Tag: Job Analysis

An effective and right process of analyzing a particular job is a great relief for them. It helps them maintain the right quality of employees, measure their performance on realistic standards, assess their training and development needs and increase their productivity. Let’s discuss the job analysis process and find out how it serves the purpose.

Job Analysis Process

Identification of Job Analysis Purpose: Well any process is futile until its purpose is not identified and defined. Therefore, the first step in the process is to determine its need and desired output. Spending human efforts, energy as well as money is useless until HR managers don’t know why data is to be collected and what is to be done with it.
Who Will Conduct Job Analysis: The second most important step in the process of job analysis is to decide who will conduct it. Some companies prefer getting it done by their own HR department while some hire job analysis consultants. Job analysis consultants may prove to be extremely helpful as they offer unbiased advice, guidelines and methods. They don’t have any personal likes and dislikes when it comes to analyze a job.
How to Conduct the Process: Deciding the way in which job analysis process needs to be conducted is surely the next step. A planned approach about how to carry the whole process is required in order to investigate a specific job.
Strategic Decision Making: Now is the time to make strategic decision. It’s about deciding the extent of employee involvement in the process, the level of details to be collected and recorded, sources from where data is to be collected, data collection methods, the processing of information and segregation of collected data.
Training of Job Analyst: Next is to train the job analyst about how to conduct the process and use the selected methods for collection and recoding of job data.
Preparation of Job Analysis Process: Communicating it within the organization is the next step. HR managers need to communicate the whole thing properly so that employees offer their full support to the job analyst. The stage also involves preparation of documents, questionnaires, interviews and feedback forms.
Data Collection: Next is to collect job-related data including educational qualifications of employees, skills and abilities required to perform the job, working conditions, job activities, reporting hierarchy, required human traits, job activities, duties and responsibilities involved and employee behaviour.
Documentation, Verification and Review: Proper documentation is done to verify the authenticity of collected data and then review it. This is the final information that is used to describe a specific job.
Developing Job Description and Job Specification: Now is the time to segregate the collected data in to useful information. Job Description describes the roles, activities, duties and responsibilities of the job while job specification is a statement of educational qualification, experience, personal traits and skills required to perform the job.
Thus, the process of job analysis helps in identifying the worth of specific job, utilizing the human talent in the best possible manner, eliminating unneeded jobs and setting realistic performance measurement standards.

Process of Job Design

Job design is the process of creating identical jobs with sufficient information regarding work activities to be carried out including the skills, experience and qualification required to conduct the job more efficiently and effectively. It designs the sufficient intrinsic and extrinsic reward system associated with the job. A typical job design process consists of following parts:

1. Specification of individual tasks:
At beginning, all the tasks to be conducted are identified. On the basis of nature, special skills or abilities required  to perform the tasks, relation and interdependency with other tasks, complexities etc. of tasks need to be classified. In this step, individual tasks are simplified as far as possible.

2. Combination of task into jobs:
Job is the group of similar tasks in terms of nature and responsibilities as well as skills combined together to form different jobs. Jobs need to be simple in the sense that they need to be scientific systematic. In this step, jobs are prepared and assigned to the concerned department and employees.

3. Specification of methods:
After designing jobs, specific methods to conduct these are identified. Specification of methods not only provides the basic guidelines to perform the job but also helps to get the similar jobs done uniformly. This can be changed with the change in technology as well as advancement in the methods.

Benefits or Objectives of Job Design in HRM:
Job design is the basis of motivation to employees. Scientifically designed job increase the productivity of the organization. This is the very first condition to perform the organizational activities in an effective and efficient way to attain the organizational goals. Following major benefits can be attained because of job design:

1. Organizational structure:
Job design collects the similar activities into a package i.e. job. This helps to prepare the logical relation between different job responsibilities. Job design designs different position in the organization. This ultimately helps to prepare the organizational structure. Job design provides the basic information for designing the organizational structure.

2. Help in HR Planning:
Human resource planning requires some fundamental information regarding the job. Job design not only prepares the jobs but it estimates the minimum skills qualification and experience required to different jobs. It determines the number of jobs available in an organization. This helps to plan regarding the human resource acquisition, development, utilization and maintenance.

3. Human resource acquisition and selection:
Getting right man at the right job is another important purpose of job design. It prepares the information regarding skills, qualification, experience and the expertise required to accomplish the job in best possible way. This determines the things to be done as well as its specification. This helps to search and select right man at the right job. Perfect job design reduces the risk of selecting wrong employees to the job.

4. Employee motivation and commitment:
Job design helps to allocate job responsibilities according to interest, skills, and expertise of employees. This limits the job responsibilities upto skills and expertise. Job design makes the job more interesting and challenging. It provides the avenue of personal growth. All these things provide the motivation to employees and increase the level of satisfaction too. Motivated employees commit for best performance. Productivity and efficiency of such motivated and committed employees remains the maximum level.

5. Good industrial relation:
Industrial relation is being vital in modern business age. Success or failure of organization largely depends upon the relation between management, employees and government. Properly designed job increases the job satisfaction in employees. There will be no conflict in responsibilities and goals in between jobs if they are designed scientifically. Such job decreases the employees grievances, indisciplinary actions, employees and management. This ensures the success of organization.

6. Better quality of life:
Quality of work life indicates the state of working condition. This is one of the most important indicators to increase the job satisfaction. Quality of work life is the relationship between employees and working environment. Better quality work life increases the job satisfaction and helps to create harmonious relationship between employees and management. Properly designed job increases the quality of work life. It provides the interrelationship between different jobs, makes the area of responsibility clear, provides clear schedule of work, creates group of employee right for the appropriate job. All these things help to improve the quality of work life. Positive changes in job design also help to change the attitude and belief of employees to make them favorable for organizational benefits.

7. Easy supervision:
Properly designed jobs become scientific for responsibility distribution, skills requirement and inter job relationship. Job design helps to select right man at right job. Employee job satisfaction and commitment in such case become high. Self motivated and directed employees need less supervision. This helps to reduce supervision cost.

8. Environment adaptation:
Business environment is ever changing. With the change in technology, market segment customer’s expectations, organizational objectives etc. jobs need to be changed. To grab the business opportunities from the competitive market, organizations must change their products, technology, way of doing things, etc. So, job once created may not be effective forever. They need to be improved and empowered. Such activities in job are done through job design and hence organization creates goods and products with greater customer expectation. So, job design helps to adopt the changing environment.

9. Organizational goal attainment:
Job designed scientifically will motivate employees for job commitment. Such jobs reduce the absenteeism, turnover, grievance, frustration and lower productivity. Committed employees pay their total effort for organizational betterment. These things help to attain organizational goal as per planning.

Methods of Job Analysis

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.

There are two outcomes of job analysis: Job description and Job specification

Job description

A job description is a list that a person might use for general tasks, or functions, and responsibilities of a position. It may often include to whom the position reports, specifications such as the qualifications or skills needed by the person in the job, or a salary range. Job descriptions are usually narrative, but some may instead comprise a simple list of competencies; for instance, strategic human resource planning methodologies may be used to develop competency architecture for an organization, from which job descriptions are built as a shortlist of competencies. A job description concentrates on the job. It explains what the job is and what the duties, responsibilities, and general working conditions are.

A job description may include relationships with other people in the organisation: Supervisory level, managerial requirements, and relationships with other colleagues.

A job description need not be limited to explaining the current situation, or work that is currently expected; it may also set out goals for what might be achieved in future.

Job specification

Job specification concentrates on the characteristics needed to perform the job. It describes the qualifications the incumbent must possess to perform the job.

Job specification is a statement which tells us minimum acceptable human qualities which helps to perform a job. Job specification translates the job description into human qualifications so that a job can be performed in a better manner. Job specification helps in hiring an appropriate person for an appropriate position. The contents are:

• Job title and designation
• Educational qualifications for that title
• Physical and other related attributes
• Physique and mental health
• Special attributes and abilities
• Maturity and dependability
• Relationship of that job with other jobs in a concern

Job design refers to the process of structuring tasks, responsibilities, and work environments to enhance employee performance, motivation, and satisfaction. It involves defining job roles, workflows, and interactions to align with organizational goals while ensuring efficiency and employee well-being. Effective job design incorporates elements like job rotation, job enlargement, job enrichment, and autonomous work teams to improve engagement and productivity. By considering factors such as skill variety, task identity, and job autonomy, organizations can create roles that enhance employee motivation, reduce stress, and promote work-life balance, ultimately leading to improved organizational performance and employee retention.

Approaches of Job Design:

• Job Rotation

Job rotation involves periodically shifting employees between different roles or tasks within an organization. This approach helps employees develop diverse skills, reduces job monotony, and enhances adaptability. For example, in a manufacturing unit, employees may be rotated across different production processes to improve their knowledge of the entire system. Job rotation increases engagement, prevents burnout, and prepares employees for multiple roles, enhancing workforce flexibility.

• Job Enlargement

Job enlargement expands the scope of a job by adding more tasks at the same level of complexity. Instead of performing a limited set of repetitive tasks, employees handle a variety of duties, making their work more interesting. For instance, a data entry operator may also be given report generation responsibilities. This approach reduces boredom, increases task significance, and improves job satisfaction by providing a broader sense of contribution to the organization.

• Job Enrichment

Job enrichment focuses on increasing job depth by providing employees with more responsibility, decision-making authority, and opportunities for personal growth. It enhances motivation by allowing employees to have greater control over their work. For example, in customer service, employees may be empowered to resolve customer issues without managerial intervention. This approach fosters skill development, job satisfaction, and a sense of ownership, leading to improved performance and reduced turnover.

• Task Significance Approach

This approach emphasizes the impact of an employee’s work on the organization and society. Employees are more motivated when they see how their contributions make a difference. For example, a healthcare worker finds motivation in knowing their job directly impacts patient well-being. Organizations enhance job significance by providing employees with feedback, customer interaction, and recognizing their contributions to business success.

• Socio-Technical Approach

The socio-technical approach integrates both social and technical aspects of work to optimize performance. It focuses on balancing technology, work processes, and human interactions to improve efficiency and job satisfaction. For example, in IT firms, software developers collaborate with project managers and UX designers to create user-friendly applications. This approach ensures that technological advancements align with employee needs, fostering a collaborative and productive work environment.

• Behavioral Approach

This approach considers psychological and behavioral aspects of job design, ensuring tasks align with employee skills, motivation, and personality traits. Techniques such as providing autonomy, meaningful feedback, and opportunities for career growth help employees feel valued and engaged. Organizations that focus on behavioral factors create jobs that enhance motivation, job satisfaction, and employee well-being, leading to higher retention rates and performance.

Techniques of Job Design:

Job design techniques are used to structure work in a way that enhances employee satisfaction, efficiency, and organizational effectiveness. These techniques help in making jobs more engaging, reducing monotony, and improving overall productivity.

• Job Rotation

Job rotation involves shifting employees between different roles or departments to provide them with varied experiences and prevent job monotony. For example, in a bank, an employee may be rotated between customer service, loan processing, and accounts management. This technique improves skill diversity, reduces burnout, and prepares employees for multiple roles, making the workforce more adaptable and efficient.

• Job Enlargement

Job enlargement increases the number of tasks assigned to an employee at the same level of responsibility. Instead of performing a narrow set of repetitive tasks, employees handle a broader range of activities. For example, a cashier in a retail store may also be responsible for inventory checking. This technique makes jobs more interesting, enhances employee engagement, and reduces workplace boredom.

• Job Enrichment

Job enrichment focuses on increasing the depth of a job by adding responsibilities, decision-making authority, and opportunities for personal growth. Employees are given more autonomy to plan, execute, and control their tasks. For example, a sales executive may be allowed to create their own marketing strategies instead of just following assigned tasks. This technique enhances motivation, fosters skill development, and leads to greater job satisfaction.

• Task Identity and Task Significance

Task identity involves designing jobs so that employees can complete an entire process or task from start to finish rather than just a small portion of it. Task significance refers to how meaningful the job is in contributing to the organization or society. For example, a nurse feels more satisfied knowing their job directly impacts patient health. These techniques improve motivation and provide employees with a sense of accomplishment.

• Work Autonomy

Providing employees with greater control over how they perform their tasks improves job satisfaction and creativity. Employees who can set their own schedules, choose work methods, or make independent decisions feel more empowered. For example, a software developer given the freedom to choose their coding approach is likely to be more innovative. This technique increases accountability, productivity, and workplace morale.

• Flexibility in Work Design

Flexible work arrangements, such as remote work, hybrid models, and flexible hours, enhance employee well-being and productivity. Employees can balance their professional and personal responsibilities more effectively, reducing stress and increasing engagement. Many companies now implement flexible work policies to accommodate diverse workforce needs.

An employee transfer refers to the lateral movement of an employee from one job, department, or location to another within the same organization, without a significant change in their rank, responsibility, or salary grade. Unlike a promotion, it does not involve upward mobility or an increase in compensation. Transfers are typically initiated to meet organizational needs such as filling vacancies, optimizing workforce utilization, or resolving conflicts. They can also serve employee interests by providing new challenges, addressing personal requests, or facilitating skill development. When managed effectively, transfers enhance operational flexibility, prevent stagnation, and contribute to employee growth and satisfaction.

Reasons of Employee Transfers:

• To Meet Organizational Needs

Transfers are often initiated to fulfill urgent operational requirements. This includes filling vacancies created by resignations, retirements, or medical leaves in critical roles where specific skills are needed. It allows management to quickly deploy existing talent where it is most urgently required, ensuring business continuity without the delay and cost of external recruitment. This flexibility helps maintain productivity and efficiency across departments, especially during periods of restructuring, expansion, or unexpected workload shifts.

• To Utilize Employee Skills Better

An employee might be transferred to a role or department where their specific skills, knowledge, and experience can be better utilized. This occurs when their current position underutilizes their capabilities or when another team has a greater need for their expertise. The goal is to optimize human resource allocation, increase overall organizational effectiveness, and ensure that employees are in positions where they can make their most valuable contribution, which also enhances their own job satisfaction and engagement.

• To Resolve Conflicts or Issues

Transfers can serve as a strategic solution to resolve interpersonal conflicts, personality clashes, or poor supervisor-subordinate relationships within a team. Rather than losing a valuable employee, moving one party to a different department can alleviate tension, restore a positive work environment, and protect overall team morale and productivity. It provides a fresh start for the employee while removing a disruptive element, allowing both the individual and the original team to function more effectively.

• To Provide Relief and Prevent Monotony

Long tenure in the same role can lead to boredom, stagnation, and a decline in motivation and performance. A transfer offers a change of scenery, new challenges, and opportunities to learn different aspects of the business. This helps prevent burnout, rejuvenates the employee’s interest and enthusiasm, and can rediscover hidden talents. It is a tool for job enrichment that benefits both the employee, who gains new experiences, and the organization, which retains a skilled and re-engaged worker.

• To Accommodate Employee Requests

Employees may personally request a transfer for various legitimate reasons. These can include personal circumstances such as health issues, family responsibilities, or the desire to relocate to a different city or branch. Accommodating such requests, when feasible, demonstrates organizational empathy and support for work-life balance. This practice boosts employee loyalty, reduces stress, and helps retain valuable talent that might otherwise be lost if their personal needs were not addressed, fostering a supportive and compassionate workplace culture.

• To Facilitate Training and Development

Transfers are used as a deliberate strategy for employee development and succession planning. By moving high-potential employees through different roles and departments, they gain a broader understanding of the entire organization. This cross-functional exposure builds a versatile skill set, prepares them for future leadership positions, and helps create a pipeline of well-rounded talent capable of stepping into critical roles. It is an investment in building organizational capability from within.

Types of Employee Transfers:

• Production Transfer

This type of transfer is initiated to address workload imbalances within the organization. Employees are moved from a department with a surplus of workforce or reduced activity to another department that is understaffed or has a high workload. The primary goal is to stabilize production and ensure optimal utilization of human resources across all units, preventing layoffs in slow sections and overtime in busy ones. It helps maintain operational efficiency without hiring externally.

• Replacement Transfer

This involves moving a long-service employee from a critical role to a less critical one, often to replace a junior employee who is then terminated. The purpose is typically to retain experienced workers during times of workforce reduction, protecting seniority and institutional knowledge while allowing the organization to downsize by releasing newer, often less expensive, employees. It is a strategy used to manage redundancies while minimizing the loss of valuable experience.

• Versatility Transfer

Also known as a rotation transfer, this type is used to develop a flexible and multi-skilled workforce. Employees are moved between different roles or departments not out of necessity, but to broaden their experience and skill set. This helps the organization create a pool of employees who understand various functions and can be deployed wherever needed. It also prevents monotony and prepares employees for future leadership roles through diverse exposure.

• Remedial Transfer

This transfer is undertaken to rectify a placement error. If an employee is struggling in their current role due to a mismatch of skills, temperament, or interests, they are moved to a different position that better suits their capabilities. The goal is remedial: to salvage a potentially valuable employee by placing them in an environment where they can succeed, rather than terminating them for poor performance in an unsuitable role.

• Shift Transfer

In organizations operating across multiple shifts, employees may be transferred from one shift to another. This can be done to accommodate employee preferences (e.g., moving from a night shift to a day shift for personal reasons) or to meet operational requirements, such as balancing experience across shifts. The aim is to align workforce availability with production needs while also considering employee well-being and work-life balance.

• Penal Transfer

This is a punitive measure, where an employee is transferred to a less desirable role, location, or shift as a form of discipline for unsatisfactory performance or misconduct. The undesirable new posting acts as a demotion or a warning, intended to penalize the employee and signal the seriousness of the issue. However, this type of transfer can negatively impact morale and is often seen as a counterproductive HR practice.

Disadvantages of Employee Transfers:

• Adjustment Challenges

Employee transfers often require individuals to adjust to new work environments, team dynamics, and reporting structures. This transition can be stressful and affect their morale and productivity initially. Employees may feel unsettled due to unfamiliar processes, expectations, or colleagues. The lack of comfort in the new workplace can lead to anxiety, dissatisfaction, or reduced efficiency. If the adjustment phase is not properly supported, employees may struggle to perform, impacting both individual and organizational performance negatively.

• Family and Personal Disruption

Transfers, especially involving relocation, disrupt employees’ personal and family lives. Moving to a new city or region may cause challenges in children’s education, spouse’s employment, or overall family adjustment. Employees may face difficulties in managing housing, healthcare, or lifestyle changes. Such disruptions can create stress and resistance toward the transfer. In many cases, personal challenges outweigh professional opportunities, leading to dissatisfaction. For organizations, this can increase attrition rates as employees might resign instead of relocating.

• High Relocation Costs

Employee transfers, particularly geographical ones, involve significant financial costs for both the employee and the employer. The company may need to cover expenses like travel, temporary accommodation, relocation allowances, or settlement support. Employees may also incur out-of-pocket expenses for moving households or adapting to a costlier city. These expenses can strain organizational budgets if transfers are frequent. For employees, the burden of additional costs may reduce their satisfaction, especially if not compensated adequately by the organization.

• Loss of Productivity

Transferred employees usually take time to adapt to their new roles, colleagues, and systems. During this adjustment phase, their productivity tends to decline, and it may take weeks or months before they regain peak efficiency. This temporary dip affects overall organizational performance. Moreover, the previous department may also suffer as it loses an experienced employee, leading to gaps in workflow. Therefore, transfers often result in dual productivity loss — in the old and new workplace.

• Resistance and Demotivation

Not all employees welcome transfers positively. Some may view them as unnecessary or even punitive, especially if they were not consulted beforehand. Forced transfers can demotivate employees, creating feelings of resentment toward the management. Such employees may lose trust in the organization, show reduced commitment, or even quit their jobs. This resistance can also spread negativity among peers, lowering morale across departments. Thus, poorly managed transfers can damage employee relations and organizational culture significantly.

• Cultural and Social Barriers

When employees are transferred to new regions or branches, they may encounter cultural, linguistic, or social differences that create barriers in work and personal life. Adapting to a different local culture may cause feelings of isolation and discomfort. This can reduce their effectiveness in communicating with colleagues, customers, or local stakeholders. In the long run, such barriers may lead to disengagement and dissatisfaction. For organizations, this reduces employee retention and hampers smooth integration into new roles.

• Skill Mismatch

Sometimes, transfers result in employees being placed in roles where their skills, experience, or interests do not align perfectly with job requirements. This mismatch reduces efficiency and job satisfaction. Employees may feel underutilized or overwhelmed in the new position, which leads to frustration and underperformance. For organizations, it results in wasted potential and inefficiency, requiring additional training or support. Such mismatches highlight poor workforce planning and can negatively impact both career growth and organizational objectives.