meaning of job analysis in education

Job Analysis: Meaning, Concept, Purposes, Contents, Process and Methods

In this article we will discuss about job analysis! Learn about:-

1. Introduction to Job Analysis 2. Meaning of Job Analysis 3. Definitions 4. Concept 5. Contents 6. Objectives 7. Purposes

8. Process 9. Methods 10. Functions 11. Significance 12. Areas 13. Advantages 14. Competency Approach and Other Details.

HR Guide to Job Analysis: Intro, Meaning, Process and Methods

Job analysis – introduction :.

In a country like India, jobs are very important to individuals. They help to determine standards of living, places of residence, status and even one’s sense of self-worth. They are important to organizations also because they are the means of accomplishing organizational objectives. Traditionally, organizations used to define jobs in a rigid way.

ADVERTISEMENTS:

A job was that what it requires does not change; it is designed to be immutable and unchanging, irrespective of the various incumbents performing them. In real world, however, jobs are not static; they are subject to change.

Technological advancements and competition may compel an organization to put more stress on features of successful performance rather than on standard job duties, tasks etc. The job is what the incumbent makes of it. To properly understand the dynamic nature of jobs, managers gather information about jobs from time to time.

Job Analysis   – Meaning :

Job analysis is a systematic and detailed examination of jobs. It is the process of collecting information about a job — that is, the knowledge, skills, and the experience needed to carry out a job effectively. The jobholder is supposed to possess job-related knowledge useful to carry out the job easily.

He must possess relevant skills to put the knowledge into practice quickly and effectively. He should have the ability to understand how the tools, equipment, materials, resources, machines need to be deployed in order to produce results. Only after a careful examination of the requirements of job, the job incumbent’s qualifications are generally determined.

In other words, job analysis 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 required in the worker, and such conditions of employment as pay hour, opportunities and privileges. It also emphasises the relation of one job to others in the organisation.

Job Analysis – Definitions :

(1) According to Edwin B. Flippo – “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) Further, David A. De Cenzo and Stephen P. Robbins has defined “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) Herbert G. Hereman III has said “A job analysis is a collection of tasks that can be performed by a single employee to contribute to the production of some product or service provided by the organisation. Each job has certain ability requirements (as well as certain rewards) associated with it. It is the process used to identify these requirements.”

Therefore, it can be said safely that “job analysis can be described as a process of collecting information about a job.”

Job Analysis – Concept:

Job analysis is essentially a process of collecting and analyzing data relating to a job in an organization. It refers to a scientific and systematic analysis of a job in order to obtain all pertinent facts about the job. Job analysis has been defined as “the process of determining by observing and study the tasks, which comprise the job; the methods and equipments used, and the skills and attitudes required for successful performance of the job.”

Edwin B. Flippo has defined job analysis as “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”.

Job analysis provides the following information about a job:

i. Nature of jobs required in a concern;

ii. Nature of organizational structure;

iii. Type of people required to fit that structure;

iv. The relationship of a job with other jobs in a concern;

v. Kind of qualifications required for a particular job;

vi. Provision of physical condition to support the activities of a concern;

vii. Materials, equipments and methods used in performing the job.

Job Analysis – Contents :

A job analysis provides the following information:

(i) Job identification- Its title, including its code number;

(ii) Significant characteristics of a job- Its location, physical setting, supervision, union jurisdiction, hazards and discomforts;

(iii) What the typical worker does- Specific operation and tasks that make up an assignment, their relative timing and importance, their simplicity, routine or complexity, the responsibility or safety of others for property, funds, confidence and trust;

(iv) Which materials and equipment a worker uses- Metals, plastics, grains, yarns, milling machines, punch presses and micrometers;

(v) How a job is performed- Nature of operation – lifting, handling, cleaning, washing, feeding, removing, drilling, driving, setting up and many others;

(vi) Required personnel attributes- Experience, training, apprenticeship, physical strength, co-ordination or dexterity, physical demands, mental capabilities, aptitudes, social skills;

(vii) Job relationship- Experience required, opportunities for advancement, patterns of promotions, essential co-operation, direction, or leadership from and for a job.

It is obvious from the foregoing that a job analysis is usually a clear indication of a job description and job specification.

Job Analysis – Objectives:

The main objectives of job analysis are as follows:

i. Work Simplification:

Job analysis provides the information related to job and this data can be used to make process or job simple. Work simplification means dividing the job into small parts i.e. different operations in a product line or process which can improve the production or job performance.

ii. Setting Up of Standards:

Standard means minimum acceptable qualities or results or performance or rewards regarding a particular job. Job analysis provides the information about the job and standard of each can be established using this information.

iii. Support to Personnel Activities:

Job analysis provides support to various personnel activities like recruitment, selection, training and development, wage administration, performance appraisal, etc.

Job Analysis – Purposes:

A comprehensive JA programme is an essential ingredient of sound personnel management. It is the major input to forecasting future human resource requirements, job modifications, job evaluation, determination of proper compensation, and the writing of job evaluation, determination of proper compensation, and the writing of job descriptions.

It is of fundamental importance to manpower management programmes because of the wider applicability of its results. The information provided by JA is useful, if not essential, in almost every phase of employee relations.

1. Organisation and Manpower Planning:

It is helpful in organisation planning, for it defines labour needs in concrete terms and co-ordinates the activities of the workforce, and clearly divides duties and responsibilities.

2. Recruitment, Selection:

By indicating the specific requirements of each job (i. e., the skills and knowledge), it provides a realistic basis for the hiring, training, placement, transfer and promotion of personnel. “Basically, the goal is to match the job requirements with a worker’s aptitude, abilities and interests. It also helps in charting the channels of promotion and in showing lateral lines of transfer.

3. Wage and Salary Administration:

By indicating the qualifications required for doing a specified job and the risks and hazards involved in its performance, it helps in salary and wage administration. Job analysis is used as a foundation for job evaluation.

4. Job Reengineering:

Job analysis provides information which enables us to change jobs in order to permit their being manned by personnel with specific characteristics and qualifications.

This takes two forms:

(a) Industrial engineering activity, which is concerned with operational analysis, motion study, work simplification methods and improvement in the place of work and its measurement, and aims at improving efficiency, reducing unit labour costs, and establishing the production standard which the employee is expected to meet; and

(b) Human engineering activity, which takes into consideration human capabilities, both physical and psychological, and prepares the ground for complex operations of industrial administration, increased efficiency and better productivity.

5. Employee Training and Management Development:

Job analysis provides the necessary information to the management of training and development programmes. It helps to determine the content and subject matter of in-training courses. It also helps in checking application information, interviewing, weighing test results, and in checking references.

6. Performance Appraisal:

It helps in establishing clear-cut standards which may be compared with the actual contribution of each individual.

7. Health and Safety:

It provides an opportunity for identifying hazardous conditions and unhealthy environmental factors so that corrective measures may be taken to minimise and avoid the possibility of accidents.

In sum, it may be noted that job analysis is a systematic procedure for securing and reporting the information which defines a specific job. It has many uses in the management of personnel. It determines the qualifications required for a job; provides guidance in recruitment and selection; evaluates current employees for transfer or promotion; and establishes the requirements for training programmes.

It is used as a foundation for job evaluation and helps in employee development by means of appraisal and counseling; for establishing improved methods of analysing problems of health, safety and fatigue; it functions as a guide in connection with discipline and grievances and as a basis for transfers, lay-offs and as a basis of comparison of the pay rates obtaining in other organisations; and it establishes workloads and job assignments.

It also helps in redesigning the jobs to improve operational performance or to enrich job content and employee improvement. Managers may develop ways of giving their employees an increased sense of personnel accomplishment and control over themselves and their work.

JA produces four kinds of documentation and procedures that are crucial to personnel activities:

(i) Job description;

(ii) Job specification;

(iii) Job evaluation, and

(iv) Personnel assessment.

In turn, the procedures and documentation are basic inputs for diverse personnel functions.

Job Analysis – Process (How to Conduct Job Analysis?):

How to conduct job analysis? We should perform eight steps as follows for conducting job analysis.

These are mentioned below:

Step 1- Identify Purpose of Job Analysis:

First of all we should identify the purpose of job analysis. Otherwise we will not be able to collect all the pertinent information concerning job analysis and job analysis methods.

Step 2- Selection of Analyst:

We have to choose analyst to whom responsibilities will be assigned for job analysis. The analysts will be taken from professional human resource, line managers, incumbents or consultants.

Step 3- Selection of Method:

We will select representative positions to analyze because it may not be necessary to analyze all jobs and there may be too many similar jobs to analyze. After selecting representative jobs we must identify the appropriate method which is the best one in order to analyze a particular job.

Step 4 -Train the Analyst:

If we use internal analyst then we have to give them appropriate training so that they can use the selected methods of job analysis in an efficient and effective way.

Step 5- Preparation of Job Analysis:

It includes communicate the project in the organization and preparing the documentation.

Step 6- Collection of Data:

Job analysts will collect data relating to job activities, employee behaviours, working conditions, human traits and abilities to perform the job, etc.

Step 7- Review and Verify:

Analysts must verify the collected data to confirm that the information is factually correct and complete.

Step 8- Develop a Job Description and Job Specification:

Develop a job description and job specification from the job analysis information. A job description is a written statement that describes the activities and responsibilities of the job, working conditions, safety and hazards. A job specification summarizes the personal qualities, traits, skills, and background required for getting the job done.

Job Analysis – Methods:

Methods of collecting job analysis information include direct observation, work method analysis, critical incident technique, interview and questionnaire method.

These are given below:

1. Direct Observation Method:

Direct Observation is a method of job analysis to observe and record behaviour / events / activities / tasks / duties when the worker or group engaged in doing the job. Observation method can be effective only when the job analyst is skilled enough to know what is to be observed, how to analyze, and what is being observed.

2. Work Method Analysis:

Work methods analysis is used to describe manual and repetitive production jobs, such as factory or assembly-line jobs. Work methods analysis includes time and motion study and micro-motion analysis.

3. Critical Incident Technique:

Critical incident technique is a method of job analysis used to identify work behaviours that classify in good and poor performance. Under this method, jobholders are asked to describe critical incidents concerning the job and the incidents so collected are analyzed and classified according to the job areas they describe.

4. Interview Method:

Interview method is a useful tool of job analysis to ask questions to both incumbents and supervisors in either an individual or a group setting. Interview includes structured interviews, unstructured interview, and open-ended questions.

5. Questionnaire Method:

It includes 6 techniques, which are as follows:

a. Position Analysis Questionnaire (PAQ Model):

PAQ model is a questionnaire technique of job analysis. It developed by Mc Cormick, Jeanneret, and Mecham (1972), is a structured instrument of job analysis to measure job characteristics and relate them to human characteristics. It consists of 195 job elements that describe generic human work behaviours.

b. Functional Job Analysis (FJA Model):

FJA model is a technique of job analysis that was developed by the Employment and Training Administration of the United States Department of Labour. It includes 7 scales (numbers) that measure- 3 worker-function scales- measure percentage of time spent with: data, people, things; 1 worker-instruction scale; 3 scales that measure reasoning, mathematics, and language.

c. Work Profiling System (WPS Model):

WPS model is a questionnaire technique of job analysis, is a computer-administered system for job analysis, developed by Saville & Holds worth, Ltd.

d. MOSAIC Model:

MOSAIC model is a questionnaire technique of job analysis used to collect information from incumbents and supervisors. It contains 151 job tasks rated in terms of importance for effective job performance and 22 competencies rated in terms of importance, and needed proficiency at entry.

e. Common Metric Questionnaire (CMQ Model):

CMQ model is a technique of job analysis that was developed by Harvey as a “worker-oriented” job analysis instrument designed to have applicability to a broad range of exempt and nonexempt jobs. It includes 41 general questions of background section, 62 questions of contacts with people, 80 items of decision making, 53 items of physical and mechanical activities, 47 items of work setting.

f. Fleishman Job Analysis System (FJAS Model):

FJAS model is a technique of job analysis that describes jobs from the point of view of the necessary capacities. It includes 52 cognitive, physical, psycho-motor, and sensory ability; each of the categories consists of two parts – an operational and differential definition and a grading scale.

Job Analysis – Functions:

The job analysis provides the following function:

(1) Job identification- Its title, including its code number.

(2) Significant characteristics of a job- Its location, physical setting, supervision, union jurisdiction, hazards and discomforts.

(3) What the typical worker does? This part of information includes specific operations and tasks to be performed by the typical worker including their relative timing and importance, their simplicity, routine or complexity, the responsibility for others, etc.

(4) Job duties- A detailed list of duties along with the probable frequency of occurrence of each duty.

(5) What materials and equipment the worker uses? Metals, plastics, grains, yarn or lathes, milling machines testers, punch presses and micrometers.

(6) How a job is performed? Emphasis here is on the nature of operations like lifting, handling, cleaning, washing, feeding, removing, drilling, driving, setting up and the like.

(7) Required Personal Attributes – These include experience, training undertaken, apprenticeship, physical strength, coordination or dexterity, physical demands, mental capabilities, aptitudes, social skills, etc.

(8) Job Relationship – This includes opportunities for advancement, patterns of promotions, essential co-operation, etc.

Job analysis also provides the information relating to mental skills, working conditions, hazards, education, vocational preparation, etc.

Sources of Job Analysis Information :

Information about job analysis may be obtained from three principal sources.

(a) From the employees who actually perform a job;

(b) From other employees such as supervisors and foremen who watch the workers while doing a job and thereby acquire knowledge about it; and

(c) From outside observers specially appointed to watch employees performing a job. Such outside persons are called the trade job analysts. Sometimes, special job reviewing committees are also established.

Job Analysis – Significance:

1. Facilitates Manpower Planning:

Job analysis is the qualitative aspect of manpower requirements. It determines the demands of the job in terms of responsibilities and duties and then translates these demands into skills, qualities and other human attributes.

It determines the quantum of work which an average person can perform on the job in a day. It facilitates the division of work into different jobs. Thus, it is an essential element of manpower planning as it matches jobs with men.

2. Helps Recruitment, Selection and Placement:

In order to hire the right person on a job, it is essential to know the requirements of the job and the qualities of the individual who will perform it. The information regarding these is procured from job description and job specifications respectively. These help the management in matching the job requirements as closely as possible with workers’ aptitudes, abilities, interests, etc. It facilitates the execution of employment programme.

3. Determines Training and Development Needs:

Job analysis determines the levels of standards of job performance. It helps in administering the training development programmes. Job descriptions and job specifications are written documents. If the contents of these two documents are known to the employees, they will try to acquire the skills and knowledge required to perform the task assigned to them efficiently.

They may also prepare themselves for the higher post in the light of the job description and the job specifications. The same information may be used by those who administer the training and development programmes for determining the contents and subject matter needed in such programmes.

4. Determines Job Evaluation:

Job evaluation aims at determining the relative worth of the job which helps in determining the compensation of job. These jobs are evaluated in terms of money. An accurate and comprehensive set of job descriptions and the job specifications forms of factual basis for evaluating the worth of the job.

5. Provides Data for Performance Appraisal:

Job analysis data provide a clear-cut standard of performance for every job. The performance of employee can be appraised objectively with the standard of job performance so established. A supervisor may very easily compare the contribution of each man with the set standards.

6. Helps Job Designing:

Industrial engineers may use the job analysis information in designing the job by making the comprehensive study of the job elements. It helps in time and motion study, work-specifications, methods and workplace improvement and work-measurement. Human engineering activities such as physical, mental and psychological actions are studied with the help of job analysis information.

7. Ensures Safety and Health:

The job analysis process uncovers the hazardous and unhealthy environmental factors such as heat, noise, fumes, dust, etc. related with the jobs. The management may take corrective measures to minimize the chances of risks to ensure safety to workers and avoid unhealthy conditions.

8. Maintains Discipline:

Job analysis provides the information regarding characteristics of various jobs and the job-holders. It studies the failure of the workman to meet the required standard of performance. Corrective measures may be taken in time to avoid untoward situations. In this way it helps in maintaining the discipline in the industry.

Job Analysis – Areas:

Job analysis should collect information on the following areas:

i. 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.

ii. 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 odours and extreme temperatures. There may also be definite risks to the incumbent such as noxious fumes, radioactive substances, hostile and aggressive people, and dangerous explosives.

iii. 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 job analysis.

iv. Relationships- Supervision given and received, relationships with internal or external people, etc. have to be detailed in job analysis.

v. Requirements- The knowledge, skills, and abilities (KSA) required to perform the job must be clearly defined. While an incumbent may have higher KSA than those required for the job, a job analysis typically only states the minimum requirements to perform the job.

Job Analysis – Advantages:

Job analysis is an important element of human resource management. Most information can be taken by human resource manager with the help of job analysis.

The main advantages of job analysis are given below:

i. Job analysis helps the personnel manager at the time of recruitment and selection of right man on right job;

ii. It helps human resource manager to understand extent and scope of training required in that field;

iii. It helps in evaluating the relative worth of different jobs;

iv. It also helps to chalk out the compensation plans for the employees;

v. It also helps the personnel manager to undertake performance appraisal effectively in a concern;

vi. Job analysis reveals unhealthy and hazardous environmental and operational conditions in various jobs;

vii. Job analysis provides pertinent information to both management and trade unions for collective bargaining;

viii. Job analysis provides necessary information for effective human resource planning.

Job Analysis   – Competency Approach:

Jobs have to be structured, keeping the unique requirements of the situation in mind. Jobs need not always be structured in a rigid manner. In fact, as most writers are suggesting, they need to be designed keeping the jobholders’ demands in mind.

For instance, when you downsize, you may ask employee X to handle the job of Y who is shown the door. When you need to cut costs you may have to merge jobs with more or less similar duties and responsibilities. The job of a typist may be merged with that of an office assistant.

The pressures to go lean may compel a firm to work with fewer and fewer hands as years roll by. Instead of concentrating on a single job, the same employee may be asked to handle different jobs with more or less similar job duties and responsibilities. It would be admirable if we pick up employees possessing transferable skills and knowledge at the entry level itself so that when the need arises, you can roll them on different jobs comfortably.

In fact, in such a scenario, workers can exercise self-control and self-direction, instead of being forced to handle jobs with watertight compartmentalisation. There is, therefore, growing demand for workers who are able to seamlessly move job to job, exercising self-direction and self-control, utilising their competencies fully.

Competencies are nothing but observable and measurable behaviours of a person that help him carry out the job effectively. Competency-based analysis means describing a job in terms of measurable, observable, behavioural competencies that an employee doing the job must exhibit to do well (for example requiring a software engineer to design complex software programme).

Why Competency Analysis?

Traditional job analysis is always job focused — that is, on the KSAs (knowledge, skills and abilities) required to perform specific jobs — and examines the linkages among those jobs. It is oriented toward what needs to be done in terms of duties and responsibilities. It may not produce results when the organisation actually demands high performance from employees.

Employees not thinking beyond the box or unwilling to take up activities not pertaining to their own narrow specialty may actually spoil the show. Employees who are not willing to learn and are plagued by “that’s not my job” attitude may turn out mediocre performance in the end. Competency analysis, on the other hand, is worker-focused that is, what an employee must possess in terms of core competencies and specific competencies to complete the task.

Core competencies here refer to characteristics that every member of the organisation regardless of position, function or level of responsibility within the organisation is expected to possess. Specific competencies are characteristics shared by different positions within an organisation.

Competency models focus more on how the worker is able to meet the job’s objectives and actually accomplishes the work. They talk about personality and value orientations (e.g., risk taking) into the mix of what is needed to ‘fit in’ and succeed in the culture of a particular organisation (Sanchez).

Limitations :

There is, of course, widespread opposition to competency approaches. Schippmann et al. argued that they are as broad and ill-defined as to be of little practical use in guiding performance of job duties. Another criticism is that competency models focus on behaviours than results, and as such focus on how individuals are expected to perform and not their demonstrated achievements.

Further, the word competency itself is often loosely interpreted to include many things. Research shows that managers and workers have different perceptions about the competencies and skills associated with various jobs in organisations. The main discrepancies between managers and workers exist in their different perceptions of ‘workplace autonomy’ and ‘level of required skills’.

What is required for successful performance in a job is also open to doubt and remains unexplained. HR practitioners, academics and even trade unions do not expect the so-called ill-defined approaches to have a long life in actual practice (F. Green; J. Sandberg).

Job Analysis and Total Quality Management (TQM) :

The latest thinkers of management have given a new thought of TQM. i.e. Total Quality Management. After the word MBO (Management by Objectives) this word TQM (Total Quality Management) is also gaining ground. TQM implies total commitment to quality.

Principles or Essential Features of TQM :

Michael Armstrong – in his book has given the following essential features of TQM:

(1) Creation of a common company theme;

(2) Creation of customer’s mentality. In this opinion customer is a king and his mentality must be studied.

(3) Improvement in the job is becoming a part of the job.

(4) Each function of the job must be studied and re-assessed as its purpose.

(5) Improvement becoming a continuous process.

(6) There must be improvement in the various systems of communications.

(7) Bureaucracy activities must be reduced.

If a close and thorough study of the principles of TQM is made it can be said that TQM calls for a new orientation and a broad perspective on the part of every employee. For example – a typist in an office can no longer be confined only to typing letters as stipulated in his / her job description. He / she must look beyond his / her job requirement and consider the entire office as his / her area of operation.

This example can be extended and introduced to other jobs also. In the TQM dispensation, almost everybody will be required to attend to every task, the ultimate goal being the offer of better quality of products or services.

It is argued that with the advent of TQM the job analysis is losing its relevance. But large numbers of eminent authors are of this opinion that TQM or no TQM, job analysis is useful in as much as it stipulates the tasks to be performed by the job holder. What needs to be done, to maintain job analysis under TQM is to make job description which contains basic tasks of job leaving scope for additional duties.

Job Analysis – Notes:

Job Analysis could be a powerful source of competitive advantage. It helps the organisation to structure jobs in terms of exact requirement. The organisation can forecast human resource requirements very clearly. Depending on the knowledge, skills and experience of jobholders, a systematic promotion and transfer policy could also be instituted with east and comfort.

Job analysis helps a firm to carry out the hiring process in an equitable manner. The right man could be put at the right place and at the right time. Exciting growth opportunities could be thrown open to deserving candidates. This helps people with relevant qualifications to upgrade their skills and talents from time to time.

Those who are not able to run the race could be picked up for special coaching and counseling. Systematic performance appraisals could also be put in place in order to separate the winners from the mediocre ones. Job analysis, thus, helps an organisation to carry out every job-related activity in a systematic and careful manner. It could bring in immense benefits in the form of employee satisfaction and improved morale.

Potential Problems with Job Analysis:

It should however, be noted that job analysis could suffer in the absence of consistent support and continued blessings from top management. Much of its usefulness is dependent on the methods deployed to collect job-related data and information.

Sometimes, the jobholders may not come out with accurate data simply because they are not aware of its usefulness or relevance. They may even go to the extent of distorting data deliberately with a view to sabotage the whole process.

Most of these problems could be avoided if management takes care to put everything in black and white especially while describing the job and also laying down the requirements of the job in terms of employee’s skills and qualifications. To ensure accuracy, employees must be informed about everything. They need to be educated about why job analysis is being undertaken at a specific point of time.

Job Analysis – Techniques of Data Collection:

There are several techniques that can be used for the purpose of collection of data.

The important among them are-

(i) Interviews,

(ii) Direct observations,

(iii) Maintenance of long records,

(iv)Questionnaires,

(v) Critical incident technique, etc.

In practice, these techniques may be used individually, or in possible combinations.

(i) Interviews :

There are two types of interviews which can be used for collection of data for job analysis, viz., individual interviews (with groups of employees who do the same job) and supervisory interviews (with one or more supervisors who are thoroughly knowledgeable about the job being analyzed).

(ii) Direct Observation :

Direct observation is particularly useful in jobs that consist primarily of observable physical activity like draftsman, mechanics, etc. One approach to this method is by observing the worker on the job during a complete work cycle. In this process, notes should be taken regarding all the job activities observed. The next stage is interviewing the worker and getting the additional information from him. The other approach is to observe and interview simultaneously.

(iii) Maintenance of Long Records :

In this technique the workers are asked to maintain and keep daily records or list of activities they are doing on that day. For every activity he engages in, the employee records the activity in the list given. This technique provides comprehensive job information and it is much useful when it is supplemented with subsequent interviews.

(iv) Questionnaires :

Many companies use job analysis questionnaires to secure information on job requirement relating to typical duties and tasks, tools and equipments used, etc.

(v) Critical Incident Technique :

The critical incident technique for job analysis is especially useful for scientific analysis, and selection research. In this technique, incidents are short examples of successful or unsuccessful job behaviour. After many incidents are collected they are classified into behavioural categories.

These categories describe specific desired job behaviours and can be useful in recruitment and selection decisions. The job analysis information, thus collected is useful to the personnel department to prepare the forms detailing as job descriptions, job specification and job standards.

There are three important sub-systems in job analysis. They are job description, job specification and employee specification.

Job Analysis – Uses:

A comprehensive job analysis programme can be used as a foundation and as an essential ingredient for all the functions and areas of personnel management and industrial relations.

A brief description of uses of job analysis is as follows:

(1) Employment:

Job analysis is useful as a guide in every phase of employment process like manpower planning, recruitment selections, placement, orientation induction, and in performance appraisal as it gives the information about, duties, tasks and responsibilities, etc.

(2) Organisation Audit:

Job information obtained by job analysis often reveals instances of poor organisation in terms of the factors affecting job design. The analysis process, therefore, constitutes a kind of organisation audit.

(3) Training and Development Programmes:

Description of duties and equipment used is of great help in developing the content of training and development programmes. Needs of training and developing are identified with the help of job description. Further, the training programmes are also evaluated with the standards of job analysis.

(4) Performance Appraisal:

Instead of rating an employee on characteristics such as dependability there is now a tendency toward establishing job goals and appraising the work done toward those goals. In this type of appraisal, a job description is useful in defining the areas in which job goals should be established.

(5) Promotion and Transfer:

Job information helps in charting the channel of promotion and in showing lateral lines of transfer.

(6) Preventing Dissatisfaction and Settling Complaints:

Job information can be used as a standard in preventing and settling complaints related to work load, nature of work, work procedure, etc., alteration or revisions of job description, etc.

(7) Discipline:

Job information can be used as a standard when discipline is being considered for standard performance.

(8) Restriction of Employment Activity for Health Reasons and Early Retirement:

When employees are unable to maintain the standard of job performance due to old age or health hazards, they may opt for early retirement or the organisation may retrench their services.

(9) Wage and Salary Administration:

Job analysis is the basis for job evaluation. Basically wage and salary levels are fixed on the basis of job evaluation which takes into consideration the content of the job in terms of tasks, duties, responsibilities, risks, hazards, etc.

(10) Health and Safety:

Job description provides the information about hazardous and unhealthy conditions, accident prone areas etc.

(11) Induction :

Job description is a standard function as the employee is provided with the information about the job.

(12) Industrial Relations :

A job description is a standard function to solve industrial disputes and to maintain sound industrial relations. If an employee attempts to add or to delete some duties from the ones listed in job description, the standard has been violated. The labour union as well as management’s interest has been violated.

The labour union as well as management is interested in this matter. Controversies often result, and a written record of the standard job description is valuable in resolving such disputes. Despite these uses, job analysis is also a target of criticism.

Related Articles:

• Job Analysis Methods
• Security Market Analysis: Meaning and Methods | Financial Economics
• Job Analysis in HRM
• Talent Management: Meaning, Features, Process and Models

Access to 13 certificate programs,
courses and all future releases

Personal Coaching and Career Guidance

Community and live events

Resource and template library

• Job Analysis: A Practical Guide...

Job Analysis: A Practical Guide [FREE Templates]

Did you know that job analysis is a powerful tool for improving job and organizational performance ? A proactive and strategic approach to job analysis will help your business thrive in the competitive market.

What is job analysis?

• Guide the recruitment and selection process: The analysis can inform the development of job postings, interview questions, and selection criteria to ensure candidates are well-suited for the role.
• Determine where jobs fit within the overall organizational structure: And understand how they relate to one another.
• Design and redesign jobs: Modifying job roles to improve efficiency, employee satisfaction, and adaptability to changing organizational needs.
• Support compensation and benefits decisions: Providing a basis for determining appropriate salary levels, benefits, and incentives based on job complexity and requirements.
• Duties and tasks: The type, frequency, and complexity of performing specific duties and tasks.
• Environment: Work environment, such as temperatures, odors, and hostile people.
• Tools and equipment: Tools and equipment used to perform the job successfully.
• Relationships: Relationships with internal and external people.
• Requirements: Knowledge, skills, and capabilities required to perform the job successfully.

Types of job analysis data

• Work activities: Data on the specific activities that make up a job.
• Worker attributes:   Data on the qualities that workers need to do the job.
• Work context: Data on the internal and external environment of the job.

The purpose of a job analysis

Why is job analysis important?

• Create detailed and accurate job postings that attract the skills and competencies you need.
• Improve decision-making when recruiting and hiring new employees by easily tracking candidates with the required qualities and qualifications for the job.
• Develop the job roles in line with evolving organizational needs and stay competitive in the changing business environment.
• Develop effective employee development plans by identifying the skills the employees lack to perform a job successfully.
• Plan and conduct more effective performance reviews based on a good understanding of the duties and nature of the job. It will improve employee performance and engagement.
• Determine the content of a job and its value to the company to offer fair compensation packages .
• Assess risks associated with a job and implement safety measures to avoid safety violations.

Job analysis methods

Critical incident technique (cit).

• A description of the context and circumstances leading up to the incident.
• The behaviors of the employee(s) during the incident.
• The consequences of the behaviors and their broader impact.

Task inventory (TI)

Functional job analysis (FJA)

• “Things” – Physical objects and tools involved in the job
• “Data” – Information, facts, and figures the employee works with
• “People” – Interactions and communications with others
• Threshold Traits Analysis
• Ability Requirements Scales
• Position Analysis Questionnaire
• Job Elements Method

Job analysis process steps

1. the job analysis purpose, 2. the job analysis method.

3. Gathering data

4. Analysis

Job analysis questionnaire

Job analysis examples, 1. sales job analysis example.

2. Entry-level job analysis example

Job description vs job analysis

Erik van Vulpen

Related articles.

HR SOP Template & Guide for HR Leaders

30-60-90 Day Plan Template & Guide [+ Free PowerPoint & Excel Download]

Grievance Procedure Explained [+ Free Grievance Form]

New articles.

Free Workforce Planning Template (Plus 5 Practical Examples)

Chief People Officer: All You Need To Know About the Role

What is Skills Mapping? Your 11-Step Implementation Guide

Subscribe to our weekly newsletter.

• 1.3K shares

Are you ready for the future of HR?

Learn modern and relevant HR skills, online

Module 5: Workforce Planning

What is job analysis, learning outcomes.

• Describe the purpose of job analysis
• Identify the steps in the job analysis process
• Identify sources of information for job analysis

OPM (United States Office of Personnel Management) describes job analysis as “a systematic procedure for gathering, documenting, and analyzing information about the content, context, and requirements of the job.” [1]

Purpose of Job Analysis

The purpose of job analysis is to establish what a job entails, including the required knowledge, skills and abilities or KSA as well as job duties and responsibilities and the conditions of the job. Job analysis is essential documentation and a fundamental resource for human resources management actions including recruiting, compensation, training and assessment and performance evaluation. As OPM notes, “a job analysis is the foundation of human resources management. A valid job analysis provides data that should be used to develop effective recruitment, qualification and assessment, selection, performance management, and career development methodologies.” [2]

Job analysis serves four primary purposes:

• Establish and document job-related competencies
• Identify the job-relatedness of essential tasks and competencies
• Establish the legal basis for assessment and selection procedures/decisions
• Establish the basis for determining relative worth

Practice Question

Steps in job analysis.

Fundamentals of Human Resource Management authors DeCenzo, et.al. identify the following job-specific steps in the job analysis process: [3]

• Establish the organizational relevance of the specific role. Identify how the job relates to the organization’s strategy. Reality check: If there isn’t a clear connection, the job may not be necessary.
• Benchmark positions, if necessary. If it’s impractical to conduct an analysis of every role, jobs can be grouped into categories that have similar characteristics. This is analogous to grouping jobs into categories for compensation purposes, as discussed in Module 8: Compensation and Benefits .
• Identify inputs. Determine what data sources will be used and how information will be collected. Review data and information; clarify any questions.
• Draft the job description. Formats vary, but there are common and required elements, discussed in Job Descriptions .
• Finalize the job description. Review the draft job description with the job supervisor and make revisions as appropriate. The supervisor should approve the final job description.

Summary: The Job Analysis Process

The job analysis process, including inputs and output, are listed below. [4]

• Organization Chart
• Observations
• Questionnaires

Position Data / Information

• Purpose of Role
• Reporting Relationship
• Key Accountabilities
• Internal & External Communication
• Machines & Equipments
• Knowledge & Experience
• Job Description

Sources of Information

As noted above, determining what a job consists of involves identifying sources of information and determining how data will be collected. Internal sources of information include published information including organizational charts, job announcements, position descriptions; direct or indirect (e.g., review of video) observation; input from management, employees and/or a relevant subject matter expert, obtained through interviews or via questionnaires. An additional option for collecting data is the diary method, where a job incumbent keeps a diary or log of daily activities.

Information obtained from internal sources can be supplemented with or compared with external data. A key source of information—relevant for career exploration and job analysis, as the site’s welcome notes—is the O*Net OnLine database. O*Net’s About states the site “is the nation’s primary source of occupational information. O*Net’s database is updated on a continual basis and “contains hundreds of standardized and occupation-specific descriptors on almost 1,000 occupations covering the entire U.S. economy.” The section of particular interest to job analysts and human resource management in general is the Content Module, which provides the “anatomy” or distinguishing characteristics of an occupation including knowledge, skills and abilities and other job dimensions.

O*Net data is organized in the following six major domains:

• Worker Characteristics. Enduring characteristics that may influence both performance and the capacity to acquire knowledge and skills required for effective work performance.
• Worker Requirements. Descriptors referring to work-related attributes acquired and/or developed through experience and education.
• Experience Requirements. Requirements related to previous work activities and explicitly linked to certain types of work activities.
• Occupational Requirements. A comprehensive set of variables or detailed elements that describe what various occupations require.
• Workforce Characteristics. Variables that define and describe the general characteristics of occupations that may influence occupational requirements.
• Occupation-Specific Information. Variables or other Content Model elements of selected or specific occupations.

O*Net’s Content Model  page is interactive; data can be accessed by clicking on a particular section or domain. For example, clicking on Worker Requirements links to a page with four primary folders: Abilities, Occupational Interest, Work Values and Work Styles. Nested under Abilities, defined as “Enduring attributes of the individual that influence performance” are four folders: Cognitive Abilities, Psychomotor Abilities, Physical Abilities and Sensory Abilities.

Completing Job Analysis

Conducting a job analysis includes the following processes:

• Collecting Data. Gathering information from published sources, observation, interviews, online databases, such as O*Net or career sites.
• Developing Tasks. Developing a description of the “activities an employee performs on a regular basis in order to carry out the functions of the job.” [6]
• Developing Competencies. Describing the knowledge, skills, abilities, behaviors, and other characteristics required for successful performance of the role or occupational function. For information on how to write competencies, refer to OPM’s Competencies Quick Tips sheet.
• Validating & Rating Tasks & Competencies. Subject matter expert (SME) review and rating of tasks and competencies. A director supervisor or highly accomplished incumbent would be considered SMEs.
• Finalizing Tasks & Competencies. Finalization of tasks and competencies; those that are not rated by SMEs are required to successfully perform the job are dropped. The job analysis should be documented for validity and dated to provide a reference for updates.

To elaborate on the rating point, the OPM recommends that tasks that are rated as both frequent (every few days to weekly) and important (on a scale from Not Important to Extremely Important) be considered critical for the job. The OPM ranks competencies based on importance and when the skill is needed—for example, on entry or within 6 months, recommending that competencies be considered critical if considered at least Important and needed within the first 3 months.

• U.S. Office of Personnel Management. “ Frequently Asked Questions Assessment Policy .” U.S. Office of Personnel Management. OPM. Accessed October 14, 2019. ↵
• " Delegated Examining Operations Handbook: A Guide for Federal Agency Examining Offices. " U.S. Office of Personnel Management. June 2019. Accessed September 10, 2019. ↵
• DeCenzo, David A., Stephen P. Robbins, and Susan L Verhulst. 2016. Fundamentals of Human Resource Management . New York, NY: John Wiley & Sons ↵
• People Excellence Team. " What is Job Analysis ." pesync. August 28, 2018. Accessed September 10, 2019. ↵
• " Job Analysis ." United States Office of Personnel Management. Accessed September 10, 2019. ↵
• Ibid. ↵
• What is Job Analysis?. Authored by : Nina Burokas. Provided by : Lumen Learning. License : CC BY: Attribution
• Untitled. Authored by : Free-Photos. Provided by : Pixabay. Located at : https://pixabay.com/photos/person-man-male-business-tablet-731479/ . License : CC0: No Rights Reserved . License Terms : Pixabay License
• man and woman sitting on table photo. Authored by : LYCS Architecture. Provided by : Unsplash. Located at : https://unsplash.com/photos/U2BI3GMnSSE . License : CC0: No Rights Reserved . License Terms : Unsplash License

• Book a Speaker

Lorem ipsum dolor sit amet, consectetur adipiscing elit. Vivamus convallis sem tellus, vitae egestas felis vestibule ut.

Error message details.

Reuse Permissions

Request permission to republish or redistribute SHRM content and materials.

Job Analysis 101: Essential Steps to Define and Evaluate Roles

Job analysis is a process that supports a wide range of HR activities, from recruitment and selection to training and performance management. By systematically examining the essential tasks, responsibilities, and qualifications associated with a job, organizations can ensure that their workforce is aligned with their strategic goals.

This toolkit will guide you through the key concepts, methods, and outcomes of job analysis, offering practical insights into how this process can enhance the effectiveness of your HR practices.

What is a Job Analysis?

Job analysis is the process of studying a job to determine which activities and responsibilities it includes, its relative importance to other jobs, the qualifications necessary for performance of the job and the conditions under which the work is performed. An important concept in job analysis is that the job, not the person doing the job, is assessed.

Job analysis is typically performed by HR professionals, as they have the expertise to systematically gather and evaluate job-related data. However, it is often beneficial to involve multiple stakeholders in the process. Managers, who understand the strategic needs of the organization, and job incumbents, who have first-hand experience of the job, can provide valuable insights. In some cases, external consultants may be brought in to ensure an objective analysis or when specialized expertise is required.

Although human resources may collect some job analysis data from incumbents, the focus remains on the job itself. This analysis plays a crucial role in aligning HR practices with organizational goals, such as recruitment, training and performance management.

Job Analysis vs. Job Evaluation

Job analysis and job evaluation are often confused, but they serve distinct purposes within an organization.

• Job Analysis: This process involves studying a job to determine its essential tasks, responsibilities and qualifications. The focus is on understanding the job itself, regardless of who is performing it, and ensuring that the job is well-defined within the organizational structure.
• Job Evaluation: This process compares a job to other jobs within the organization to determine its relative value or worth. The purpose of job evaluation is to establish a fair and equitable pay structure by assessing the job’s complexity, required skills and its importance to the company.

While job analysis provides the foundational data about what a job entails, job evaluation uses that data to rank or value jobs within a compensation framework. Essentially, job analysis is about defining what a job is, while performing a job evaluation is about determining how much that job should be compensated relative to others.

Why is Job Analysis Important?

Job analysis is crucial for ensuring that HR practices are aligned with organizational goals. It provides the foundation for many key HR functions, such as recruitment, training, performance management, and compensation.

By thoroughly understanding the essential tasks and responsibilities of a job, organizations can make informed decisions that improve employee performance, enhance job satisfaction, and maintain legal compliance. Furthermore, job analysis helps ensure that the right individuals are selected for the right roles, contributing to overall organizational efficiency and effectiveness.

What Is an Example of Job Analysis?

A company might conduct a job analysis for a customer service representative role to identify key tasks such as handling customer inquiries, processing orders, and providing technical support. The analysis might reveal that effective performance in this role requires strong communication skills, familiarity with customer relationship management (CRM) software, and the ability to multitask efficiently.

What Are the Steps in a Job Analysis?

Conducting a job analysis typically involves the following steps:

• Identify the Purpose of the Job Analysis: Determine why the job analysis is being conducted—whether for recruitment, training, performance management, or another HR function.
• Select the Jobs to Be Analyzed: Choose which jobs within the organization will undergo analysis. This could be a single job, a group of related jobs, or all jobs within a specific department.
• Gather Information: Collect data about the job through various methods such as interviews, questionnaires, observations, and work diaries. Involve multiple stakeholders, including HR professionals, managers, and job incumbents, to ensure comprehensive data collection.
• Analyze the Information: Review and organize the data to identify the essential tasks, responsibilities, and qualifications for the job. Look for patterns and common themes that define the job’s core functions.
• Document the Job Analysis: Create detailed job descriptions and specifications based on the analyzed data. This documentation should clearly outline the duties, responsibilities, required skills, and qualifications for the job.
• Review and Update: Periodically review and update the job analysis to ensure it remains relevant and accurate, especially when organizational needs or job roles change.

How to Collect Job Analysis Information

Job analysis involves collecting information on characteristics that differentiate jobs. The following factors help make distinctions between jobs:

• Knowledge, skills and abilities (KSAs) needed.
• Work activities and behaviors.
• Interactions with others (internal and external).
• Performance standards.
• Financial budgeting and impact.
• Machines and equipment used.
• Working conditions.
• Supervision provided and received.

If an employer has not already done so, grouping jobs with related functions is helpful in the job analysis process by identifying the job family, job duties and tasks of related work. For example:

• Job family: Grouping of related jobs with broadly similar content.
• Job: Group of tasks, duties and responsibilities an individual performs that make up his or her total work assignment.
• Task: A specific statement of what a person does, with similar tasks grouped into a task dimension (i.e., a classification system).

A technical service job family, for example, could be identified as follows:

• Job family:   Technical Service.
• Job:  Technical service representative.
• Task:  Provides technical support to customers by telephone.

Common Job Analysis Methods

Determining which tasks employees perform is not easy. The most effective technique when collecting information for a job analysis is to obtain information through direct observation as well as from the most qualified incumbent(s) via questionnaires or interviews. The following describes the most common job analysis methods:

• Open-ended questionnaire:  Job incumbents and/or managers fill out a job analysis questionnaire about the KSAs necessary for the job. HR compiles the answers and publishes a composite statement of job requirements . This method produces reasonable job requirements with input from employees and managers and helps analyze many jobs with limited resources.
• Highly structured questionnaire:  These questionnaires allow only specific responses aimed at determining the frequency with which specific tasks are performed, their relative importance and the skills required. The structured questionnaire is helpful to define a job objectively, which also enables analysis with computer models.
• Interview:  In a face-to-face interview, the interviewer obtains the necessary information from the employee about the KSAs needed to perform the job. The interviewer uses predetermined questions, with additional follow-up questions based on the employee's response. This method works well for professional jobs.
• Observation:  Employees are directly observed performing job tasks, and observations are translated into the necessary KSAs for the job. Observation provides a realistic view of the job's daily tasks and activities and works best for short-cycle production jobs.
• Work diary or log:  A work diary or log is a record maintained by the employee and includes the frequency and timing of tasks. The employee keeps logs over a period of days or weeks. HR analyzes the logs, identifies patterns and translates them into duties and responsibilities. This method provides an enormous amount of data, but much of it is difficult to interpret, may not be job-related and is difficult to keep up-to-date.
• A team of senior managers identifies future performance areas critical to the organization's business and strategic plans.
• HR assembles panels composed of individuals who are knowledgeable about the organization's jobs (i.e., subject matter experts). These groups may be employees, managers, supervisors, trainers and others.
• A facilitator interviews panel members to obtain examples of job behaviors and actual occurrences on the jobs.
• The facilitator develops detailed descriptions of each identified competency, including descriptive phrases for clarity.
• HR rates the competencies, and panel members identify KSAs required to meet them.
• HR identifies performance standards for each job. The organization must develop and implement selection, screening, training and compensation instruments, or processes that focus on competencies. 

What Are the Outcomes of Job Analysis?

The outcomes of a job analysis are critical for the effective management of an organization’s workforce. These outcomes include:

• Accurate Job Descriptions:  Job analysis provides detailed information that forms the basis of job descriptions , outlining the tasks, responsibilities, and qualifications required for each position.
• Informed Recruitment and Selection:  By identifying the necessary skills and qualifications for a job, job analysis ensures that recruitment and selection processes are targeted and effective.
• Effective Performance Management:  Job analysis establishes clear performance standards, which are essential for evaluating employee performance and providing constructive feedback.
• Targeted Training and Development:  The insights gained from job analysis help organizations design training programs that address the specific needs of their employees, improving overall job performance.
• Fair Compensation Decisions:  Job analysis aids in the determination of equitable compensation by comparing job responsibilities and qualifications across roles within the organization.
• Improved Workforce Planning:  By understanding the skills and tasks associated with each job, organizations can plan for future workforce needs more effectively.
• Career and Succession Planning:  Job analysis clarifies job roles and career paths, which supports effective succession planning and career development initiatives.
• Health, Safety, and Security:  Job analysis contributes to identifying potential safety risks and ensuring compliance with health and safety regulations.
• Employee/Labor Relations:  Clear job definitions help maintain positive labor relations and support effective negotiation strategies.
• Risk Management:  Job analysis helps in identifying operational risks and designing jobs to mitigate those risks.

Additional Resources

Related content.

Why AI+HI Is Essential to Compliance

HR must always include human intelligence and oversight of AI in decision-making in hiring and firing, a legal expert said at SHRM24. She added that HR can ensure compliance by meeting the strictest AI standards, which will be in Colorado’s upcoming AI law.

A 4-Day Workweek? AI-Fueled Efficiencies Could Make It Happen

The proliferation of artificial intelligence in the workplace, and the ensuing expected increase in productivity and efficiency, could help usher in the four-day workweek, some experts predict.

Advertisement

Artificial Intelligence in the Workplace

​An organization run by AI is not a futuristic concept. Such technology is already a part of many workplaces and will continue to shape the labor market and HR. Here's how employers and employees can successfully manage generative AI and other AI-powered systems.

HR Daily Newsletter

News, trends, analysis and breaking news alerts to help HR professionals do their jobs better each business day.

Success title

Success caption

Job Analysis: A Comprehensive Guide to Understanding and Implementing Effective Job Analysis Techniques

A well-defined work role aligned with an organization’s objectives is critical to attracting and retaining top talent in today’s competitive job market. Job analysis plays a crucial role in achieving this goal. By conducting a thorough work analysis, organizations can gain valuable insights into each position’s requirements, responsibilities, and competencies. The purpose of this article is to provide a comprehensive guide to understanding and implementing effective work analysis techniques.

Understanding the nature and scope of every organizational role is essential to effectively align employees’ skills and experiences with their jobs. This process, known as work analysis, involves evaluating the tasks, responsibilities, and skills needed for an appointment to ensure they contribute to an organization’s overall goals.

What is Job Analysis?

It’s a systematic way to collect, analyze, and present information about the content of work as a basis for job descriptions, training, performance evaluations , and recruitment. It evaluates not just the tasks and responsibilities of a work but also the skills, knowledge, and abilities (often abbreviated as SKAs) required to fulfill it effectively.

Definition and Importance of Job Analysis

Job analysis refers to the systematic process of gathering and analyzing information about the tasks, responsibilities, knowledge, skills, and abilities required for a particular work role within an organization. It provides a foundation for various HR functions such as recruitment, selection, performance management , training, and compensation. Work analysis helps organizations understand the intricacies of each work role, enabling them to make informed decisions regarding work design, employee development, and organizational effectiveness.

Critical Components of Job Analysis

The critical components of work analysis include:

Job Title: The specific title or designation of the work role.

Job Summary: A brief overview of the work, highlighting its primary purpose and objectives.

Work Duties and Responsibilities: A comprehensive list of tasks and responsibilities associated with the job.

Work Requirements: The qualifications, skills, experience, and competencies required to perform the job successfully.

Working Conditions: The environmental and physical conditions in which the work is performed.

Reporting Structure: The hierarchical relationship and reporting lines associated with the job role.

Benefits of Job Analysis

Job analysis offers several benefits to both organizations and employees. Some of the key advantages include:

Improved Recruitment and Selection: By clearly defining job requirements and competencies, organizations can attract suitable candidates and make informed hiring decisions.

Enhanced Performance Management: work analysis helps set realistic performance standards and evaluate employees based on objective criteria.

Practical Training and Development: Understanding job tasks and competencies enables organizations to develop targeted training programs to enhance employee skills and performance.

Equitable Job Evaluation and Compensation: work analysis provides the foundation for developing fair and consistent job evaluation systems and determining appropriate compensation levels.

Legal Compliance: By ensuring job analysis processes align with legal requirements, organizations can minimize the risk of discriminatory practices and maintain compliance with equal employment opportunity laws.

Job Analysis Process

Preparing for Job Analysis

Before conducting a work analysis, it is essential to establish clear objectives and determine the scope of the investigation. Critical steps in the preparation phase include:

Identify the Jobs: Determine which jobs within the organization require analysis.

Form a Work Analysis Team: Assemble a team of subject matter experts and stakeholders who possess a deep understanding of the job roles .

Define Analysis Methods: Select appropriate methods and tools to gather job-related data.

Plan the Data Collection Process: Determine the timeline, resources, and logistics required for data collection.

Collecting Job Analysis Data

Data collection involves gathering information about job tasks, responsibilities, knowledge, skills, and abilities. This can be achieved through various methods, including:

Interviews: Conduct structured or unstructured interviews with incumbents, supervisors, and other relevant stakeholders to gather insights about job requirements.

Questionnaires: Administer questionnaires to incumbents and supervisors to collect comprehensive information about job-related aspects.

Observation: Observe employees performing their job tasks to gain firsthand knowledge of the job requirements and work environment.

Job Performance Data: Analyze existing performance data, such as productivity metrics, error rates, or customer feedback, to understand job performance expectations.

Analyzing work Analysis Data

Once the data is collected, it needs to be carefully analyzed to identify patterns, commonalities, and variations in job requirements. This analysis helps identify essential job tasks, critical competencies, and areas for improvement.

Documenting Work Analysis Results

The final step in work analysis is to document the findings and create work descriptions and specifications. work descriptions provide a detailed overview of work tasks, responsibilities, and reporting relationships, while job specifications outline the qualifications, skills, and competencies required for successful job performance.

Job analysis is vital in today’s dynamic work environment, helping organizations align their workforce with business objectives and improve overall efficiency and effectiveness. By understanding the intricacies of each work role, organizations can make informed decisions related to recruitment, selection, training, and performance management. Implementing effective work analysis techniques ensures that organizations clearly understand work requirements and can foster a productive and engaged workforce.

Frequently Asked Questions (FAQs)

What is the primary purpose of job analysis?

Work analysis aims to gather and analyze information about work tasks, responsibilities, and requirements to make informed decisions regarding work design, recruitment, selection, training, and compensation.

What methods can be used for collecting job analysis data?

Standard methods for collecting work analysis data include interviews, questionnaires, observation, and analysis of job performance data.

How does work analysis benefit organizations?

Work analysis helps organizations improve recruitment and selection, enhance performance management, facilitate practical training needs analysis and development, ensure equitable job evaluation and compensation, and maintain legal compliance.

What are the critical components of work analysis?

The critical components of work analysis include job title, job summary, duties and responsibilities, job requirements, working conditions, and reporting structure.

Why is work analysis necessary for legal compliance?

Job analysis ensures that organizations comply with equal employment opportunity laws by minimizing the risk of discriminatory practices in recruitment, selection, and performance management.

Job Analysis

• Reference work entry
• pp 1369–1370
• Cite this reference work entry

• Amy J. Armstrong 5  

245 Accesses

Job analysis is the process of gathering and documenting accurate and objective data relevant to the requirements and outcomes of a job, including what a worker does, how the work is done, why the work is done, the materials used to complete the job, the context of the job, and the characteristics and skills required to complete the job. An evaluation of the context of the job addresses the work and organizational culture, the integration of the worker, as well as environmental conditions. The job analysis is conducted by writing down in sequence all major job duties and the time required to perform each, identifying and describing each job skill that the employee will be required to perform, identifying work-related interaction between employees, and summarizing the analysis of each job. The job analysis is a tool that assists in the job selection process.

The steps to conduct a job analysis include interviewing the employer/supervisor, observing a coworker completing the...

This is a preview of subscription content, log in via an institution to check access.

Access this chapter

Subscribe and save.

• Get 10 units per month
• Download Article/Chapter or eBook
• 1 Unit = 1 Article or 1 Chapter
• Cancel anytime
• Available as PDF
• Read on any device
• Instant download
• Own it forever
• Available as EPUB and PDF
• Durable hardcover edition
• Dispatched in 3 to 5 business days
• Free shipping worldwide - see info

Tax calculation will be finalised at checkout

Purchases are for personal use only

Institutional subscriptions

References and Readings

Griffin, C., Hammis, D., & Geary, T. (2007). The job developer’s handbook: Practical tactics for customized employment . Baltimore, MD: Paul H. Brookes.

Google Scholar  

Rubin, S., & Roessler, R. (2008). Foundations of the vocational rehabilitation process . Austin, TX: Pro-Ed.

Szymanski, E. M., & Parker, R. M. (2003). Work and disability: Issues and strategies in career development and job placement (2nd ed.). Austin, TX: Pro-Ed.

Wehman, P., Inge, K. J., Revell, G., & Brooke, V. (2007). Real work for real pay: Inclusive employment for people with disabilities . Baltimore, MD: Paul H. Brookes.

Download references

Author information

Authors and affiliations.

Department of Rehabilitation Counseling, Virginia Commonwealth University, 980330, 23298, Richmond, VA, USA

Amy J. Armstrong

You can also search for this author in PubMed   Google Scholar

Editor information

Editors and affiliations.

Physical Medicine and Rehabilitation, and Professor of Neurosurgery, and Psychiatry Virginia Commonwealth University – Medical Center Department of Physical Medicine and Rehabilitation, VCU, 980542, Richmond, Virginia, 23298-0542, USA

Jeffrey S. Kreutzer

Kessler Foundation Research Center, 1199 Pleasant Valley Way, West Orange, NJ, 07052, USA

John DeLuca

Professor of Physical Medicine and Rehabilitation, and Neurology and Neuroscience, University of Medicine and Dentistry of New Jersey – New Jersey Medical School, New Jersey, USA

Independent Practice, 564 M.O.B. East, 100 E. Lancaster Ave., Wynnewood, PA, 19096, USA

Bruce Caplan

Rights and permissions

Reprints and permissions

Copyright information

© 2011 Springer Science+Business Media, LLC

About this entry

Cite this entry.

Armstrong, A.J. (2011). Job Analysis. In: Kreutzer, J.S., DeLuca, J., Caplan, B. (eds) Encyclopedia of Clinical Neuropsychology. Springer, New York, NY. https://doi.org/10.1007/978-0-387-79948-3_406

Download citation

DOI : https://doi.org/10.1007/978-0-387-79948-3_406

Publisher Name : Springer, New York, NY

Print ISBN : 978-0-387-79947-6

Online ISBN : 978-0-387-79948-3

eBook Packages : Behavioral Science Reference Module Humanities and Social Sciences Reference Module Business, Economics and Social Sciences

Share this entry

Anyone you share the following link with will be able to read this content:

Sorry, a shareable link is not currently available for this article.

Provided by the Springer Nature SharedIt content-sharing initiative

• Publish with us

Policies and ethics

• Find a journal
• Track your research

• Traditional Behavioral
• Gamified Behavioral
• Job Knowledge Skills
• Realistic Job Previews
• Work from Home
• Reference Checking
• Hiring Process Optimization

By industry

• Professional Services
• Tech, Media & Telecom
• Financial Services
• Hospitality
• Manufacturing
• Government, Education & Non-Profits

By use case

• Hourly Hiring
• Professional Hiring
• Talent Development
• Diversity and Inclusion
• Campus Recruiting
• Blog articles
• Whitepapers
• Case studies
• LIFT Awards

What Is a Job Analysis? Why is Job Analysis Important?

The importance of job analysis and Why A Job Analysis is Needed

When building a high performing hiring process, one of the first tasks is to define the job . Sometimes this is referred to as a job analysis.

If it isn’t already, conducting a job analysis should be part of your pre-employment process.

Job analysis identifies job candidates with the highest potential to become top performers

A job analysis is the most comprehensive way to understand specific “can do” and “will do” components of your service, sales, and support job. With the help of a job analysis, you can accurately identify job candidates with the highest potential to become high performers. By using a job analysis to build a solid talent selection foundation, your organization can reap benefits that include higher customer satisfaction, higher revenue per call, lower early-stage attrition, and an improved company culture.

what is the definition of job analysis?

How do you define job analysis? The “ Testing and Assessment: An Employer’s Guide to Good Practices ” published by the US Department of Labor provides a job analysis definition. It says a “ job analysis is a systematic process used to identify the tasks, duties, responsibilities and working conditions associated with a job and the knowledge, skills, abilities, and other characteristics required to perform that job. ” This is one way to define job analysis and best describes its function.

George Thornton III, in his book Assessment Centers in Human Resource Management , provides some of the output an organization can produce from a job analysis.

What is the purpose of a job analysis and what does the analysis provide?

From the perspective of its intended purpose, what is job analysis? A job analysis leads to a wealth of information about a specific job. After the completion of the data-gathering for analysis, job competencies are identified and clearly defined and can be used throughout the talent process stages from recruitment to pre-hire assessment to employee training.

A Job Analysis Example

What information is included in the job analysis process.

Information that a job analysis process includes:

• A list of the competencies needed to be assessed
• Examples of behaviors that clarify the competencies
• Suggestions as to the types of exercises that resemble job situations
• Suggestions for problem content to be used in the exercises
• An indication of the level of proficiency required for the competencies
• Standards for scoring applicant performance in the exercises
• Documentation of job-relatedness of the assessment process (for use in the event of a lawsuit)

Essentially, a job analysis allows organizations to measure as many job-relevant characteristics as are feasible, so that they don’t overlook important characteristics needed to predict employee success and potentially reap lower returns from the pre-hire process. However, the importance of job analysis extends to the talent management process from beginning to end.

what are the Benefits of a Job Analysis

There is no doubt the job analysis provides a number of benefits to the organization. They include:

• Obtaining solid first-hand job-related data on the particular duties associated with the job
• Identification of risks associated with the job responsibilities
• Identification of the skills and abilities required for an employee to perform the job well
• Identification of critical competencies required for success
• Improved decision-making during the recruitment and hiring process
• Better replacement decisions when employees exit the organization
• More specific and accurate job descriptions
• More accurate job postings
• Assessment of the relative importance of the job to other jobs
• Promotion of improved performance appraisals
• Contributes to developing a more equitable compensation plan
• Drives training requirements through greater knowledge about each job duty
• Assistance with objectivity by enabling the separation of personal feelings about a person from job requirements
• Ability to offer evidence based and precise pre-hire employee assessments

The benefits of a job analysis are many, however there are a few things organizations must do in order to successfully execute a job analysis so that it is both successful and legally defensible.

steps in How to Conduct a job analysis

The job analysis process requires a structured step-by-step approach. The process produces a lot of data that leads to the construction of a list of competencies a person needs to successfully handle the job.

1) Plan your process, resources, and time frame

Upfront planning for job analysis is important to success. Establish the specific steps to follow, the people and other resources to commit to the process and the time frame for completion. Planning the process, resources and time frame adds efficiency to the process and ensures the job analysis is thorough and accurate.

2) Gather and analyze all current information about the job available in the organization (job descriptions, ads, training materials, performance plans) and accessible externally

The next step is gathering job duty details through a variety of sources. Internal sources of information include existing job descriptions, job ads posted in the past, performance plans, employee training materials and any Human Resources documentation available. Information about the job is also available from industry data, subject matter experts, performance standards, online staffing resources, job ads and occupational studies. In other words, any and all forms of applicable resources are used. Develop standardized criteria for job evaluation.

3) Choose a representative sample of job holders

Select a group of employees who are currently doing the kind of work that must be managed by new employees. It is important to use standardized criteria that is developed based on the information previously gathered. The size of the sample varies depending on the complexity of the job.

4) Gather demographic data on the job holders

Demographic data is collected in various ways. The sample job holders can be asked to maintain a performance log for assessment, noting how things like past experience has been useful in certain situations. Observation of employee’s currently performing the job, job sampling and employee surveys can also produce critical data on what type of personal qualities it takes to do the job. One of the best ways to gather demographic data is through structured interviews. Collect information about the employee’s level of education, experience, qualifications and personal skills. The job holders are asked the same questions about the job, and the questions are asked in the same order. All employee answers collected through any collection method should follow a structured approach and answers evaluated against standardized criteria.

5) Gather information from the job holders’ supervisors

Supervisors can add more information about job requirements, goals and objectives and the contributions to unit and organizational success. The supervisor also has firsthand knowledge of employees who were unable to succeed, those who performed beyond expectations and the relationship of the job to team efforts. Once again, consistency when interviewing, if more than one supervisor is involved, is important.

6) Gather information from the senior managers

The information gathered at this point is more strategic. How does this position fit within the ‘big picture’ of company success? For example, the big picture is that a call center position is critical for maintaining a positive brand reputation with customers. Senior managers are also knowledgeable of how the employee’s job performance within a particular department or unit affects other departments.

7) Establish a preliminary list of job competencies and skills

By this step, a large amount of information and data has been gathered. Now it is time to develop a list of competencies the employee needs for job success. Job competencies are defined behaviors that can be measured to determine how well an individual will perform once employed. They include tasks, duties, responsibilities, knowledge, skills, abilities and any other characteristics important for successful job performance.

8) Obtain ratings of the importance of the job skills and competencies

Select and validate the final list of competencies. The final set of competencies are used for multiple purposes. They are used to develop a job description, support pre-hire assessment tests, measure performance, recruit job candidates, select employees and identify training needs.

job analysis documents what characteristics enterprises feel are important for job success

The job analysis process documents the characteristics that SMEs (small to medium enterprises) feel are important for job success so the vendors can link those to the characteristics measured by the assessments . After that, vendors then validate any potential pre-hire assessment tools specifically for the role in which they will be used, so that they are properly utilized and deliver the maximum amount of value to the organization. The importance of job analysis to success in filling positions with people who are good fits for the job cannot be overstated in terms of both skills and competencies fit and cultural fit.

To learn more, explore our free whitepaper Measuring the Effectiveness of Talent Assessments .

• Harver Team

Recommended Articles

Benefits of a talent assessment strategy & reasons why your business needs one, how to assess a candidate’s skills before an interview, talent assessment tools, ranked from best to worst in effectiveness.

Learning more about making better talent decisions faster?

Get the answers you need to optimize your TA and TM processes and results.

• Check References
• Optimize Your Hiring Process
• Diversity & Inclusion
• Customer Login
• Case Studies
• Integrations
• Privacy policy
• Security Policy Statement
• 2024 Harver B.V. All rights reserved.

Outmatch is now part of Harver

Ready to serve you with our full suite of talent solutions and a fresh look!

An official website of the United States government

Here's how you know

Official websites use .gov A .gov website belongs to an official government organization in the United States.

Secure .gov websites use HTTPS A lock ( Lock A locked padlock ) or https:// means you’ve safely connected to the .gov website. Share sensitive information only on official, secure websites.

• A–Z Index

• Operating Status

Resources For

• New / Prospective Employees
• Federal Employees
• HR Professionals

Job Analysis

Job analysis is the foundation for all assessment and selection decisions. To identify the best person for the job, it is crucial to fully understand the nature of that job. Job analysis provides a way to develop this understanding by examining the tasks performed in a job, the competencies required to perform those tasks, and the connection between the tasks and competencies.

Job analysis data is used to:

• establish and document competencies required for a job;
• identify the job-relatedness of the tasks and competencies needed to successfully perform the job; and
• provide a source of legal defensibility of assessment and selection procedures.

Information from a job analysis can also be used to determine job requirements, training needs, position classification and grade levels, and inform other personnel actions, such as promotions and performance appraisals.

For in-depth, step-by-step instructions for conducting a job analysis, please refer to Appendix G in the Delegated Examining Operations Handbook .

Training Presentations

• Learn more about how to conduct a job analysis with this presentation.
• Need help getting started? This checklist goes over six steps to conducting a job analysis.
• Need to conduct a job analysis for multiple grades of the same series? You can save time by following the steps in this checklist for  conducting job analysis across multiple grades .

Related Information

• Delegated Examining Operations Handbook
• Uniform Guidelines on Employee Selection Procedures

How To Perform A Job Analysis (2024 Guide)

Updated: Apr 30, 2024, 10:36pm

Table of Contents

What is a job analysis, popular job analysis methods, how to perform an effective job analysis, frequently asked questions (faqs).

As jobs and industries evolve, employers must update their job descriptions to reflect their current needs. A job analysis defines the duties, responsibilities and skills required for a specific role. In this article, we’ll discuss the popular types of job analysis methods and how you can make your own.

Featured Partners

$40 per month + $6 per user

On OnPay's Website

SurePayroll

$29.99/mo plus $5 per employee

On SurePayroll's Website

$40 per month plus $6 per user

On Gusto's Website

$35/month plus $8 PEPM

On Rippling's Website

$50/month + $8/user

On Justworks' Website

A job analysis provides an overview of the competencies, skills and responsibilities for a specific role. While a traditional job analysis may be less detailed, modern versions have more in-depth details about the position. Other than the aforementioned, some employers also include performance review criteria, onboarding processes, as well as short-term and long-term expectations.

Here’s a list of the sectors that rely on the job analysis:

• Career growth
• Compensation
• Offboarding
• Recruitment

An in-depth job analysis helps organizations create in-depth job descriptions and get managers and employees on the same page. It is also useful in defining the path job holders will take to move up in an organization and transition to higher-level positions. In the worst-case scenario, when an employee does not meet these expectations, the job analysis can serve as a guide for criticisms, performance reviews and job departures.

Let’s take a look at some of the most popular job analysis methods.

Questionnaire

Give open-ended questionnaires or highly structured questionnaires for employees and managers. These responses help HR managers determine the amount of time and the frequency with which specific activities are performed, as well as their level of importance to the team or organization.

Interview employees who held the position in the past. Because staff and supervisors may have an accurate overview of the job’s roles, you can also conduct interviews within departments or teams. Keep in mind that supervisors may have their own preferences and biases when defining the requirements to perform a specific position. As such, it’s essential to have more than one source of information.

Direct Observation

Direct observation can help form a clear picture of the amount of time it takes to perform a specific task. It is highly recommended for production jobs or part-time roles, as well as small businesses with a limited budget for a position.

Work Diary or Log

A work diary requires employees to record their daily activities, the amount of time spent on a task and the perceived urgency of an activity. All this information enables HR and managers to identify work patterns and evaluate whether changes should be made to support an employee.

Job Performance Method

The job analyst performs the specific job or activity to know contextual factors and scenarios job holders face. Some factors include emotional pressures, physical risks and mental demands.

Here’s a step-by-step breakdown of how to perform a job analysis.

Review Employee Job Responsibilities

The first step is to review the roles and responsibilities for the specific position. Interview employees, supervisors and HR personnel to get an idea of their tasks and responsibilities. You can also check out work diaries, questionnaires or manuals, then list down the activities the job entails. Once you come up with a viable list, consider the level of difficulty required for each task or skill set. Rank and organize the specific tasks based on the amount of skill level and experience involved.

Research Similar Industry Positions

What are the qualifications for the position? What are the responsibilities and activities that job holders are expected to fulfill? Check out similar positions to evaluate whether the scope of the job is aligned with industry standards. A good tip is to browse job descriptions for similar positions on LinkedIn or Indeed. You can even check out job descriptions and compensation on Payscale and Salary.com. Throughout the process, you may even identify employee job responsibilities you may have forgotten.

Identify and List Outcomes Needed for the Position

Even similar roles don’t have the same outcome because roles and responsibilities vary across departments. For example, a tech company may recruit a technical writer for the marketing department for advertising copy. In the same way, they can also hire another technical writer for the research department to summarize research findings and come up with detailed insights based on marketing data. Both positions demand different skill sets and levels of expertise. It’s up to employers to identify their expected outputs and deliverables for each position.

Identify Necessary Skills, Training and Education

Not every position has the same essential skills, training and experience. Management could even opt to assign or unassign responsibilities based on their level of importance to the team. As a result, it’s important to define the specific skills, training and education required for each candidate. The more specific you are, the better your job analysis would be.

Define Compensation and Any Applicable Benefits

One of the most crucial aspects of a job analysis is compensation and applicable benefits. What is the salary range for the role? How much are your competitors offering for the same role? What are the skills necessary to move up the salary range? You can check out websites such as Glassdoor, Payscale, Indeed and the Bureau of Labor Statistics to get an overview of the ideal compensation.

Continually Iterate and Evolve the Job

A job analysis isn’t a one-time thing. As the industry and organization evolve, the expectations for each position change. With a thorough job analysis, you’ll be able to attract candidates who are the right fit for the job and provide them with the right compensation based on industry standards. You’ll also be able to determine an appropriate path for job holders looking to move up the career ladder.

Bottom Line

A job analysis provides an accurate overview of the duties and responsibilities required for the role. Just follow the right process and you’ll be able to get a clear picture of the position. Here’s hoping this in-depth guide has helped you create your own job analysis.

How do I perform a job analysis?

Performing an effective job analysis requires a six-step process. This includes:

• Reviewing employee job responsibilities.
• Researching similar industry positions.
• Identifying and listing outcomes needed for the position.
• Identifying necessary skills, training and education.
• Defining compensation and any applicable benefits.
• Continually iterating and improving the job analysis for each role.

What is the purpose of a job analysis?

A job analysis is an overview of the activities, duties and responsibilities required for the job. An accurate job analysis is crucial to attracting top talent, training job holders, defining the path towards career advancement and identifying the ideal compensation and benefits for each role.

What is the best performance management software?

The best performance management software for you will depend on your unique needs. However, Namely is widely regarded as the best overall, whereas Workday is best for skills management and Reviewsnap is best for goal setting. Learn more about the best performance management software .

• Best HR Software
• Best HCM Software
• Best HRIS Systems
• Best Employee Management Software
• Best Onboarding Software
• Best Talent Management Software
• Best HR Outsourcing Services
• Best Workforce Management Software
• Best Time And Attendance Software
• Best Employee Scheduling Software
• Best Employee Time Tracking Apps
• Best Free Time Tracking Apps
• Best Employee Training Software
• Best Employee Monitoring Software
• Best Enterprise Learning Management Systems
• Best Time Clock Software
• Best ERP Systems
• Zenefits Review
• Oracle HCM Review
• UKG Pro Review
• IntelliHR Review
• ADP Workforce Now Review
• ADP TotalSource Review
• SuccessFactors Review
• Connecteam Review
• What is Human Resources?
• Employee Benefits Guide
• What is Workforce Management?
• What is a PEO?
• What is Human Capital Management?
• HR Compliance Guide
• Strategic Human Resource Management
• Onboarding Checklist
• Benefits Administration Guide
• What Is Employee Training?
• Employee Development Plan
• 30-60-90 Day Plan Guide
• How To Calculate Overtime
• What Is Outplacement?
• New Hire Orientation Checklist
• HR Analytics Guide

Next Up In Business

• Best HR Apps
• Best Performance Management Software
• Best HR Analytics Software
• What Is Business Process Outsourcing (BPO)?
• What is Rightsizing?
• 11 Essential Soft Skills In 2024

What Is SNMP? Simple Network Management Protocol Explained

What Is A Single-Member LLC? Definition, Pros And Cons

What Is Penetration Testing? Definition & Best Practices

What Is Network Access Control (NAC)?

What Is Network Segmentation?

How To Start A Business In Louisiana (2024 Guide)

Monique Danao is a highly experienced journalist, editor, and copywriter with an extensive background in B2B SaaS technology. Her work has been published in Forbes Advisor, Decential, Canva, 99Designs, Social Media Today and the South China Morning Post. She has also pursued a Master of Design Research at York University in Toronto, Canada.

Job Analysis: Definition, Objectives, Scope, Uses, Features, Process, Methods

What is job analysis.

Job Analysis is basically the process of identifying the nature of jobs. Job analysis refers to various methodologies for analyzing the requirements of a job. The main purpose of conducting job analysis is to prepare job descriptions and job specifications which in turn helps to hire the right quality workforce into the organization.

Job Analysis involves the identification and precisely identifying the required tasks, the knowledge and skills necessary for performing them, and the conditions under which they must be performed.

The real value of job analysis begins as the information is compiled into job descriptions and job specifications for use in virtually all human resource activities. Job analysis is also useful in identifying job factors and duties that may contribute to workplace health and safety issues.

Definition of Job Analysis

[su_quote cite=”R.J. Harvey”] Job Analysis involves gathering data about observable job behaviours and delineating the knowledge, skills, abilities and other characteristics needed to perform the job.[/su_quote]

[su_quote cite=”Edwib B. Flippo”] Job Analysis is the process of studying and collecting info relating to the operations and responsibilities of a specific job.[/su_quote]

Objectives of Job Analysis

Work simplification.

One of the main purposes of Job Analysis is to simplify the work which has to be performed and explain the process and methods in a manner that is easy to understand. This would ensure that the employees are able to understand the work that has to be undertaken which thereby improves their productivity.

Establishes Standards

Support other activities, scope of job analysis, recruitment and selection.

Job analysis provides information about what the job entails and what human characteristics are required to carry out these activities. Such job descriptions and job specification information are used to decide what sort of people to recruit and hire.

Compensation

Job analysis information is also used for designing training and development programs because the analysis and resulting job description show the skills and therefore training that is required.

Performance Appraisal

Features of job analysis, uses of job analysis.

The following are the uses of job analysis . The following are the various areas where the information collected for Job Analysis is used:

Job Evaluation

Job design is an activity of bringing together various tasks to build a job. This process is influenced by factors such as requirements of jobs, employee satisfaction and the goals of the organisation.

Job Classification

As Job Analysis under- takes a thorough evaluation of the job, the activity of classification gets simplified. Job Classification in turn helps the organisation to determine and design appropriate training and development programs for employees performing similar activities.

Job Description and Specification

Human resource planning.

Human Resource Planning involves choosing the right person, for the right job at the right cost which is decided on the basis of the goals and objectives of the organisation. Job Analysis helps the management to understand what type of person is required for a job.

It also helps the management by specifying the selection criteria for the job which would help the mgt to select the suitable candidate for the job.

Training and Development

The management could also determine the skills that the employees might require in future for undertaking the specific job which would help in the long term development of the organisation and the employees.

Performance Evaluation

This would also help the management to avoid any allegations of discrimination undertaken by them.

Wage and Salary Administration

Safety and health.

As Job Analysis analyses the exact nature of the job, the type of activities that are involved as studied in detail which helps in the determination of the risks that are involved. This helps the management to identify the hazards involved in the jobs and allows them to take precautionary measures for ensuring the safety and welfare of the employees.

Process of Job Analysis

Determine the purpose of job analysis.

Before starting the process of job analysis, it is important to determine for what purpose the information collected through job analysis would be used. Once the purpose is determined, the organisation would have a clear idea about the type of information that has to be collected.

Gathering Background Information

This can be done with the help of organisational charts, process charts and job classification.

Choosing Representative Jobs for Analysis

Collecting relevant job information.

In order to collect this information, present and previous employees are contacted and through questionnaires, interviews, task inventories, checklists and observations, the relevant information is collected.

Review of Information that is Collected

Developing job description and job specification.

It summarises the features of the job. On the other hand, a job specification is a statement that contains the eligibility conditions for a person to qualify for a job which includes information on the educational qualifications, experience, knowledge, skills, qualities, aptitude and background of the candidate. It presents a picture of how the job holder should be for achieving the goals of the organisation.

Methods of Data Collection

In order to collect the information about the job which is to be analysed, the information collected should be focused on the collection of appropriate information for the job. It should be kept in mind that the method chosen should be able to capture data on major job requirements as well as skills, knowledge and abilities which are essential for undertaking a job.

2. Job Performance Method

4. Critical Incident Method

Questionnaire Method

Under this method, the analyst distributes questionnaires to the employees who are part of the job analysis. The responses would be analysed for collecting job-related information. For this structured or unstructured questionnaires could be used. One of the major advantages of this method is that it is the easiest and the most efficient method of data collection.

Job Performance Method

One of the major disadvantages of this method is that this method is not suitable for all jobs. Certain sensitive jobs which have a high degree of risk cannot be analysed through this method. This method also cannot be employed where the performance of the job is highly dependent on specialised training and skills.

Observation Method

Critical incident method.

A critical incident is any significant incident that takes place in a job environment and forces the employee to respond. It is a snapshot of the normal course of business. This method aims at collecting critical information regarding the behaviour of the employees in a given situation.

Interview Method

It should be ensured that the employee is comfortable and the interview place should be free from distractions. The doubts of the employees should be cleared and adequate response time should be given to the employee. One of the major advantages of this method is that it can be used for any type of job.

Diary Maintenance Method

The major advantage of this method is that employees are continuously involved in the process of job analysis . It might be possible that the activity of recording all the activities might become monotonous and time-consuming and so full cooperation of employees might not be available. The success of this method lies in the level of commitment of the employees which is again a limitation of this method.

Technical Conference Method

Challenges affecting the effective of job analysis.

Many times, the job analysis process often is not effectively undertaken due to certain reservations from employers and employees. To effectively implement the job analysis , a few challenges have to be overcome which are as under:

Employee’s Anxiety

Manager’s attitude towards job analysis.

During the job analysis process, it might be possible that the managers might feel that their control over their subordinates is being reduced. If they feel so, then they might not cooperate fully with the analyst. They might also not accurately summarise the job which might reduce the effectiveness of job analysis.

Undue Importance to Job Holders

Environmental influence, no follow up action.

Many times, after undertaking the entire process of job analysis and completing it in a successful manner, the management might not initiate any follow-up action. In this case, the employees may lose their confidence in the entire procedure and may not cooperate in future for undertaking such an activity again.

FAQ related to Job Analysis

What is a job analysis simple definition, what are the benefits of job analysis, what are the uses of job analysis.

Following are the uses of job analysis: 1. Job Evaluation 2. Job Design 3. Job Classification 4. Job Description and Specification 5. Human Resource Planning 6. Recruitment and Selection 7. Training and Development 8. Performance Evaluation 9. Wage and Salary Administration 10. Safety and Health.

What are the steps in job analysis process?

You might also like, human resource audit: definitions, features, objectives, scope, process, 9 need for human resource planning and importance, 14 importance of controlling, transfer in hrm: meaning, definition, purposes, types, causes, difference, employee safety: objectives, steps in safety programs, importance, essentials elements, scope of control in management, channels of distribution: types, factors, methods of human resource planning, process of performance appraisal, uses of job analysis information in hrm, 12 principles of organizing, how to manage absenteeism in the workplace, human resource management: definition, objectives, features, functions, process, importance, difference, limitations of mbo, job description: definitions, components, job specification, writing job description, wage incentives: objectives, process, good incentive scheme, benefits and limitations, types of business environment, human resource planning: definition, needs, process, importance, advantages, limitations, fringe benefits: definition, needs, objectives, types, human resource development: definitions, objectives, features, benefits, scope, difference, challenges, leave a reply cancel reply.

Job analysis

Meaning & definition, job analysis.

Job analysis refers to a systematic process of collecting all information about a specific job, including skill requirements, roles, responsibilities and processes in order to create a valid job description. Job analysis also gives an overview of the physical, emotional & related human qualities required to execute the job successfully.

Job analysis is an important step in ensuring that the right candidate is selected. Job analysis helps the employer in recruitment and selection, performance management, choosing compensation and benefits, etc. It helps the employees to have a clear picture of what is actually required of them.

Digital Transformation: Opportunity and challenges in new normal era

Related Resources

Frequently Asked Questions (FAQ's)

Why is a job analysis important, how do you conduct a job analysis, what is job analysis vs job description, what are the components of job analysis, what methods can you use to conduct a job analysis, when should a job analysis be conducted, what are the disadvantages of job analysis, who conducts a job analysis, what is the difference between job analysis and job evaluation, manpower planning.

Job analysis is a qualitative aspect of manpower needs, as it determines job requirements in terms of skills, qualities and other human characteristics. This facilitates the division of labor into different occupations.

Recruitment, Selection and Placement

In order to hire a good person for the job, it is very important to know the requirements of the job and the qualities of the person who will be doing the job. Information on these two elements comes from the job description or job description and helps management to tailor the job requirements as closely as possible to the attitudes, skills, interests of employees, etc.

Training and Development:

Job analysis determines standard levels for job performance. Helps manage learning development programs.

Job Evaluation

Job analysis provides the basis for job evaluation. The purpose of a job appraisal is to determine the relative value of the job which in turn helps determine job compensation.

Performance Appraisal

Job analysis data provides a clear standard of performance for each job. Employee performance can be objectively evaluated against the job performance standard.

Job Designing

Industrial engineers may use the job analysis information in designing the job by making the comprehensive study of the job elements.

Safety and Health

Management can take corrective actions to ensure the safety of workers and reduce the risk of various hazards to eliminate harmful conditions.

The job analysis is mainly based on the effective policies. Effective policies may be formulated in regard to promotions and transfers.

Employment Guidance

Job description, which is basically carried out on the basis of Job analysis, helps the aspirates in ascertaining the job, for which they have the necessary ability and skills.

Labour Relations

Job analysis serves as the basis for resolving disputes that may arise due to quality of performance expected of workers.

Gather information about a position

Observe and interview employees who are currently employed. Encourage employees to perform their duties and be as specific as possible when defining responsibilities. Read the manual or document that explains your current position. Compare your current job description with what your employees are actually saying and doing. Record results by department or individual position. Create an account for all the tasks and skills involved in the job.

Evaluate the importance of each task and competency

Once you understand what skills are needed to perform each task, you can rate the difficulty of each task and skill. Determine the top-level skills for each location. Note which skills require entry level and more experience. You may think differently from this job as you thought it was an important part of the job.

Research industry standards

Find status data in your job analysis to make sure you're tied to your current workforce. Test your results using information from government literature and corporate organizations. Seek expert advice on the subject that can explain the tasks you need to do your job. Compare your network and data with other businesses.

Revise job descriptions and standards

Once you've identified and discovered the most important qualifications needed to do the job, make a list for each job and skill. Use this to edit an existing job description or create a new one to suit your analysis. Create a set of criteria for each position that matches your employees' feedback and your own work observations. Include expectations that you may not have met, but are based on professional guidelines from your research.

Use data to make changes

Look at the entire organization. Based on the analysis, determine if the right task is assigned to the right task. If you find that a job in one department is suitable for another team, move these tasks to another job. You may also find that some departments handle more than others. You can use job analysis data to find ways to transfer job responsibilities based on the capabilities of each job.

Job analysis can be understood as the process of gathering information related to a particular job. This information includes knowledge, skills and abilities to work effectively. It is useful for preparing job description and job description.

A job description is a document that indicates what the job covers, that is, the functions, responsibilities, duties, powers and officers, attached to the job. 

In excellent terms, job analysis means an in-depth examination and evaluation of a particular job. Therefore, the job description is a statement that is characteristic of a particular job.

Job Position

The position of the job and the employee holding that position in the organization are known as the position of the job. Job status serves as the basis of the compensation system in the organization. Highly placed jobs as well as job holders get higher returns than lower returns.

Job Description

Each situation is different from each other because each situation requires different tasks and responsibilities, e.g. Experience, expertise and level of knowledge. These tasks, duties, roles, and responsibilities are detailed in how to perform this job.

Work value refers to the calculation of the value of work in the organization. In other words, job value is an estimate of how much the job contributes to the overall goal of the organization.

Asking an employee to give details about their job is one way to create an accurate job description. Employers will ask questions about specific tasks and also request a breakdown of the duties performed by those in a certain position.

Observations

An employer may also choose to watch as employees complete their jobs, noting the tasks they complete and the skills needed for those tasks. Observations work well for processes related to physical task and product related outcomes.

Survey are tools used to find out how often a certain task is completed or how much a skill set is used. These surveys can be highly structured forms where employees use a scale to answer questions about the job. Surveys can also be used more informally for employees to answer open-ended questions.

Employers may request a written account of daily work for a certain period of time. This allows an employee to give a clear description of the regular duties of their job and the timeframe required for each task.

Job analysis should be conducted as a first step in the recruitment process. Writing an analysis helps you to clarify your needs and expectations. It also collects the information you will need to write a job description.

Time consuming

The biggest drawback of the job review process is being very time consuming. This is a serious limitation, especially when jobs change frequently. This emphasizes personal bias: if the supervisor or analyst is an employee of the same organization, the process may involve their personal likes and dislikes. This is a major obstacle for the collection of reliable and accurate data.

Too much human effort

The process involves a lot of human effort. Because each job has different information and there is no set pattern, custom information must be collected for different jobs. The process must be carried out separately to collect and record order-related data.

Lack of Skills

If the analyst is unaware of the purpose of the job analysis process and doesn't have the proper skills to carry it out, it is a waste of company resources. You must be trained to obtain reliable data.

Lack of mental abilities

Last but not least, mental abilities such as intelligence, emotional characteristics, knowledge, competence, mental and endurance are intangible things that cannot be directly observed or measured. People work differently in different situations. Therefore, general standards for mental abilities cannot be set.

Job Analysis may be conducted by the employer's Human Resources department or by a trained Job Analyst/Consultant.

Latest Blog

The Impact of COVID-19 on Performance Appraisals

Everything You Need To Know About Virtual Onboarding

50+ Advanced Features Your HRMS Should Have

15 must-have hrms features to safely return to work, business as usual: remote hr tech implementation playbook, the unlock down: chro's covid exit strategy kit, unleash the true potential of your workforce.

• To save this word, you'll need to log in. Log In

job analysis

Definition of job analysis

Love words.

You must — there are over 200,000 words in our free online dictionary, but you are looking for one that’s only in the Merriam-Webster Unabridged Dictionary.

Start your free trial today and get unlimited access to America's largest dictionary, with:

• More than 250,000 words that aren't in our free dictionary
• Expanded definitions, etymologies, and usage notes
• Advanced search features

Dictionary Entries Near job analysis

job analyst

Cite this Entry

“Job analysis.” Merriam-Webster.com Dictionary , Merriam-Webster, https://www.merriam-webster.com/dictionary/job%20analysis. Accessed 14 Sep. 2024.

Subscribe to America's largest dictionary and get thousands more definitions and advanced search—ad free!

Can you solve 4 words at once?

Word of the day.

See Definitions and Examples »

Get Word of the Day daily email!

Popular in Grammar & Usage

Plural and possessive names: a guide, 31 useful rhetorical devices, more commonly misspelled words, absent letters that are heard anyway, how to use accents and diacritical marks, popular in wordplay, 8 words for lesser-known musical instruments, it's a scorcher words for the summer heat, 7 shakespearean insults to make life more interesting, 10 words from taylor swift songs (merriam's version), 9 superb owl words, games & quizzes.