Page 1 of 33

CHAPTER 1. INTRODUCTION

1.1 Introduction to HRM
Behind production of every goods and service there is human mind, effort and time invested.
without human being no product or service can be produced. Human being is the fundamental
resource for making anything. Today many experts claim that machines and technology are
replacing human resource and minimising their importance. But in fact machines and
technology are build by the human, there has been continuous pressing need for talented,
skilled and qualified professionals to further improve machines and technology.
Who are human resource?
Human Resources refers to the individuals and support systems within an organization
responsible for personnel hiring and firing, applicant tracking, skills development, training,
benefits administration, and compliance with government regulations. HR professionals keep
their companies in compliance, develop viable employment policies and practices, and keep
up-to-date with emerging trends.

Meaning:
Human Resource Management is the process of recruitment, selection of employee,
providing proper orientation and induction, providing proper training and the developing
skills, assessment of employee (performance of appraisal), providing proper compensation
and benefits, motivating, maintaining proper relations with labour and with trade unions,
maintaining employees safety, welfare and health by complying with labour laws of concern
state or country.

Why name human resource management?
Human: refer to the skilled workforce in the organisation.
Resource: refer to limited availability or scarce.
Page 2 of 33

Management: refer to maximise or proper utilisation and make best use of limited and a
scarce resource.

Altogether, human resource management is the process of proper and maximise utilisation
of available limited skilled workforce. The core purpose of the human resource management
is to make efficient use of existing human resource in the organisation. The Best example
at present situation is, construction industry has been facing serious shortage of skilled
workforce. It is expected to triple in the next decade from the present 30 per cent, will
negatively impact the overall productivity of the sector, warn industry experts.
Every organisations' desire is to have skilled and competent people to make their organisation
more effective than their competitors. humans are very important assets for the organisation
rather than land and buildings, without employees ( humans ) no activity in the organisation
can be done. Machines are meant to produce more goods with good quality but they should
get operated by the human only.
Great Quotations
"you must treat your employees with respect and dignity because in the most automated
factory in the world, you need the power of human mind. That is what brings in innovation. If
you want high quality minds to work for you, then you must protect the respect and dignity. "
- Mr N.R. Narayana Murthy, Chairman Emeritus, Infosys Ltd .
Our progress as a nation can be no swifter than our progress in education. The human mind
is our fundamental resource. - John F. Kennedy.
The greatest tragedy in America is not the destruction of our natural resources, though that
tragedy is great. The truly great tragedy is the destruction of our human resources by our
failure to fully utilize our abilities, which means that most men and women go to their graves
with their music still in them. - Oliver Wendell Holmes.
The human mind is our fundamental resource. - John F. Kennedy.
Human Resource management includes:
1. conducting job analyses,
2. planning personnel needs, and recruitment,
Page 3 of 33

3. selecting the right people for the job,
4. orienting and training,
5. determining and managing wages and salaries,
6. providing benefits and incentives,
7. appraising performance,
8. resolving disputes,
9. communicating with all employees at all levels. Formerly called personnel
management.
10. Maintaining awareness of and compliance with local, state and federal labor laws.
11. These are also called as functions of human resource management for the purpose of
effect you utilisation of human resource.

OBJECTIVES OF HRM
Societal objective. To be socially responsible to the needs and challenges of society while
minimizing the negative impact of such demands upon the organization. The failure of
organizations to use their resources for society's benefit may result in restrictions. For
example, societies may pass laws that limit human resource decisions.

Organizational objective. To recognize that HRM exists to contribute to organizational
effectiveness. HRM is not an end in itself; it is only a means to assist the organization with its
primary objectives. Simply stated, the department exists to serve the rest of the organization.
Functional objective.To maintain the department's contribution at a level appropriate to the
organisation's needs. Resources are wasted when HRM is more or less sophisticated than the
organisation demands. A department's level of service must be appropriate for the
organisation it serves.
Personal objective. To assist employees in achieving their personal goals, at least insofar as
these goals enhance the individual's contribution to the organisation. Personal objectives of
employees must be met if workers are to be maintained, retained and motivated. Otherwise,
employee performance and satisfaction may decline, and employees may leave the
organisation.


Page 4 of 33


Nature of Human Resource Management
Human Resource Management involves management functions like planning, organizing,
directing and controlling.

It involves procurement, development, maintenance of human resource
It helps to achieve individual, organizational and social objectives
Human Resource Management is a multidisciplinary subject. It includes the study of
management, psychology, communication, economics and sociology.
It involves team spirit and team work.
It is a continuous process.

Why Is Human Resource Management Important to All Managers? Why are these
concepts and techniques important to all managers? ' Perhaps it's easier to answer this by
listing some of the personnel mistakes you don't want to make while managing. For
example, you don't want to:

Hire the wrong person for the job
Experience high turnover
Have your people not doing their best
Waste time with useless interviews
Have your company taken to court because of discriminatory actions
Have your company cited under federal occupational safety laws for unsafe practices
Have some employees think their salaries are unfair and inequitable relative to others
in the organization
Allow a lack of training to undermine your department's effectiveness
Commit any unfair labor practices


Page 5 of 33

1.2 Job Analysis
Job analysis is the important process of identifying the content of a job in terms of activities
involved and attributes needed to perform the work and identifies major job requirements.
Job analysis was conceptualized by two of the founders of industrial/organizational
psychology, Frederick Taylor and Lillian Moller Gilbreth in the early 20th century. Job
analyses provide information to organizations which helps to determine which employees are
best fit for specific jobs. Through job analysis, the analyst needs to understand what the
important tasks of the job are, how they are carried out, and the necessary human qualities
needed to complete the job successfully. The process of job analysis involves the analyst
describing the duties of the incumbent, then the nature and conditions of work, and finally
some basic qualifications. After this, the job analyst has completed a form called a job
psychograph, which displays the mental requirements of the job. The measure of a sound job
analysis is a valid task list. This list contains the functional or duty areas of a position, the
related tasks, and the basic training recommendations. Subject matter experts (incumbents)
and supervisors for the position being analyzed need to validate this final list in order to
validate the job analysis. Job analysis is crucial for first, helping individuals develop their
careers, and also for helping organizations develop their employees in order to maximize
talent. The outcomes of job analysis are key influences in designing learning, developing
performance interventions, and improving processes. The application of job analysis
techniques makes the implicit assumption that information about a job as it presently exists
may be used to develop programs to recruit, select, train, and appraise people for the job as it
will exist in the future.
Job analysts are typically industrial/organizational psychologists or human resource officers
who have been trained by, and are acting under the supervision of an industrial/organizational
psychologist. One of the first industrial-organizational psychologists to introduce job analysis
was Morris Viteles. In 1922, he used job analysis in order to select employees for a trolley
car company. Viteles' techniques could then be applied to any other area of employment
using the same process.

Job analysis was also conceptualized by two of the founders of
Industrial-Organizational psychology, Frederick Winslow Taylor and Lillian Moller
Gilbreth in the early 20th century. Since then, experts have presented many different systems
to accomplish job analysis that have become increasingly detailed over the decades.
Page 6 of 33

However, evidence shows that the root purpose of job analysis, understanding the behavioral
requirements of work, has not changed in over 85 years.
In simple terms, job analysis may be understood as a process of collecting information about
a job. The process of job analysis results in two sets of data:
i) Job description and
ii) Job specification.
These data are recorded separately for references.
Let us summarise the concept of Job Analysis:
A few definitions on job analysis are quoted below
1. Job analysis is the process of studying and collecting information relating to the operations
and responsibilities of a specific job. The immediate products of this analysis are job
descriptions and job specifications.
2. Job analysis is a systematic exploration of the activities within a job. It is a basic technical
procedure, one that is used to define the duties, responsibilities and accountabilities of a job.
3. A job is a collection of tasks that can be performed by a single employee to contribute to
the production of some products or service provided by the organization. Each job has certain
ability recruitments (as well as certain rewards) associated with it. Job analysis is the process
used to identity these requirements.
Specifically, job analysis involves the following steps:
1. Collecting and recording job information
2. Checking the job information for accuracy.
3. Writing job description based on the information
4. Using the information to determine the skills, abilities and knowledge that are required on
the job.
5. Updating the information from time to time.


Page 7 of 33

CHAPTER 2. ANALYSIS I
2.1 Purpose of Job Analysis
One of the main purposes of conducting job analysis is to prepare job descriptions and job
specifications which in turn helps hire the right quality of workforce into an organization.
The general purpose of job analysis is to document the requirements of a job and the work
performed. Job and task analysis is performed as a basis for later improvements, including:
definition of a job domain; description of a job; development of performance
appraisals, personnel selection, selection systems, promotion criteria, training needs
assessment, legal defense of selection processes, and compensation plans. The human
performance improvement industry uses job analysis to make sure training and development
activities are focused and effective. In the fields of human resources (HR) and industrial
psychology, job analysis is often used to gather information for use in personnel selection,
training, classification, and/or compensation.
Industrial Psychologists use job analysis to determine the physical requirements of a job to
determine whether an individual who has suffered some diminished capacity is capable of
performing the job with, or without, some accommodation. Edwin Flieshman, Ph.D. is
credited with determining the underlying factors of human physical fitness. Professionals
developing certification exams use job analysis (often called something slightly different,
such as "task analysis" or "work analysis") to determine the elements of the domain which
must be sampled in order to create a content valid exam. When a job analysis is conducted for
the purpose of valuing the job (i.e., determining the appropriate compensation for
incumbents) this is called "job evaluation."
Job analysis aims to answer questions such as:
Why does the job exist?
What physical and mental activities does the worker undertake?
When is the job to be performed?
Where is the job to be performed?
How does the worker do the job?
Page 8 of 33

What qualifications are needed to perform the job?

2.2 Procedure of Job Analysis
As stated before, the purpose of job analysis is to combine the task demands of a job with our
knowledge of human attributes and produce a theory of behavior for the job in question.
There are two ways to approach building that theory, meaning there are two different
approaches to job analysis.
Task-oriented
Task-oriented procedures focus on the actual activities involved in performing work. This
procedure takes into consideration work duties, responsibilities, and functions. The job
analyst then develops task statements which clearly state the tasks that are performed with
great detail. After creating task statements, job analysts rate the tasks on scales indicating
importance, difficulty, frequency, and consequences of error. Based on these ratings, a
greater sense of understanding of a job can be attained. Task analysis, such as cognitively
oriented task analysis (COTA), are techniques used to describe job expertise. For example,
the job analysts may tour the job site and observe workers performing their jobs. During the
tour the analyst may collect materials that directly or indirectly indicate required skills (duty
statements, instructions, safety manuals, quality charts, etc.),
Functional job analysis (FJA) is a classic example of a task-oriented technique. Developed by
Fine and Cronshaw in 1944, work elements are scored in terms of relatedness to data (06),
people (08), and things (06), with lower scores representing greater complexity.
Incumbents, considered subject matter experts (SMEs), are relied upon, usually in a panel, to
report elements of their work to the job analyst. Using incumbent reports, the analyst uses
Fine's terminology to compile statements reflecting the work being performed in terms of
data, people, and things. The Dictionary of Occupational Titles uses elements of the FJA in
defining jobs.
Worker-oriented
Worker-oriented procedures aim to examine the human attributes needed to perform the job
successfully. These human attributes have been commonly classified into four categories:
knowledge, skills, abilities, and other characteristics (KSAO). Knowledge is the information
Page 9 of 33

people need in order to perform the job. Skills are the proficiencies needed to perform each
task. Abilities are the attributes that are relatively stable over time. Other characteristics are
all other attributes, usually personality factors. The KSAOs required for a job are inferred
from the most frequently-occurring, important tasks. In a worker-oriented job analysis, the
skills are inferred from tasks and the skills are rated directly in terms of importance of
frequency. This often results in data that immediately imply the important KSAOs. However,
it can be hard for SMEs to rate skills directly.
The Fleishman Job Analysis System (F-JAS) developed by Edwin A. Fleishman represents a
worker-oriented approach. Fleishman factor-analyzed large data sets to discover a common,
minimum set of KSAOs across different jobs. His system of 73 specific scales measure three
broad areas: Cognitive (Verbal Abilities; Idea Generation & Reasoning Abilities;
Quantitative Abilities; Memory; Perceptual Abilities; Spatial Abilities; and Attentiveness),
Psychomotor (Fine Manipulative Abilities; Control Movement Abilities; and Reaction Time
and Speed Abilities), and Physical (Physical Strength Abilities; Endurance; Flexibility,
Balance, and Coordination; Visual Abilities; and Auditory and Speech Abilities).
JobScan is a measurement instrument which defines the personality dynamics within a
specific type of job. By collecting PDP ProScan Survey results of actual performers and
results of job dynamics analysis surveys completed by knowledgeable people related to a
specific job, JobScan provides a suggested ideal job model for that position. Although it does
not evaluate the intellect or experience necessary to accomplish a task, it does deal with the
personality of the type of work itself.

2.3 Methods of Job Analysis
Finally, once the appropriate KSAOs are identified, tests and other assessment techniques can
be chosen to measure those KSAOs. Over the years, experts have presented several different
systems and methods to accomplish job analysis. Many forms of systems are no longer in
use, but those systems that still exist have become increasingly detailed over the decades with
a greater concentration on tasks and less concentration on human attributes. That trend,
however, has reversed in recent years for the better. Newer methods and systems have
brought industrial-organizational psychology back to an examination of
the behavioral aspects of work.
Page 10 of 33

There are several ways to conduct a job analysis, including: interviews with incumbents and
supervisors, work sampling, the repertory grid technique, questionnaires (structured, open-
ended, or both), observation, critical incident investigations, hierarchical task analysis, and
gathering background information such as duty statements or classification specifications. In
job analyses conducted by HR professionals, it is common to use more than one of these
methods. Traditional job analysis methods of analysis can be laborious and time consuming,
and there is always a tendency on the part of management to over analyze some jobs and
under analyze some others. These traditional job analysis methods include: one-on-one
interviewing; behavioral event interviews; phone interviews; surveys; work assessments;
Developing a Curriculum (DACUM); job analysis worksheets; observations and procedural
review. Job analysis at the speed of reality. Amherst, Mass.: HRD Press. All of these methods
can be used to gather information for job analysis. The DACUM process developed in the
late 1960s has been viewed as the fastest method used, but it can still can take two or three
days to obtain a validated task list.
1. Observation: This was the first method of job analysis used by industrial-organizational
psychologists. The process involves simply watching incumbents perform their jobs and
taking notes. Sometimes they ask questions while watching, and commonly they even
perform job tasks themselves. Near the end of World War II, Morris Viteles studied the job of
navigator on a submarine. He attempted to steer the submarine toward Bermuda. After
multiple misses by over 100 miles in one direction or another, one officer suggested that
Viteles raise the periscope, look for clouds, and steer toward them since clouds tend to form
above or near land masses. The vessel reached Bermuda shortly after that suggestion. The
more jobs one seriously observes, the better one's understanding becomes of both the jobs in
question and work in general.
2. Interviews: It is essential to supplement observation by talking with incumbents. These
interviews are most effective when structured with a specific set of questions based on
observations, other analyses of the types of jobs in question, or prior discussions with human
resources representatives, trainers, or managers knowledgeable about jobs.
3. Critical incidents and work diaries: The critical incident technique asks subject matter
experts to identify critical aspects of behavior or performance in a particular job that led to
success or failure. For example, the supervisor of an electric utility repairman might report
that in a very time-pressing project, the repairman failed to check a blueprint and as a result
cut a line, causing a massive power loss. In fact, this is what happened in Los Angeles in
Page 11 of 33

September 2005 when half the city lost power over a period of 12 hours. The second method,
a work diary, asks workers and/or supervisors to keep a log of activities over a prescribed
period of time. They may be asked to simply write down what they were doing at 15 minutes
after the hour for each hour of the work day. Or, they may list everything they have done up
to a break.
4. Questionnaires and surveys: Expert incumbents or supervisors often respond to
questionnaires or surveys as a part of job analysis. These questionnaires include task
statements in the form of worker behaviors. Subject matter experts are asked to rate each
statement form their experience on a number of different dimensions like importance to
overall job success, frequency performance and whether the task must be performed on the
first day of work or can be learned gradually on the job. Questionnaires also ask incumbents
to rate the importance of KSAOs for performing tasks, and may ask the subject matter experts
to rate work context. Unlike the results of observations and interviews, the questionnaire
responses can be statistically analyzed to provide a more objective record of the components
of the job. To a greater and greater extent, these questionnaires and surveys are being
administered online to incumbents.
5. The Position Analysis Questionnaire (PAQ) is a well-known job analysis instrument.
Although it is labeled a questionnaire, the PAQ is actually designed to be completed by a
trained job analyst who interviews the SMEs (e.g., job incumbents and their supervisors).[2]
The PAQ was designed to measure job component validity of attributes presented in aptitude
tests. Job component validity is the relationship between test scores and skills required for
good job performance. There are 195 behavior-related statements in the PAQ divided into six
major sections: information input, mental process, work output, relationships with others, job
context, and other job characteristics.
6. Checklists are also used as a job analysis method, specifically with areas like the Air
Force. In the checklist method, the incumbent checks the tasks he or she performs from a list
of task statements that describe the job. The checklist is preceded by some sort of job analysis
and is usually followed by the development of work activity compilations or job descriptions.
The scope of task statements listed depends upon the judgment of the checklist constructor



Page 12 of 33

2.4 Steps of job analysis
Hiring is of key importance to the overall productivity of Canadian businesses. A well put
together job description is a good business investment because it can be used to support most
HR functions: recruitment, selection, orientation, training, work plans, compensation,
performance reviews and legal defence. Job descriptions explain the key responsibilities of
the actual position, reporting relationships and work environment. The first step in writing or
rewriting job descriptions is job analysis. Job analysis is an in-depth study of a job. It
provides information for job descriptions. In doing the analysis, you or an employee will
gather information about jobs through interviewing employees, observing performance of
certain tasks, asking employees to fill out questionnaires and worksheets, and collecting
information about a job from secondary sources such as the National Occupational
Classification (NOC) system. deleted or modified.
Step 1 : Understand the job
Start by developing a complete understanding of the position. This is the foundation on which
hiring is based. In conducting your analysis, consider:
All of the duties and responsibilities of the position
Their scope and level
The context in which these are to be performed
The amount of responsibility, authority and accountability required to perform the
work
The major and minor activities
Step 2: Identify Performance Behaviours
Next, identify examples of behaviour that you would use to evaluate the quality of the work.
Identify examples of both effective and ineffective behaviours. To do this, ask yourself:
What are the performance expectations for superior performance?
How do you know someone is doing an excellent, satisfactory or poor job?
How does it look when a high performer is doing an excellent job or when a poor
performer is doing an unsatisfactory job?
Page 13 of 33

Step 3: Essential Competencies
Using the examples of behaviour as a basis, identify and choose only the most critical/
essential competencies required to demonstrate high performance. Differentiate between high
performers and average performers:
There should be no more than 6 to 10 competencies selected for a role or job.
Remember, fewer are better.
The key is to select only the most critical/essential competencies required to
demonstrate high performance. While all competencies may seem desirable, they are
not all critical.
Familiarize yourself types of competencies and skills.
Next, sort the competencies based on how critical or essential each one is. You could sort
each of the competencies into one of four groups:
Critical/essential
Important/significant
Less important/learn on the job
Not applicable
When determining how critical or essential a Competencies, Knowledge, Skills and Abilities
(CKSA) is, consider factors such as:
The difficulty or criticality of the tasks being performed
The impact on job outcomes
The impact on the performance of other employees
The consequence of error if the CKSA is not present
How frequently the CKSA is used on the job
Whether the CKSA is required at when the job starts or can be learned or acquired on
the job within the first six months
When completed sorting, review and make any adjustments that are needed. Count the
number of CKSA you sorted in the Critical/Essential and Important/Significant groups. There
should be between 6 and 10 competencies. If you have more than that number, you can rank
the competencies in your Important/Significant group and pick only the highest ranking that
Page 14 of 33

provide you with an appropriate number of competencies. Put all others aside. If you ended
up with fewer than an appropriate number of competencies, then rank the competencies in
your Less Important/Learn on the Job group and pick only the highest ranking to add to the
Important/Significant group, providing you with an appropriate number of competencies. Put
all others aside. The competencies you have chosen form the CKSA portion of the
qualifications for the job.
Step 4: Identify Target perfomance level
Target levels refer to the types of behaviours demonstrated by high performers. They are not
minimum standards. The key is to select the target level that high performers demonstrate
most of the time (general rule - 75% of the time). While all people may be able to
demonstrate a level once, target levels refer to what they do most of the time. To assist you,
think about what a high performer in the job demonstrates most of the time when they are
engaged in that competency. Do not select an inappropriately high target level. Setting the bar
too high can lead you to hiring no one. The focus is on trying to describe reality, not ideals.
Once you have set the Target Level, you should also set the minimum acceptable level
required at job start. You could set Level 1 as the lowest possible level and 5 as the highest.
Ensure the minimum level is also realistic.
Step 5: Experience, Education and Training Needed
Review the final list of Competencies, Knowledge, Skills and Abilities (CKSA) and
determine the various ways in which these could be acquired through education, experience
(work, volunteer and/or life) and/or training. It may be helpful to consider the background of
high-performing employees in this type of position. Be sure to include as many of the
equivalent combinations of education and experience as possible. Consider the availability of
qualified people in the job market and ensure the qualifications are reasonable given that
market. It is important to determine a qualification that is appropriate to the job on day one
and not inappropriately high or low. If qualifications are set too high, candidates that have the
competencies may be inadvertently eliminated at the screening stage before having the
opportunity to prove themselves. Alternatively, if the qualifications are set too low, most of
the applicants will need to be considered which can be a time consuming process and many
may not have the required competencies.
Page 15 of 33

Step 6: Special Considerations
Now is the time to identify and include any special considerations you may wish to
include.Some jobs may require additional specific criteria like the following:
Criminal records review
Drivers, firearms or other licenses
Professional designations (for example: Professional Engineer)
Occupational certifications
Physical requirements to lift heavy objects, work in strenuous situations etc.
Willingness statements (for example: willingness to work in dusty or noisy
environments
Step 7: Review and Finalize
At this point you have completed the job analysis process. This final step is to give you an
opportunity to stand back and take a second look at your work to ensure its valid and stands
the common sense check. To do this, ask yourself the following questions:
Given what I know about the accountabilities of this job/role, are the Competencies,
knowledge skills and abilities chosen really the most critical ones? Will they help me
identify the difference between a high performer and a poor one?
Do the behavioural levels identified really define what high or poor performers
actually do in this job/role?
Are the experience, education and training requirements related to the CKSA chosen:
job-related, inclusive, reasonable and appropriate?
Have all necessary special considerations been included?
If you answered no to any of these questions, review your work and make adjustments so that
you can answer each question with a yes. If you answered yes to all of the questions, finalize
your Statement of Qualifications. These may now be added to Job Descriptions, included in
applicant packages and advertisements, and used as a basis for determining the most
appropriate assessment methods to be used in the hiring process.

Page 16 of 33

Step 8: Using Results
The list of qualifications and competencies developed through job analysis are used to create:
The Statement of Qualifications to be attached to Job Descriptions
Advertising content and/or applicant information packages
Criteria for short listing applicants
As a basis for determining the most effective assessment methods
2.5 Uses of Job Analysis
1. Recruitment and Selection: Job analysis provides information about what the job entails
and what human characteristics are required in order to perform these activities. This
information, in the form of job descriptions and specifications, helps management officials
decide what sort of people they need to recruit and hire and select.
2. Compensation: Job analysis information is crucial for estimating the value of each job and
its appropriate compensation. Compensation (salary and bonus) usually depends on the job's
required skill and education level, safety hazards, degree of responsibility, etc. -- all factors
which can be assessed through job analysis. Also, many employers group jobs into classes.
Job analysis provides the information to determine the relative worth of each job and its
appropriate class.
3. Performance Appraisal: A performance appraisal compares each employee's actual
performance with his or her performance standards. Managers use job analysis to determine
the job's specific activities and performance standards.
4. Training: The job description should show the activities and skills, and therefore training,
that the job requires
5. Discovering Unassigned Duties: Job Analysis can also help reveal unassigned duties. For
example, a company's production manager says an employee is responsible for ten duties,
such as production scheduling and raw material purchasing. Missing, however, is any
reference to managing raw material inventories. On further study, it is revealed that none of
the other manufacturing employees are responsible for inventory management, either. From
review of other jobs like these, it is clear that someone should be managing raw material
inventories. Therefore, an essential unassigned duty has been revealed.
Page 17 of 33

6. EEO Compliance: Job analysis plays a large role in EEO compliance. United States
Federal Agencies' Uniform Guidelines on Employee Selection stipulate that job analysis is a
necessary step in validating all major personnel activities. For example, employers must be
able to show that their selection criteria and job performance are actually related. Doing this
requires knowing what the job entails, which in turn requires job analysis.

2.6 Advantages and disadvantages of Job Analysis
Though job analysis plays a vital role in all other human related activities but every process that has
human interventions also suffers from some limitations. The process of job analysis also has its own
constraints. So, let us discuss the advantages and disadvantages of job analysis process at length.
Advantages of Job Analysis

Provides First Hand Job-Related Information: The job analysis process provides with
valuable job-related data that helps managers and job analyst the duties and
responsibilities of a particular job, risks and hazards involved in it, skills and abilities
required to perform the job and other related info.
Helps in Creating Right Job-Employee Fit: This is one of the most crucial
management activities. Filling the right person in a right job vacancy is a test of skills,
understanding and competencies of HR managers. Job Analysis helps them
understand what type of employee will be suitable to deliver a specific job
successfully.
Page 18 of 33

Helps in Establishing Effective Hiring Practices: Who is to be filled where and when?
Who to target and how for a specific job opening? Job analysis process gives answers
to all these questions and helps managers in creating, establishing and maintaining
effective hiring practices.
Guides through Performance Evaluation and Appraisal Processes: Job Analysis helps
managers evaluating the performance of employees by comparing the standard or
desired output with delivered or actual output. On these bases, they appraise their
performances. The process helps in deciding whom to promote and when. It also
guides managers in understanding the skill gaps so that right person can be fit at that
particular place in order to get desired output.
Helps in Analyzing Training & Development Needs: The process of job analysis
gives answer to following questions:
Who to impart training
When to impart training
What should be the content of training
What should be the type of training: behavioral or technical
Who will conduct training
Helps in Deciding Compensation Package for a Specific Job: A genuine and unbiased
process of job analysis helps managers in determining the appropriate compensation
package and benefits and allowances for a particular job. This is done on the basis of
responsibilities and hazards involved in a job.







Page 19 of 33

Disadvantages of Job Analysis

Time Consuming: The biggest disadvantage of Job Analysis process is that it is very
time consuming. It is a major limitation especially when jobs change frequently.
Involves Personal Biasness: If the observer or job analyst is an employee of the same
organization, the process may involve his or her personal likes and dislikes. This is a
major hindrance in collecting genuine and accurate data.
Source of Data is Extremely Small: Because of small sample size, the source of
collecting data is extremely small. Therefore, information collected from few
individuals needs to be standardized.
Involves Lots of Human Efforts: The process involves lots of human efforts. As every
job carries different information and there is no set pattern, customized information is
to be collected for different jobs. The process needs to be conducted separately for
collecting and recording job-related data.
Job Analyst May Not Possess Appropriate Skills: If job analyst is not aware of the
objective of job analysis process or does not possess appropriate skills to conduct the
process, it is a sheer wastage of companys resources. He or she needs to be trained in
order to get authentic data.
Mental Abilities Can not be Directly Observed: Last but not the least, mental abilities
such as intellect, emotional characteristics, knowledge, aptitude, psychic and
endurance are intangible things that can not be observed or measured directly. People
act differently in different situations. Therefore, general standards can not be set for
mental abilities.
Page 20 of 33

CHAPTER 3. ANALYSIS II
3.1 JOB DESCRIPTION
Job Description is an important document, which is basically descriptive in nature and
contains a statement of job Analysis. It provides both organizational informations (like
location in structure, authority etc) and functional information (what the work is).
It gives information about the scope of job activities, major responsibilities and positioning of
the job in the organization. This information gives the worker, analyst, and supervisor with a
clear idea of what the worker must do to meet the demand of the job.
Importance of job description
All employees like to know what is expected of them and how they will be evaluated. Job
descriptions can also be a great value to employers. Creating a job description often results in
a thought process that helps determine how critical the job is, how this particular job relates
to others and identify the characteristics needed by a new employee filling the role.
A job description typically outlines the necessary skills, training and education needed by a
potential employee. It will spell out duties and responsibilities of the job. Once a job
description is prepared, it can serve a basis for interviewing candidates, orienting a new
employee and finally in the evaluation of job performance. Using job descriptions is part of
good management.
Components of a Job Description
1. A summary statement. These one or two sentences include a general statement of
duties and mentions who the employee would report to.
2. Functions of the position. Usually this section is the most lengthy. It details what the
job actually entails and can be quite specific. It should detail any supervisory
functions in addition to being as specific as possible describing tasks the employee
will face every day. This is also the best place to indicate whether the person will deal
with customers, the public or only internal employees. You can also use this section to
place priorities on the activities.
3. Attributes needed for the position. If the position involves the use of machinery (or
computers), spell out what type of machines or software the employee will use. Also
Page 21 of 33

detail any technical or educational requirements that may be critical or desired. This is
also the place to provide some insights into the type of work environment you are
attempting to maintain. Is it pure business, or must the person be able to contribute to
an overall spirit of the organization?
4. Reporting. Provide details on the reporting and organizational structure. This will
help the employee better understand how their activities fit into the total organization.
5. Evaluation criteria. The more specific you can get the better. Writing this section
will probably enable you to define what is most important for the organization as well
as the employee. Try to make sure the evaluation criteria of the position will promote
the type of activities to enhance the success of the business. Also provide details on
when evaluations will take place.
6. Compensation. Including a range instead of a specific figure will give you more
flexibility, but most people will feel they should be at the top of the range. It is
usually better to have a specific dollar amount, especially if you are giving the job
description to the employee. If your organization uses salary grades, use that.
7. Physical location and surroundings.
Summary
Using job descriptions will help an organization better understand the experience and skill
base needed to enhance the success of the company. They help in the hiring, evaluation and
potentially terminating of employees. All too often, there is a misunderstanding of what a
position entails and a well-prepared job description can help both sides share a common
understanding.

Essentials of a good job description
1) The job description should indicate the scope and nature of the work including all-
important relationships.
2) The job description should be clear regarding the work of the position, duties etc.
3) More specific words should be selected to show:-
a) The kind of work
Page 22 of 33

b) The degree of complexity
c) The degree of skill required
d) The extent to which problems are standardized
e) The extent of workers responsibility for each phase of the work
So we can conclude by saying that Job description provide the information about the type of
job and not jobholders.

USES OF JOB DESCRIPTION: -
Now we will see why job description is necessary in an organization,
There are several uses of job description, like
Preliminary drafts can be used as a basis for productive group discussion, particularly
if the process starts at the executive level.
It helps in the development of job specification.
It acts as a too during the orientation of new employees, to learn duties &
responsibilities. It can act as a basic document used in developing performance
standards.

Contents of Job Description :

Following are the main content of a job description it usually consist of following details or
data.,
Job Description: A statement containing items such as
Job title / Job identification / organization position
Location
Job summary
Duties
Machines, tools and equipment
Page 23 of 33

Materials and forms used
Supervision given or received
Working conditions
Hazards
Job identification or Organization Position: This includes the job title, alternative title,
department, division and plant and code number of the job. The job title identifies and
designates the job properly. The department, division etc., indicate the name of the
department where it is situated and the location give the name of the place.
Job Summary: This serves two important purposes. First is it gives additional
identification information when a job title is not adequate; and secondly it gives a summary
about that particular job.
Job duties and responsibilities: This gives a total listing of duties together with some
indication of the frequency of occurrence or percentage of time devoted to each major duty.
These two are regarded as the Hear of the Job.
Relation to other jobs: This gives the particular person to locate job in the organization by
indicating the job immediately below or above in the job hierarchy.
Supervision: This will give an idea the number of person to be supervised along with their
job titles and the extent of supervision.
Machine: These will also gives information about the tool, machines and equipment to be
used.
Working Conditions: It gives us information about the environment in which a jobholder
must work.
Hazards: It gives us the nature of risks of life and limb, their possibilities of occurrence
etc.
3.2 Job Description of HR Manager
The Human Resources (HR) Manager has overall responsibility for the HR function as it
relates to all CA team members, including employee relations, compensation and benefits
administration, development, implementation and administration of CAs human resources
programs and employment policies, personnel record-keeping, workers compensation and
team member safety issues, training and workforce development, and compliance with HR
laws and regulations. The HR Manager performs advanced professional work advising CA
Page 24 of 33

team leaders and team members on the application of employment, benefits and workers
compensation laws and regulations and CAs employment policies in the contexts of hiring,
discipline, employment termination, training, compensation, benefits, leave, equal
opportunity and other human resources issues. The HR Manager must be open and available
to discuss human resources matters with the entire workforce. The HR Manager reports to the
General Counsel, but also works with CAs VP of Administrative Services/CFO to
administer CAs benefits program, address employee safety issues, and oversee CAs third
party administrator and outside counsel in the handling of workers compensation matters.
The HR Manager supervises the Organizational Development & Training function. The
Human Resources Manager also performs such other functions as may be assigned by the
General Counsel.

3.3 JOB SPECIFICATION
A job specification is a document which describes education, experience, skills, knowledge
required to perform a job. It is a very important document used by HR professionals to
communicate the desired people requirement in the organization. Job seekers generally
respond to a particular job after reading to a job specification.
By just looking at Job Specification, job seekers can understand whether the job is suitable
for him or not. A clear written job description makes HR task easy because clear written job
specification attract only targeted talent pool.
Job Specification Example
Were taking an example of Sales Executives profile job specification.
Experience
A minimum 2 years of experience is required in corporate sales or channel sales with
a renowned IT company.
Experience selling ERP products is a plus point.
Page 25 of 33

Education Qualification
Candidate must have a bachelor degree in Sales & Marketing.
The candidate must have a regular MBA degree from a reputed college.
Specialization in Sales & Marketing is desirable but not mandatory.
Skills & Knowledge Required
Candidate must have a strong communication skills.
Candidate must be very confident.
Ability to give presentation in front of a large audience.
Can perform under high pressure.
Experience in cold calling & lead generation.
Can make go to market strategy.
Ability to work in an environment of constant change.
Experience in global marketplace is must.
Experience in working flexible environment.
Should have a go getter attitude.
Experience is making quotes, negotiation & deal closing.
Can handle the whole sales cycle.
Knowledge about ERP products is a plus.
Must be tech savvy.
High Level Overview of Job Requirement
Creating demand of the product in the market.
Working as a key point between customer & organization.
Demonstrating product to the clients.
Handle complete sales life cycle.
Ensuring high quality customer satisfaction.
Self analysis.
Ensuring 100% of targets achievement.
managing distribution channel of products.
Page 26 of 33

Job Specification translates the job description into terms of the human qualifications, which
are required for performance of a job. They are intended to serve as a guide in hiring and job
evaluation.
Job specification is a written statement of qualifications, traits, physical and mental
characteristics that an individual must possess to perform the job duties and discharge
responsibilities effectively.
In this, job specification usually developed with the co-operation of personnel department
and various supervisors in the whole organization.

Job Specification Information
The first step in the programme of job specification is to prepare a list of all jobs in the
company and where they are located. The second step is to secure and write up information
about each of the jobs in a company. Usually, this information about each of the jobs in a
company. Usually this information includes:

1. Physical specifications: Physical specifications include the physical qualifications or
physical capacities that vary from job to job. Physical qualifications or capacities

2. Include physical features like height, weight, chest, vision, hearing, ability to lift weight,
ability to carry weight, health, age, capacity to use or operate machines, tools, equipment etc.
3. Mental specifications: Mental specifications include ability to perform, arithmetical
calculations, to interpret data, information blue prints, to read electrical circuits, ability to
plan, reading abilities, scientific abilities, judgment, ability to concentrate, ability to handle
variable factors, general intelligence, memory etc.
4. Emotional and social specifications: Emotional and social specifications are more
important for the post of managers, supervisors, foremen etc. These include emotional
stability, flexibility, social adaptability in human relationships, personal appearance including
dress, posture etc.
5. Behavioral Specifications: Behavioral specifications play an important role in selecting
the candidates for higher-level jobs in the organizational hierarchy. This specification seeks
to describe the acts of managers rather than the traits that cause the acts. These specifications
Page 27 of 33

include judgments, research, creativity, teaching ability, maturity trial of conciliation, self-
reliance, dominance etc.

Employee Specification:
Job specifications information must be converted into employee specification information in
order to know what kind of person is needed to fill a job. Employee specification is a like a
brand name which spells that the candidate with a particular employee specification generally
possess the qualities specified under job specification.
Employee specification is useful to find out the suitability of particular class of candidates to
a particular job. Thus, employee specification is useful to find out prospective employees
(target group) whereas job specification is useful to select the right candidate for a job.
Uses of job specification;
Physical characteristics, which include health, strength, age range, body size, weight, vision,
poise etc.
Psychological characteristics or special aptitudes:- This include such qualities as manual
dexterity, mechanical aptitude, ingenuity, judgment etc.
Personal characteristics or fruits of temperament such as personal appearance, good and
pleasing manners, emotional stability, aggressiveness or submissiveness.
Responsibilities: Which include supervision of others, responsibility for production,
process and equipment, responsibility for the safety of others and responsibility for
preventing monetary loss.
Other features of a demographic nature: Which are age, sex, education, experience and
language ability.
Job specifications are mostly based on the educated gneisses of supervisors and personnel
managers. They give their opinion as to who do they think should be considered for a job in
terms of education, intelligence, training etc.
Job specifications may also be based on statistical analysis. This is done to determine the
relationship between
1. Some characteristics or traits.
2. Some performance as rated by the supervisor
Page 28 of 33

3.4 Jobs in the modern world
Job is generally defined as a set of closely related activities carried out for pay, but over the
past few years the concept of a job has been changing quite dramatically. As one observer put
it: The modern world is on the verge of another huge leap in creativity and productivity, but
the job is not going to be part of tomorrows economic reality. There still is and will always
be enormous amounts of work to do, but it is not going to be contained in the familiar
envelopes we call jobs. In fact, many organizations are today well along the path toward
being de-jobbed.
From Specialized to Enlarged J obs
The term job as we know it today is largely an outgrowth of the industrial revolutions
emphasis on efficiency. During this time, experts like Adam Smith and Frederick Taylor
wrote glowingly of the positive correlation between specialization and efficiency.30 Jobs and
job descriptions, until quite recently, tended to follow their prescriptions and to be fairly
detailed and specific. By the mid-1900s other writers were reacting to what they viewed as
the dehumanizing aspects of pigeonholing workers into highly repetitive and specialized
jobs; many proposed solutions like job enlargement, job rotation, and job enrichment. Job
enlargement means assigning workers additional same level activities, thus increasing the
number of activities they perform. Thus, the worker who previously only bolted the seat to
the legs might attach the back as well. Job rotation means systematically moving workers.
from one job to another.
Psychologist Frederick Herzberg argued that the best way to motivate workers is to build
opportunities for challenge and achievement into their jobs via job enrichment. Job
enrichment means redesigning jobs in a way that increases the opportunities for the worker to
experience feelings of responsibility, achievement, growth, and recognitionfor instance, by
letting the worker plan and control his or her own work instead of having it controlled by
outsiders. Modern job analysis/job design techniques can help companies implement high-
performance strategies. In one firmBritish Petroleums exploration divisionthe need for
more efficient, faster-acting, flatter organizations and empowered employees inspired
management to replace job descriptions with matrices listing skills and skill levels. Senior
managers wanted to shift employees attention from a job description/thats-not-my-job
mentality to one that would motivate them to obtain the new skills they needed to accomplish
Page 29 of 33

their broader responsibilities. The solution was a skills matrix like that in Figure 3-10. They
created skills matrices for various jobs within two groups of employees, those on a
management track and those whose aims lay elsewhere (such as to stay in engineering). HR
prepared a matrix for each job or job family (such as drilling manager). As in Figure 3-10, the
matrix listed
(1) The basic skills needed for that job (such as technical expertise) and
(2) The minimum level of each skill required for that job or job family.
The emphasis is no longer on specific job duties. Instead, the focus is on developing
the new skills needed for the employees broader, empowered, and often relatively
undefined responsibilities.
The skills matrix approach triggered other HR changes in this division. For example,
the matrices gave employees a constant reminder of what skills they must improve.
The firm instituted a new skill-based pay plan that awards raises based on skills
improvement. Performance appraisals now focus more on skills acquisitions. And
training emphasizes developing broad skills like leadership and planningskills
applicable across a wide range of responsibilities and jobs. The result was a new firm-
wide emphasis on performance




Page 30 of 33

Why Managers Are Dejobbing Their Companies
Whether specialized, enlarged, or enriched, however, workers still generally have had
specific jobs to do, and these jobs have required job descriptions. In many firms today,
however, jobs are becoming more amorphous and more difficult to define. In other words, the
trend is toward dejobbing. Dejobbingbroadening the responsibilities of the companys
jobs, and encouraging employees not to limit themselves to whats on their job descriptions
is a result of the changes taking place in business today. Organizations need to grapple with
trends like rapid product and technological change, global, deregulation, political instability,
demographic changes, and a shift to a service economy. This has increased the need for firms
to be responsive, flexible, and generally more competitive. In turn, the organizational
methods managers use to accomplish this have helped weaken the meaning of job as a well-
defined and clearly delineated set of responsibilities. Here is a sampling of methods that have
contributed to this weakening.
Flatter Organizations Instead of traditional pyramid-shaped organizations with seven
or more management layers, flat organizations with just three or four levels are
becoming more prevalent. Most firms (including AT&T, ABB, and General Electric)
have already cut their management layers from a dozen to six or fewer. Because the
remaining managers have more people reporting to them, they can supervise them
less, so the jobs of subordinates end up bigger in terms of both breadth and depth of
responsibilities
Work Teams Managers increasingly organize tasks around teams and processes rather
than around specialized functions. For example, at Chesebrough-Ponds USA, a
subsidiary of Unilever, managers replaced a traditional pyramidal organization with
multi skilled, cross-functional, and self-directed teams; the latter now run the plants
four product areas. Hourly employees make employee assignments, schedule
overtime, establish production times and changeovers, and even handle cost control,
requisitions, and work orders. They also are solely responsible for quality control
under the plants continuous quality improvement program. In an organization like
this, employees jobs change daily; there is thus an intentional effort to avoid having
employees view their jobs as a specific set of responsibilities.
The Boundaryless Organization In a boundaryless organization the widespread use
of teams and similar structural mechanisms reduces and makes more permeable the
Page 31 of 33

boundaries that typically separate departments (like sales and production) and
hierarchical levels.33 Boundaryless organizations foster responsiveness by
encouraging employees to rid themselves of the its-not-my-job attitudes that
typically create walls between one employees area and anothers. Instead the focus is
on defining the project or task at hand in terms of the overall best interests of the
organization, thereby further reducing the idea of a job as a clearly defined set of
duties.
Reengineering Reengineering is the fundamental rethinking and radical redesign of
business processes to achieve dramatic improvements in critical contemporary
measures of performance, such as cost, quality, service, and speed. In their book
Reengineering the Corporation, Michael Hammer and James Champy argue that the
principles that shaped the structure and management of business for hundreds of
yearslike highly specialized divisions of workshould be retired. Instead, the firm
should emphasize combining tasks into integrated, unspecialized processes (such as
customer service) assigned to teams of employees.
You can reengineer jobs in many ways. For example, you can combine several
specialized jobs into a few relatively enlarged and enriched ones. Typically, in
reengineered situations workers tend to become collectively responsible for overall
results rather than being individually responsible for just their own tasks: They share
joint responsibility with their team members for performing the whole process, not
just a small piece of it. They not only use a broader range of skills from day to day,
they have to be thinking of a far greater picture. Most important, while not every
member of the team will be doing exactly the same work . . . the lines between [the
workers jobs] blur.





Page 32 of 33

CHAPTER 4. CONCLUSION
The conclusion of the whole discussion is that the main purpose of conducting a job analysis
is to prepare job description and job specification which in turn helps to hire the right quality
of workforce into the organization at right place and with the right skills. Job description and
job specification further gives conclusions for job evaluation. This information is used to
design effective job. To design effective job we should keep balance between efficiency and
behavioural elements. Efficiency element emphasizes productivity and behavioral element
focus on employee needs. In our job analysis a branch manager is a leader of the branch.
Person working as a branch manager should be bold enough to lead a team of 20 or more.
He/she should be a good marketer and a good psychiatrist so that he/she can understand the
mindset of the customers. A BM should have good communication skills to tackle different
situations and can handle contingency plans. Fair salary and compensation and other benefit
should be given to the manger to keep balance. Job analysis is very important and a very
complicated process. . Yet there are some limitations of job analysis for example a Job
descriptions may not be suitable for some senior managers as they should have the freedom
to take the initiative and find fruitful new directions. Job descriptions may be too inflexible in
a rapidly-changing organization, for instance in an area subject to rapid technological change.
Other changes in job content may lead to the job description being out of date. The process
that an organization uses to create job descriptions may not be optimal. There is no method
for it which can give perfect results but through combination of methods and careful analysis
one can have good results. Experience is needed for analyzing jobs.








Page 33 of 33

BIBLIOGRAPHY
Wilson, M. (2007). A history of job analysis. In L. Koppes, Historical perspectives in
industrial and organizational psychology. Mahwah, NJ: Lawrence Erlbaum
Associates.

Google Images (docstoc.com. HR Manager)


Franklin, M. (2005). Guide to Job Analysis. American Society for Training and
Development

Gary Dessler, (2012) Human Resource Management, Prentice Hall, Inc, A Pearson
Company


Muchinsky, Paul M. (2012). Psychology Applied to Work. Summerfield, NC:
Hypergraphic Press, Inc.