There exists a wide range of job evaluation methods. The choice of an evaluation method is dependent on the number and kind of jobs to be evaluated, the cost of the operation, available resources, the degree of precision required and the organisations’ environments- both internal and external. However, whatever be the chosen method, systematic gathering and analysis of information about jobs is a prerequisite. The job analysis process involves gathering of such information.
Job analysis is the process by which data, with regard to each job, is systematically observed and noted. It provides information about the nature of the job and the characteristics or qualifications that are desirable in the jobholder. The data from job analysis could be used for a variety of purposes. The job analysis study attempts to provide information in seven basic areas:
1. Job Identification or its title, including the code number, if any.
2. Distinctive or significant characteristics of the job, its location setting, supervision, union jurisdiction, and hazards and discomforts, if any.
3. What the typical worker does: Specific operations and tasks that make up the assignment, and their relative timing and importance; the simplicity, the routine, or complexity of tasks, responsibility for others, for property, or for funds.
4. What materials and equipment the worker uses: Metals, plastics, grain, yarns; and lathes, milling machines, electronic ignition testers, corn huskers, punch presses, and micrometers are illustrative.
5. How the job is performed: The emphasis here is on the nature of operations, and may specify such operations as handling, feeding, removing, drilling, driving, setting up, and many others.
6. Required personnel attributes: Experience, training apprenticeship, physical strength, coordination or dexterity, physical demands, mental capabilities, aptitudes, and social skills are some attributes.
7. The conditions under which the work is performed: Working conditions and work environments is a major contributing factor in the performance of the job, and the satisfaction of the employee. A dimly highlighted, poorly ventilated and crowded place of work hampers efficiency. The workers are forced to spend more energy to accomplish tasks, which they can do, in much lesser efforts in otherwise conditions. Poor working conditions have been found to cause greater fatigue, negligence, absenteeism, indiscipline and insubordination among the employees.
Each of these piece of information is essential; it is not sufficient to merely list a series of tasks or duties, because each piece of information is used in determining the level of work and responsibility and the knowledge, skill and abilities needed to perform them to an acceptable level of proficiency.
The process of assembling and recording information on such essential characteristics of jobs is known as job analysis. In other words, jobs are subjected to analysis to find out precisely what the duties, responsibilities, working environment and other requirements of a job are and to present these in a clear, concise and systematic way. Job analysis should be undertaken by trained job analyst working in close collaboration with managers and jobholders.
STEPS IN THE JOB ANALYSIS PROCESS
The major steps to be followed in carrying out job analysis in an on-going organization are given below:
1. Organization Analysis: The first step is to get an overall view of various jobs in the organisation with a view to examine the linkages between jobs and the organisational objectives, interrelationships among the jobs, and the contribution of various jobs towards achieving organisational efficiency and effectiveness. The organisation chart and the work flow or process charts constitute an important source of information for the purpose.
2. Uses of Job Analysis Information: Depending on organisational priorities and constraints, it is desirable to develop clarity regarding the possible uses of the information pertaining to job analysis. In the previous pages it has been already indicated that such information could be utilised practically for all personnel functions. Nevertheless, it is important to focus on a few priority activities in which the job analysis information could be used.
3. Selection of Jobs for Analysis: Carrying out job- analysis is a time- consuming and costly process. It is, therefore, desirable to select a representative sample of jobs for purposes of analysis.
4. Collection of Data: Data will have to be collected on the characteristics of job, the required behaviour and personal attributes needed to do the job effectively. Several techniques for job analysis are available. Care needs to be taken to use only such techniques, which are acceptable and reliable in the existing situation within the organisation.
5. Preparation of Job Description: The information collected in the previous step is used in preparing a job description for the job highlighting major tasks, duties, and responsibilities for effective job performance.
6. Preparation of Job Specification: Likewise, the information gathered in step (4) is also used to prepare the job specification for a job highlighting the personal attributes required in terms of education, training, aptitude and experience to fulfil the job description.
Job Analysis thus carried out provides basic inputs to the design of jobs so that it is able to meet the requirements of both the organization (in terms of efficiency and productivity) as well as the employees (in terms of job satisfaction and need fulfilment). Developing appropriate job design is then the outcome of the job analysis process.
The most important use of job analysis is to produce a basic job description of what the job is to facilitate basic human resource problem solving. The second is to provide employees and supervisors with a basic description of jobs describing duties and characteristics in common with and different from other positions or jobs. When pay is closely associated with levels of difficulty these descriptions will help foster a feeling of organisational fairness related to pay issues. Other important uses of job analysis are given below:
Indicate training needs
Put together work groups or teams
l Provide information to conduct salary surveys
Provide a basis for determining a selection plan
Provide a basis for putting together recruitment
Describe the physical needs of various positions to determine the validity of discrimination complaints
As part of an organisational analysis
As part of strategic planning
As a part of any human relations needs assessment
As a basis for coordinating safety concerns
Job analysis is indeed an essential part of any modern human resource management system. The kind of information gathered through job analysis varies considerably depending upon the specific uses to be made of it. Accordingly, job analysis programmes are usually tailor-made for the specific purpose.
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