What is the procedure through which the duties of a given job position?

The Job; not the person An important concept of Job Analysis is that the analysis is conducted of the Job, not the person. While Job Analysis data may be collected from incumbents through interviews or questionnaires, the product of the analysis is a description or specifications of the job, not a description of the person.

Purpose of Job Analysis

The purpose of Job Analysis is to establish and document the 'job relatedness' of employment procedures such as training, selection, compensation, and performance appraisal.

Determining Training Needs

Job Analysis can be used in training/"needs assessment" to identify or develop

• training content
• assessment tests to measure effectiveness of training
• equipment to be used in delivering the training
• methods of training (i.e., small group, computer-based, video, classroom...)

Compensation

Job Analysis can be used in compensation to identify or determine:

• skill levels
• compensable job factors
• work environment (e.g., hazards; attention; physical effort)
• responsibilities (e.g., fiscal; supervisory)
• required level of education (indirectly related to salary level)

Selection Procedures

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 (education and/or experience) for screening applicants;
• interview questions;
• selection tests/instruments (e.g., written tests; oral tests; job simulations);
• applicant appraisal/evaluation forms;
• orientation materials for applicants/new hires

Performance Review

Job Analysis can be used in performance review to identify or develop:

• goals and objectives
• performance standards
• evaluation criteria
• length of probationary periods
• duties to be evaluated

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Methods of Job Analysis

Several methods exist that may be used individually or in combination. These include:
A typical method of Job Analysis would be to give the incumbent a simple questionnaire to identify job duties, responsibilities, equipment used, work relationships, and work environment. The completed questionnaire would then be used to assist the Job Analyst who would then conduct an interview of the incumbent(s). A draft of the identified job duties, responsibilities, equipment, relationships, and work environment would be reviewed with the supervisor for accuracy. The Job Analyst would then prepare a job description and/or job specifications.

The method that you may use in Job Analysis will depend on practical concerns such as type of job, number of jobs, number of incumbents, and location of jobs.

What Aspects of a Job Are Analyzed?

Job Analysis should collect information on the following areas:

• Duties and Tasks The basic unit of a job is the performance of specific tasks and duties. Information to be collected about these items may include: frequency, duration, effort, skill, complexity, equipment, standards, etc.
• Environment This may have a significant impact on the physical requirements to be able to perform a job. The work environment may include unpleasant conditions such as offensive odors and temperature extremes. There may also be definite risks to the incumbent such as noxious fumes, radioactive substances, hostile and aggressive people, and dangerous explosives.
• Tools and Equipment Some duties and tasks are performed using specific equipment and tools. Equipment may include protective clothing. These items need to be specified in a Job Analysis.
• Relationships Supervision given and received. Relationships with internal or external people.
• Requirements The knowledges, skills, and abilities (KSA's) required to perform the job. While an incumbent may have higher KSA's than those required for the job, a Job Analysis typically only states the minimum requirements to perform the job.

Where should employees be placed to make the most of their abilities and talents? How can you figure out if your company needs new employees? How can you get rid of positions that aren't needed? How can realistic performance measuring standards be established? How do you identify job openings and make a plan to fill them? A proper and detailed job analysis, on the other hand, can efficiently accomplish all of this.

 

Managers face the same issues in the day-to-day operations of their companies, where they must successfully and efficiently meet the organization's criteria for human resource recruitment, selection, performance, and satisfaction, as well as reduce and add extra tasks and duties (Juneja, 2021). And there is no way for them to avoid the possibility of being wrong. For them, an efficient and correct procedure of analyzing a specific project is a huge relief. It enables them to keep high-quality staff, measure their performance against realistic benchmarks, analyze their training and development needs, and boost productivity (Juneja, 2021). Let's take a look at the job analysis process and see how it works.

 

What is Job Analysis?

Job analysis is the rigorous process of acquiring information about a job's needed duties and the human traits required to perform those duties correctly. The work products of job analysis are job descriptions, which explain the job, and position specifications, which specify the type of person to hire for the job. Job analysis is the process of gathering data about many aspects of a job. It collects and analyses data about job descriptions and specifications. Job analysis could be considered the foundation of human resource management because it serves as the foundation for many HR programming duties. Job analysis is used for:

Recruitment - Provides details about the job's nature to help with recruitment.

Selection - Provides information on the knowledge, skills, and abilities needed by those who can do the job well.

Training - Provides information on the tasks to be completed and the skills and expertise needed to assist the construction of training programs.

Performance evaluation - Provides data on the level of proficiency required for various tasks to set performance criteria.

Compensation - Provides the data needed to assess the job's internal value and compare it to positions in the relevant labor market to determine acceptable compensation and benefit levels.

EEO Compliance - Establishes the foundation for deciding whether or not employment practices and choices are relevant to the job.

 

If, for now, you are at the stage where homework assignments are more pressing than job analysis, or you need extra time on your hands, delegate academic papers to a essay writing service with professional academic writers. Experts that are working here help graduate and undergraduate students for years, turning writing challenges into viable solutions. Don't be afraid of deadlines and extensive writing load — delegate your tasks and free time for better job analysis.

 

Related: The importance of Job Analysis

 

The Job Analysis Steps

1. Determine the purpose of conducting job analysis

The purpose should be connected to the organization's success and strategic goal. The fact that jobs are significantly more dynamic than they have ever been is a common justification for performing employment analysis initiatives. The nature of the job is frequently changed by technology and the needs of a competitive environment, necessitating reevaluation. Rapid organizational expansion often necessitates the creation of new types of positions, which require the creation of job descriptions. Other indicators of the necessity for job analysis initiatives could include high turnover or low work satisfaction.

 

High turnover could imply that positions are underpriced in comparison to the external job market. Because pay decisions are based on job analysis, prior job analysis results may need to be changed (Pearson, 2005). Boring or monotonous work is frequently the cause of low job satisfaction. Job analysis can help you develop new methods to design tasks that are more engaging and demanding.

 

2. Identify the jobs to be analyzed

After the purpose has been determined, it can be determined which jobs should be included in the job analysis. Time and resource constraints, on the other hand, frequently limit the overall number of jobs that can be included in the process. For example, if the company has a high turnover, the data should be reviewed to determine which divisions are suffering the most problems. The project's direction is determined by this analysis. The same is true if the company is expanding or changing dramatically in only a few places. These are the kind of jobs that are best suited for job analysis.

 

When a significant number of people are assigned to the same job, it is necessary to decide how many will be included in the project. If the number is large, statistical sampling may be acceptable.

 

This is also the point in the project when employees and supervisors begin to communicate. They should be informed about the project's goal and given a general overview of the procedure.

 

Related: Job Rotation: Advantages and Disadvantages

 

3. Review relevant background data

A successful and effective job analysis typically builds on previous work and previously updated data. Examining current job descriptions and organizational charts will supply you with the foundational knowledge you'll need to get started on the project. Understanding the job's responsibilities and how they fit into the overall work process is aided by .

 

4. Plan and execute the job analysis project

Planning is the key to a successful venture. A project action plan with project activities and deadlines must be designed and the most applicable data-gathering methodologies.  The next part discusses data collection methods.

 

 

5. Write the job description and job specifications

Textual work outputs, job descriptions, and job specifications must be developed after the data has been collected and analyzed. Before these documents are finalized, a representative sample of affected employees and their managers should review them. If any changes to the documents are necessary, they should be made, and the required final approvals acquired.

 

6. Periodic review

Engaging in a systematic periodic evaluation of job descriptions and job specifications is good HR practice. Many companies employ a rotating process, in which a component of the organization is reviewed each year, with the entire organization being reviewed once every three, four, or five years. Managers in the organization section that is being reviewed are required to verify the accuracy of the job descriptions and job specifications during the evaluation. If managers identify that job descriptions are out of date, the job analysis assessment includes those descriptions. In addition, for review, a random sample of employment is supplied.

 

What to Collect during Job Analysis?

• Job Content
• Job Context
• Job Requirements

 

a. Job Content

It offers details about the numerous job tasks that are part of a specific job. It is a detailed list of tasks that an employee must complete during their employment. A job analyst will need to gather the following information:

• Duties of an employee
• What an employee does
• Machines, tools, and equipment to be used while performing a specific job
• Additional tasks involved in a job
• Desired output level (What is expected of an employee?)
• Type of training required

 

The content varies depending on the job type of a certain division or department. A factory worker's job content, for example, would be completely different from that of a marketing professional or HR employee.

 

b. Job Context

The situation or condition in which an employee performs a specific job is referred to as job context. The following information will be gathered:

• Working Conditions
• Risks involved
• Whom to report
• Who all will report to them
• Hazards
• Physical and mental demands
• Judgment

 

Data collected in this category, like job content, can change depending on the type of position in a particular division or department.

 

c. Job Requirements

These are the basic yet specific qualifications that an applicant must meet to be considered for a certain position. The following information is to be gathered:

• Basic information or knowledge required to complete a job properly
• Communication skills, IT skills, operational skills, motor skills, processing skills, and so on are all examples of specific talents.
• Aptitude, thinking, manipulative talents, handling abrupt and unexpected events, problem-solving ability, mathematical abilities, and so on are all examples of personal abilities.
• Degrees, diplomas, certifications, and licenses are examples of educational qualifications.
• Personal characteristics include adaptability to various environments, endurance, willingness, work ethic, passion to learn and understand things, behavior toward coworkers, subordinates, and seniors, sense of belonging to the organization, etc.

 

The specifications would differ depending on the job. The type of employment, title determines them, pay grade, and obligations and hazards associated with the position.

 

Milton Jack is a Business Consultant at Industrial Psychology Consultants (Pvt) Ltd, a business management and human resources consulting firm.

Is the procedure through which you determine the duties of the positions and the characteristics of the people to hire for them?

Is the procedure through which you determine the duties and nature of the jobs and the kinds of people who should be hired for them?

What refers to the process of identifying the responsibilities and qualification for a job or position?

What is the summary of the duties and responsibility of the position?