organized into six
divisions:

1) information input – collecting or observing information

2) mental process – decision making and information processing

3) work output – manipulating objects

4) relationships with others – communicating with other people

5) job context – physical and psychological working conditions

6) other job characteristics – work schedule

▪Each zjob/task element is rated on six scales: extent of use,

importance, time, possibility of occurrence, applicability, and a

special code for certain jobs.
▪Although it is labeled a questionnaire, the PAQ is actually designed

to be completed by a trained job analyst who interviews the SMEs

(e.g., job incumbents and their supervisors).
▪PAQ produces a profile of the task elements and KSAOs for a job.
▪It has been used for job evaluation, selection, performance

appraisal, compensation planning, assessment-center development,

determination of job similarity, development of job families,
vocational counseling, determination of training needs, and job
design.
 Task Inventories
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▪ Task inventories are structured job analysis questionnaires

used to gather information about job components.
▪ The typical task inventory contains a list of task statements
which are rated by job incumbents and/or their supervisors
using one or more rating scales.
▪ It also contains a background information section requesting

such information as worker/supervisor identification, work

experience, education, sex, race, wage/salary, job
satisfaction, physical demands, equipment usage,
management information, and any other dimension which
may add depth to the analytical process.
 Task Inventories
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▪ Since a job can contain many tasks, rating is often made

on dimensions that represent the major components of
tasks. Rating may be done on the aspects such as:

➢ Amount of time spent doing a task

➢ Criticality of the task for doing a good job

▪ Compiled results of incumbents of the same job

indicates the average importance or time spent for
each task.
JOB ELEMENT METHOD
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• Developed by Cornelius and Hakel (1978)

• Considered to be an alternative to the PAQ
• Contains 153 items and has a readability level
appropriate for an employee with only a tenth-grade
education
• Looks at KSAOs required to do job

• Subject Matter Experts (SMEs) identify KSAOs and

then rate and rank each element in terms of
importance required to do the job
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What is Job Evaluation?

 What is Job Evaluation?
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• It is a Process of determining the relative worth or size of

Jobs within an organization

• Job Evaluation Principles:

• Is About Evaluating Jobs and not the Individual

• Is applicable to all jobs across the organization

• Captures the true complexity of each job

• Is ideally conducted by a Senior Management Joint

Committee and facilitated by a neutral third party

• Follows a Robust, Fair & Transparent Process

 Job Evaluation
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JOB zEVALUATION
▪ Quantitative technique used to determine salary levels of jobs.
▪ Difference between job analysis and job evaluation is that job
evaluation determines the relative salaries of different jobs by
mathematically combining job information.
SALARY SURVEY
▪ The survey to assess the market value of a particular job.
▪ Needed for market comparable salary packages
POINT METHOD
▪ Most popular job evaluation method. Commonly used, can be
applicable on a wider variety of jobs, systematic and a little less
complex. This is an extension of the factor comparison method.
Each factor is then divided into levels or degrees which are then
assigned points. Each job is rated using the job evaluation
instrument. The points for each factor are summed to form a total
point score for the job. Jobs are then grouped by total point score
and assigned to salary grades.
POINTzMETHOD OF JOB EVALUATION:

1. Determine the compensable factors

▪ First a panel identifies several compensable factors, each with

several degrees for the jobs.

▪ Compensable factors are characteristics that will serve as basis for

evaluation. May include educational requirement, skill
requirement, responsibility, consequence of error on job et cetera

2. Determine degree to which each job has compensable factors

▪ This is done on quantitative scale so that each job gets points for
each factor. For example, a teacher’s job may get highest points for
“educational requirement”
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POINT METHOD OF JOB EVALUATION:

3. Sum the points for the factors for each job.
Each job gets a Total Point Score; higher the
points, higher the salary job should have.
4. Plot the actual salaries for each job against
the total points for each job.
▪ In fair system, plot should be a straight line.
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JOB EVALUATION USING POINT METHOD
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JOB EVALUATION

• Job evaluation also demonstrates pay

discrimination against women, especially in US.
• Job evaluation identifies common measures by

which to gauge the comparable worth of jobs.

• COMPARABLE WORTH is that different but

comparable jobs should be paid the same.

JOB
z EVALUATION

▪ Comparable worth study involves:

1. Apply any job evaluation method to the jobs of an

organization
2. Jobs held primarily by men are compared against
those held by women.
3. If jobs held by women turn out to be underpaid

according to the compensable factors, adjustments

are calculated for underpaid jobs.
Job Evaluation (Point Method e.g.,)
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▪ Typically the compensable factors include the major categories of:

1. Skill

2. Responsibilities

3. Effort

4. Working Conditions

▪ These factors can then be further defined.

1. Skill

▪ Experience

▪ Education

▪ Ability
 Job Evaluation: Point Method
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Example

2. Responsibilities

▪ Fiscal

▪ Supervisory

3. Effort

▪ Mental

▪ Physical

4. Working Conditions

▪ Location

▪ Hazards

▪ Extremes in Environment
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Internal Pay Equity

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Determining Internal Pay Equity
▪ Internal pay equity involves comparing jobs within an organization to ensure that the
people in jobs worth the most money paid accordingly.

▪ Determining Compensable Job Factors (factors, such as responsibility and education

requirements, that differentiate the relative worth of jobs)

▪ The first step in evaluating a job is to decide what factors differentiate the relative
worth of jobs. Possible compensable job factors include:

– Level of responsibility

– Physical demands

– Mental demands

– Education requirements

– Training and experience requirements

– Working education
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Determining Internal Pay Equity
Determining the Factor Weights

– Weights must be assigned to each factor and to each level

within a factor. Here are some processes in doing it:
• A job evaluation committee determines the total number of
points that will be distributed among the factors.
• Each factor is weighted by assigning a number of points.
• The number of points assigned to a factor is then divided
into each of the levels.

• The total number of points for a job is compared with the

salary currently being paid for the job.
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Example
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Why internal & External pay Equity

Internal Pay: Fred Cook, Founder of Frederic W. Cook & Co.,

provides these reasons as to why boards should use internal pay
equity:

1. It is fair

2. It is economical

3. It mitigates market biases

4. It leads to better employee relations and a stronger company

In addition, internal pay equity helps increase transparency and might

uncover unintended consequences of historical executive
compensation decisions.
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Why internal & External pay Equity

External Pay: The worth of a job is determined by comparing the job

to the external market (other organizations).

• External equity is important if an organization is to attract and

retain employees.

• To determine external equity, organizations use salary surveys.

• these surveys ask how much an organization pays its employees in

various positions. An organization can either construct and send

out its own survey or use the results of surveys conducted by trade
groups, an option that many organizations choose.
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Video links

▪ https://www.youtube.com/watch?v=L07rWAQJAoY

▪ https://www.youtube.com/watch?v=C0ZifBxiEaY
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