Job Analysis

� INTRODUCTION

Do you know that job analysis is the main process in compensation administration? In the previous topic, we have discussed organisational aims as well as the internal and external environments that could influence the formation of an organisationÊs compensation structure.

When doing a job analysis, we need to retrieve and collate accurate and systematic information about the job to help the organisation formulate a salary structure that is compatible with its capabilities and demands. We will also collate and form a list of applicable knowledge, skills and abilities that the applicants must possess to do the job.

In this topic, we will examine the importance of job analysis to an organisation and discuss how to implement the job analysis process correctly and how to avoid making common job analysis mistakes.

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� Job Analysis

LEARNING OUTCOMES

By the end of this topic, you should be able to:

1. Define the term job analysis in compensation administration;

2. Identify six reasons why job analysis is important in human resource management;

3. Specify four objectives for implementing a job analysis;

4. Distinguish the three processes of job analysis; and

5. Summarise four types of mistakes commonly made during a job analysis.

TOPIC 3 JOB ANALYSIS �

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DEFINITION OF JOB ANALYSIS

We often use the term job analysis, but do we really understand what it means? An accurate understanding of the term will help us grasp the job analysis process better and consequently, enable us to form the salary structure of a job.

The process also identifies the skills, knowledge and abilities required of applicants to perform the job. Let us look an example.

Example 3.1:

IMPORTANCE OF JOB ANALYSIS

Do you know how important job analysis is to an organisation? Job analysis is an important human resource management practice because each activity in human resource management involves gathering and collating data which has the potential to facilitate decision making.

To hire an administrative clerk, we have to first and foremost identify all the tasks performed by an administrative clerk. Among the tasks are typing letters and filing of relevant documents as well as records of the companyÊs internal and external correspondences. After identifying the duties of an administrative clerk, we need to identify the types of skills and knowledge required for the post.

Since the three main skills involved are writing and typing letters, answering telephone calls correctly and using the computer, based on the analysis, the person the organisation hires would have to be someone who has all the skills mentioned to ensure that the clerical tasks are efficiently executed.

Job analysis refers to the process of obtaining descriptive information on a specific job. It is a systematic process to determine the tasks performed on a job.

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� TOPIC 3 JOB ANALYSIS

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The following Figure 3.1 shows you the importance of job analysis in human resource management.

Figure 3.1: Importance of job analysis

These six points are further explained in the following Table 3.1.

Table 3.1: Importance of Job Analysis to Human Resource Managers

Job Analysis Description

Valuation of a Specific Job

Organisations will value a certain job to form an impartial internal wage structure. Through the process of job analysis, detailed and accurate information related to a specific job can be collected and this eases the process of setting a salary or wage structure that will satisfy all employees.

Redesigning Jobs Organisations redesign components of jobs to make the jobs more efficient and in sync with current changes. Therefore, descriptive and up-to-date information about the jobs is needed to allow the organisations to redesign themselves fast and cost effectively.

Human Resource Planning

Human resource planners are always trying to adapt the human resource needs of their organisations to the constantly changing business environment to allow the organisations to function dynamically. Therefore, a job analysis will supply the necessary information related to the job to enable the planners to match candidates to the organisationÊs needs.

Selection Organisations can easily identify qualified applicants for a specific job. This is done using information supplied by the job analysis. Some of the information includes qualification match, knowledge, skills, abilities and job scope.


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Performance Evaluation

Through job analysis, organisations can assess an employeeÊs level of skills in executing his job and his work performance. Performance evaluation through job analysis will determine the rewards to be received by each individual employee.

Training and Development

Identify the skills, abilities and knowledge of employees that need to be enhanced. Information from job analysis can assist organisations to develop training programmes for their employees to keep their employeesÊ skills, knowledge and abilities as up-to-date as possible so that the employees can move forward with the organisations.

ACTIVITY 3.1

1. Identify the tasks that you need to perform in the organisation that you are currently working in. List down the skills and also the knowledge required to perform the job.

2. Note down the tasks for each job below according to your understanding.

(a) Doctor;

(b) Lawyer;

(c) Nurse;

(d) Bank manager;

(e) Religious officer of the Islamic Religious Department.

SELF-CHECK 3.1

Earlier in the topic, we discussed the definition of job analysis. What will happen in an organisation if job analysis is not carried out?


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OBJECTIVES FOR PERFORMING A JOB ANALYSIS

Before an organisation decides to perform a job analysis, it should identify the purpose for doing the job analysis. This is important to ensure that the job analysis is in line with the organisationÊs aims and objectives. A good job analysis is one that can help the organisation gain a competitive edge in the market. The following Figure 3.2 summarises the objectives for performing a job analysis.

Figure 3.2: Four objectives of job analysis

Let us now learn further the objectives in the following sections.

(a) TTo Clarify the Importance of a Job that has been Identified from the Aspects of Status, Area and Job Scope Through a job analysis, an organisation tries to clarify the situation or status of a job to members of the organisation and external parties. For example, an organisational hierarchy shows the categorisation of each job in the organisation according to status. This is to enable the employees to differentiate between the reporting and working hierarchy. For example, the chief clerk directs the general clerk. He is above the general clerk in the chain of command. Meanwhile, the general worker and typist work under the general clerk, that is, they report to him.

Apart from this, a job analysis is also performed to provide information on the scope of work of a specific job. This is explained in the following Example 3.2.

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Example 3.2:

(b) TTo Form a Better, Clearer and More Accurate Understanding of the Knowledge, Skills and Abilities Required for the Job Through job analysis, the organisation would know the knowledge, skills and abilities that are required for a particular job. For example, the applicant for the post of clerk would have to know how to do filing, telephone and mail duties (Figure 3.3). Therefore, by doing a job analysis, an organisation tries to accurately and precisely spell out the skills, knowledge and abilities required to accomplish specific tasks.

Figure 3.3: Generic duties of a clerk

(c) TTo Determine the Measures of Performance that would be Accepted by the Job Holder

One of the objectives of a job analysis is to determine the standard indicator for each job in an organisation. Let us look at Example 3.3.

An administrative clerk knows precisely the scope of his or her work, which is to ensure that all the organisationÊs documentations are properly filed. This scope of clerical work is characteristic of the post of the administrative clerk.


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Example 3.3:

(d) TTo Determine the Main Tasks of the Job, the Job Specifications and the Job Environment

Through job analysis, tasks are listed out and arranged according to priority. Let us analyse Example 3.4.

Example 3.4:

Which one of these two duties of an administrative clerk is of greater priority: filing documents or typing letters? If filing documents is more important, it will be placed at the top of the to-do list. Each job list has priorities that need to be adhered to.

A job analysis will also clarify the job specifications; for example, the kind of person needed to do the job is someone who is healthy and strong to handle the physical demands of the work. It is also similar with qualifications that are more specific in nature such as short hand and typing skills. The job environment will also be explained such as the equipment used and the surroundings at the location where the administrative clerk will be working.

An administrative clerk has to ensure that all important files are stored safely and properly and that the documentation is done in a complete and orderly manner.

The performance indicator for an administrative clerk is set at a standard indicator, which is the achievement of at least 80% of an administrative clerkÊs task efficiency. The value of 80% is the performance indicator that needs to be attained by administrative clerks at any organisation.

How a rate is determined as a standard indicator depends on the listed tasks and jobs. The officer or supervisor will consider the performance level that can be achieved and which is in line with the organisationÊs aims. After an agreement has been reached, an indicator, in this case 80%, will be used to represent the performance value of the administrative clerk.


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The following Figure 3.4 shows you an office environment that is complete with equipment used by a clerk.

Figure 3.4: An office environment

The ultimate objective of a job analysis is to assist the compensation administrator in designing a compensation system. Information obtained from a job analysis is used to structure an organisationÊs compensation system.

INFORMATION THAT NEEDS TO BE ACQUIRED IN A JOB ANALYSIS

A job analysis should gather information in the areas as listed in Figure 3.5.

Figure 3.5: Job analysis information

Salary scales, leave, medical as well as other benefits will be determined based on the information collated through job analysis.

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The information displayed in Figure 3.5 must be acquired during a job analysis for it to serve its purpose.

(a) Information related to each task and duties of a job that is being researched. This means that we need to compile a list of job activities that are performed by the respective job holders.

(b) Descriptive and accurate listing of the knowledge, skills, abilities and behaviour which are required to properly execute the tasks and duties listed out.

(c) Information on the machinery and equipment used in the execution of a job. This is to make the organisation aware of the type of equipment required to ensure a smooth work or task flow such as a computer and a photocopier.

(d) Information relating to the job context. Job context means all information relating to the situation or physical condition at the workplace. For example, heavy machineries are used in the workplace.

(e) Performance standards that determine the performance required and the criteria that will be used to evaluate the work performance of a job holder. This will ease the process of giving bonuses and other awards.

The information acquired during a job analysis process can provide clarifications which are related to the tasks and work of a specific job. Thus, during the process of collating information, we must ensure that all information is accurate and complete.

Let test your understanding by doing this exercise below.

ACTIVITY 3.2

What are the consequences of inaccurate or insufficient information collected through a job analysis? In your opinion, what are the causes of inaccuracy?

EXERCISE 3.1

1. Discuss five reasons for performing a job analysis.

2. State three objectives for performing a job analysis.


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JOB ANALYSIS PROCESS

There are a few factors that can influence the accuracy of the information obtained through job analysis. These factors must be considered prior to doing a job analysis. They are:

(a) Job analysis is a time-consuming process. The duration of job analysis is quite lengthy as it involves gathering information from a few parties who have something to do with the job that is being analysed;

(b) Job analysis involves a large work force. The information-gathering process involves task research, interviews with the job holder and supervisor, the analysis process and report writing;

(c) Job analysis calls upon the expert knowledge of the analysts. The involvement of the experts will ensure that the analysis process is performed correctly; and

(d) Certain skills are required to ensure that the job analysis process runs smoothly. This includes writing skills and the ability of the analysts to understand various habits and human behaviour.

An organisation is able to execute job analysis properly only after considering the above factors. The process of a job analysis involves three stages (see Figure 3.6).

Figure 3.6: Job analysis processes

The following subtopics describes further these three processes.

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3.5.1 Determining the Jobs that Need to be Analysed

Which job should be evaluated? This is a very important decision in the job analysis process. A job often has to be evaluated because the job content has changed drastically due to developments in technology, work process and skills.

These changes will transform the nature of a job. A job analysis also has to be done when an organisation is newly set up or if a new job is created. In some organisations job analysis is done according to a scheduled plan, for example, once in three years.

3.5.2 Selecting Job Analysis Methods

Various methods can be used to gather information in a job analysis. The person who does the job analysis has to understand the research objectives prior to selecting the method that is most appropriate to the research. Apart from research objectives, other factors such as cost, time, accuracy of data and financial resources will have to be considered when selecting a method.

A combination of various methods may be required to ensure that the information obtained is correct and comprehensive. Four methods that can be used are listed down in the following Figure 3.7.

Figure 3.7: Four methods of job analysis


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3.5.3 Conducting the Job Analysis

The person who is assigned to do a job analysis has to thoroughly understand the job that is being researched. This can be done by checking the organisationÊs reports and maintaining good relationships with the employees.

The gathered information is processed to prepare a job description, job specification and performance standards. The following Table 3.2 describes the three components of the job analysis process.

Table 3.2: Three Components of a Job Analysis

Component Description

Job Description A document that explains the scope, functions, tasks, duties and other aspects of the job. This document gives a brief description of the responsibilities of a given job.

Job Specification A document that describes all the characteristics, qualifications and nature of behaviour which are required for an employee to perform a given job well. In this document, the qualification requirements such as experience, education and skills will be specified.

Job Performance Standards This document states the job indicator that needs to be attained by the job holder. The actual job performance will be compared against the set job performance indicator. If the performance is below par, corrective action has to be taken to improve the execution of the job.

All the processed information will assist organisations to identify the skill levels of their employees. The level of skills and achievements will indicate the eligibility of an employee for the compensation system that is to be formed.

MISTAKES MADE DURING THE JOB ANALYSIS PROCESS

The job analyst has to understand the purpose of the information collated to avoid making mistakes that will affect the accuracy of the job information.

The following Table 3.3 gives you examples of mistakes that are often committed by an analyst.

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Table 3.3: Mistakes of an Analyst

Mistake Description

Important facts not taken into account during a job analysis.

This will result in inaccurate data being collected. This mistake can be avoided if the job analyst understands beforehand the job that is being evaluated and the organisation.

Mistakes in selecting the method for collecting job data.

Research objectives will help the analyst to select the appropriate methods to be used in a job analysis. He should not confine himself to using only one research method.

Failure to evaluate the difficulty level of a job.

The job analyst must understand employee behaviour because there are some employees who may give a false impression of their level of job difficulty, for example, making it sound more difficult than it is to protect their ego or to secure a high rate of pay.

Inability to create good relations with employees who are involved in the information-gathering process.

A close relationship is needed to convince the employees that it is in the best interests of everyone to present accurate information.

Mistakes that happen during a job analysis must be minimised as much as possible. How well a job analysis is done depends on the ability of the job analysts to obtain information as accurately as possible.

Lastly, let us test your understanding by doing these exercises.

ACTIVITY 3.3

What will happen to a job analysis if there are mistakes? What are the effects on the job description, job specification and performance standards derived from the said job analysis?


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Multiple Choice Questions

1. The following are statements of why job analysis is important to an organisation, EEXCEPT:

A. Helps to restructure components of every job in the organisation.

B. Helps to re-evaluate a specific job to determine the wage scale.

C. Helps to identify the types of training that are required by a particular job.

D. Helps to prepare a plan that is related to the environment in the organisation.

2. Which of the following are an organisationÊs objectives for doing a job analysis?

(i) To clarify the importance of a job that has been identified from the aspects of status, area and job scope.

(ii) To form a better, clearer and more accurate understanding of the skills, knowledge and abilities required for the job.

(iii) To determine staff performance.

(iv) To clarify the duties and environment of a job.

A. i, ii and iii

B. i, ii and iv

C. i, iii and iv

D. All of the above

EXERCISE 3.2


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3. The following information can be acquired from a job analysis, EXCEPT:

A. The name of the supervisor responsible for the area of work.

B. Tasks and duties of a job.

C. Level of knowledge, skills and abilities that are required.

D. Information on the equipment and physical condition of the workplace.

4. Which of these elements below influence the selection of the method used in collecting data in job analysis?

(i) When the information needs to be used.

(ii) Cost in conducting the job analysis.

(iii) Accuracy of method in retrieving information.

(iv) Management support.

A. i, ii and iii

B. i, ii and iv

C. i, iii and iv

D. All of the above

5. The following are mistakes that might be made by a job analyst, EXCEPT:

A. Leaving out important facts which are closely related to the job and organisation.

B. Not selecting the appropriate data collection method.

C. Not fostering good relations with the top management when obtaining information.

D. Not ensuring the difficulty level of a job that is being analysed.

Essay Question Briefly describe the process of a job analysis.


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� Job analysis refers to the process of obtaining descriptive information on a

specific job. It is a systematic process to determine the tasks performed on a job.

� There are six reasons why job analysis is important in human resource management. Among them are human resource planning, selection and performance evaluation.

� Four objectives for implementing a job analysis are to:

� Clarify the importance of a job that has been identified from the aspects of status, area and job scope;

� Form a better, clearer and more accurate understanding of the knowledge, skills and abilities required for the job;

� Determine the measures of performance that would be accepted by the job holder; and

� Determine the main tasks of the job, the job specifications and the job environment.

� Three processes of job analysis are determining the jobs that need to be analysed, selecting job analysis methods and conducting the job analysis.

� Four types of mistakes commonly made during a job analysis are:

� Important facts not taken into account during a job analysis;

� Mistakes in selecting the method for collecting job data;

� Failure to evaluate the difficulty level of a job; and

� Inability to create good relations with employees who are involved in the information-gathering process.

Duties and responsibilities

Job specification

Performance standards

Job analysis

Job Analysis

Documents

Transcript of Job Analysis