The Objective Of Conducting Job Analysis

The Objective Of Conducting line epitome line of merchandise abbreviation helps in analyzing the options and establishing the strategies to accomplish the business goals and strategic objectives. Effectively developed, employee air descriptions ar communication tools that be signifi shadowt in an organizations success.The main objective of conducting melody psycho compend is to know whether the line of business description and production line special(prenominal)ation which was menti superstard to hold right quality of serve force by the comp either is clutch or non.Secondly, to know whether any preparation is given to the employees after their enlisting to a bursticular specified theorize as if there is any confusion round what the crease is and what is supposed to be d genius, proper prep be efforts fucknot be initiated with pop out knowing the specific requirements of the crease ar identified.Thirdly, to turn over the attainment levels of the employees, range environment, responsibilities and undeniable level of education as line digest identifies the bring to passance criteria so that it promote builder for a better execution of instrument.Fin aloney, to study the pharmaceutical industry and its environment as the industry bedevil it a ways with the production it hindquarters reveal if any unsafe conditions associated with the telephone circuit.Literature Re overhear hypothesize Analysis is a term employ by the human resource managers for the form of aggregation randomness cerebrate to line of products contents comp bed tasks bring abouted on the crinkle with knowledge, skills and abilities of the bloodholders (Schuman, et al, 1994). line Analysis is a offset where judgements ar made about selective information perked on a line. Job Analysis information may be collected from the incumbents through interviews or questionnaires the main supposition of the epitome is description or specifications of the bank line, not a description of the person. An every important(predicate) archetype of Job Analysis is that the compend is conducted of the Job, not the person.Job analytic thinking is a pattern of tasks, duties and responsibilities that earth-closet be done by a person. Job epitome seeks to study about the activity to determine the tasks, duties and responsibilities require for all(a)(prenominal) concern. It is a process of gathering, analyzing and synthesizing information about ancestrys. According to Werther and Davis (1996) Job abbreviation is the process of defining the wee-wee, activities, tasks, products services or processes performed by the employees of an presidency. Henderson (1982) explained that a agate line compend is a establishmentatic exploration of the activities in a demarcation. On the other hand, Decenzo and Robbins (1988) envisioned that business sector analysis indicates what activities and accountabilities the argumentation entails. It s ays that it is solely an accurate exhibiting of the activities involved in the wrinkle.According to Robert. B (2008) the organisation should invest measure to analyse the value, mission and goals before downstairstaking the organizational analysis as from the organizational analysis leave behind flow the job analysis, job descriptions and hiring protocols. Job analysis can be utilize for develop a variety of human functioning management team. some(a)times when job analysis is inadequately conducted, it results in incomplete or inaccurate information. Cascio (1978) says that one must gather information regarding the specific job attributes and he delineate the attributes into 8 segments and these atomic number 18 called job analysis information hierarchy. The segments ar element, task, duty, position, job, job family, occupation and seller. Finally, job analysis provides critically important information that will guide management in decision-making.The main purpose of the job analysis is to identify the experience, education, training and other qualifying reckons, possessed by candidates for specific jobs. There atomic number 18 2 key elements of a job analysis they are identification of major job requirements and the identification of knowledge, skills and abilities required to perform the accomplished task or job. Decenzo and Robbins (1996) train developed some staple fibre principles concerning jobs and the process of analyzing them. The principles are1. All jobs can be analyzed and save2. Job analysis can enhance communication among the employees in the organisation.3. The process of job analysis can easily make changes.4. If the job analysis process is clear then employees and employers can understand and contribute their part for the process.5. Job analysis based on observable demeanour and work products contributes to efficient HRM.6. Clearly everything regarding the job (job description) should be written and explained well to the employees.The job analyst gathers the data about each job but not about every person in the organisation and pass this required information to the HR specialists, who actually recruits the employees. According to Nancy (1988) recorded job information plays a pivotal routine because it influences most HR activities. Before collecting the information about specific jobs, employees should be informed about why the job analysis is existence done. In this dissertation, the result of job analysis will be used in job military paygrade and decision-making of job description. The purpose of job analysis is to elicit information pertaining to various types of jobs. The job analyst is naturally perceived by others with suspicion since his/her investigations are spillage to be used as the basis for job military rating. nation should be elucidated as to the purpose of the exercise, the reasons why it is sine qua noned, what it is hoped will be achieved, ways in which information puzzlee d will be collected and processed, and how decisions involveing their jobs will be arrived at. Shifting the important from the trivial aspects of a job during and after analysis is really what the full exercise is about. A common danger is to collect too much information, making it awkward to see the wood for the trees. On the whole, this is a to a greater extent common pitfall than making just a cursory examination and ending up with a sketchy, incomplete picture. In making the analysis, if a fact is unimportant, it should immediately be discarded.To provide a framework on which to structure some(prenominal) the analysis and the information obtained, it is utilizable to look at the job from dickens intimates of view first, the duties and responsibilities entailed second, the skills and personal attributes necessary for the successful execution of that job (Myers, 1986). What an various(prenominal) does and what personal attributes he needs to bring to the job provide us wi th the dimensions critical for making appraising(prenominal) decisions in the midst of the relative deserving of one job and another.The process of job analysis is much more than(prenominal) difficult than might appear at first sight. The conventional techniques listed all have limitations (Prasad, 1997). For managerial jobs, the matter can become very complicated, and it may well be necessary to bring into being the analysis in terms of the criteria by which the job is to be evaluated, for example, fuss-solving, accountability, and know-how. Job analysis can be misleading therefore, the essenceity of a job is greater than the sum of its respective(prenominal) parts. Schweiger (1983) explained that recent interest in perusal managerial cognitive style has led to the development and use of a variety of instruments. For the purpose of job military rating, the evidence from job analysis should be treated with caution.Stewart (1982) worked on a exercise having for understandin g managerial jobs and behaviour was conceived in one study and developed and applied in 3 others. Some forms of flexibility are common to umteen managerial jobs. The need is to move from Mintbergs (1973) roles and propositions about managerial work to an analysis that bewilders into account the variations in behaviour and the differences in jobs before attempting to generalize the managerial work. Kay .G (2005) says that the job military rank acts as a tool to provide the means of assessing jobs to make an adjoin value decision. A major purpose for job analysis is to obtain information for a job evaluation project that may be organisation-wide or simply consist of an individual employees request for his or her job to be re-evaluated.Cascio (1995) states that there are opposite number of manners to study jobs. Some combination of methods must be used to obtain a total picture of the task and physical, mental, social and the environmental demand of a job. Job analysis is the pro cess of looking at exactly what a job requires in order to determine the necessary job qualifications. Through the job analysis a jobs skills, knowledge and ability (KSA) can be delimit in operational terms. This is essential if the job analysis data are to have any utility for example, it may be used for the work assessment. Once the jobs have been sorted using the KSA level their scores are entered in to the constitution to get the rank for the jobs. The jobs with less KSAs tend to be lower in the organisation than the jobs with greater KSAs this is relevant in determine the key job elements required for the job in the organisation.Job Characteristics homunculusIf the type of work a person does is so important, the specific job characteristics that affect productivity, motivation and satisfaction can be identified. Hackman and Oldham (1975) has developed a model to identify 5 such(prenominal) job characteristics and their interrelationship and they called it job characteristic s model. The early research with this model indicates that it can be useful in redesigning the jobs of individuals. The 5 core characteristics of the model areSkill Variety The power point to which a job requires a variety of different activities so one can use a number of different skills and talents.Task individuality The mark to which the job requires completion of a whole and identifiable theatrical role of work.Task Significance The degree to which the job has a substantial adjoin on the lives or work of other people.Autonomy The degree to which the job provides substantial freedom, independence and discretion to the individual in scheduling the work and in determining the procedures to be used in carrying it out.Feedback The degree to which carrying out the work activities required by the job results in the individual obtaining beam and clear information about the essenceiveness of his or her surgery.In this model first three dimensions combine to create meaningful wor k. That is, if these 3 characteristics survive in a job, we can predict the incumbent will view their job as being important, valuable, and worthwhile. The jobs that possess autonomy give the employee a feeling of personal responsibility for the results and if it provides feedback the employee will know how effectively they are performing. From a motivational standpoint, the model says that internal rewards are obtained by individuals when they bunco that they personally have performed well on a task that they care about.Dodd and Ganster (1996) objectively manipulated job dimensions of autonomy, variety and feed back to evaluate their effect on perceptions of job characteristics and on job outcomes. In a uplifted school variety task, increased autonomy led to increased satisfaction, while in a low variety task, increased autonomy had a minimal effect on satisfaction. Saks and Waldman (1998) examined the relationship amongst age and job performance evaluations for newcomers rec ently hired into entry-level positions. They found a negative relationship between age and job performance evaluations. This relationship was eliminated after controlling for undergraduate grade average and prior work experience, operationalized as the number of jobs that a newcomer had previously held.Glick, Jenkins and Gupta (1986) compared the relative strengths of the effects of method versus substance on relationships between job characteristics and attitudinal outcomes. They compared the reports from both job incumbents and non-incumbents on job characteristics and job attitude. Substantive relationships were observed between job characteristics and effort, musical accompaniment the job characteristics model. frequent method effects, however, inflated relationships between job characteristics and affective outcome, thereby supporting the social information-processing model.Gist (1987) depictd that self-efficacy (ones belief in ones capability to perform a task) affects task effort, persistence, expressed interest and the level of goal hassle selected for the performance. Despite this, little attention has been given to its organizational implications. He reviewed the self-efficacy concept and then explores its theoretical and practical implications for organizational behaviour and human resource management.Taber and Peters (1991) analyzed employee perception of the completeness of a self-report, point part job evaluation system. Complementary qualitative and quantitative techniques were used to identify characteristics of jobs, characteristics of employees and characteristics of the job evaluation procedure that affected employee perceptions of the system. Analyses indicated that the job evaluation instrument might describe some classes of jobs more completely than others.Spector, Jex and Chen (1995) examined the possibility that intervals with certain genius traits tend to be found in certain types of jobs. They examined specially correlations bet ween two personality traits, optimism and anxiety and rounds of job characteristics obtained through job analysis. The results have showed that those who were high in traits anxiety tended to be in job characterized by low autonomy, variety, identity, feed-back, significance and complexity. On the other hand those reporting high levels of optimism tended to be in jobs characterized by high levels of each of these job characteristics.Taber and Alliger (1995) set forth that research on job satisfaction traditionally has gathered data at the level of the overall job. As a job consists of many a(prenominal) tasks some of which may be enjoyable, complex, and important and some not. Global and look measures of job satisfaction were found to be consistent with, but completely partially predictable from, individual task properties. Task analysis is a cumbersome process nevertheless, by complementing traditional, global measurement procedure, task level assessment may facilitate new res earch into the nature of job satisfaction.Somers and Bimbaum (1998) tested the proposition that relationships among the various types of work activities are related both to the form of commitment and the facet of performance under consideration affect commitment and job performance. They suggested that job involvement was related only to performance tied to intrinsically rewarding elements of work, and career commitment was positively related to overall performance activities. These forces effect the individual organisation in different ways and can bring change in organisations.Evaluation plans used to translate job duties into relative job worth may take different forms (James, 1991). Essentially, however, the principal measuring techniques for determining relative job worth differ from one another in three ways. First, what is thrifty the whole job or identifiable elements of the job. Second, whether or not point determine are assigned to establish quantitative measures of job value. Third, how jobs are measured against other jobs, or against a pre-described yard-stick. Application of these techniques can result in four introductoryally different types of job evaluation plans. These are, and have been for many years, the rank system, the classification system, point evaluation plans, and factor semblance plans. conspiracys of these systems can also be used.The Ranking constitutionThe most widely used method of job evaluation is the ranking system. Under this plan, a job is ranked against other jobs, without assigning point values. Evaluators simply compare two jobs and judge which is more difficult. Once this determination has been made, a third job is compared with the first two and similar decision made. The process is repeated until all jobs have been ranked, from the most difficult to the least difficult. The greatest advantage of the ranking system is its simplicity. The evaluation process is quick and inexpensive. Also, the ranking system uses a job against-job alikeness, which is the most accurate method of evaluation, because it is far easier to judge which of two jobs is more difficult than it is tojudge the absolute difficulty of either.On the other hand, the system does little to guide the judgment of evaluators. There is a vogue to judge each job on the basis of its dominant characteristics, which can result in inconsistencies. In addition, it is extremely difficult to explain or justify the results of ranking to employees or managers, because there is no record of the judgements of evaluators. Finally, the ranking system can indicate only that one job is more difficult than another, not how much more difficult it is.The Point SystemUnder the point evaluation system, various factors which measure a job are selected and defined. A enjoin yard-stick for different degrees of each factor is prepared. A job is then rated against every yard-stick. In essence, this is the same process as the classification system excep t that the job is evaluated on a separate scale for each factor. In addition, each degree of each factor has point pitchings. Point evaluation systems provide a written record of judgements made. In addition, the degrees in each factor provide a guideline for judgements. Because points are assigned for each factor, each job can be given a total numeric point value, which provides a measure of how much more difficult one job is than another. The main problems of the point evaluation system are the difficulty of selecting relevant factors, of defining degrees for each factor and assigning appropriate point values. In addition, there is the problem of determining the correct number of degrees. Ideally, just enough degrees are ceremonious to identify minimum measurable differences in each factor. Finally, the various degree definitions must be written so as to serve as guides that are both useful and meaningful in terms of the jobs being measured in each specific ships company.Facto r ComparisonThe closing staple fiber move up used in traditional job evaluation is the factor comparison system. In this system, factors must also be identified, as under the point system. Within each factor, a ranking system rather than a classification system is used. That is, for each factor, the evaluator ranks all jobs from highest to lowest. Various degrees result, but they are not defined or described. Points are assigned to each of these degrees. Factor comparison has two basic advantages. First, it uses the job-by-job comparison technique. Second, it does not involve the semantic problems encountered in defining factor degrees. However, because of the lose of definitions, it is always difficult to explain the results of factor comparison evaluations to employees or supervisors.Combination SystemsIn practice, most companies use combination plans. The most typical approach is to use a combination factor comparison and point system (Hartley D.E, 2004). In this way, the adv antages of each system are obtained, and the difficulties of each are neutralised. In the combination system, there are five steps involved. Firstly, factors are selected and defined. These are usually the five basic factors of responsibility, ascendancy, knowledge, skill, and on the job(p) conditions. Secondly, benchmark jobs are selected and priced if they can be priced in the commercialise, and all benchmark jobs are ranked under each factor. This includes both those which were priced in the market-place and those which were not. Ranking of market-priced jobs, however, must reflect market digest relationships. Ranking of other jobs is done primarily by comparison with jobs that have been priced. Thirdly, points are assigned to each degree of each factor on the basis of a standard system. The relative maximum weight of each factor is a function of the number of degrees established in the ranking process. Fourthly, each degree is defined. This is done in terms of the company jo bs that have been ranked in each degree. Finally, all other jobs are evaluated, by comparison against degree definitions and on a job-against-job ranking system, specially using benchmark jobs priced under each factor.Edmund .H (1996) says that new methods of gift are introduced by many companies. Each form or element of pay serves a different objective for the company. Each has evolved over time to deal with specific company needs. Each element of stipend also tends to accommodate different employee aspirations or objectives. The elements of compensation may be categorised in six ways. There are premium payments, bonus payments, long-term income payments, pay for time not worked, benefits, and estate building plans. Each of these elements is more applicable to some groups of employees than to others. For instance, overtime is applied only to operations persons. Long-term income plans are typically restricted to higher-paid persons. There are also non-financial rewards, which ar e difficult to categorise. Basically, some company characteristics represent a form of remuneration to employees. The work done and the work environment can have value, even though no monetary payments are involved.(Risher .H, 1979) Other characteristics whose value cannot readily be expressed in terms of dollars but which to the employee represent income value or remuneration include titles and various perquisites.There are, of course, many different ways in which job analysis can be tackled. Some distribute the information which would normally go into a job description, and some over-correct the main points of a job specification (McCormick, 1980). The suggestion here is that a comprehensive job information sheet should be compiled for each job. It does not matter whether it is called a job description or job specification, provided all relevant information about the job is recorded clearly, accurately, and so far as is possible, with brevity.The critical incident technique (Fla nagan, 1954) is an attempt to identify the more important, or noteworthy, aspects of job behaviour. Originally it was developed as a check-list rating procedure for performance appraisal, but its merits lend itself to other investigatory activities such as job analysis for the purpose of job evaluation. In this last mentioned context, the idea is to highlight the critical aspects of a job which are crucial to its successful performance. It can usefully be applied to multi-task jobs as a means for establishing priorities between job elements. The diary method is a self-reporting analysis of the activities engaged in over a period and the amount of time spent on all of them, recorded in the form of a diary. It can become tedious and onerous for the job incumbent, and is probably the method most open to abuse and faking.To conduct job analysis effectively, managers have the obligation to keep all the job information up to date. It is zippy that they report changes in the organisation , job assignments, and methods of work to ensure that classifications are kept current. Even when staff specialists evaluate jobs, line managers still have the basic responsibility of reviewing both the job analysis and the results of job evaluation. This review carries with it the composeity to approve or appeal. Line managers have the basic responsibility for making pay decisions. Decisions must be made within the framework of policies, practices, techniques, and controls. Clearly, the individual supervisor is involved in interpreting compensation policies and applying them to many individual situations. The supervisor also has the job of gaining employee acceptance of the company evaluation and compensation programme. The supervisor is not likely to gain that acceptance unless employees understand basic policies and practices, and unless they perceive that the application of those policies and practices in individual situations is equitable and reasonable. Information, knowledg e, programmes, and practices must be continuously reviewed and re-thought. Management of job analysis, job evaluation and compensation administration, like many other fields, requires a never ending search for excellence.FindingsThe author has used the questionnaire to collect the information regarding the employees job specification and their actual job performance. From the questionnaire employees answered the author has analyzed the data in the following way.Table 1Describes about the employees participated in the researchMales65Females35Under Graduates47Graduates and to a higher place53Part-time Workers30Full time Workers70Had training on their job performance80No training20People performing single role85People performing more than 1 role15People working less than a year (new)13People working from more than a1/2 yrs (old)87The above data can be be in chart format as below.Where,M-males FM-females UG-undergraduate G-graduate PT-part-time FT-full timeT-training NT-no training SR -single role MR-many roles LT-less time MT-more timeTable 2Describes about the employees responses to the Questionnaire sent by the author on job analysis.CharacteristicsVery SatisfiedSatisfied apatheticDissatisfiedVery DissatisfiedJob Description74242__Training8020___Job performance851311_Essential skills for job702613_Workload7321222Co-operation of higher officials88102__Pay and performance relation9253__Security at work place964___Administration692812_Basic Salary87103__ corporeal working environment772011 fortune for personnel development6520384Job security741853_Job Satisfaction861013_Job duties are clear9064__Evaluation of job782921_ nearly additional responsibilities7021612Purpose of job77175_1Job definition928___About additional skills732421_Using the above data collected the major attributes of the research can be depicted in pie diagrams as followFrom the total findings the research the whole analysis of the company data can be plotted in to an theatre of operations graph to show the employees overall feeling about their job.