JOB ANALYSIS

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JOB ANALYSIS

Job analysis is the process of collecting, analyzing and setting out information about jobs in order to provide the basis for job description, job specification and data for recruitment, training, and job evaluation and performance management in an organization (Armstrong, 2012). 

A job analysis study offered a lot of information that could be useful in a workplace for identifying to continue education program, developing job requirements, defining incentives systems, developing training programs, and designing job performance also assessing an individual’s performance from job analysis gives a benchmark to determine employee contribution to the organization(Waters et al.,2017)

According to McEntire et al.(2006) and Siddique(2004), job analysis is important to an organization as it delivers the value of strategic human resource management in which organizations gain a better understanding of their jobs and their employees. Job analysis is the procedure through which we determine the duties of the positions and the characteristics of the people to hire for them (Anyakoha, 2019; Ashraf, 2017)

Job analysis has been called the building block of everything that the personnel department does (Head et al., 2019). Job analysis is a primary tool to collect job-related data (Morgeson et al., 2016) Any job vacancy cannot be filled until and unless the organization has job analysis data (Hailemariam et al., 2019) 

METHODS OF JOB ANALYSIS

Data of job analysis can be provided by using multiple methods.
The method of monitoring involves observation and recording of:
• the way employee works (which tasks are performed, the work flow)
• the way employee performs the tasks
• the use of equipment and material

The method of observation is simple, but is not recommended for inexperienced observers, as they may underestimate or overestimate some aspects of job. There may be the appearance of so-called Hawthorn effect, i.e. the change in the behavior of respondents and their working performance with self-actualization that they participate in the analysis (Chiesa M., Hobbs S., 2008)

The basic products of job analysis are job description and job specification. 

Job description is a written statement of what the job holders should do, how it is done, under what conditions it is done and why it is done. It describes what the job is all about, by explaining the job content, context and the environments where the job will take place. A job description defines what job holders are required to do in terms of activities, duties or tasks (Singh, 2010).

Job specification is a statement that describes the minimum acceptable human quality required from workers and prospective employees to perform the job properly. Thus, job specification involves competency, skills, knowledge, qualifications and experience of the workers and the prospective employees. (Singh, 2010). 

Dessler (2000) identifies six steps in doing a job analysis, namely: 

Step 1: Identify the use to which the information will be put 
Step 2: Review relevant background information 
Step 3: Select representative positions to be analyzed 
Step 4: Actually analyze the job by collecting data on job activities, required employee behavior, working condition etc. 
Step 5: Review information with job incumbent 

Step 6: Develop a job description and job specification All job analysis program brings 3 basis outputs, namely job description, job evaluation and job specification. 

References:

  • Armstrong, M. (2012). Armstrong's Handbook of Human Resource Management Practice. London: Kogan Page.
  • Azmi, F. T. (2019). Workflow Analysis and Strategic Job Analysis. In Strategic Human Resource Management: Text and Cases (pp. 127-154). 
  • Ashraf, J. (2017). Examining the Public Sector Recruitment and Selection, in Relation to Job Analysis in Pakistan. Cogent Social Sciences, 3, 1-11.
  • Head, B., Peters, B., Middleton, A., Friedman, C., & Guman, N. (2019). Results of a Nationwide Hospice and Palliative Care Social Work Job Analysis. Journal of Social Work in End-of-Life & Palliative Care, 15, 16-33 
  • Hailemariam, D. A., Shan, X., Chung, S. H., Khasawneh, M. T., Lukesh, W., Park, A., & Rose, A. (2019). Developing an Appropriate Staff Mix for Anticoagulation Clinics: Functional Job Analysis Approach. Journal of Industrial Engineering International, 15, 103-118
  • Korkmaz, Ì. H., Alsu, E., Özceylan, E., & Weber, G.-W. (2019). Job Analysis and Time Study in Logistic Activities: A Case Study in Packing and Loading Processes. Central European Journal of Operations Research, 28, 733-760
  • McEntire, L. E., Dailey, L. R., Osburn, H. K., & Mumford, M. D. (2006). Innovations in Job Analysis: Development and Application of Metrics to Analyze Job Data. Human Resource Management Review, 16, 310-323.
  • Morgeson, F. P., Spitzmuller, M., Garza, A. S., & Campion, M. A. (2016). Pay Attention! The Liabilities of Respondent Experience and Carelessness When Making Job Analysis Judgments. Journal of Management, 42, 1904-1933.
  • Siddique, C. (2004). Job Analysis: A Strategic Human Resource Management Practice. The International Journal of Human Resource Management, 15, 219-244\
  • Waters, L. D., Mironova, O., & Stobinski, J. X. (2017). The Many Potential Uses for a Job Analysis. Journal of the Association for Vascular Access, 22, 124-128.

 

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