1.
Determine the Use of the Job Analysis Information:
Start by identifying the use to which
the information will be put, since this will determine the type of data you
collect and the technique you use to collect them.
2.
Collection of Background Information:
According to Terry, “The make-up of a
job, its relation to other jobs, and its requirements for competent performance
are essential information needed for a job evaluation. This information can be
had by reviewing available background information such as organization charts
(which show how the job in question relates to other jobs and where they fit
into the overall organization); class specifications (which describe the
general requirements of the class of job to which the job under analysis
belongs); and the existing job descriptions which provide a starting point from
which to build the revised job description”.
3.
Selection of Jobs for Analysis:
To do job
analysis is a costly and time consuming process. It is hence, necessary to
select a representative sample of jobs for purposes of analysis. Priorities of
various jobs can also be determined. A job may be selected because it has
undergone undocumented changes in job content. The request for analysis of a
job may originate with the employee, supervisor, or a manager. When the
employee requests an analysis it is usually because new job demands have not
been reflected in changes in wages. Employee’s salaries are, in part, based
upon the nature of the work that they perform. Some organizations establish a time
cycle for the analysis of each job.
4.
Collection of Job Analysis Data:
Job data on features of the job,
requited employee qualification and requirements, should be collected either
form the employees who actually perform a job; or from
other employees (such as foremen
or supervisors) who watch the workers doing a job and there by acquire knowledge
about it; or from the outside persons, known as the trade job analysis who are
appointed to watch employees performing a job. The duties of such a trade job
analyst are
(i)
to
outline the complete scope of a job and to consider all the physical and mental
activities involved in determining what the worker does.;
(ii)
find out why a worker does a job; and for this
purpose he studies why each task is essential for the overall result; and
(iii)
the skill factor which may be needed in the
worker to differentiate between jobs and establish the extent of the difficulty
of any job.
5.
Processing the Information:
Once job analysis information has
been collected, the next step is to place it in a form that will make it useful
to those charged with the various personnel functions. Several issues arise
with respect to this. First, how much detail is needed? Second, can the job
analysis information be expressed in quantitative terms? These must be
considered properly.
6.
Preparing Job Descriptions and Job Classifications:
Job information
which has been collected must be processed to prepare the job description form.
It is a statement showing full details of the activities of the job. Separate
job description forms may be used for various activities in the job and may be compiled
later on. The job analysis is made with the help of these description forms.
These forms may be used as reference for the future.
7.
Developing Job Specifications:
Job specifications are also prepared on
the basis of information collected. It is a statement of minimum acceptable
qualities of the person to be placed on the job. It
specifies the standard by which
the qualities of the person are measured. Job analyst prepares such statement
taking into consideration the skills required in performing the job properly.
Such statement is used in selecting a person matching with the job.
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