Topic X Job Analysis

3
LEARNING OUTCOMES
By the end of this topic, you should be able to:
1.

Define the term job analysis in compensation administration;

2.

Identify six reasons why job analysis is important in human

resource management;

3.

Specify four objectives for implementing a job analysis;

4.

Distinguish the three processes of job analysis; and

5.

Summarise four types of mistakes commonly made during a job

analysis.

X INTRODUCTION
Do you know that job analysis is the main process in compensation
administration? In the previous topic, we have discussed organisational aims as
well as the internal and external environments that could influence the formation
of an organisations compensation structure.
When doing a job analysis, we need to retrieve and collate accurate and
systematic information about the job to help the organisation formulate a salary
structure that is compatible with its capabilities and demands. We will also
collate and form a list of applicable knowledge, skills and abilities that the
applicants must possess to do the job.
In this topic, we will examine the importance of job analysis to an organisation
and discuss how to implement the job analysis process correctly and how to
avoid making common job analysis mistakes.

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3.1

JOB ANALYSIS

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DEFINITION OF JOB ANALYSIS

We often use the term job analysis, but do we really understand what it means?
An accurate understanding of the term will help us grasp the job analysis process
better and consequently, enable us to form the salary structure of a job.
Job analysis refers to the process of obtaining descriptive information on a
specific job. It is a systematic process to determine the tasks performed on a
job.

The process also identifies the skills, knowledge and abilities required of
applicants to perform the job. Let us look an example.
Example 3.1:
To hire an administrative clerk, we have to first and foremost identify all the
tasks performed by an administrative clerk. Among the tasks are typing
letters and filing of relevant documents as well as records of the companys
internal and external correspondences. After identifying the duties of an
administrative clerk, we need to identify the types of skills and knowledge
required for the post.
Since the three main skills involved are writing and typing letters, answering
telephone calls correctly and using the computer, based on the analysis, the
person the organisation hires would have to be someone who has all the skills
mentioned to ensure that the clerical tasks are efficiently executed.

3.2

IMPORTANCE OF JOB ANALYSIS

Do you know how important job analysis is to an organisation? Job analysis is an

important human resource management practice because each activity in human
resource management involves gathering and collating data which has the
potential to facilitate decision making.

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JOB ANALYSIS

The following Figure 3.1 shows you the importance of job analysis in human
resource management.

Figure 3.1: Importance of job analysis

These six points are further explained in the following Table 3.1.
Table 3.1: Importance of Job Analysis to Human Resource Managers
Job Analysis

Description

Valuation of a
Specific Job

Organisations will value a certain job to form an impartial

internal wage structure. Through the process of job analysis,
detailed and accurate information related to a specific job can be
collected and this eases the process of setting a salary or wage
structure that will satisfy all employees.

Redesigning Jobs

Organisations redesign components of jobs to make the jobs

more efficient and in sync with current changes. Therefore,
descriptive and up-to-date information about the jobs is needed
to allow the organisations to redesign themselves fast and cost
effectively.

Human Resource
Planning

Human resource planners are always trying to adapt the

human resource needs of their organisations to the constantly
changing business environment to allow the organisations to
function dynamically. Therefore, a job analysis will supply the
necessary information related to the job to enable the planners
to match candidates to the organisations needs.

Selection

Organisations can easily identify qualified applicants for a

specific job. This is done using information supplied by the job
analysis. Some of the information includes qualification match,
knowledge, skills, abilities and job scope.

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Performance
Evaluation

Through job analysis, organisations can assess an employees

level of skills in executing his job and his work performance.
Performance evaluation through job analysis will determine the
rewards to be received by each individual employee.

Training and
Development

Identify the skills, abilities and knowledge of employees

that need to be enhanced. Information from job analysis can
assist organisations to develop training programmes for their
employees to keep their employees skills, knowledge and
abilities as up-to-date as possible so that the employees can
move forward with the organisations.

SELF-CHECK 3.1
Earlier in the topic, we discussed the definition of job analysis. What
will happen in an organisation if job analysis is not carried out?

ACTIVITY 3.1
1.

Identify the tasks that you need to perform in the organisation

that you are currently working in. List down the skills and also
the knowledge required to perform the job.

2.

Note down the tasks for each job below according to your
understanding.
(a)

Doctor;

(b)

Lawyer;

(c)

Nurse;

(d)

Bank manager;

(e)

Religious officer of the Islamic Religious Department.

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3.3

TOPIC 3

JOB ANALYSIS

OBJECTIVES FOR PERFORMING A JOB

ANALYSIS

Before an organisation decides to perform a job analysis, it should identify the

purpose for doing the job analysis. This is important to ensure that the job
analysis is in line with the organisations aims and objectives. A good job analysis
is one that can help the organisation gain a competitive edge in the market. The
following Figure 3.2 summarises the objectives for performing a job analysis.

Figure 3.2: Four objectives of job analysis

Let us now learn further the objectives in the following sections.

(a)

To Clarify the Importance of a Job that has been Identified from the Aspects
of Status, Area and Job Scope
Through a job analysis, an organisation tries to clarify the situation or status
of a job to members of the organisation and external parties. For example,
an organisational hierarchy shows the categorisation of each job in the
organisation according to status. This is to enable the employees to
differentiate between the reporting and working hierarchy. For example,
the chief clerk directs the general clerk. He is above the general clerk in the
chain of command. Meanwhile, the general worker and typist work under
the general clerk, that is, they report to him.
Apart from this, a job analysis is also performed to provide information on
the scope of work of a specific job. This is explained in the following
Example 3.2.

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JOB ANALYSIS

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Example 3.2:
An administrative clerk knows precisely the scope of his or her work,
which is to ensure that all the organisations documentations are
properly filed. This scope of clerical work is characteristic of the post of
the administrative clerk.
(b)

To Form a Better, Clearer and More Accurate Understanding of the

Knowledge, Skills and Abilities Required for the Job
Through job analysis, the organisation would know the knowledge, skills
and abilities that are required for a particular job. For example, the
applicant for the post of clerk would have to know how to do filing,
telephone and mail duties (Figure 3.3). Therefore, by doing a job analysis,
an organisation tries to accurately and precisely spell out the skills,
knowledge and abilities required to accomplish specific tasks.

Figure 3.3: Generic duties of a clerk

(c)

To Determine the Measures of Performance that would be Accepted by the

Job Holder
One of the objectives of a job analysis is to determine the standard indicator
for each job in an organisation. Let us look at Example 3.3.

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JOB ANALYSIS

Example 3.3:
An administrative clerk has to ensure that all important files are stored
safely and properly and that the documentation is done in a complete
and orderly manner.
The performance indicator for an administrative clerk is set at a
standard indicator, which is the achievement of at least 80% of an
administrative clerks task efficiency. The value of 80% is the performance
indicator that needs to be attained by administrative clerks at any
organisation.
How a rate is determined as a standard indicator depends on the listed
tasks and jobs. The officer or supervisor will consider the performance
level that can be achieved and which is in line with the organisations
aims. After an agreement has been reached, an indicator, in this
case 80%, will be used to represent the performance value of the
administrative clerk.
(d)

To Determine the Main Tasks of the Job, the Job Specifications and the Job
Environment
Through job analysis, tasks are listed out and arranged according to
priority. Let us analyse Example 3.4.
Example 3.4:
Which one of these two duties of an administrative clerk is of greater
priority: filing documents or typing letters? If filing documents is more
important, it will be placed at the top of the to-do list. Each job list has
priorities that need to be adhered to.
A job analysis will also clarify the job specifications; for example, the
kind of person needed to do the job is someone who is healthy and
strong to handle the physical demands of the work. It is also similar
with qualifications that are more specific in nature such as short hand
and typing skills. The job environment will also be explained such as the
equipment used and the surroundings at the location where the
administrative clerk will be working.

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The following Figure 3.4 shows you an office environment that is complete
with equipment used by a clerk.

Figure 3.4: An office environment

The ultimate objective of a job analysis is to assist the compensation

administrator in designing a compensation system. Information obtained
from a job analysis is used to structure an organisations compensation
system.
Salary scales, leave, medical as well as other benefits will be determined
based on the information collated through job analysis.

3.4

INFORMATION THAT NEEDS TO BE

ACQUIRED IN A JOB ANALYSIS

A job analysis should gather information in the areas as listed in Figure 3.5.

Figure 3.5: Job analysis information

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JOB ANALYSIS

The information displayed in Figure 3.5 must be acquired during a job analysis
for it to serve its purpose.
(a)

Information related to each task and duties of a job that is being researched.
This means that we need to compile a list of job activities that are
performed by the respective job holders.

(b)

Descriptive and accurate listing of the knowledge, skills, abilities and

behaviour which are required to properly execute the tasks and duties
listed out.

(c)

Information on the machinery and equipment used in the execution of a

job. This is to make the organisation aware of the type of equipment
required to ensure a smooth work or task flow such as a computer and a
photocopier.

(d)

Information relating to the job context. Job context means all information
relating to the situation or physical condition at the workplace. For
example, heavy machineries are used in the workplace.

(e)

Performance standards that determine the performance required and the

criteria that will be used to evaluate the work performance of a job holder.
This will ease the process of giving bonuses and other awards.

The information acquired during a job analysis process can provide clarifications
which are related to the tasks and work of a specific job. Thus, during the process
of collating information, we must ensure that all information is accurate and
complete.

ACTIVITY 3.2
What are the consequences of inaccurate or insufficient information
collected through a job analysis? In your opinion, what are the causes of
inaccuracy?

Let test your understanding by doing this exercise below.

EXERCISE 3.1
1.

Discuss five reasons for performing a job analysis.

2.

State three objectives for performing a job analysis.

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3.5

JOB ANALYSIS

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JOB ANALYSIS PROCESS

There are a few factors that can influence the accuracy of the information
obtained through job analysis. These factors must be considered prior to doing a
job analysis. They are:
(a)

Job analysis is a time-consuming process. The duration of job analysis is

quite lengthy as it involves gathering information from a few parties who
have something to do with the job that is being analysed;

(b)

Job analysis involves a large work force. The information-gathering process

involves task research, interviews with the job holder and supervisor, the
analysis process and report writing;

(c)

Job analysis calls upon the expert knowledge of the analysts. The
involvement of the experts will ensure that the analysis process is
performed correctly; and

(d)

Certain skills are required to ensure that the job analysis process runs
smoothly. This includes writing skills and the ability of the analysts to
understand various habits and human behaviour.

An organisation is able to execute job analysis properly only after considering the
above factors. The process of a job analysis involves three stages (see Figure 3.6).

Figure 3.6: Job analysis processes

The following subtopics describes further these three processes.

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3.5.1

TOPIC 3

JOB ANALYSIS

Determining the Jobs that Need to be Analysed

Which job should be evaluated? This is a very important decision in the job
analysis process. A job often has to be evaluated because the job content has
changed drastically due to developments in technology, work process and skills.
These changes will transform the nature of a job. A job analysis also has to be
done when an organisation is newly set up or if a new job is created. In some
organisations job analysis is done according to a scheduled plan, for example,
once in three years.

3.5.2

Selecting Job Analysis Methods

Various methods can be used to gather information in a job analysis. The person
who does the job analysis has to understand the research objectives prior to
selecting the method that is most appropriate to the research. Apart from
research objectives, other factors such as cost, time, accuracy of data and financial
resources will have to be considered when selecting a method.
A combination of various methods may be required to ensure that the
information obtained is correct and comprehensive. Four methods that can be
used are listed down in the following Figure 3.7.

Figure 3.7: Four methods of job analysis

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3.5.3

JOB ANALYSIS

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Conducting the Job Analysis

The person who is assigned to do a job analysis has to thoroughly understand the
job that is being researched. This can be done by checking the organisations
reports and maintaining good relationships with the employees.
The gathered information is processed to prepare a job description, job
specification and performance standards. The following Table 3.2 describes the
three components of the job analysis process.
Table 3.2: Three Components of a Job Analysis
Component

Description

Job Description

A document that explains the scope, functions, tasks,

duties and other aspects of the job. This document gives a
brief description of the responsibilities of a given job.

Job Specification

A document that describes all the characteristics,

qualifications and nature of behaviour which are required
for an employee to perform a given job well. In this
document, the qualification requirements such as
experience, education and skills will be specified.

Job Performance Standards

This document states the job indicator that needs to be

attained by the job holder. The actual job performance
will be compared against the set job performance
indicator. If the performance is below par, corrective
action has to be taken to improve the execution of the job.

All the processed information will assist organisations to identify the skill
levels of their employees. The level of skills and achievements will indicate the
eligibility of an employee for the compensation system that is to be formed.

3.6

MISTAKES MADE DURING THE JOB

ANALYSIS PROCESS

The job analyst has to understand the purpose of the information collated to
avoid making mistakes that will affect the accuracy of the job information.
The following Table 3.3 gives you examples of mistakes that are often committed
by an analyst.

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JOB ANALYSIS

Table 3.3: Mistakes of an Analyst

Mistake

Description

Important facts not taken into

account during a job analysis.

This will result in inaccurate data being collected.

This mistake can be avoided if the job analyst
understands beforehand the job that is being
evaluated and the organisation.

Mistakes in selecting the method

for collecting job data.

Research objectives will help the analyst to select

the appropriate methods to be used in a job
analysis. He should not confine himself to using
only one research method.

Failure to evaluate the difficulty

level of a job.

The job analyst must understand employee

behaviour because there are some employees who
may give a false impression of their level of job
difficulty, for example, making it sound more
difficult than it is to protect their ego or to secure
a high rate of pay.

Inability to create good relations

with employees who are involved
in the information-gathering
process.

A close relationship is needed to convince the

employees that it is in the best interests of
everyone to present accurate information.

Mistakes that happen during a job analysis must be minimised as much as

possible. How well a job analysis is done depends on the ability of the job
analysts to obtain information as accurately as possible.
Lastly, let us test your understanding by doing these exercises.

ACTIVITY 3.3
What will happen to a job analysis if there are mistakes? What are
the effects on the job description, job specification and performance
standards derived from the said job analysis?

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EXERCISE 3.2
Multiple Choice Questions
1.

2.

The following are statements of why job analysis is important to

an organisation, EXCEPT:
A.

Helps to restructure components of every job in the

organisation.

B.

Helps to re-evaluate a specific job to determine the wage

scale.

C.

Helps to identify the types of training that are required by a

particular job.

D.

Helps to prepare a plan that is related to the environment in

the organisation.

Which of the following are an organisations objectives for doing a

job analysis?
(i)

To clarify the importance of a job that has been identified

from the aspects of status, area and job scope.

(ii)

To form a better, clearer and more accurate understanding of

the skills, knowledge and abilities required for the job.

(iii) To determine staff performance.

(iv) To clarify the duties and environment of a job.
A.

i, ii and iii

B.

i, ii and iv

C.

i, iii and iv

D.

All of the above

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3.

4.

TOPIC 3

JOB ANALYSIS

The following information can be acquired from a job analysis,

EXCEPT:
A.

The name of the supervisor responsible for the area of work.

B.

Tasks and duties of a job.

C.

Level of knowledge, skills and abilities that are required.

D.

Information on the equipment and physical condition of the

workplace.

Which of these elements below influence the selection of the method

used in collecting data in job analysis?
(i)

When the information needs to be used.

(ii)

Cost in conducting the job analysis.

(iii) Accuracy of method in retrieving information.

(iv) Management support.

5.

A.

i, ii and iii

B.

i, ii and iv

C.

i, iii and iv

D.

All of the above

The following are mistakes that might be made by a job analyst,

EXCEPT:
A.

Leaving out important facts which are closely related to the job
and organisation.

B.

Not selecting the appropriate data collection method.

C.

Not fostering good relations with the top management when

obtaining information.

D.

Not ensuring the difficulty level of a job that is being analysed.

Essay Question
Briefly describe the process of a job analysis.

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Job analysis refers to the process of obtaining descriptive information on a

specific job. It is a systematic process to determine the tasks performed on a
job.

There are six reasons why job analysis is important in human resource
management. Among them are human resource planning, selection and
performance evaluation.

Four objectives for implementing a job analysis are to:



Clarify the importance of a job that has been identified from the aspects of
status, area and job scope;

Form a better, clearer and more accurate understanding of the

knowledge, skills and abilities required for the job;

Determine the measures of performance that would be accepted by the

job holder; and

Determine the main tasks of the job, the job specifications and the job
environment.

Three processes of job analysis are determining the jobs that need to be
analysed, selecting job analysis methods and conducting the job analysis.

Four types of mistakes commonly made during a job analysis are:



Important facts not taken into account during a job analysis;

Mistakes in selecting the method for collecting job data;

Failure to evaluate the difficulty level of a job; and

Inability to create good relations with employees who are involved in the
information-gathering process.

Duties and responsibilities

Performance standards

Job specification

Job analysis