JOB ANALYSIS

SUBMITTED TO

THE TAMILNADU NATIONAL LAW SCHOOL,

TIRUCHIRAPPALLI

HUMAN RESOURCE MANAGEMENT

By

A.S.KEERTHINESAN

(BC0140030)
INDEX

DECLARATION
ACKNOWLEDGMENT
INTRODUCTON
JOB ANALYSIS
PURPOSE OF JOB ANALYSIS
SELECTION PROCEDURE
METHODS OF JOB ANALYSIS
DEFINITION OF JOB ANALYSIS
PROCEDURE OFJOB ANALYSIS
CONCLUSION
BIBLIOGRAPHY
 DECLARATION

I, A.S.KEERTHINESAN, Student of Tamil Nadu National Law

School, hereby declare that the work entitled JOB ANALYSIS is my
original work. I have not copied from any other students work or from any
other sources except where due reference or acknowledgment is made
explicitly in the text, nor has any part been written for me by another person.
 ACKNOWLEDGMENT

I am using this opportunity to express my gratitude to everyone who supported me

throughout the course of this JOB ANALYSIS project on the topic Indian
Democracy. I am thankful for their aspiring guidance, invaluably constructive
criticism and friendly advice during the project work. I am sincerely grateful to
them for sharing their truthful and illuminating views on a number of issues related
to the project.

I express my warm thanks to PROF.DR.AGILLA for his support and guidance at

every juncture.

I would also like to thank Mr.N.Murugavel Vice Chancellor of the Tamil Nadu
National Law School and all the people who provided me with the facilities being
required and conductive conditions for my HUMAN RESOURCES
MANAGEMENT project.
INTRODUCTION
The cornerstone of an effective selection system is a thorough
analysis of the relevant knowledge, skills, attitudes and other
personal qualities associated with successful performance in a
given role, as this enables accurate identification of domains to be
targeted at selection.
Job analysis is a systematic process for collecting and analysing
information about jobs.
When properly conducted, a job analysis provides objective
evidence of the skills and abilities needed for effective job
performance and thus provides support for the use of selection
procedures measuring those skills and abilities. As such, a
comprehensive job analysis is typically regarded as best practice
as a first step in designing any selection system.
Research evidence also shows that conducting a job analysis is
important for an organization to defend its human resource
management practices against legal challenge1
As the name suggests, a job analysis should be analytical,
meaning that the job analysis process should break down the job
into its main component parts rather than describing the job as a
whole. The end result of the job analysis should be a documented,
structured, and thorough report which outlines the essential
requirements of the job2
For purposes of inclusion, diversity, and buyin from
stakeholders, it is important to gather information from a range of
individuals. By gathering a diversity of opinions and views, an
 accurate and representative description of the job is more likely to
be reached2
There is no given rule for the number of individuals who should
participate in a job analysis, however guidance is provided on the
acceptable number of participants needed to obtain reliable and
accurate information about a job3
For a job that has a population of around 8000 (as does the F1
role in the UK), 40 individuals should be involved in the process
to obtain 80% confidence in the results. To obtain 90%
confidence in the results, 100 individuals should be involved in
the entire job analysis process, including interviews, observations
and respondents to surveys.
Job analysis is a process and not a single methodology. There are
multiple ways to gather and analyse job information. Best
practice advises a multi method approach to job analysis, which
gathers information from multiple sources using multiple means,
as this allows identification of aspects of a job that may not be
accessible through a single methodology4
Data collected from multiple sources also prevents potential
biases from a single source5 and using multiple methods allows
for convergence of results to make the job analysis more
comprehensive6

JOB ANALYSIS
Job Analysis is a process to identify and determine in detail the
particular job duties and requirements and the relative importance of
these duties for a given job. Job Analysis is a process where judgements
are made about data collected on a job.
THE JOB

An important concept of Job Analysis is that the analysis is conducted of

the Job, not the person. While Job Analysis data may be collected from
incumbents through interviews or questionnaires, the product of the
analysis is a description or specifications of the job, not a description of
the person.

PURPOSE OF JOB ANALYSIS

The purpose of Job Analysis is to establish and document the 'job

relatedness' of employment procedures such as training, selection,
compensation, and performance appraisal.

DETERMINING TRAINING NEEDS

Job Analysis can be used in training/"needs assessment" to identify or
develop:

training content

assessment tests to measure effectiveness of training

equipment to be used in delivering the training

methods of training (i.e., small group, computer-based, video,

classroom...)

COMPENSATION
Job Analysis can be used in compensation to identify or determine:

skill levels

compensable job factors

work environment (e.g., hazards; attention; physical effort)

responsibilities (e.g., fiscal; supervisory)

 required level of education (indirectly related to salary level)

SELECTION PROCEDURES
Job Analysis can be used in selection procedures to identify or develop:

job duties that should be included in advertisements of vacant

positions;

appropriate salary level for the position to help determine what

salary should be offered to a candidate;

minimum requirements (education and/or experience) for

screening applicants;

interview questions;

selection tests/instruments (e.g., written tests; oral tests; job

simulations);

applicant appraisal/evaluation forms;

orientation materials for applicants/new hires

PERFORMANCE REVIEW
Job Analysis can be used in performance review to identify or develop:

goals and objectives

performance standards

evaluation criteria

length of probationary periods

duties to be evaluated

METHODS OF JOB ANALYSIS

Several methods exist that may be used individually or in combination.
These include:

review of job classification systems

incumbent interviews

supervisor interviews

expert panels

structured questionnaires

task inventories

check lists

open-ended questionnaires

observation

incumbent work logs

A typical method of Job Analysis would be to give the incumbent a

simple questionnaire to identify job duties, responsibilities, equipment
used, work relationships, and work environment. The completed
questionnaire would then be used to assist the Job Analyst who would
then conduct an interview of the incumbent(s). A draft of the identified
job duties, responsibilities, equipment, relationships, and work
environment would be reviewed with the supervisor for accuracy. The
Job Analyst would then prepare a job description and/or job
specifications.

The method that you may use in Job Analysis will depend on practical
concerns such as type of job, number of jobs, number of incumbents,
and location of jobs.
What Aspects of a Job Are Analyzed?

Job Analysis should collect information on the following areas:

Duties and Tasks The basic unit of a job is the performance of

specific tasks and duties. Information to be collected about these
items may include: frequency, duration, effort, skill, complexity,
equipment, standards, etc.

Environment This may have a significant impact on the physical

requirements to be able to perform a job. The work environment
may include unpleasant conditions such as offensive odors and
temperature extremes. There may also be definite risks to the
incumbent such as noxious fumes, radioactive substances, hostile
and aggressive people, and dangerous explosives.

Tools and Equipment Some duties and tasks are performed using
specific equipment and tools. Equipment may include protective
clothing. These items need to be specified in a Job Analysis.

Relationships Supervision given and received. Relationships with

internal or external people.

Requirements The knowledges, skills, and abilities (KSA's)

required to perform the job. While an incumbent may have higher
KSA's than those required for the job, a Job Analysis typically only
states the minimum requirements to perform the job.

Job Analysis and Job Description

Job Analysis:
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.

Job Analysis, A process of obtaining all pertaining job facts is classified

into two i.e. Job

Description and Job specification

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.

Who can better describe the characteristics of good job description?

Earnest Dale has developed the following hints for writing 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

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

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.

Job Specification:
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
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:
Uses of this 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
The job analysis may include these activities:

reviewing the job responsibilities of current employees,

doing Internet research and viewing sample job descriptions online
or offline highlighting similar jobs,
analyzing the work duties, tasks, and responsibilities that need to
be accomplished by the employee filling the position,
researching and sharing with other companies that have similar
jobs, and
articulation of the most important outcomes or contributions
needed from the position.
The more information you can gather, the easier the actual writing of the
job description will be.
Steps include in 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?

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 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.
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.

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

Definition of job analysis

A job is defined as a collection of duties and responsibilities which are

given together to an individual employee. Job analysis is the process of
studying and collecting information relating to operations and
responsibilities of a specific job. It can be explained with the help of the
following diagram:
As mentioned in the above table job analysis is divided into 2
parts:

a) Job description
Where the details regarding the job are given.

b) Job specification
Where we explain the qualities required by people applying for the
job.
Need/importance/purpose/benefits of job analysis
The following are the benefits of job analysis:

1. Organizational structure and design

With the help of job analysis, an organization is able make some
key changes in its structure in order to achieve some specific
requirements. It can be done with the help of addition and deletion
of some tasks from various jobs.

2. Recruitment and selection

Planning of the future human resource can be easily done by
organizations with the help of better job analysis. It provides
necessary data required for the selection and recruitment of right
persons for the right jobs.

3. Performance appraisal and training/development

With the help of job requirements that are identified in job
analysis, companies can easily prepare a training program for their
employees. Training program is conducted in those fields which
might employees to improve their overall performance during the
operation of their duties. Similarly, performance appraisal checks
whether the employee is capable of doing certain tasks in a given
environment or not, this helps organizations to track their
employees' performance over a period of time.

PROCEDURE OF JOB ANALYSIS

It is a procedure by which pertinent information is obtained about a
job ,i.e., it is a detailed and systematic study of information
relating to the operations and responsibilities of a specific job. An
authority has defined job analysis as the process of determining,
by observation and study ,and reporting pertinent information
relating to the nature of the specific job. It is the determination of
the tasks which comprise the job and of the skills, knowledge,
abilities and responsibilities required of the worker for a successful
performance and which differentiate one job from all other .Job
Analysis is a procedure and a tool for determining the specified
tasks, operations and requirements of each job. it is the process of
getting information about jobs: specially, what the worker does
;how he gets it done; why he does it; skill; education and training
required; relationship to other jobs; physical demands;
environmental conditions. In other words ,it refers to the anatomy
of the job. It is a complete study of job, embodying every known
 and determinable factor, including the duties and responsibilities
involved in its performance, the conditions under which the
performance is carried on, the nature of the task. The qualities
requires in the worker, and such conditions of employment as pay,
hour, opportunities and privileges. It also emphasis the relation of
one job to others in the organization

PURPOSE OF JOB ANALYSIS:

Job Analysis is useful for overall management of all personal activities. While
this is a generalized statement, it is important to specify the uses of job
analysis. Job related data obtained from a job analysis programme are
useful in HRP, employee hiring, training, job evaluation, compensation,
performance appraisal, computerized personnel information systems,
and safety and health. Each of these applications of job analysis is
described in brief here. They will however be explained in greater detail
in subsequent chapters.

HUMAN RESOURCE PLANNING:

It determines as to how many and what type of personnel will be needed

in the near future. The number and the type of personnel are determined
by the jobs which need to be staffed. Job-related information is,
therefore, necessary for HRP.

RECRUITMENT AND SELECTION:-

Recruitment needs to be preceded by job analysis. Job analysis helps the

HR manager to locate places to obtain employees for opening
anticipated in the future. An understanding of the types of the skills
needed and types of job that may open in the future, enables managers to
have a better continuity and planning in staffing their organization.
Similarly, selecting a qualified person to fill a job requires knowing
clearly the work to be done and the qualifications needed for someone to
perform the work satisfactorily. Without a clear and precise
understanding of what a job entails, the HR manager cannot effectively
select someone to do the job. The objective of employee hiring is to
match the right people with the right jobs. The objective is too difficult
to achieve without having adequate job information.

TRAINING AND DEVELOPMENT:-

Job analysis is useful for an HRD manager in as much as it helps him/her

know what a given job demands from the incumbent in term of
knowledge and skills. Training and development programmes can be
designed on the job requirements. Selection of trainees is also facilitated
by job analysis

Stages in the Job Analysis Process

The process of job analysis must be conducted in a logical manner,

following appropriate management and professional psychometric
practices. Therefore, a multistage process usually is followed, regardless
of the job analysis methods used. The stages for a typical job analysis
are outlined here, but they may vary with the methods used and the
number of jobs included. Figure illustrates the basic stages of the
process.

1. Planning the Job Analysis

It is crucial that the job analysis process be planned before beginning the
gathering of data from managers and employees. Probably the most
important consideration is to identify the objectives of the job analysis.
Maybe it is just to update job descriptions. Or, it may include as an
outcome revising the compensation programs in the organization.
Another objective could be to redesign the jobs in a department or
division of the organization. Also, it could be to change the structure in
parts of the organization to align it better with business strategies.

Whatever the purpose identified, it is vital to obtain top management

support. The backing of senior managers is needed as issues arise
regarding changes in jobs or the organizational structure. Support from
even the highest levels of management helps when managerial and
employee anxieties and resistance arise.

2. Preparing and Introducing the Job Analysis

Preparation begins by identifying the jobs under review. For example,

are the jobs to be analyzed hourly jobs, clerical jobs, all jobs in one
division, or all jobs in the entire organization? In this phase, those who
will be involved in conducting the job analysis and the methods to be
used are identified.
Also specified is how current incumbents and managers will participate
in the process and how many employees jobs will be considered.
Another task in the identification phase is to review existing
documentation.Existing job descriptions, organization charts, previous
job analysis information, and other industry-related resources all may be
useful to review. Having details from this review may save time and
effort later in the process.

A crucial step is to communicate and explain the process to managers,

affected employees, and other concerned people, such as union stewards.
Explanations should address the natural concerns and anxieties people
have when someone puts their jobs under close scrutiny. Items to be
covered often include the purpose of the job analysis, the steps involved,
the time schedule, how managers and employees will participate, who is
doing the analysis, and whom to contact as questions arise. When
employees are represented by a union, it is essential that union
representatives be included in reviewing the job descriptions and
specifications to lessen the possibility of future conflicts

3. Conducting the Job Analysis

With the preparation completed, the job analysis can be conducted.
The methods selected will determine the time line for the project.
Sufficient time should be allotted for obtaining the information from
employees and managers. If questionnaires are used, it is often helpful to
have employees return them to supervisors or managers for review
before giving them back to those conducting the job analysis. The
questionnaire should be accompanied by a letter explaining the process
and instructions for completing and returning the job analysis
questionnaires.

Once data from job analysis has been compiled, it should be sorted by
job, the job family, and organizational unit. This step allows for
comparison of data from similar jobs throughout the organization. The
data also should be reviewed for completeness, and follow-up may be
needed in the form of additional interviews or questions to be answered
by managers and employees.

4. Developing Job Descriptions and Job

Specifications

At this stage the job analysts will prepare draft job descriptions and job
specifications. Later in this chapter is a section discussing details on how
to write job descriptions and job specifications. Our purpose here is to
emphasize that the drafts should be relatively complete and identify
areas where additional clarifications are needed.

Generally, organizations have found that having managers and

employees write job descriptions is not recommended for several
reasons. First, there is no consistency in format and details, both of
which are important given the legal consequences of job descriptions.
Second, managers and employees vary in their writing skills. Also, they
may write the job descriptions and job specifications to reflect what they
do and what their personal qualifications are, not what the job requires.

Once the drafts are completed, they should be reviewed by managers.

Whether employees review the drafts or wait to receive the final job
descriptions is often determined by the managerial style of the
supervisors/managers and the culture of the organization regarding
employee participation and communication. When finished, job
descriptions are distributed by the HR department to managers,
supervisors, and employees. It is important that each supervisor or
manager review the completed description with individual employees so
that there is understanding and agreement on the content that will be
linked to performance appraisals, as well as to all other HR activities

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 behavioral
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.