PAD214
INTRODUCTION TO PUBLIC
PERSONNEL ADMINISTRATION
LESSON 3
JOB ANALYSIS AND DESIGN
SCOPE OF THE LECTURE
One of the major concern of personnel
management is employees performance.
Generally, the level of employees performance
depends on the pattern of specific job that
assigned to them. Personnel management
should conduct job analysis on every job to
ensure that employee perform well and
contributes to high level of productivity. This
lecture explains the principles of job analysis
and design in organization.
OBJECTIVES OF THIS LECTURE
Upon completing this chapter student should be
able to:
• Define the concept of Job Analysis and Design
• Describe the uses and importance of JA
• Describe the outcomes of JA
• Identify the process / steps of JA
• Describe the methods of JA
• Describe Job design and the characteristics
WHAT IS JOB ANALYSIS (JA)
• Job analysis is a purposeful and systematic
process for collecting information on the pattern
of a job to determine tasks, duties and
responsibilities needed and to determine on the
importance of work related aspect of the job.
• Job Analysis is a process to identify and
determine in detail the particular job duties and
requirements and the relative importance of
these duties for a given job. Job Analysis is a
process where judgments are made about data
collected on a job.
The principles of Job Analysis (JA)
• JA reviewing the job responsibilities of current
employees,
• JA analyzing the work duties, tasks, and
responsibilities that need to be accomplished by the
employee filling the position,
• JA researching and sharing with other companies
that have similar jobs, and
• JA articulation of the most important outcomes or
contributions needed from the position.
THE USES AND IMPORTANCE OF JA
•
•
•
•
The data and output of job analysis providing the basis
for conducting personnel management activities such
as:
Staffing – recruiting and selecting employees. Staffing
would be haphazard if the recruiter did not know the
qualification needed to perform the jobs.
Training and development – job specification
information often proves beneficial in identifying
training needs.
Compensation and rewards – determining pay rates for
jobs, ensuring equal pay for equal work.
Job and organisational design – designing job to
improve efficiency or motivation.
THE OUTCOMES OF JA
• Job description - a written summary that
explain about the duties , working condition ,
equipment used and other aspects of a
specified job in which the job is performed.
• Job specification – a written explanation of a
minimum acceptable human qualities such as
academic qualification , level of knowledge ,
skills , abilities, traits, and other
characteristics necessary for effective
performance on a job.
THE CORE INFORMATION OF JOB
DESCRIPTION
• Job title – title of the job and other identifying
such as its wage and benefits classification
• Job responsibilities – describe the purpose of the
job and what outputs are expected from job
incumbents
• Job requirements – clear statements of the tools,
equipment , and information required for
effectively performing the job
• Job environment – description of the working
conditions of the job, location of the job.
THE CORE INFORMATION OF JOB
SPECIFICATION
• Requisite knowledge, skills, attitude and
personal attributes.
• Specific qualification of job
• Previous experience
• Age
• Health
• Special condition
THE PROCESS/STEPS OF JA
•
•
•
•
•
•
•
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Identify the purpose of job analysis
Selecting the analysts
Selecting the appropriate methods
Train the analysts
Preparation of job analysis
Collecting data on job activities
Review and verify the information
Develop job description and specification
THE METHODS OF CONDUCTING JA
• Direct observation – analyst observed actual work in
progress and makes notes as necessary under the
various heading of the job description.
• Interview – face to face conversation with the job
holder, their immediate managers and others who
can give useful knowledge.
• Questionnaire – the job analyst compiles a series of
question design to elicit the maximum possible
useful information about the job under analysis, and
distributes this with careful instructions about the
completion of the form.
• Diaries – the job analyst provide job holder with
the areas of the job description about which
information is required. Job holders then analyse
their own work over period of time, recordings
information systematically in diary from Clog
book under the required headings and the time
spent on each item.
• Competency Profiling - is the activity of
determining the specific competencies that are
characteristic of high performance and success in
a given job.
http://www.google.com.my/search?sourceid=navclient&aq=2h&oq=HUMAN+
&ie=UTF-8&rlz=1T4GGLL_enMY383MY384&q=human+resource+planning
JOB DESIGN
• Job design is a process of determining the specific
tasks to be performed, the methods used in
performing these tasks, and how the job relates to
other work in the organisation.
• In organizational development (OD), work design is
the application of Socio-Technical Systems principles
and techniques to the humanization of work.
• Work arrangement (or rearrangement) aimed at
reducing or overcoming job dissatisfaction and
employee alienation arising from repetitive and
mechanistic tasks.
• The aims of work design to improved job
satisfaction, to improved through-put, to
improved quality and to reduced employee
problems, e.g., grievances, absenteeism.
• Through job design, organizations try to raise
productivity levels by offering non-monetary
rewards such as greater satisfaction.
The elements of job design
What
tasks?
Where to
locate?
What
sequence?
Who
else?
How to
interface
with the
facilities?
What
skills?
How much
autonomy?
What
environmental
conditions?
METHODS OF JOB DESIGN
• Job enrichment/enhancement – consist of basic changes
in the content and level of responsibility of a job so as to
provide greater challenge to the worker. It is a vertical
restructuring method in that it gives the employee
additional authority, autonomy, and control over the way
the job is accomplishment. Job enrichment is an
attempt to motivate employees by giving them the
opportunity to use the range of their abilities
• Job enlargement – involves changes in the scope of a job
to provide greater variety to the worker. It provides a
horizontal expansion of duties. Job enlargement may
also result in greater workforce flexibility.
TUTORIAL
• Define Job Analysis
• Describe the objective and purpose of JA in an
organisation
• Describe the outcomes of JA
• Explain the steps can be taken by the
management to conduct JA
• Describe the methods of conducting job
analysis.
• Describe job design and methods of conducting
job design.
THAT ALL FOR TODAY
SEE YOU AGAIN NEXT LECTURE
LESSON 4
RECRUITMENT