1

ABSTRACT
Many assume job analysis information is accurate, yet there is reason to believe that the types of judgments involved in job analysis may be affected by systematic sources of inaccuracy. Ensuring that employees are both physically fit for work by matching their capabilities with the physical requirements of their job, and physically fit for life by promoting health-related physical activities, are important. Proven fitness-related strategies include redesigning the most demanding tasks, selecting and training personnel who possess the necessary physical attributes, and assessing and redeploying personnel to jobs within their capability. An essential precursor to pursuing these strategies is to conduct a job analysis to quantify the physical demands of the job. This job analysis report defines what job analysis is, explains the importance of job analysis in Organizational Context, analyzes different methods of job analysis, details how to perform job analysis, how t conduct job evaluation and explains how to write job descriptions.

Organization and Job Analysis

INTRODUCTION
A study of a specific job, or of all jobs, in an enterprise with respect to operations involved, working conditions, and qualifications required, etc. Organizations exist to accomplish some goal or objective. They are collectivities rather than individuals because achieving the goals requires the efforts (work) of a number of people (workers). The point at which the work and the worker come together is called a job it is the role played by the worker. We need to know a lot of information about these roles/jobs, including: What does or should the Person do? What knowledge, Skill and abilities does it take to perform this job? What is the result of the person performing the job? How does this job fit in with other jobs in the organization? What is the jobs contribution toward the organizations goals?

Information about jobs is obtained through a process called job analysis. The goal of this process is to secure all necessary job data. Job evaluation represents the major use of job analysis. It is also our focus in this article. Because the job information needed for various uses may differ, some organizations make a specialized study for each specific use.

JOB ANALYSIS
A job analysis is the process used to collect information about the duties, responsibilities, necessary skills, outcomes, and work environment of a particular job. You need as much data as possible to put together a job description, which is the frequent outcome of the job analysis. Additional outcomes include recruiting plans, position postings and advertisements, and performance development planning within your performance management system. The job analysis may include these activities: Reviewing the job responsibilities of current employees

Organization and Job Analysis

3 Doing Internet research and viewing sample job descriptions online or offline highlighting similar jobs, Analyzing the work duties, tasks, and responsibilities that need to be accomplished by the employee filling the position, Researching and sharing with other companies that have similar jobs, and Articulation of the most important outcomes or contributions needed from the position. In another way we can define Job analysis is, a systematic approach to defining the job role, description, requirements, responsibilities, evaluation, etc. It helps in finding out required level of education, skills, knowledge, training, etc for the job position. It also depicts the job worth i.e. measurable effectiveness of the job and contribution of job to the organization. Thus, it effectively contributes to setting up the compensation package for the job position.

Figure- 01| (Job Analysis Components)

Job analysis aims to answer questions such as: 1. why does the job exist? 2. What physical and mental activities does the worker undertake? 3. When is the job to be performed? 4. Where is the job to be performed? 5. How does the worker do the job? 6. What qualifications are needed to perform the job? 7. What are the working conditions (such as levels of temperature, noise, offensive fumes, light) 8. What machinery or equipment is used in the job? 9. What constitutes successful performance?

Organization and Job Analysis

HISTORY OF JOB ANALYSIS

Job analysis as a management technique was developed around 1900. It became one of the tools by which managers understood and directed organizations. Frederick W. Taylor, through his interest in improving the efficiency of work, made studying the job one of his principles of scientific management. From his ideas emerged time and motion study of jobs. Early organization theorists were interested in how jobs fit into organizations; they focused on the purpose of the job. But this early interest in job analysis disappeared as the human relations movement focused on other issues. It was not until the 1960s that psychologists and other behavioral scientists rediscovered jobs as a focus of study in organizations. The organization with the greatest long-term interest in job analysis has been the United States Department of Labor (DOL). The United States Employment Service (USES) of the DOL's Training and Employment Administration has developed job analysis procedures and instruments over many years. These procedures probably represent the strongest single influence on job analysis practice in the United States. The DOL's Guide for Analyzing Jobs and Handbook for Analyzing Jobs show the development of job analysis procedures over almost 50 years. They developed and published The Dictionary of Occupational Titles (DOT), and they have a policy of helping private employers install job analysis programs. The DOL has led in the development of what is often called the conventional approach to job analysis. The U.S. Department of Labor last fully updated its Dictionary of Occupational Titles in 1977, with 12,741 positions described (a minor update was released in 1991). No further government releases are planned as O*NET and its SOC codes have replaced the "DOT" in its entirety. ERI has updated the abandoned U.S. DOT. New job descriptions have evolved from ERI's analysis of thousands of salary surveys. Job analysis work fields, skills, MSPMS, and worker-specific occupational characteristics, including new stress measures, are added, updated, and/or enhanced for 14,000 position descriptions and 95,000 occupation titles. Up to this point, job analysis had focused on the work being done. This changed in the 1970s as psychologists became interested in job analysis. Their contribution was in three areas. The first was in quantifying job analysis.

Organization and Job Analysis

CHOOSING JOB
This report on the basis of job analysis is done on a particular job position. Though there are several ways to collect job analysis information yet choosing the one or a combination of more than one method depends upon the needs and requirements of organization and the objectives of the job analysis process. I have conducted this job analysis on a Position that is highly competing and challenging. The position is Customer Service Officer in a bank called The City Bank ltd.

PURPOSE OF CHOOSING JOB

As we have chosen a position that is highly challenging and have compete every time of there working days lets see their responsibilities that makes me to choose this position for my report on Job Analysis. To work for an organization to promote customer care. To work for an organization to help customers to resolve their queries. To answer to the queries of the customers in an ethical and informative way. To give appropriate and relevant information to the customers. To maintain a position of trust and responsibility by keeping all customer business confidential. To update any requests made by the customers into the system to complete the task etc.

OBJECTIVE OF THE STUDY

One of the main purposes of conducting job analysis is to prepare job description and job specification which in turn helps to hire the right quality of workforce into the organization. The job analysis is to document the requirements of a job and the work performed. Job and task analysis is performed as a basis for later improvements, including: definition of a job domain; describing a job; developing performance appraisals, selection systems, promotion

Organization and Job Analysis

6 criteria, training needs assessment, and compensation plans. Job analysis is a technique used by industrial / organizational (I/O) psychologists to develop business focused, accurate job descriptions to: Select candidates for vacant jobs, Evaluate peoples performance, Remunerate people based on performance in the job, Establish training needs, Develop succession plans, Exit people who are not performing by providing objective job performance data.

SCOPE AND METHODOLOGY

The analysis of this study will help us to increase our knowledge and understanding level about Industrial Psychology and it will give us the clear view of actual job analysis in practice. In the long run we will be able to practice it efficiently in our corporate Organizational decision making on hiring the right person. And by this Job Analysis we will be able to find out the effect of various types of employees in the organizational context. The main source of data for this report is personal interview, text book and the direction given by our instructor. We have also collected from the internet different books, and journals.

THE ORGANIZATION
Organization and Job Analysis

City Bank is one of the oldest private Commercial Banks operating in Bangladesh. It is a top bank among the oldest five Commercial Banks in the country which started their operations in 1983. The Bank started its journey on 27th March 1983 through opening its first branch at B. B. Avenue Branch in the capital, Dhaka city. It was the visionary entrepreneurship of around 13 local businessmen who braved the immense uncertainties and risks with courage and zeal that made the establishment & forward march of the bank possible. Those sponsor directors commenced the journey with only Taka 3.4 crore worth of Capital, which now is a respectable Taka 330.77 crore as capital & reserve. City Bank is among the very few local banks which do not follow the traditional, decentralized, geographically managed, branch based business or profit model. Instead the bank manages its business and operation vertically from the head office through 4 distinct business divisions namely Corporate & Investment Banking; Retail Banking (including Cards); SME Banking; & Treasury & Market Risks The bank currently has 89 online branches and 10 SME service centers and 1 SME Agro center spread across the length & breadth of the country that include a full fledged Islami Banking branch. Besides these traditional delivery points, the bank is also very active in the alternative delivery area. It currently has 99 ATMs of its own; and ATM sharing arrangement with a partner bank that has more than 550 ATMs in place; SMS Banking; Interest Banking and so on. It already started its Customer Call Center operation. The bank has a plan to end the current year with 100 own ATMs.

THEORETICAL FRAMEWORK
Organization and Job Analysis

PURPOSE OF JOB ANALYSIS

Job analysis information can serve as the foundation on which many other activities and functions are built. It basically helps to set salary levels for the employee in the organization. The purpose of the job analysis are explained below Career Development: Many organizations allow employees to move up through the ranks to higher positions. This is referred to career ladder which is primarily used in the military defenses. Job analysis contributes to career by providing a picture of the KSAOs requirements for jobs at each level of the career ladder. This benefits employees because they are told exactly what they need to be eligible for promotion. It benefits organizations because they develop a readily-available supply of candidates for upper-level position.

Legal Issues: A job analysis should describe all important work behaviors, their relative importance, and their difficulty level. "Job analysis should include an analysis of the important work behaviors required for successful performance and their relative importance and, if the behavior results in work products, an analysis of the work products. Any job analysis should focus on the work behaviors and the tasks associated with them. If work behaviors are not observable, the job analysis should identify and analyze those aspects of the behaviors that can be observed and the observed work products. The work behaviors selected for measurement should be critical work behaviors and/or important work behaviors constituting most of the job."

Job Performance Appraisal: Performance appraisal is a universal phenomenon in which the organization is making judgment about one is working with and about oneself. It serves as a basic element of effective work performance. Performance appraisal is essential for the

Organization and Job Analysis

9 effective management and evaluation of staff. It aims to improve the organizational performance as well as individual development. Performance is an employee's accomplishment of assigned work as specified in the critical elements and as measured against standards of the employee's position. The specific behaviors in such instruments are collected with "Critical Incidents" from a job analysis. Selection: The first step in deciding who to hire for a job is determining the human attributes or KSAOs necessary for success on that job. This means that a person-oriented job analysis should be the first step in designing of a selection system. It is often done by the assessing individual characteristics, such as interview and psychological tests. Training: KSAOs for a job suggest the areas in which training efforts should be directed. When they apply for a position are areas for training after they are hires. An effective training program in an organization should be based on a thorough analysis of the KSAO requirement for a job. Research: An additional use of job analysis information is in research. The role of job requirement or task characteristics is determined interestedly by the researchers. People who had an aversion to change and uncertainty were likely to experience high levels of emotional strain at work, but only if their jobs were complex as determined by job analysis.

FIGURE 02- PURPOSE OF JOB ANALYSIS

INFORMATION PROVIDERS

Organization and Job Analysis

10 The job analysis is not a simple task to do. While we do a job analysis we must set some specific set of questionnaire. The answer of these questionnaires is provided by several source of the organization. Like as all other organization we have collected information from the four crucial sources that highly help us to conduct job analysis. These four sources are Job analysts Trained Observer Supervisors Job Incumbent

The job analyst and trained observers are actually do the job or spend time observing employees doing the job and translate those experiences into a job analysis whereas the incumbents and the supervisors are considered to be the Subject Matter Expert (SME). SMEs are the people with detailed knowledge about the content and requirements of their own jobs or the jobs that they supervise. They are asked to provide information about jobs either in interviews or by completing job analysis questionnaires.

COLLECTING JOB ANALYSIS INFORMATION

Probably the most common picture that comes to mind when one thinks about collecting job information is that of an analyst interviewing a job incumbent. This is indeed a common way in which job information is collected, but it is far from the only way. The best interviews are those for which the analyst has prepared by examining organization data, as well as any past descriptions of the job. A related technique would be to observe the job incumbent performing the job. This technique is most successful for jobs that are physical in nature. The interview or observation may be totally inductive, one in which the analyst has no preconceived idea about the job, to a very structured situation in which the analyst has a clear pro-forma as to the information sought. Perform Job: There are several ways to collect job analysis information, but among them one way is to perform the job as a part of it or the whole job. It also provides an appreciation for the context in which employees do their jobs. Though the method can provide good

Organization and Job Analysis

11 information, it is not often used. Experiencing the job by doing it can be costly and time consuming. Observation: Direct observation is especially useful when jobs consist mainly of observable physical activities assembly line worker and accounting clerk are examples. On the other hand, observation is usually not appropriate when the job entails a lot of mental activities (lawyer, designengineer). Nor it is useful if the employee only occasionally engages in important activities, such as a nurse who handles emergencies. And reactivity the workers changing what he or she normally does because you are watching can also be a problem. Manager often use direct observation and interviewing together. One approach is to observe the worker on the job during a complete work cycle. Here you take notes of all job activities. Then after accumulating as much information as possible, you interview the worker. Ask the person to clarify points not understood and to explain what are the activities he or she performs that you didnt observe.

Interview: Managers use three types of interview to collect job analysis data individual
interview with each employee, group interview with groups of employees who have the same jobs & the supervisor interviews with one or more supervisor who know the job. They use group interviews when a large number of employees are performing similar or identical work, since it can be a quick and inexpensive way to gather information. Whichever kind of interviews we use, we need to be sure the interviewee fully understands the reason for the interview since there is a tendency for such interviews to be viewed, rightly or wrongly, as efficiency evaluation. If so, interviewees may hesitate to describe their jobs accurately. The interview is probably the most widely used method for identifying a jobs duties and responsibilities, and its wide use reflects its advantages. Its a relatively simple and quick way to collect information, including information that might never appear on a written form. A skilled interviewer can unearth important activities that occur only occasionally, or informal contacts that wouldnt be obvious from the organization Chart. The interview also provides an opportunity to explain the need for and functions of the job analysis. And the employee can vent frustrations that might otherwise go unnoticed by management. Whichever kind of interview you use, you need to be sure the interviewee fully

Organization and Job Analysis

12 understands the reason for the interview, since theres a tendency for such interviews to be viewed, rightly or wrongly, as efficiency evaluations.

Typical Questions for Interview

What is the job being performed? What are the major duties of your position? What exactly do you do? What physical location do you work in? What are the education, experience, skill and (where applicable) certification and licensing requirements? In what activities do you participate? What are the job responsibilities and duties? What are the basic accountabilities or performance that typifies your work? What are your responsibilities? What is the environmental and working condition involved? What are the jobs physical demands? The emotional and mental demands? What are the health and safety condition? Are you exposed to any hazards or any unusual working conditions? Questionnaire: One of the most efficient ways to collect job analysis information is questionnaire. It can contain hundreds of questions about the job and can be administered easily to thousands of employees. No other techniques can provide as much information about jobs with as little effort on the part of the job analyst. We have to decide how structured the questionnaire should be and what question to include. Some questionnaires are very structured checklists. Each employee gets an inventory of perhaps hundreds of specific duties or tasks. He or she is asked to indicate whether or not he/she performs each tasks and, it so, how much time is normally spent on each.

Advantages and Disadvantages of four techniques

TECHNIQUES ADVANTAGES DISADVANTAGES

Organization and Job Analysis

13
Provides the context in which job Less effective with job

Perform Job

is done

differentiation. dangerous to analyst.

Provides extensive detail about the Expensive, Time Consuming and

job. Provides relatively objective view of the job.

Time consuming.
Expensive Employees might change their behavior because they know they know they are being observed.

Observe

Provides the context in which the job is done.

Provides multiple on a job

Time-consuming among questionnaire.

compared

to

Interview

Can

show

differences

incumbents with the same job.

Fails to show context in which tasks are done. Ignores context of the job.

Efficient and inexpensive.

Shows differences among incumbents in the same job. Easy to quantify and analyze statistically.

Limits respondent to question asked. Require knowledge of job to design questionnaires.

Questionnaire

Multiple Approaches: Each of these three approaches have advantages along with their
disadvantages while collecting job analysis information. In practice, multiple ways are often used so that the limitations of one offset by the strengths of another. As we can say that these four techniques are beneficial as well as these have some disqualifications so that it would be much more beneficial if we conduct a job analysis based on the mixture of these four approaches.

Methods of Job Analysis

Organization and Job Analysis

14 There are several Methods to conduct job analysis. In this section of our discussion we will talk about the different types of job analysis and different types of questionnaires that are used in conducting job analysis.

DIFFERENT TYPES OF JOB ANALYSIS

JOB COMPONENTS INVENTORY: The Job Component Inventory (JCI) was developed in Great Britain to address the need to match job requirement to worker characteristics. This method allows for the simultaneously assessment of the job requirement and a person`s KSAO. In other word, the KSAOs for a job and for an individual are listed. The degree of correspondence of the lists in used to determine if an individual is suited to a particularly job if the person needs additional training in order to perform a job adequately. The JCI cover over 400 features of jobs that can be translated into skill requirements. There are five components of job features are represented in the JCI: Use of tools and equipment Perceptual and Physical requirements Mathematics Communication Decisions making and responsibilities. An existing database of job requirement for many jobs can be used with people who wish to know how well their own skills match those of a chosen career.

POSITION ANALYSIS QUESTIONNAIRE: The best-known quantitative approach to job analysis is probably the Position Analysis

Questionnaire (PAQ), developed by McCormick and associates at Purdue University. The PAQ is

Organization and Job Analysis

15 a structured job analysis questionnaire containing 194 items called job elements. These elements are worker-oriented. Using the terminology of the DOL's 1972 job analysis formula, they would be classified as worker behaviors. The items are organized into six divisions: information input mental processes work output (physical activities and tools) relationships with others job context (the physical and social environment) other job characteristics (such as pace and structure) Each job element is rated on six scales: extent of use, importance, time, possibility of occurrence, applicability, and a special code for certain jobs. Job analysts or supervisors usually complete the PAQ. In some instances managerial, professional, or other white-collar job incumbents fill out the instrument. The reason for such limitations is that the reading requirements of the method are at least at the college-graduate level. Data from the PAQ can be analyzed in several ways. For a specific job, individual ratings can be averaged to yield the relative importance of and emphasis on various job elements and the results can be summarized as a job description. The elements can also be clustered into a profile rating on a large number of job dimensions to permit comparison of this job with others. Estimates of employee aptitude requirements can be made. Job evaluation points can be estimated from the items related to pay. Finally, an occupational prestige score can be computed. Analysts can enter collected data online in PAQ's Act system, or (for a fee) they can send it to PAQ Services, Inc., for entry. The PAQ has been used for job evaluation, selection, performance appraisal, assessmentcenter development, determination of job similarity, development of job families, vocational counseling, determination of training needs, and job design. FUNCTIONAL JOB ANALYSIS (FJA)

Organization and Job Analysis

16 Functional Job Analysis (FJA) is usually thought of in terms of the familiar "data, people, things" hierarchies used in the Dictionary of Occupational Titles. Developed by Sidney A. Fine Associates, this comprehensive approach has five components: Identification of purposes, goals, and objectives Identification and description of tasks Analysis of tasks on seven scales, including three worker-function scales (one each for data, people, and things) Development of performance standards Development of training content Trained job analysts develop FJA data from background materials, interviews with workers and supervisors, and observation. The method provides data for job design, selection, training, and evaluation, and could be used at least partially for most other personnel applications. It has been applied to jobs at every level. The major descriptor in FJA is work activity. Fine and his colleagues have developed a number of task banks as a means of standardizing information on this descriptor. FJA is rigorous, but it does require a heavy investment of time and effort. OCCUPATIONAL INFORMATION NETWORK (O*NET) The O*NET system was supposedly designed to supersede the 60-year-old Dictionary of Occupational Titles. The system uses a common language and terminology to describe occupational requirements, with current information that can be accessed online or through a variety of public and private sector career and labor market information systems. The O*NET system, which was significantly upgraded and improved in November 2003, includes the O*NET database and the O*NET Online. O*NET Database the O*NET database is a comprehensive source of descriptors, with ratings of importance, level, and frequency or extent for more than 950 occupations that are key to

Organization and Job Analysis

17 our economy. The new O*NET 5.1 database represents a major milestone, adding new data collected directly from job incumbents for over 50 occupations. O*NET descriptors include: TASK INVENTORIES: A task inventory is a questionnaire that contains a list of specific tasks that might be done on a job that is being analyzed. The inventory also contains one or more rating scales for each task. Ratings might be made on diminutions such as Amount of time spent doing the task. Criticality of the task for doing a good job. Difficulty of learning the task. Importance of the task. Job incumbents usually are asked to complete the inventory for their own job. Results are complied across incumbents to give a picture of the average importance or time spent for each task in a particular job. Most task inventories are used for purpose in which difference among people with the same job are of no particular interest. A task inventory for even a fairy simple job can contain hundreds of tasks. To make interpretation easier, tasks are often placed into dimensions that represent the major components of a job. A task inventory often a major component of an extensive job analysis project that collects several different types of information about the jobs and people.

DIFFERENT TYPES OF QUESTIONNAIRES

A questionnaire is a series of questions asked to individuals to obtain statistically useful information about a given topic. The aim of a questionnaire is to gather information for purposes of research for market surveys, analysis or even to corroborate other research findings. They are one of the cheapest and most feasible ways of gathering data. It is important to remember that for any questionnaire to be really effective it has to be designed well. Questionnaires are frequently used in job analysis are a valuable method of collecting a wide range of information from a large number of individuals, often referred to as respondents. There are several methods for questionnaires these are-

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18

Methods
Low cost-per-response.

Benefits
Mail is subject to postal delays, which can be substantial when posting remote areas or unpredictable events such as natural disasters. Survey participants can choose to remain anonymous. It is not labor intensive. Questionnaires can be conducted swiftly. Rapport with respondents High response rate Be careful that your sampling frame doesn't skew your sample, For example, if you select the phone numbers from a phone book, This method has a low ongoing cost, and on most surveys costs nothing for the participants and little for the surveyors. However, Initial set-up costs can be high for a customized design due to the effort required in developing the back-end system or programming the questionnaire itself.

Postal

Telephone

Electronic

Questionnaires can be conducted swiftly, without postal delays. Survey participants can choose to remain anonymous, though risk being tracked through cookies, unique links and other technology. It is not labor intensive. Questions can be more detailed, as opposed to the limits of paper or telephones. Rapport with respondents is generally higher than other modes Typically higher response rate than other modes. Can be extremely expensive and time consuming to train and maintain an interviewer panel. Each interview also has a marginal cost associated with collecting the data.

Personally Administered

Usually a convenience (vs. a statistical or representative).

FINDINGS AND DISCUSSION

In this section of discussion we will find out the outcomes that we will get from the job analysis. The outcomes of the job analysis are totally based on the job description and the job

Organization and Job Analysis

19 evaluation. We will match the job description with the job evaluation. Before going to further discussion we first look at the job evaluation. As we have chosen the job of a customer service officer we will see how much the applicants are capable of matching the job description with their own performance.

CHOOSING APPROPRIATE METHOD

We have discussed only a few of the many available job analysis methods. Each method has its own advantages and disadvantages and not every method is appropriate for every application. Each method was better suited for some purposes than others. Functional job analysis was seen as being relatively effective for almost all purposes. However it was also seen as one of the most time consuming to complete. Choice of method requires consideration of several factors, including cost and purpose. So the functional job analysis is the ultimate solution for our situation. We can conduct job analysis using the Functional job analysis questions, which includes question as follows:

FJA questions about outputs:

Subject matter experts (SMEs) ask participants about questions of task output What do you get paid for? (outputs) What do you do to get work done? (tasks) What do you need to know to do what you get paid for? (knowledge) What skills/abilities do you need to apply your knowledge? (skills and abilities) What standards do you work for? (performance standards)

FJA questions about tasks

Who performs the task? What actions are performed? To whom or what? (the object of the actions being performed) What tools / equipment are used? What sources of information are used? (knowledge, skills, abilities, instructions) To produce (for achieving) what? (expected output to result)

FJA questions about reliability and validity of the task Organization and Job Analysis

20 Does the end result of the task make a contribution to the output of ? Does the language of the worker action support the worker function levels? Is the result identified in the task a verifiable result? Are the inferred performance standards reasonable and useful to a supervisor and to a worker? Can performance standards, either numerical or descriptive for the action and result, be inferred and specified? Does the training content reflect the knowledge and abilities required to perform the task? Is there more than a one-level spread among data, worker instructions, and reasoning scale ratings? Do the verbs used in the worker action phrase of the task statement adequately express the context of the task?

FJA questions about task validation

The SMEs reviewed each task, about which they answered each of the following two questions: Does the task represent what you do If so, how clearly does the task describe what you actually do on the job (0 = not at all, 100 = completely clear)? After the study of this case, we know how the job analysis influence on management Guangzhou air petrol station. According to job analysis. Guangzhou air petrol station use flexible work time system, and have excellent achievement. Outcomes are based on the staff member's achievement of results and use of competencies critical to achieving those results. Except in the case of conversion from full-time to a less-than-full time schedule, such as for a part-time assignment or job share, the iota j numbers of hours worked and expected 'Productivity remains the same.

CONCLUSION

Organization and Job Analysis

21 I/O psychologists sometimes have to evaluate how well a person is performing their job. There are a number of ways for such evaluations to be performed. First of all psychologists must have a set of criteria with which they can judge employees. A popular set of criteria or attributes is called competency modeling. Common competencies sought in employees are: showing the highest level of professional integrity at all times ,staying current with the latest technological advances, placing the success of the organization about personal success, being sensitive and respectful of the dignity of all employees. These competencies are applicable to most jobs, but not all. Some employers will create their own list of competencies, called a KSAO. Each job position can have its own KSAO since different things are expected from different employees. There are nine major job performance criteria used by psychologists when analyzing jobs: production, sales, tenure or turnover, absenteeism, accidents, theft, counterproductive workplace behavior, emotional labor, and person-organization fit. Industrial/organizational psychologists are extremely helpful professionals that analyze the relationship between humans and the jobs they perform. Since much of life is working, I/O psychology is perhaps one of the most important fields. The tests performed on and for employees and the organization are helpful for everyone involved. By motivating and evaluating workers and working conditions, organizations are able to thrive. The practices performed by psychologists help keep productivity and morale in the workplace high and that is highly valuable in a world that is fueled mostly by competitive business.

Limitation of the study

In every program or activities, one has to face numerous constraints. During preparing the report, I have also faced some limitations. These areas The major problem I have faced is lack of understanding. There were a lot terminologies as well as terms and conditions, of which I do not have any prior knowledge. To solve this problem, I have to find out similar topics in my text books which I have found difficult to cope up. As most of the data is collected from Secondary sources, there was very little opportunity for me to analysis data individually as well as the study is suffered from inadequate data. Thats why I have to rely on the provided data.

Organization and Job Analysis

22 Time constraint is one of the problems, for which it has been difficult for me to gather enough knowledge about all the job analysis methods.

REFERENCES http://joblistbangladesh.com/dhaka-bank-ltd-credit-analysis-officer.html http://bangladesh.smetoolkit.org/south-asia/en/content/en/1064/Job-Analysis-Questionnaire http://www.managementstudyguide.com/job-analysis-methods.htm Fine, Sidney A. & Cronshaw, Steven F. (1999). Functional job analysis: A foundation
for human resources management. Erlbaum: Mahwah, NJ.

Industrial and Organizational Psychology- Research and Practice by Paul E. Spector

(4th Edition).

http://www.managementstudyguide.com/job-analysis-process.htm http://www.managementstudyguide.com/advantages-disadvantages-job-analysis.htm

APPENDIX:
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23

Questionnaires can be identifies through this table which clearly define the types of questions can be and its uses and advantages.

Sample Job Analysis Checklists

ROUTINE RESPONSIBILITIES OF

Organization and Job Analysis

24 CUSTOMER SERVICE OFFICER

Activity
Types labels, letters, envelopes, and invoices.

Frequency
D W M O

Determine layout and format, and type in finished format. Proofread and correct errors. Set up an type financial and statistical reports. Take dictation and transcribe. Transcribe dictation from voice recordings. Record, type, and distribute meeting minutes.

Compose standard letters in response to routine correspondence. Schedule appointments without prior clearance, schedule meetings and conferences, and make travel arrangements including reservations. Prepare meeting and conference rooms. Maintain, process, distribute, and update records, files, and documents. Maintain confidential records and files, and handle confidential correspondence and records. Open, sort and distribute mail. Answer telephones, screen and place calls, on voice mail recordings, refer callers to appropriate parties. Prepare, process, and verify invoices, bills, checks and receipts. Maintain and report expense account activity. Receive and welcome visitors, and refer to appropriate parties.

Organization and Job Analysis

25 Maintain and update mailing lists. Enter data electronically and verify. Process payroll records. Perform calculations, post and verify figures, trace and adjust errors. Maintain inventory of office supplies, requisition new supplies, and distribute supplies to authorized parties. Schedule and monitor equipment repairs and service contracts. Maintain locks and keys for storage cabinets and other facilities, and distribute to authorized parties. Orient and train new employees. Schedule work for coworkers as requested. Handle cash and negotiable instruments. Maintain cash box. Sign legal documents. Act as resource for others as to staff and locations. Maintain records of cash receipts and disbursements. Review job applicants/applications and conducts screening interviews. Collate and bind. Make copies. Date and stamp documents. Recommend improvements in operations and procedures. Modify operations and/or procedures.

Organization and Job Analysis

26 Maintain procedures and information manuals. Develop operating budget for approval. Research, tabulate, and summarize information of routine, periodic or special reports. Present findings in oral or written form. Record and verify entries or accounts, journals, logs, and general ledgers. Balance accounts and reconcile statements.

Indicate the equipment that is operated as a regular part of the responsibilities of the job: Calculator Computer Microfilm equipment Security equipment Word processor Other equipment: ________________ Other Activities: Camera Dictation equipment Photocopier Sorter Cash register/petty cash Facsimile machine Postage machine Switchboard

Organization and Job Analysis