I am convinced Asha, but one last question if you don't mind: Am I not supposed to take initiative if others don't? And you know, job analysis is the first step towards HR practice.
Thank you very much.
Shahid
From Pakistan, Lahore
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1Thank you very much.
Shahid
From Pakistan, Lahore
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ok asha your response is very convincing and inspiring for me but how can we start recruitment when we don’t have job descripton, specificitation of a particular job. Shahid
From Pakistan, Lahore
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From Pakistan, Lahore
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Shahid - Recruitment policy is different from the "actual recruitment." Recruitment policies explain the process of how a request should be raised and the procedure to be followed. For recruiting, one needs to have a clear idea of the skills. So, don't confuse things unnecessarily.
Only when I created the policy and procedures did I go for a job description preparation. That is how I wanted it and presented it.
It is crystal clear, "do what is a priority to you." If your work needs to start with job analysis - please do it.
Looks like you are putting a lot of questions to confuse yourself and not actually looking at the Big Picture. Do a quick analysis and get working on what is important and a priority. Your answers are very much there in your questions itself. If you are confused, don't do it for the sake of doing it. If you are sure of the benefits and you are willing to apply logical thought - then go ahead.
Thanks.
"If you keep looking at what others are doing and need a justification on why you should do it - the study has to be done by you and the promoters of the company."
"smunir" - Okay Asha, your response is very convincing and inspiring for me, but how can we start recruitment when we don't have a job description or specification of a particular job.
Shahid
From India, Madras
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Only when I created the policy and procedures did I go for a job description preparation. That is how I wanted it and presented it.
It is crystal clear, "do what is a priority to you." If your work needs to start with job analysis - please do it.
Looks like you are putting a lot of questions to confuse yourself and not actually looking at the Big Picture. Do a quick analysis and get working on what is important and a priority. Your answers are very much there in your questions itself. If you are confused, don't do it for the sake of doing it. If you are sure of the benefits and you are willing to apply logical thought - then go ahead.
Thanks.
"If you keep looking at what others are doing and need a justification on why you should do it - the study has to be done by you and the promoters of the company."
"smunir" - Okay Asha, your response is very convincing and inspiring for me, but how can we start recruitment when we don't have a job description or specification of a particular job.
Shahid
From India, Madras
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Dear Asha,
I have just registered my name in this management. First, let me introduce myself. I am working in a medium-scale company with a turnover of 100 crore per month. I am a postgraduate from the commerce faculty but have not received any training for the HR Personnel department. However, I have been engaged with this organization since 1992. I have experience with central excise, prohibition excise, sales tax, pollution, and have been involved in both listening and practical work with the central government as well as state government concerning personnel and HR activities.
Due to my long-term relationship with the workers, I have managed to develop good relations with them despite lower salaries. However, currently, there are some issues arising between the employees and the employer due to middle persons like the departmental head misleading both parties. I am facing difficulty in explaining the situation to the management. Can you help me in this situation?
Subhash
From India, Vadodara
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I have just registered my name in this management. First, let me introduce myself. I am working in a medium-scale company with a turnover of 100 crore per month. I am a postgraduate from the commerce faculty but have not received any training for the HR Personnel department. However, I have been engaged with this organization since 1992. I have experience with central excise, prohibition excise, sales tax, pollution, and have been involved in both listening and practical work with the central government as well as state government concerning personnel and HR activities.
Due to my long-term relationship with the workers, I have managed to develop good relations with them despite lower salaries. However, currently, there are some issues arising between the employees and the employer due to middle persons like the departmental head misleading both parties. I am facing difficulty in explaining the situation to the management. Can you help me in this situation?
Subhash
From India, Vadodara
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Dear Mr. Subhash,
I think at this point what stops you from moving forward is "not being able to present the actual problem to the Management."
If a problem has arisen due to the departmental head's misguidance, I believe you will have to conduct an investigation on what went wrong, with evidence to provide to the management. You could ask a member of the Senior Management to allocate some time to discuss a few things that you have investigated. Present the matter to that person and seek guidance on how they would like to proceed. This will not only make you appear proactive but also provide the necessary information.
Thank you.
From India, Madras
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I think at this point what stops you from moving forward is "not being able to present the actual problem to the Management."
If a problem has arisen due to the departmental head's misguidance, I believe you will have to conduct an investigation on what went wrong, with evidence to provide to the management. You could ask a member of the Senior Management to allocate some time to discuss a few things that you have investigated. Present the matter to that person and seek guidance on how they would like to proceed. This will not only make you appear proactive but also provide the necessary information.
Thank you.
From India, Madras
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Hi, this is Kalpana. Coming to the job analysis, I would like to suggest that job analysis is very necessary. It is nothing but the gathering of information regarding the jobs from various fields and sources. Now, maybe your company is in a good position, but vision and mission must be implemented in every organization. You must be in a position to estimate the future threats likely because of the always-changing environment. Employees are the core resources for any organization, so paying attention to retention is important. Job satisfaction also plays an important role. Just think about it.
From India, Vijayawada
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From India, Vijayawada
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SHAHID,
HERE IS SOME USEFUL MATERIAL.
REGARDS
LEO LINGHAM.
====================================
JOB ANALYSIS IS A STAND ALONE DOCUMENT.
JOB ANALYSIS analyses the job in the situation,
as it stands.
JOB ANALYSIS IS NOT AN EVALUATION OF THE JOB.
JOB ANALYSIS CONCEPT
Overview
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; not the person
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' .
==========================================
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.
There are two key elements of a job analysis:
1. Identification of major job requirements[MJR] , which are the most important duties and responsibilities of the position to be filled. They are the main purpose or primary reasons the position exists. The primary source of MJRs is the most current, official position description.
2. Identification of knowledge, skills and abilities (KSAs) required to accomplish each MJR and the quality level and amount of the KSAs needed.
==========================================
FIRST STEP --CLASSIFY THE JOB
STANDARD OCCUPATIONAL CLASSIFICATIONS
The Occupational Classification System manual was created for Bureau of STATISTICS field economists to help ensure correct occupational matches when collecting compensation data. Available to the public, this manual allows the user to lookup job descriptions for occupations and is used by field economists in the classification of thousands of occupations.
================================================
SECOND STEP- CONDUCTING INTERVIEWS
Interview Methods
Structured Interviews A structured interview may assume a definite format involving:
charting a job-holder's sequence of activities in performance
an inventory or questionnaire may be used
Care is needed to set up such interactions. A specialist analyst is not involved and participants need to know what they are doing, why and what is expected as a result. They may be intrained as interviewers and not structure the interview as recommended. Notes and records may be needed for subsequent analysis.
A structured interview may be akin to a staff appraisal or job evaluation interview carried out by a manager with a subordinate. The manager is the analyst.
Interview Outcomes
Interviewing is a flexible method for all levels and types of job. An interview may focus on what a hypothetical job might involve.
Interviews generate descriptive data and enable job-holders to interpret their activities. A good interviewer can probe sensitive areas in more depth. Structured questionnaires cannot easily do this. Jobholders can give overviews of their work and offer their perceptions and feelings about their job and the environment. Rigid questionnaires tend to be less effective where the more affective aspects of work are concerned.
However information from different interviews can be
hard to bring together
there is potential for interviewer bias
certain areas of the work may fail to be picked up
an interview may stress one area and neglect others.
there are problems in interpretation and analysis with the possibility of distorted impressions
the subjectivity of the data captured needs to be considered
Interviewing as the sole method of job analysis in any particular project has disadvantages. Interviews are time consuming and training is needed. Co-counselling may remove the analyst and enable jobholders to discuss work between themselves. Through inexperience however they may miss items and there is the natural problem of people not establishing and maintaining rapport with each other during an interview.
Methods of Job Analysis
Several methods exist that may be used individually or in combination. These include:
review of job classification systems
incumbent interview
supervisor/direct boss interviews
expert panels [ direct boss/HRM/ others]
structured questionnaires
task inventories
check lists
open-ended questionnaires
job observations
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.
===============================================
THIRD STEP ---ANALYSIS OF THE JOB.
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.
What does or should the person do?
What knowledge, skill, and abilities does it take to perform this job?
What is the result of the person performing the job?
How does this job fit in with other jobs in the organization?
The process may seek to obtain information about the:
work
worker
context within which the job exists
=================================================
ONCE YOU FINISH, THE JOB ANALYSIS
YOU SHOULD,THEN, DISCUSS WITH YOUR BOSS/CEO
AND REQUEST FOR
-CORPORATE VISION STATEMENT.
-CORPORATE MISSION STATEMENT
-CORPORATE OBJECTIVES
-CORPORATE STRATEGY.
PLUS
EACH DEPARTMENT'S OBJECTIVES/ STRATEGIES.
YOU NEED THESE TO DEVELOP
VVVVVVVVVVVVVVVVVVVVVVVVVVVVV
FOURTH STEP - DEVELOPING JOB DESCRIPTORS
Worker Functions. The relationship of the worker to data, people, and things.
Work Fields. The techniques used to complete the tasks of the job. Over 100 such fields have been identified. This descriptor also includes the machines, tools, equipment, and work aids that are used in the job.
Materials, Products, Subject Matter, and/or Services. The outcomes of the job or the purpose of performing the job.
Worker Traits. The aptitudes, educational and vocational training, and personal traits required of the worker.
Physical Demands. Job requirements such as strength, observation, and talking. This descriptor also includes the physical environment of the work.
skills
abilities
knowledge
tasks
work activities
work context
experience levels required
job interests
work values/needs
==========================================
FIFTH STEP -- DEVELOPING JOB DESCRIPTIONS/JOB SPECIFICATIONS
There are as many different formats for job descriptions as there are jobs, but there are some basic pieces of information that most job descriptions have. Include them in yours, if you feel they are appropriate.
Job Scope . This section should contain a brief summary of the information found in more detail elsewhere in the description. A summary shouldn't be more than a few sentences long and should explain the main purposes and functions of the job.
Detailed duties and responsibilities. This is a more detailed description of the duties involved and separates the essential functions of the job from the incidental job functions for purposes of the ADA.
Accountabilities. A list of outcomes, the position is responsible for.
Skills required to perform the job. This can include compensable factors such as education, experience, and abilities.
Importance of job duties and tasks. Ranking the duties from most important to least important is a good way to convey this information since the task that consumes the most time is not necessarily the most important task. You can rank on a scale of one to 10, for example.
When and how often the tasks are performed. You might want to mention that certain tasks are only done once a month, quarter, year etc.
Job environment. Job environments can impact significantly on workers' motivation and job satisfaction. For example, it's a good idea to include in job descriptions factors like the fact that the work is done off-premises, or mention the existence of hazards, noises, physical proximity of other employees, and opportunities to communicate with other employees. Including these factors in the job description helps job applicants better understand the requirements of the job and helps you select the best candidate for the position.
Working Relationship. should include 1] direct reporting 2] dotted line communication 3]others.
JOB Competencies.
JOB'S KRA [ Key responsible areas]
JOB'S KPA [ Key performance areas]
JOB'S KPI [ Key performance indicators]
-JOB'S PERFORMANCE STANDARDS
-JOB'S PERFORMANCE CRITERIA
================================================== ==================================
Job Specification Information
The first step in the program 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 includes:
1.Physical specifications
2.Mental specifications,
3.Emotional and social specifications
4.Behavioral specifications
Physical Specifications: Physical specifications include the physical qualifications or physical capacities which vary from job to job. Physical qualifications or capacities 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.
Mental Specifications: Mental specifications include ability to perform, arithmetical calculation, 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.
Emotional and Social Specifications: Emotional and social specifications are more important for the post of managers, supervisors, foremen etc. They include emotional stability, flexibility, and social adaptability in human relationship, personal appearance including dress, posture, poise, features and voice required by the job.
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 (capable of accepting responsibility) trial of conciliation, self-reliance (self-starter sticks to own decisions), dominance (giving orders in a personal way) etc.
Employee Specifications
Job specifications information must be converted into employee specification information in order to know what king of person is needed to fill a job. Employee specification is like a brand name which spells that the candidate with a particular employee specification generally possesses the qualities specified under job specification, for example, the employee with the educational qualification of MBA generally knows the concepts, managerial skills like decision-making, inter-personal, leadership etc. However, the validity of this assumption can be tested through selection procedure. 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. Employee specification information includes the following
1.Job Grade: Middle Management
2.Job Title: Credit Manager
3.Physical and Health: Normal health, able to visit factories, fields—able to walk extensively.
4.Energy Level and Temperature: High ability to adjust to increasing temperature
5.Appearance, Dress: Neat—suitable to traveling
6.Mental Abilities: Alertness, ability to read and perceive accurately.
7.Special Abilities: Flexibility, adaptability.
8.Special knowledge or Skills: Must know local language skills of conciliation, appreciation.
9.Skill in Operating Special Equipment: Driving two wheelers and light vehicles
10.Degree of Personal Traits.
11.Maturity: Must be capable of accepting responsibility to recover.
12.Self Reliance: Stick to own appraising decisions.
13.Dominance: Must dominate the field officers and branch managers.
14.Creativeness: Creative thinking in developing new schemes of advances and recovery.
15.Particular Skills: Calculating, analytical, interpretation, appraising etc.
16.Others.
Age
Sex
Educational Qualifications
Experience
Physical specifications: Height, weight etc
Social background
Family background
Extra-curricular activities
Hobbies
Some items of employee specification information are target for criticism. It is criticized that the privacy of the employee may be affected if the information like social background and family background is asked and taken into consideration to judge whether a candidate possess certain traits, behavioral specifications and social specifications. However, the organization may adapt the counseling technique to solicit such information rather than using application blank. And the organizations should give the benefit of doubt to the candidate in judging the behavioral and social specifications basing on sex, family and social background of the candidate. However, job analysis once applied is of great use of performing various functions of HRM.
THE JOB ANALYSIS,THEN, CAN BE USED FOR
-analysis of the job itself, at any time.
-developing job description.
-developing job position specification
-job evaluation
-job enlargement
-job enrichment.
etc
===============
################################################## ###############################################
From India, Mumbai
Acknowledge(0)Amend(0)
HERE IS SOME USEFUL MATERIAL.
REGARDS
LEO LINGHAM.
====================================
JOB ANALYSIS IS A STAND ALONE DOCUMENT.
JOB ANALYSIS analyses the job in the situation,
as it stands.
JOB ANALYSIS IS NOT AN EVALUATION OF THE JOB.
JOB ANALYSIS CONCEPT
Overview
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; not the person
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' .
==========================================
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.
There are two key elements of a job analysis:
1. Identification of major job requirements[MJR] , which are the most important duties and responsibilities of the position to be filled. They are the main purpose or primary reasons the position exists. The primary source of MJRs is the most current, official position description.
2. Identification of knowledge, skills and abilities (KSAs) required to accomplish each MJR and the quality level and amount of the KSAs needed.
==========================================
FIRST STEP --CLASSIFY THE JOB
STANDARD OCCUPATIONAL CLASSIFICATIONS
The Occupational Classification System manual was created for Bureau of STATISTICS field economists to help ensure correct occupational matches when collecting compensation data. Available to the public, this manual allows the user to lookup job descriptions for occupations and is used by field economists in the classification of thousands of occupations.
================================================
SECOND STEP- CONDUCTING INTERVIEWS
Interview Methods
Structured Interviews A structured interview may assume a definite format involving:
charting a job-holder's sequence of activities in performance
an inventory or questionnaire may be used
Care is needed to set up such interactions. A specialist analyst is not involved and participants need to know what they are doing, why and what is expected as a result. They may be intrained as interviewers and not structure the interview as recommended. Notes and records may be needed for subsequent analysis.
A structured interview may be akin to a staff appraisal or job evaluation interview carried out by a manager with a subordinate. The manager is the analyst.
Interview Outcomes
Interviewing is a flexible method for all levels and types of job. An interview may focus on what a hypothetical job might involve.
Interviews generate descriptive data and enable job-holders to interpret their activities. A good interviewer can probe sensitive areas in more depth. Structured questionnaires cannot easily do this. Jobholders can give overviews of their work and offer their perceptions and feelings about their job and the environment. Rigid questionnaires tend to be less effective where the more affective aspects of work are concerned.
However information from different interviews can be
hard to bring together
there is potential for interviewer bias
certain areas of the work may fail to be picked up
an interview may stress one area and neglect others.
there are problems in interpretation and analysis with the possibility of distorted impressions
the subjectivity of the data captured needs to be considered
Interviewing as the sole method of job analysis in any particular project has disadvantages. Interviews are time consuming and training is needed. Co-counselling may remove the analyst and enable jobholders to discuss work between themselves. Through inexperience however they may miss items and there is the natural problem of people not establishing and maintaining rapport with each other during an interview.
Methods of Job Analysis
Several methods exist that may be used individually or in combination. These include:
review of job classification systems
incumbent interview
supervisor/direct boss interviews
expert panels [ direct boss/HRM/ others]
structured questionnaires
task inventories
check lists
open-ended questionnaires
job observations
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.
===============================================
THIRD STEP ---ANALYSIS OF THE JOB.
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.
What does or should the person do?
What knowledge, skill, and abilities does it take to perform this job?
What is the result of the person performing the job?
How does this job fit in with other jobs in the organization?
The process may seek to obtain information about the:
work
worker
context within which the job exists
=================================================
ONCE YOU FINISH, THE JOB ANALYSIS
YOU SHOULD,THEN, DISCUSS WITH YOUR BOSS/CEO
AND REQUEST FOR
-CORPORATE VISION STATEMENT.
-CORPORATE MISSION STATEMENT
-CORPORATE OBJECTIVES
-CORPORATE STRATEGY.
PLUS
EACH DEPARTMENT'S OBJECTIVES/ STRATEGIES.
YOU NEED THESE TO DEVELOP
VVVVVVVVVVVVVVVVVVVVVVVVVVVVV
FOURTH STEP - DEVELOPING JOB DESCRIPTORS
Worker Functions. The relationship of the worker to data, people, and things.
Work Fields. The techniques used to complete the tasks of the job. Over 100 such fields have been identified. This descriptor also includes the machines, tools, equipment, and work aids that are used in the job.
Materials, Products, Subject Matter, and/or Services. The outcomes of the job or the purpose of performing the job.
Worker Traits. The aptitudes, educational and vocational training, and personal traits required of the worker.
Physical Demands. Job requirements such as strength, observation, and talking. This descriptor also includes the physical environment of the work.
skills
abilities
knowledge
tasks
work activities
work context
experience levels required
job interests
work values/needs
==========================================
FIFTH STEP -- DEVELOPING JOB DESCRIPTIONS/JOB SPECIFICATIONS
There are as many different formats for job descriptions as there are jobs, but there are some basic pieces of information that most job descriptions have. Include them in yours, if you feel they are appropriate.
Job Scope . This section should contain a brief summary of the information found in more detail elsewhere in the description. A summary shouldn't be more than a few sentences long and should explain the main purposes and functions of the job.
Detailed duties and responsibilities. This is a more detailed description of the duties involved and separates the essential functions of the job from the incidental job functions for purposes of the ADA.
Accountabilities. A list of outcomes, the position is responsible for.
Skills required to perform the job. This can include compensable factors such as education, experience, and abilities.
Importance of job duties and tasks. Ranking the duties from most important to least important is a good way to convey this information since the task that consumes the most time is not necessarily the most important task. You can rank on a scale of one to 10, for example.
When and how often the tasks are performed. You might want to mention that certain tasks are only done once a month, quarter, year etc.
Job environment. Job environments can impact significantly on workers' motivation and job satisfaction. For example, it's a good idea to include in job descriptions factors like the fact that the work is done off-premises, or mention the existence of hazards, noises, physical proximity of other employees, and opportunities to communicate with other employees. Including these factors in the job description helps job applicants better understand the requirements of the job and helps you select the best candidate for the position.
Working Relationship. should include 1] direct reporting 2] dotted line communication 3]others.
JOB Competencies.
JOB'S KRA [ Key responsible areas]
JOB'S KPA [ Key performance areas]
JOB'S KPI [ Key performance indicators]
-JOB'S PERFORMANCE STANDARDS
-JOB'S PERFORMANCE CRITERIA
================================================== ==================================
Job Specification Information
The first step in the program 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 includes:
1.Physical specifications
2.Mental specifications,
3.Emotional and social specifications
4.Behavioral specifications
Physical Specifications: Physical specifications include the physical qualifications or physical capacities which vary from job to job. Physical qualifications or capacities 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.
Mental Specifications: Mental specifications include ability to perform, arithmetical calculation, 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.
Emotional and Social Specifications: Emotional and social specifications are more important for the post of managers, supervisors, foremen etc. They include emotional stability, flexibility, and social adaptability in human relationship, personal appearance including dress, posture, poise, features and voice required by the job.
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 (capable of accepting responsibility) trial of conciliation, self-reliance (self-starter sticks to own decisions), dominance (giving orders in a personal way) etc.
Employee Specifications
Job specifications information must be converted into employee specification information in order to know what king of person is needed to fill a job. Employee specification is like a brand name which spells that the candidate with a particular employee specification generally possesses the qualities specified under job specification, for example, the employee with the educational qualification of MBA generally knows the concepts, managerial skills like decision-making, inter-personal, leadership etc. However, the validity of this assumption can be tested through selection procedure. 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. Employee specification information includes the following
1.Job Grade: Middle Management
2.Job Title: Credit Manager
3.Physical and Health: Normal health, able to visit factories, fields—able to walk extensively.
4.Energy Level and Temperature: High ability to adjust to increasing temperature
5.Appearance, Dress: Neat—suitable to traveling
6.Mental Abilities: Alertness, ability to read and perceive accurately.
7.Special Abilities: Flexibility, adaptability.
8.Special knowledge or Skills: Must know local language skills of conciliation, appreciation.
9.Skill in Operating Special Equipment: Driving two wheelers and light vehicles
10.Degree of Personal Traits.
11.Maturity: Must be capable of accepting responsibility to recover.
12.Self Reliance: Stick to own appraising decisions.
13.Dominance: Must dominate the field officers and branch managers.
14.Creativeness: Creative thinking in developing new schemes of advances and recovery.
15.Particular Skills: Calculating, analytical, interpretation, appraising etc.
16.Others.
Age
Sex
Educational Qualifications
Experience
Physical specifications: Height, weight etc
Social background
Family background
Extra-curricular activities
Hobbies
Some items of employee specification information are target for criticism. It is criticized that the privacy of the employee may be affected if the information like social background and family background is asked and taken into consideration to judge whether a candidate possess certain traits, behavioral specifications and social specifications. However, the organization may adapt the counseling technique to solicit such information rather than using application blank. And the organizations should give the benefit of doubt to the candidate in judging the behavioral and social specifications basing on sex, family and social background of the candidate. However, job analysis once applied is of great use of performing various functions of HRM.
THE JOB ANALYSIS,THEN, CAN BE USED FOR
-analysis of the job itself, at any time.
-developing job description.
-developing job position specification
-job evaluation
-job enlargement
-job enrichment.
etc
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From India, Mumbai
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Asha has done good counseling. But I have a suggestion. Please start small and let others see the difference. So let Shahid start the job analysis in a single department and see the results before expanding to other departments.
From India, Bhopal
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From India, Bhopal
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Hi,
Please ask your management to create a vision and values document. What values would you like your people to have within the organization? What values do you look for in people when you recruit? You can also commission an agency to do this. It would cost between 300,000 to 500,000 Pakistani currency. Additionally, consider conducting a job description self-assessment exercise.
Regards, Dr. Trevor Rodrigues
From United Arab Emirates, Dubai
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Please ask your management to create a vision and values document. What values would you like your people to have within the organization? What values do you look for in people when you recruit? You can also commission an agency to do this. It would cost between 300,000 to 500,000 Pakistani currency. Additionally, consider conducting a job description self-assessment exercise.
Regards, Dr. Trevor Rodrigues
From United Arab Emirates, Dubai
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Dear Shahid and friends,
The best reply has been given by leolingham2000, as it is complete in all respects and addresses the task at hand. Dear Leo, your experience shines through. I must say, there is no substitute for practical experience beyond textbooks.
I would like to reiterate what Leo has written: JOB ANALYSIS IS A STANDALONE activity.
Yes, it is correct.
There is no need to link it with the vision, mission, core values, or credo of the company.
Secondly, certain technical job analyses remain the same across industries (that is one more proof why the vision, mission, core values of a company do not come into the picture).
I hope I have been able to convince you.
If not, let me illustrate:
- A consultant is doing the job analysis of "pump operator" in a certain manufacturing industry. Will he require the company's vision, mission statement to go ahead???
- In fact, the job analysis for that job title would remain more or less the same in the same industry.
To take a high-profile example (for the satisfaction of Ash and other friends):
- A country has six international airlines operating. The new entrant company has hired a consultant for job analysis of "pilots".
- Now, do you think the new company's vision, mission, etc. will affect the job analysis?
- Won't it be almost similar to other airlines???
Hope I have made the issue clear. Rest is given in the excellent post sent by leolingham2000.
This is not to discount the good efforts put in by Ash.
But it seems you were able to throw her off track with your initial statement, "I am confused with some questions how job analysis can help when you have no vision mission and departmental objectives."
And my personal opinion on this:
- Shahid, all small private companies (in India, the slang is 'baniya company') in our sub-continent suffer from the same drawbacks - they function like kirana shops.
- But, I think - please note - you are just plain lazy, scared, or a procrastinator; who needs excuses for not doing something.
- Otherwise, why should you be putting off this simple task of doing job analysis in a textile industry - which has less complex processes???????
Sorry for being judgmental - but it was necessary.
Regards.
From India, Delhi
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The best reply has been given by leolingham2000, as it is complete in all respects and addresses the task at hand. Dear Leo, your experience shines through. I must say, there is no substitute for practical experience beyond textbooks.
I would like to reiterate what Leo has written: JOB ANALYSIS IS A STANDALONE activity.
Yes, it is correct.
There is no need to link it with the vision, mission, core values, or credo of the company.
Secondly, certain technical job analyses remain the same across industries (that is one more proof why the vision, mission, core values of a company do not come into the picture).
I hope I have been able to convince you.
If not, let me illustrate:
- A consultant is doing the job analysis of "pump operator" in a certain manufacturing industry. Will he require the company's vision, mission statement to go ahead???
- In fact, the job analysis for that job title would remain more or less the same in the same industry.
To take a high-profile example (for the satisfaction of Ash and other friends):
- A country has six international airlines operating. The new entrant company has hired a consultant for job analysis of "pilots".
- Now, do you think the new company's vision, mission, etc. will affect the job analysis?
- Won't it be almost similar to other airlines???
Hope I have made the issue clear. Rest is given in the excellent post sent by leolingham2000.
This is not to discount the good efforts put in by Ash.
But it seems you were able to throw her off track with your initial statement, "I am confused with some questions how job analysis can help when you have no vision mission and departmental objectives."
And my personal opinion on this:
- Shahid, all small private companies (in India, the slang is 'baniya company') in our sub-continent suffer from the same drawbacks - they function like kirana shops.
- But, I think - please note - you are just plain lazy, scared, or a procrastinator; who needs excuses for not doing something.
- Otherwise, why should you be putting off this simple task of doing job analysis in a textile industry - which has less complex processes???????
Sorry for being judgmental - but it was necessary.
Regards.
From India, Delhi
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Job Analysis.doc
JOB DESIGN & JOB ANALYSIS.ppt
Job Analysis.pdf