JOB ANALYSIS AND JOB DESCRIPTION
What is job analysis?
The context of job analysis and job description in overall organizational Business
Management.
The process of organizational Design.
ABC HOLDINGS
CEO
Group
M.D.
Finance
Manager
Operations
Manager
Marketing
Manager
HR
Manager
In the process of forming or designing an organization, there are four identifiable roles:
1) The Marketing Role, which includes:
Finding new clients customers and generally selling the organization.
2) The Operations Role, which includes:
All logistical aspects of the organization e.g. premises, machinery and raw materials.
3) The Finance Role
Securing financial resources to fund all activities and general financial management.
4) The HR Role
-Designing the structure of the organization
-Designing jobs within the structure
-Determining the context and requirement for people and who will take up those
jobs i.e. who will occupy the jobs.
NB
This last activity is better known as job analysis.
Job Analysis
Job analysis is defined by Mondy et,al (1999:106) as, “the systematic process of
determining the skills, duties and knowledge required for performing specific duties in an
organization”
In other words, in the process of forming an organization, the Human Resource Managers
have to ascertain and establish the following key milestones (after designing positions)
1. What skills are required for one to perform well in that position? (SKAs)
2. What actual duties will that person perform?
3. How do those duties fit in within the context of the whole organization? (Why are
they there)?
While in this case job analysis was conducted when the organization was being founded.
As a process (not an event or activity), job analysis continues throughout the life of an
organization and will be again be carried out when
1.
New jobs are created.
2.
Change management in the organization processes is taking place.
Job Descriptions/ Position Content Summary
When the job analyst has discovered through the process of job analysis, the content of a
job. S/HE then sets out this information in a descriptive document called a job
description, which is also known as a ‘Position Content Summary’. Thus a job
description is defined by Armstrong M (2001:326) as follows, “a job description sets out
the purpose of a job, where it fits in the organization structure, the context within which
the job holder functions and the principal accountabilities of job holders, or the main
tasks they have to carry out”.
Job Specification /Person specification
Mondy et al (1999:107) defines a job specification as a, “document that outlines the
minimum acceptable qualifications a person should posses to perform a particular job”.
In other words job analysis would have identified what the jobholder should posses in
order for him to successfully carry out the tasks and responsibilities in a job. E.g. what is
the person specification for an HR Manager? This information is set out in the document
called a job /person specification.
While the job specification can be regarded, as a document on its own, in practice this is
not the case as it is usually contained within the job description itself. That is it appears as
a section of the job description document therefore it should be noted that in practice,
only one document is produced after job analysis. Thus a job description.
Job Analysis & Job Description : Critically analyze the possibility of having one
without the other?
Type of data collected in Job Analysis
The analysis produces the following information about a job (Armstrong: 327)
1. Overall purpose-why does the job exist in the organization
2. Content Tasks (e.g. feed sales data in a computer that is the job for Sales
Administrator
a) Operations
b) Duties
c) Skill
3. Accountabilities: The results of the job e.g. for an HR Manager “the efficient and
effective utilization of the organization’s human resources to enhance shareholder
value”
4. Performance criteria-work standards e.g. time taken
-Error analysis (margins of error)
-Other work measurements
5. Responsibilities-the job holder’s responsibilities in terms of the scope of the job and
amount of discretion allowed on the job, the complexity of the job and problems
inherent in it.
6. Resources Controlled-what resources are used or needed to accomplish the job
(organizational factors)
7. Relationships-reporting relationships and other liaisons.
8. Development factors-promotion and career prospects
9. Environmental factors- (working conditions, healthy and safety considerations,
working hours (if unusual), working hazards and precautionary measures.
10. Qualifications (Minimum) –This information or data collected through job analysis
can be qualitative, narrative or quantitative or both in most cases.
Job Analysis Methods
There are various methods used by job analysts. The job analyst will select a method
which is most appropriate depending on what the information to be collected will be used
for e.g. job evaluation, training etc .The following are the most commonly used methods:
1. Questionnaire: Here the job analyst administers a structured questionnaire, which
the jobholder fills, or answers verbally. Information gathered through a
questionnaire should always be verified with a supervisor to ensure that the
jobholder does not exaggerate his duties or responsibilities. (Advantages &
disadvantages)
2. Observation: The job analyst can personally gather data by watching/observing
the jobholder perform his tasks and record these observations. This method is
most appropriate for manual jobs e.g. a machine operator but is insufficient for
jobs that require mental skills e.g. financial analyst (advantages & disadvantages)
3.
Interviews: The jobholder is interviewed and assisted to describe his job. A cross
analysis of the findings is also done with the supervisor who will verify the
information given by the job holder (advantages &disadvantages)
4. Employee recording/Diary/log method Employee records his daily activities in a
diary or log, which the job analyst then examines to gather information about the
job. They are best suitable for managerial and other complex jobs. (Advantages &
disadvantages)
5. Combination of methods: Because of the disadvantages found in each method it is
advised that job analysts should use a combination of methods. E.g. the
questionnaire method can be followed by an interview or the interview method
itself supplemented by observation to verify findings and come up with accurate
job descriptions. (Advantages & Disadvantages)
6. Others:
(a)
(b)
(c)
Critical incident techniques
Reporting grid analysis
FJA (functional job analysis)
The student is expected to research on the advantages and disadvantages of these
Job Analysis methods
The procedure of conducting job analysis.
Large organizations have full time job analysts. However the majority of
organizations in Zimbabwe makes use of industry (NEC) Job analyst or
alternatively hire consultancy. Better still others, particularly the medium
sized ones, make use of supervisors and HR personnel to carry out job
analysis. In any case, this is the procedure one should follow in carrying out
job analysis.
1. Learn as much as possible about the organization, department and the
job. An organization chart and a previous job description are the
starting point.
2. Talk to the individuals involved and the supervisors about the job
analysis, what it is and what it seeks to achieve. Alternatively the
supervisor can do this.
3. Make an appointment with individuals concerned
4. At the start of the analysis develop good rapport with the individuals
concerned
5. After gathering the information, draw up a draft job
description/specification
6. Verify the information on the draft with the supervisor and the HOD
(Make sure that both of them sign)
7. File the endorsed Job Description Document in the appropriate place.
The significance of Job Analysis and Job Description in Human Resource
Management.
Job Analysis & Job Descriptions are fundamental activities in human resource
management in general. In other words, no human resource activity can be
meaningfully done without a Job Description emanating from a Job Analysis. The
following is how and why:
Explain how Job Analysis & Job Descriptions affect the following practices
-Human Resource Planning
-Recruitment and selection
-Performance management
-Reward Management
-Safety and Health
-Employee Relations
-Diversity management
JA & JDs
Job descriptions.
Having established that job analysis is a continuous process, it follows therefore that, job
descriptions are or should be continuously updated in line with changes in the nature and
content of a job.
The format and content of a job description.
The following is an overview of the key contents of a job description and its format.
1)
Job identification
-Job title
-Department
-Reporting relationship
-Job code number
Note: A Job title must appropriately identify and give a true character of the job.
2)
Date of job analysis
This is key in terms of ensuring that an organization does not run an obsolete Job
Descriptions
3)
Job Summary
A short paragraph about the overall purpose of a job (see news paper advert)
4)
Duties.
Listed usually in the chronological order
5)
The rest as per Job Analysis data.
6)
Job Specification
The last part of the JDs identifying skills and activities required to perform the
job. It also incorporates experience, physical ability and personal traits. This
information is key to Recruitment & Selection.
Tailoring JDs for specific purposes.
Job descriptions can be tailor made for a specific purpose. That depending on what the
organization wants to use the job description for, the format and content can be tailor
made to suit that particular purpose e.g.
-For healthy and safety Audit-a job description that emphasizes a lot on working
conditions and resources to be used.
-For job evaluation-If for example the organization uses the Paterson Job Evaluation
system it can include a special section that addresses the nature and importance of
decision-making in that job as the system is based at that.
-For Recruitment & Selection- This kind of a job description may include an expanded
person specification
Legal implications for Job Analysis & Job Descriptions
A job description is an organization’s formal and legal document in as far as the
definitions and understanding of jobs is concerned. The organization can therefore use
job descriptions in legal cases such as
1)
Recruitment and selection disputes
2)
Dismissal disputes (for incompetence)
3)
Discrimination disputes (for racism and tribalism claim)
The future of Job Analysis and Job descriptions.
There is a school of thought, which suggests that perhaps Job Descriptions are soon going
to be a thing of the past in view of new business management concepts such as
1)
Flexibility (the flexible firm)-Job Descriptions promote rigidity on the
other hand.
2)
Job enlargement- (Job Descriptions cannot capture the enlarged jobs)
3)
Job enrichment-Job Descriptions cannot capture all the aspects of an
enriched job.
4) Business Process Reengineering (BPR), the constant and sometimes radical
change of an organization’ s structure and business processes to suit critical
needs at a given time means that Job Descriptions become obsolete.
Job Analysis & Job Descriptions Policy
Organization must have a clear policy on:
1) The importance it attaches to Job Analysis & Job Descriptions. It must show
that Job Analysis & Job Descriptions are a prerequisite for all Human
Resource Management activities
2) When should Job Analysis & Job Descriptions be carried out e.g. yearly or
when there is a major reorganization change to avoid obsolete Job
Descriptions?
3)
How the Job Analysis should be done and the methods and procedures to
be used
Note that Job Analysis & Job Descriptions are the starting point in all Human
Resource Management activities
Question: What is the future of Job Descriptions, Are they relevant? Will they be relevant
in these changing times?.
2) Can a Job Description capture all aspects of a job? How about the emotional aspects
like anger, excitement etc?
Skills Practice
-
Read newspapers and job adverts
Construct a job description after conducting a small job analysis