Job analysis involves examining a position to identify the tasks and duties it entails, the
prerequisites needed for executing the role, its significance compared to other roles, and the
environment in which the tasks are carried out (Siddique, 2017, p. 219). It is viewed as the core
of almost all essential human resource management functions vital for the effective operation of
companies (Putka et al., 2023, p. 385). Accurate and thorough job information is needed for the
implementation of every human resource management program or activity. Strategic job analysis
refers to a structured procedure aimed at identifying and outlining the crucial elements of a role,
along with the requisite traits for optimal job performance (Phillips & Gully, 2015, p. 1416). Its
purpose is to minimize unpredictability and facilitate structured learning or behavioral
modifications. Therefore, job analysis is an imperative activity for the effective management of
human resources and examining whether existing job descriptions and person specifications are
appropriate for future organizational needs or not.
There are two critical end results from a job analysis: a job description outlining job
duties, responsibilities, and working conditions, and a job specification outlining the necessary
qualifications such as knowledge, skills, and abilities (KSAs) required for job performance. The
information collected is analyzed and used as a basis for recruitment, training, job evaluation and
performance management (Armstrong, 2002). It is also used in formulating content that is both
legally defensible and aligned with the selection process for a wide variety of jobs (Harvey,
1991).
Performing a job analysis can be viewed as the first step in the recruiting process as it
provides a detailed and accurate needs analysis for the role to attract the skills and competencies
required as well as define the employer’s expectations which is essential to produce the best
possible job advert for an organization’s recruitment needs. Workforce planning is the process of
analyzing, predicting, and organizing human resources supply and demand, assessing gaps, and
determining specific talent management strategies to ensure an organization has the right
personnel with the necessary expertise, positioned correctly at the right time, to fulfill its
strategic objectives and goals. The information collected and analyzed provides a point of
reference for the job incumbent, new job applicants, human resource professionals and even
managers. This guarantees that the job advert attracts the finest pool of applicants in terms of
both quality and quantity, ultimately leading to the selection of the most suitable candidate for
the role with the best job-person fit (Talukder, 2014). Both internal and external recruitment and
selection processes benefit from the information collected in a job analysis. Employee placement
through promotions and transfers becomes smoother when comprehensive knowledge of job
responsibilities and a clear understanding of the qualifications required for the role are in place.
Understanding the specific tasks and competencies required for a job and the expected
outcomes provides a clear benchmark for evaluating employee performance and supports the
development of effective and relevant training and development programs to close skills and
knowledge gaps for employees to perform their job successfully (Singh, 2008). It helps in setting
realistic and measurable performance standards, making it easier to assess and provide feedback
on an employee’s performance and improving employee engagement. Employee efficiency is
achieved in the process and the organization can optimize how people perform their roles.
Job evaluation is a process used to determine the relative worth of a job within an
organization and it helps in establishing a rational pay structure based on the job’s value.
Through dissecting a job into specific duties, responsibilities, and competencies as in a job
analysis, a company can get insight into the complexity and the job's impact on its broader
strategic goals and assign significance and a competitive compensation and benefits structure to
the role. Assigning value to a job also aids in job classification by placing one or more jobs into a
cluster of similar positions. This supports the principle of equal pay for work of commensurate
value. Providing equitable compensation packages to employees will further boost their
motivation, thereby fostering high performance.
Job design refers to the process of creating a role that enables an organization to achieve
its goals while also serving as a source of motivation for the incumbent. One element of an
inspiring job is skill variety and a well-designed job, which leads to higher productivity and
quality of work, higher job satisfaction and lower absence rates and employee turnover in an
organization. Job analysis aids in determining the skill diversity associated with a position. The
organization’s structure and design are also outlined which contributes to creating clear authority
and communication lines, thereby fostering a more efficient, fair, and productive work
environment.
Scanning of the physical and environmental demands of a job is crucial in identifying
potential workplace hazards and developing effective health and safety measures to ensure the
well-being of employees and avoid safety violations. Job analysis facilitates the alignment of job
requirements with legal standards, such as those related to workplace safety, fair labor practices,
and equal employment opportunities. Through the identification of essential job functions and
necessary qualifications, organizations avoid discriminatory practices by providing appropriate
accommodations for employees with disabilities and comply with regulations concerning fair
wages and working conditions (Filsinger, 2019, p. 223). It aids in the development of
standardized procedures for hiring and promoting employees, thereby minimizing the risk of
legal challenges.
References
Armstrong, M. (2002). Employee reward: People and organizations (3rd edition). Chartered
Institute of Personnel and Development.
Filsinger, K. J. (2019). Maintaining pay equity. In Employment law for business and human
resources professionals (4th ed., pp. 223-225). Emond.
Harvey, R. J. (1991). Job analysis. Handbook of Industrial and Organizational Psychology, 71163. https://psycnet.apa.org/record/2011-29889-006
Singh, P. (2008). Job analysis for a changing workplace. Human Resource Management Review,
18(2), 87-99. https://doi.org/10.1016/j.hrmr.2008.03.004
Talukdar, A. (2014). Perceived importance of job analysis influencing motivation and
competencies among blue-collar and white-collar employees. Business Review, 9(1), 7991. https://doi.org/10.54784/1990-6587.1229
Phillips, J. M., & Gully, S. M. (2015). Multilevel and strategic recruiting: Where have we been,
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https://doi.org/10.1177/0149206315582248
Putka, D. J., Oswald, F. L., Landers, R. N., Beatty, A. S., McCloy, R. A., & Yu, M. C. (2023).
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analysis ratings. Journal of Business and Psychology, 38(2), 385-410.
https://doi.org/10.1007/s10869-022-09824-0
Siddique, C. M. (2017). Job analysis: a strategic human resource management practice. The
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https://doi.org/10.1080/0958519032000157438