Job Analysis:

Job analysis, contains a simple term called "analysis", which means detailed study or examination of
something (job) in order to understand more about it (job). therefore job analysis is to understand
more about a specific job in order to optimise it. Job analysis is a systematic process of collecting
complete information pertaining to a job. Job analysis is done by job analyst who is an officer have been
trained for it.
Job analysis is a procedure through which you determine the duties and responsibilities, nature of the
jobs and finally to decide qualifications, skills and knowledge to be required for an employee to perform
particular job. Job analysis helps to understand what tasks are important and how they are carried on.
Job analysis forms basis for later HR activities such as developing effective training program, selection of
employees, setting up of performance standards and assessment of employees ( performance
appraisal)and employee remuneration system or compensation plan.
1. Job description: a written description of what job occupants are required to do; how they are
supposed to do it; and the rationale for any required job procedures.
2. Job specification: the knowledge, skills, abilities, and other attributes or competences that are
needed by a job incumbent to perform well on the job
Job design Definitions: -
According to Michael Armstrong, "Job Design is the process of deciding on the contents of a job in terms
of its duties and responsibilities, on the methods to be used in carrying out the job, in terms of
techniques, systems and procedures, and on the relationships that should exist between the job holder
and his superior subordinates and colleagues."
Job design is the process of Work arrangement (or rearrangement) aimed at reducing or overcoming job
dissatisfaction and employee alienation arising from repetitive and mechanistic tasks. Through job
design, organizations try to raise productivity levels by offering non-monetary rewards such as greater
satisfaction from a sense of personal achievement in meeting the increased challenge and responsibility
of one's work.
Job design is the process of
1. Deciding the contents of the job.
2. Deciding methods & processes to carry out the job.
3. Making optimize use of job/work-time so that job/work-time should not be wasted as time is
money and time cannot be earned, but can be saved by making efficient use of it.
4. Avoiding manual task if can be handled by machines or automated.
5. Synchronization of work, and no conflict with other jobs
6. Deciding the relationship which exists in the organization.

Job design gives framework to job analysis as it tries to figure out what qualities, skills and other
requirements are needed to perform the given job by a job holder.
Difference between Job Analysis and Job design:
Job analysis is done for recruitment, to evaluation the employee's need of training and evaluation. On
the other hand, Job design is allocation of tasks to an employee or group of employees in an
organization.
Job design mainly focuses on work division and effective performance of tasks and job completion
whereas Job analysis is about effective and appropriate selection of candidates. Job design attempts to
implement the available manpower effectively and efficiently but Job analysis deals with the required
skills, qualification of employees who are to be assigned tasks.
Job Simplification:
A given job is broken down into small sub-parts and each part is assigned to one individual.
Job simplification involves (i) Mechanical processing of work; (ii) Repetitive work process (assembly
lines); (iii) Working on only one part of a product; (iv) Predetermining tools and techniques; (v) Few skill
requirements.
Work simplification is done so that less-trained and the less paid employees can do these jobs.
Job Enlargement:
It is the process of increasing the scope of a job by adding more tasks to it. The related tasks are
combined. Job enlargement involves expanding the number of tasks or duties assigned to a given job.
Job enlargement therefore, naturally is opposite to work simplification. Adding more tasks/ duties to a
job does not mean that new skill and abilities are needed to perform it. There is only a horizontal
expansion.
Job Enrichment
The Job Enrichment is the job design technique used to increase the satisfaction among the employees
by delegating higher authority and responsibility to them and thereby enabling them to use their
abilities to the fullest.
In other words, job enrichment is the opportunity given to the employees to explore their abilities when
some tough task is assigned to them. The job enrichment is the vertical restructuring of moral excellence
in which more authority, autonomy, control is given to the employees to perform a given set of a job.
Work redesign:
Work redesign is a medium-term strategy in which organizations focus on work processes and assess
whether specific functions, products, and/or services should be changed or eliminated. This strategy,
which is frequently combined with workforce reduction, includes such things as the elimination of
functions, groups, or divisions; the reduction of bureaucracy; and the redesign of the tasks that
employees perform.
THE JOB CHARACTERISTICS THEORY
According to this theory, “job design has an effect on motivation, work performance, and job
satisfaction.” It has served as a framework for management to identify how certain job
characteristics affect the outcomes of the jobs.
The Job Characteristics Theory identified five core job dimensions that prompt three
psychological states which, in turn, lead to or have an effect on five work-related outcomes or
results.
Out of this theory, the Job Characteristics Model, which is still in full use today, was also
introduced. Basically, this model specifies the conditions under which workers or individuals will
be internally motivate to perform their jobs effectively.

Five Core Job Characteristics:

1. Skill variety:
This refers to the “degree to which a job requires a variety of
different activities in carrying out the work, involving the use
of a number of different skills and talents of a person”.
Therefore, it follows that the individual will be required
to develop a variety of talents and skills.
This area asks the number of skills and talents
that the job requires of the person that will be working on it.
2. Task identity
This is the “degree to which the job requires completion of a whole, identifiable piece of work; that is,
doing a job from beginning to end with visible outcome”. This involves being able to work on an entire
work process, rather than just on bits and pieces of it.
3. Task significance
Task significance is said to be the “degree to which the job has a substantial impact on the lives of other
people, whether those people are in the immediate organization or in the world at large”. The task –
and the job – is significant if it can affect other people’s lives.
4. Autonomy
This pertains to the “degree to which the job provides substantial freedom, independence, and
discretion to the individual in scheduling the work and in determining the procedure to be used in
carrying it out”.
Autonomy is often seen in positions with managerial, supervisorial and ministerial functions. Examples
of jobs with high levels of autonomy are managers, team leaders, supervising officers, division and
department heads, and senior management. These jobs tend to become more meaningful to the ones
performing them because they feel greater personal responsibility for their own actions on the job.

Three Critical Psychological States

According to Faturochman, the only way for the desirable outcomes to appear or materialize is for the
individual to experience all three psychological states, and the only way to experience these states, is to
possess the core job characteristics.
Hackman and Oldham also mentioned motivation, which will definitely be high among individuals who
are able to experience these psychological states.
Psychological State: 1. Experience meaningfulness of work
Individuals have to feel that, when they are working, they are doing something meaningful. They feel
that their work, in and of itself, is meaningful.
Psychological State 2. Experienced responsibility for outcomes of the work
The individual has to feel personally accountable for the outcomes or results of his work, or the tasks
that he is doing.
Freedom and autonomy is given in the performance of one’s job. The worker will then use this freedom
of action to make decisions on how to perform the job, such as making changes in the process, deciding
on scheduling, and applying certain principles that he deems appropriate and beneficial to the
accomplishment of the task.
Psychological State 3. Knowledge of the actual results or outcomes
It is a given that knowing the results or outcomes of your job will help you track or monitor your
effectiveness in your job. It will also help you evaluate your job performance better.

Work-Related Outcomes:
1. Internal Work Motivation
2. Job Satisfaction
3. Performance Quality
4. Absenteeism
5. Turnover
Critical Incident Technique (or CIT):
The critical incident technique (CIT) is a qualitative research tool. The Critical Incident Technique (or CIT)
is a set of procedures used for collecting direct observations of human behavior that have critical
significance and meet methodically defined criteria. These observations are then kept track of as
incidents, which are then used to solve practical problems and develop broad psychological principles. A
critical incident can be described as one that makes a contribution—either positively or negatively—to
an activity or phenomenon. Critical incidents can be gathered in various ways, but typically respondents
are asked to tell a story about an experience they have had.
CIT is a flexible method that usually relies on five major areas. The first is determining and reviewing the
incident, then fact-finding, which involves collecting the details of the incident from the participants.
When all of the facts are collected, the next step is to identify the issues. Afterwards a decision can be
made on how to resolve the issues based on various possible solutions. The final and most important
aspect is the evaluation, which will determine if the solution that was selected will solve the root cause
of the situation and will cause no further problems.
Job element Method
Job element method is a method of job analysis, developed by Ernest Primoff.
This method, like the critical incident technique, focuses on satisfactory workers. It attempts to identify
the characteristics of satisfactory workers (job elements).
JEM method focuses on work behaviors and the results of this behavior.
What is Task Analysis Inventory?
A task inventory is a job analysis approach. Hiring managers or human resourcemanagers create an
initial itemized list of all of the tasks, or specific activities, thatmake up the performance of a specific job
at a particular organization.
This technique is used to determine the knowledge, skills and abilities needed toperform a job
successfully.
It is also known as operational analysis, is a systematic collection of data about aspecific job or group of
jobs to determine what an employee should be taught toachieve optimal performance.
Result of task analysis include the appropriate standard of performance, how taskshould be performed
to meet these standards, the knowledge, skills and other characteristics Objective To identify gaps
between KSAs needed to perform the work required to supportorganization goals and its employee
current KSAs.
Usage: It is used to:Construct accurate and valid job description.
Competency modeling definition:
A competency model is a guideline developed by a Human Resource department that sets out the
specific skills, knowledge and behavioral requirements that enable an employee to perform their job
successfully.
Competency modeling is a framework for defining the skills, knowledge and behavior requirements of a
job.
Competency models assist in clarifying job and work expectations, maximizing productivity, and aligning
behavior with organizational strategy. They're very useful in recruitment and hiring, as well as talent and
performance management activities of HR departments.
Here are some of the ways that implementing the competency model benefits organizations:
1. Sets a concrete direction for workforce performance that aligns with organizational goals and
strategies.
2. Enables HR to have a concrete understanding of all employee abilities and skills.
3. Enables HR and Training to more accurately identify learning & development (L&D) needs.
4. Allows employees to take ownership of the skills and behaviors required of them in their roles.
5. Empowers organizations to keep track of what skills employees have so that strategy and
planning can work towards that future skills may be needed.
6. Provides a consistent and fair system of measurement for performance evaluation.
Job Reward Analysis:
1. Job rewards analysis is another type of job analysis technique that identifies the intrinsic and
extrinsic rewards of a job.
2. Job rewards analysis refers to the identification of various kinds of rewards associated with a
job. These rewards are extremely important determinants in attracting job-seekers to an
organization, in retaining the best employees and in motivating them to put forth their best
performance.
3. This process is often used to match candidates better with different jobs and to improve the
recruitment process like a recruiter can make the job more appealing to the candidates. A job
candidate motivated by money can be informed on the company’s pay for performance system
and this indicate extrinsic reward because of the attached monetary value.
4. The other contrast is by motivating the candidate to develop his/her skills, by providing training,
development and higher education programs available with the company and this form intrinsic
rewards which does not have monetary value.
5. Companies understand the employee value proposition and strike a balance between intrinsic
and extrinsic rewards an employee receives while working for a particular employer in return for
the employee’s job performance. Employees are motivated and remain committed if they feel
they are provided with appropriate reward for the amount of efforts they put in their job to
achieve the company’s business strategy.
6. For a job reward analysis the expert must first determine exactly what attracts job candidates
and why employees enjoy working. The policy has to be clear on how the company views
reward and recognition and this makes an obvious choice for job applicants. It is equally
important for a recruiter to thoroughly understand the intrinsic and extrinsic rewards of the job.
Since rewards cost money for the organization, it is important to balance between what the
company can afford and offer an attractive reward that motivates the employee further.