6.1 INTRODUCTION 6.2 JOB ANALYSIS. Objectives. Structure. After going through this unit, you should be able to understand:

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1 UNIT 6 JOB ANALYSIS Job Anaysis Objectives After going through this unit, you shoud be abe to understand: the concept of job anaysis and its significance to the organisations, the different methods of coecting information for job anaysis, and job-anaysis and its reationship vis-a-vis job description and job specification. Structure 6.1 Introduction 6.2 Job Anaysis 6.3 Some Considerations 6.4 Method of Coecting Information 6.5 Job Anaysis: Process 6.6 Steps in the Job Anaysis Process 6.7 Job Description 6.8 Design of Job Description 6.9 Uses of Job Description 6.10 Job Specification 6.11 Summary 6.12 Sef-Assessment Questions 6.13 Further Readings 6.1 INTRODUCTION Organisation is described as a rationa coordination of the activities of empoyees through division of abour, responsibiity, authority and accountabiity. Buit in this description is the reaisation that organisations perform a series of activities and that to perform these activities different kinds of skis are required. Each activity carries its own set of responsibiities and the empoyees are given appropriate authority to perform these activities. Not ony this, they are aso accountabe to the organisation through their immediate supervisors for accompishing these activities according to specifications. Hence, a cear understanding of what they are supposed to do becomes a pre- requisite for effective utiisation of organisationa resources. Job anaysis heps us to achieve this objective. 6.2 JOB ANALYSIS There exists a wide range of job evauation methods. The choice of an evauation method is dependent on the number and kind of jobs to be evauated, the cost of the operation, avaiabe resources, the degree of precision required and the organisations environments- both interna and externa. However, whatever be the chosen method, systematic gathering and anaysis of information about jobs is a prerequisite. The job anaysis process invoves gathering of such information. 5

2 Approaches to Anaysing Job Job anaysis is the process by which data, with regard to each job, is systematicay observed and noted. It provides information about the nature of the job and the characteristics or quaifications that are desirabe in the jobhoder. The data from job anaysis coud be used for a variety of purposes. The job anaysis study attempts to provide information in seven basic areas: 1. Job Identification or its tite, incuding the code number, if any. 2. Distinctive or significant characteristics of the job, its ocation setting, supervision, union jurisdiction, and hazards and discomforts, if any. 3. What the typica worker does: Specific operations and tasks that make up the assignment, and their reative timing and importance; the simpicity, the routine, or compexity of tasks, responsibiity for others, for property, or for funds. 4. What materias and equipment the worker uses: Metas, pastics, grain, yarns; and athes, miing machines, eectronic ignition testers, corn huskers, punch presses, and micrometers are iustrative. 5. How the job is performed: The emphasis here is on the nature of operations, and may specify such operations as handing, feeding, removing, driing, driving, setting up, and many others. 6. Required personne attributes: Experience, training apprenticeship, physica strength, coordination or dexterity, physica demands, menta capabiities, aptitudes, and socia skis are some attributes. 7. The conditions under which the work is performed: Working conditions and work environments is a major contributing factor in the performance of the job, and the satisfaction of the empoyee. A dimy highighted, poory ventiated and crowded pace of work hampers efficiency. The workers are forced to spend more energy to accompish tasks, which they can do, in much esser efforts in otherwise conditions. Poor working conditions have been found to cause greater fatigue, negigence, absenteeism, indiscipine and insubordination among the empoyees. Each of these piece of information is essentia; it is not sufficient to merey ist a series of tasks or duties, because each piece of information is used in determining the eve of work and responsibiity and the knowedge, ski and abiities needed to perform them to an acceptabe eve of proficiency. The process of assembing and recording information on such essentia characteristics of jobs is known as job anaysis. In other words, jobs are subjected to anaysis to find out precisey what the duties, responsibiities, working environment and other requirements of a job are and to present these in a cear, concise and systematic way. Job anaysis shoud be undertaken by trained job anayst working in cose coaboration with managers and jobhoders. Before proceeding further, certain terms used in job anaysis and reated stages in the job evauation process need to be carified. 6 Eement: Task: The smaest unit into which work can be divided. A distinct identifiabe work activity, which comprises a ogica, and necessary step in the performance of a job. Duty: A significant segment of the work performed in a job, usuay comprising severa tasks. Post (or): One or more duties, which require the services or activities of one worker for their performance; Job: A group of posts that are identica or invove substantiay simiar tasks. Occupation: A group of jobs simiar in terms of the knowedge, skis, abiities, training and work experience required by workers for their successfu performance.

3 6.3 SOME CONSIDERATIONS Job Anaysis Job anaysis might give the impression that whie identifying components of job, we are ooking at everything that concerns the job. However, in anaysing the job, foowing considerations must be kept in mind: 1. Job anaysis is not a one-time activity. Jobs are changing continuousy. What was a job yesterday is not the same job today and woud not remain the same in future. These changes are caused by changing technoogy, competition, changing profie of the workforce, changing expectations of end users and a host of other factors. Hence, anaysis must be continuousy done to update the nature of job. 2. The Job and not the person an important consideration in job anaysis is conducted of the job and not of the person. Whie job anaysis data may be coect from incumbents through interviews or questionnaires, the product of the anaysis is a description or specifications of the job, not a description of the person doing the job. 3. A activities reating to job anaysis give us ony the minimum requirements of the job. No anaysis can identify either the utimate or fu and compete requirements. What it does is simpy highights what are minimum activities that are entaied in a job. The reason is simpe. No one can foresee the fina outcome because of changes taking pace in the nature of job. 6.4 METHOD OF COLLECTING INFORMATION There are severa ways in which information about a job can be coected. In order to have a fu understanding of the job contents, a number of sources shoud be expored. By and arge, the foowing sources are generay used.in a the foowing three methods, verification of the information coected from the hoder of the job is necessary. Very often, whie coecting information peope tend to describe those aspects of the job that they are not doing or woud ike to do. Hence, after the information has been coected from the empoyee, an interview with immediate supervisor must be conducted to verify the authenticity of the information. 1. Job Questionnaire To make a start, a job questionnaire coud be administered to a concerned empoyees asking them about the job, its various components, time spent on each of them, and so forth. The competed questionnaire coud be given to the supervisors for their comments. In some cases, job-reviewing committees are formed, consisting of union representatives and speciaists from the personne, work-study, or industria engineering department.the questionnaire has the foowing advantages: 1. First of a, it is the most cost effective method, since it can eicit information from a wide number of workers and their immediate superiors in a reativey short period of time. The main task of the anayst becomes one of panning the questionnaire we and checking the responses provided. 2. Secondy, workers take an active part in competing the questionnaire providing intimate detaied knowedge of their jobs, which is not avaiabe esewhere. 3. Thirdy, the questionnaire has to be structured in advance, and this faciitates the processing of the resuts. 4. In some cases, once the responses to the questionnaire have been verified, they can convenienty be used with itte further processing to prepare a job description. 7

4 Approaches to Anaysing Job The questionnaire method however has the foowing disadvantages: 1. To start with, the peope required to compete it must have a certain eve of education; and even then, questions may be interpreted in different ways so that the answers may be beside the point. 2. Furthermore, not everyone is abe to describe fuy and exacty the task that constitute their job. One may, for exampe, over-emphasise some features of it and competey ignore others when they are important. 3. There is ess risk of this with a detaied questionnaire that incudes a checkist of points, questionnaire suited to a jobs is not easiy drawn up and may be unduy ong. In practice, whie a we-structured questionnaire can get essentia information quicky, it is virtuay impossibe to get compete comparabe information soey by questionnaire, and this method is generay used in combination with interviews and direct observation. 2. Interview In practice, an interview is amost aways necessary in order to obtain precise, compete and comparabe information. The interview conducted by the anayst is an effective way of checking on the information aready avaiabe on job. The anayst asks the jobhoders questions on the duties and main tasks of their job, generay working from a previousy prepared ist of questions as with a questionnaire. After the interview, the anayst draws up a report, which is shown, to the jobhoder and his immediate superior for their approva. The anayst usuay drafts the report in the form of a job description, which effectivey speeds up the preparatory work of job evauation. Foowing are some of the disadvantages of this method: 1. Interviews are time consuming. At east an hour or two may be necessary for each case, pus the time spent by the anayst in drawing up his report and by the jobhoder and his immediate superior in checking it. In a arge enterprise a team of anaysts woud be necessary. 2. The main difficuty of the interview ies in finding high quaity anaysts who can win the jobhoder s confidence. As has been noted, too many imagine interviewing to be reativey simpe whereas nothing coud be farther from the truth. Obtaining information from a jobhoder about his job is difficut. 3. Many workers show a natura distrust of the anayst who comes to examine their work, whie others wi give a ot of information, much of it useess. It is accordingy essentia to have a we trained and experienced team of anaysts if the interview is to be the ony method used. However interview has some advantages: 1. Interview does provide in- depth information, which cannot be achieved through any other method. 2. It aso heps in coecting data about tasks that are not part of the job and yet the jobhoder has to do it. 3. At the same time it can aso hep in finding ways and means to simpify some of the operations invoved in the job Observation For jobs of a simpe and repetitive nature, the observation technique coud provide adequate information on the job being performed. A cear picture may be obtained regarding the working conditions, equipment used, and skis required. Athough a

5 jobs coud be usefuy observed, this technique aone is not enough for more compex jobs, especiay those that have many components or interactions. Job Anaysis Some advantages of this method are: 1. It is most suitabe for simpe and repetitive jobs. 2. Direct observation by the anayst can cear up points eft uncear by other methods. At the same time, some of the disadvantages of this method are: 1. The presence of anayst causes stress. The workers may disike being observed. 2. The jobhoders may purposey reduce the pace of activity to justify overtime. 3. Observation cannot be a suitabe method where the job cas for considerabe persona judgment and inteectua abiity. 4. It may not take into account a the tasks in a work cyce stretched over a week or a month. 4. Independent observers In addition to the empoyees themseves providing information about the jobs they are doing, trained observers coud aso be used to suppement the empoyees data and to discover inadequate performance in crucia tasks, which woud ead to job faiure. In addition there are some not so often used method of job anaysis. Some of them are presented here: 1. Diary: One or more incumbents are asked to keep a diary of duties noting the frequency of the tasks performed. These diaries then become the basis for doing job anaysis. 2. Critica incidents: Ask one or more incumbents to brainstorm (if there is ony one person you wi have to participate in the brain storming) about critica incidents that happen routiney and infrequenty whie working. Separate these into two ists. Generate one ist of incidents indicating good or exceent performance and one, which indicates poor performance. This approach is exceent for determining training and seection strategies. The resuts end themsef to meeting discrimination compaints concerning seection choices where the person chosen ceary possesses the ski and knowedge to perform the most critica duties indicating success on the job. The anayst wi have to extrapoate a ist of duties to be performed from the incidents. 3. Photo tape recording of job performance: This is a good approach because it can be watched over and over again to perform anaysis and because it can be pued out ater to re-evauate. Having such a tape is exceent source for undertaking job anaysis. 4. Review of records: Records of work such as maintenance requests is reviewed and a ist of requested repairs is made. In this situation it is important to take representative sampes so that seasona variations in work requests do not misead. This is a good approach for such jobs as mechanic or eectrician. The kinds of repairs being performed and, thus, the duties being performed most often can be itemized. However, this approach coud aso be used for computer programming and computer troube-shooting jobs in which incumbents have records of work requests or work competed. The data to be gathered by a these methods is dependent in arge part on the purpose the anaysis is to be put to. Information about training needs requires information about the transaction of the work so that the trainer can determine the critica skis and knowedge that must be improved. Seection decisions require the same information usuay on a broader scae. A ot of information can be inferred from we-written task statements. 9

6 Approaches to Anaysing Job Some of the exampes of the kind of data, which can be gathered for job anaysis, are given beow. List of tasks List of decisions made Indication of resuts if decisions are not made propery Amount of supervision received Supervision exercised Kind of personne supervised Diversity of functions performed by supervised staff Interactions with other staff (description of the staff interacted with) Physica conditions Physica requirements (For instance how heavy are the objects that are ifted. How much stooping and bending is conducted and under what conditions) Software used Programming anguage used Computer patform used Interpersona contacts with outsiders (customers) Interpersona persuasive skis or saes skis Amounts of menta or psychica stress Necessity to work as a team member Needed contributions to a work group Authority or judgment exercised Customer service skis Generay, it is preferabe to use a combination of severa methods to get information about the job. One method coud we suppement the other, where the objective is to gain as much information as possibe about the job, the crucia tasks, and the essentia quaifications required to perform them satisfactoriy. An objective data gatherer woud avoid introducing his own ideas, and aso avoid describing the empoyees performing the job, rather than the job itsef, for many of the empoyee s persona traits may have itte or no reevance to the job JOB ANALYSIS: PROCESS To be meaningfu and usefu for personne reated decision-making, job anaysis must be carried more at frequent intervas. Jobs in the past were considered to be static and were designed on the basis that they woud not change. Whie peope working on these jobs were different, the jobs remained unchanged. It is now reaised, that for higher efficiency and productivity, jobs must change according to the empoyees who carry them out. Some of the major reasons eading such change are: Technoogica Change: The pace of change in technoogy necessitates changes in the nature of job as we as the skis required. Word processing has drasticay changed the nature of secretaria jobs. Computerization and automation ikewise give rise to new requirements of certain jobs whie oder requirements become redundant. Union- Management Agreements: The agreements entered between management and the union can bring about change in the nature of job, duties and responsibiities. For exampe, under empoyees participation scheme, the workers are encouraged to accept wider responsibiities.

7 Peope: Human beings are not robots; each empoyee brings with him his own strengths and weaknesses, his own stye of handing a job and his own aptitude. There is a saying that the job is what the incumbent makes of it. Job Anaysis Thus, the job anaysis process must take into account the changing nature of job on account of the factors isted above. Often, roe anaysis techniques are used in deaing with the dynamic nature of job requirements. 6.6 STEPS IN THE JOB ANALYSIS PROCESS The major steps to be foowed in carrying out job anaysis in an on-going organization are given beow: 1. Organization Anaysis: The first step is to get an overa view of various jobs in the organisation with a view to examine the inkages between jobs and the organisationa objectives, interreationships among the jobs, and the contribution of various jobs towards achieving organisationa efficiency and effectiveness. The organisation chart and the work fow or process charts constitute an important source of information for the purpose. 2. Uses of Job Anaysis Information: Depending on organisationa priorities and constraints, it is desirabe to deveop carity regarding the possibe uses of the information pertaining to job anaysis. In the previous pages it has been aready indicated that such information coud be utiised practicay for a personne functions. Nevertheess, it is important to focus on a few priority activities in which the job anaysis information coud be used. 3. Seection of Jobs for Anaysis: Carrying out job- anaysis is a time- consuming and costy process. It is, therefore, desirabe to seect a representative sampe of jobs for purposes of anaysis. 4. Coection of Data: Data wi have to be coected on the characteristics of job, the required behaviour and persona attributes needed to do the job effectivey. Severa techniques for job anaysis are avaiabe. Care needs to be taken to use ony such techniques, which are acceptabe and reiabe in the existing situation within the organisation. 5. Preparation of Job Description: The information coected in the previous step is used in preparing a job description for the job highighting major tasks, duties, and responsibiities for effective job performance. 6. Preparation of Job Specification: Likewise, the information gathered in step (4) is aso used to prepare the job specification for a job highighting the persona attributes required in terms of education, training, aptitude and experience to fufi the job description. Job Anaysis thus carried out provides basic inputs to the design of jobs so that it is abe to meet the requirements of both the organization (in terms of efficiency and productivity) as we as the empoyees (in terms of job satisfaction and need fufiment). Deveoping appropriate job design is then the outcome of the job anaysis process. The most important use of job anaysis is to produce a basic job description of what the job is to faciitate basic human resource probem soving. The second is to provide empoyees and supervisors with a basic description of jobs describing duties and characteristics in common with and different from other positions or jobs. When pay is cosey associated with eves of difficuty these descriptions wi hep foster a feeing of organisationa fairness reated to pay issues. Other important uses of job anaysis are given beow: Indicate training needs Put together work groups or teams 11

8 Approaches to Anaysing Job Provide information to conduct saary surveys Provide a basis for determining a seection pan Provide a basis for putting together recruitment Describe the physica needs of various positions to determine the vaidity of discrimination compaints As part of an organisationa anaysis As part of strategic panning As a part of any human reations needs assessment As a basis for coordinating safety concerns Job anaysis is indeed an essentia part of any modern human resource management system. The kind of information gathered through job anaysis varies consideraby depending upon the specific uses to be made of it. Accordingy, job anaysis programmes are usuay taior-made for the specific purpose. Activity A Smaer organisations do not need job anaysis for their jobs because most of their empoyees conduct a myriad of activities, too far-reaching for a standard job anaysis. Give your view point Activity B Discuss the sources of errors in your own organisation or any organisation you are famiiar with, that can distort or render job anaysis information inaccurate JOB DESCRIPTION 12 Data coected for job anaysis provides the basis for preparing job description. It refers to the job contents and the expectations that an organisation has from its empoyees. Job descriptions usuay outine the minimum requirements of jobs for many reasons: 1. First, despite a the attempts, a perfect and fuy incusive job description is not possibe. In fact, as one moves up in the hierarchy of an organisation, a detaied job description becomes very difficut. 2. Secondy, most organisations woud prefer not to describe the job fuy, if it is possibe, because empoyees woud then stick to what has been described and woud not do anything beyond it. 3. Thirdy, if a job were fuy described, supervision woud automaticay be taken care of by the duties performed, making some of the duties of the supervisory staff redundant. 4. Fourthy, technoogy is changing fast and hence the nature of job is aso changing. Uness an organisation continuousy updates the job description, it woud be difficut to monitor the performance of the empoyees.

9 6.8 DESIGN OF JOB DESCRIPTION Job Anaysis A primary output or resut of job anaysis is job description. Information obtained by job anaysis is shifted and recorded concisey, ceary and fuy in the job description. The job description must assembe a the important eements of a job, such as essentia tasks, responsibiities, quaifications required and the functiona reation of the job to other jobs. There is no universay accepted standard format for job descriptions for the reason that the form and structure of the job descriptions must depend on the kind of work being anaysed and the job evauation pan being used. For exampe, if the job evauation form comprises factors such as physica and inteectua effort, knowedge, skis, responsibiities and working conditions, it foows that job description shoud be structured to refect these factors so as to faciitate factor by factor comparison and evauation of the jobs. With non- anaytica methods, job description may be more fexibe and simper but most specify the tite of the job and its position in the organisation, summarises the tasks performed and ist the skis and abiities required. It is hepfu to foow the foowing guideines when writing a job description: 1. Aways be accurate about what is expressed. 2. Omit expressions which are attributes such as uninteresting, distastefu, etc. 3. Persona pronouns shoud be avoided if it is necessary to refer to the worker, the word operator may be used. 4. Do not describe ony one phase of the job and give the impression that a phases are covered. 5. Generaized or ambiguous expressions, such as prepare, assist, hande etc. shoud be omitted uness supported by data that wi carify them. 6. A statements shoud be ceary defined and simpy set down- promiscuous use of adjectives ony refects one s own opinion. 7. Describe the job as is being done, by the majority of workers hoding the designation. 8. Write in simpe anguage expain unusua technica terms. 9. Description of a job, which is part of teamwork, shoud estabish the team reationship. 10. The ength of description is immateria; it is not expected even with printed forms that a job descriptions shoud be of equa ength but write concisey. 11. When the job anayst finds that the data he has to work with is insufficient, s/he shoud stop unti sufficient data is avaiabe. 12. Put the date of competion of each description and revise it as often as changes in jobs and occupation require. 13. Job description shoud have the concurrence of the concerned supervisor. 14. Description shoud contain the initias of the persons who compie them. 6.9 USES OF JOB DESCRIPTION Apart from being a basis for job evauation, the job descriptions can be put to many uses. They are as under: 1. Supervisor- Empoyee Communication: The information contained in the job description outines the work, which the incumbent is expected to perform. 13

10 Approaches to Anaysing Job 14 Hence, it is an extremey usefu document for both the supervisor and the subordinate for purposes of communication. Furthermore, it heps empoyees to understand just what work their associates are expected to perform, thus, faciitating integration of efforts at the work site by the empoyees themseves. 2. Recruitment, Seection, Promotion, Transfer: Information pertaining to the knowedge, skis and abiities required to perform the work to an acceptabe standard, can be used as a sound basis on which to base standards are procedures for recruitment, seection, promotion and transfer. 3. Work Performance Appraisa: To be sound and objective, a performance appraisa system must be rooted in the work performed by the empoyee; such work is indicated by the duties in the job description. In such an approach, using each duty as the basis for discussion, the empoyee and the supervisor agree on work performance goas for the period to be covered by the subsequent evauation report; they aso agree on the criteria to be used to determine the extent to which the goas have been attained. The reports resuting from this methodoogy minimize subjectivity by focusing attention on the job, as distinct from the personaity traits, habits or practices of the empoyee. As a consequence, the resuts are more factua; vaid and defensibe than is the case in other types of systems. 4. Manpower Panning, Training and Deveopment: These three processes are cosey interreated. The job description showing, in specific terms, the knowedge, ski and abiity requirements for effective performance of the duties, is a sound and rationa basis for each of these processes. Anaysis of various types of jobs at progressivey more senior eves wi indicate ogica sources of suppy for more senior posts, as part of manpower panning. It wi aso indicate the gap to be bridged in terms of knowedge, ski and abiity, thus providing a sound basis for preparing job- reated training and deveopment programmes. 5. Industria Reations: Frequenty, issues arise in the industria reations fied, which have their origin in the work to be undertaken. In these instances the job description may be used to form a factua basis for discussion and probem resoution. 6. Organization and Procedure Anaysis-The duties and responsibiities outined in the job description may be used to a great advantage by management in anaysing organisation and procedures, because they revea how the work is organised, how the procedure operate and how authority and responsibiity are appointed. A Job Description shoud incude a: 1. Job Tite: It represents a summary statement of what the job entais. 2. Job Objective or Overa Purpose Statement: This statement is generay a summary designed to orient the reader to the genera nature, eve, purpose and objective of the job. The summary shoud describe the broad function and scope of the position and be no onger than three to four sentences. 3. List of Duties or Tasks Performed: The ist contains an item-by-item ist of principa duties, continuing responsibiities and accountabiity of the occupant of the position. The ist shoud contain each and every essentia job duty or responsibiity that is critica to the successfu performance of the job. The ist shoud begin with the most important functiona and reationa responsibiities and continue down in order of significance. Each duty or responsibiity that comprises at east five percent of the incumbent s time shoud be incuded in the ist. 4. Description of the Reationships and Roes: the occupant of the position hods

11 within the company, incuding any supervisory positions, subordinating roes and/or other working reationships. Job Anaysis 6.10 JOB SPECIFICATION Workoad anaysis heps in identifying the minimum quaification needed to perform a particuar job. These may incude academic quaifications, professiona quaifications, age, years of experience, reevance and nature of previous experience, and other skis and attitudes. They form the minimum eigibiity requirements, which the candidate must have, for the appointment to a job. A cear indication of specifications heps in generating eigibe appications, because of sef-seection. The candidates who do not possess those quaifications do not appy. On the other hand, ack of cear- cut specifications may generate a arge number of appications, eading to high costs, in terms of man-hours, in processing them. There is a great dea of disagreement with regard to deveoping compete and correct job specification unike the job description, which provides more objective assessment of job requirements. The decision to specify minimum human requirements for a job is a difficut one as it invoves considerabe degree of subjectivity. There is a genera feeing that organisations generay tend to estabish reativey high requirements for forma education and training, resuting in a situation where highy quaified peope end up doing jobs of routine nature. Particuary, in India, highy quaified personne are recruited for jobs where their abiities, skis and knowedge are under- utiized. Despite these probems, however, minimay acceptabe human requirements need to be specified for various jobs and category of jobs. The format for job specification shoud incude the foowing items: Position Tite Education/ Training Experience Knowedge Abiities Skis Aptitude Desirabe Attributes Contra-indicators, if any. From job anaysis to jobess word Job enrichment means redfining in a way that increases the opportunities for workers to experience buiding of responsibiity, achievement, growth and recognition by doing job we. Anaysing together the job Estabishing cient recognition Vertica oading Job-Sharing Fexibe job doing pattern etc. Open feedback channes. Whether speciaised, enarged or enriched, workers ski generay ike to have 15

12 Approaches to Anaysing Job specific job to do and the job require job descriptions. But in the emerging organisation today jobs are becoming more amorphous and more difficut to define. In other words the trend is towards do-jobbing in many modern organisation SUMMARY Job Anaysis is the process of job-reated data. The data coected wi be usefu for preparing job description and job specification. Job description ists job tite, duties, machines and equipment invoved, working conditions surrounding a job and the ike. Job specification ists the human quaifications and quaities necessary to do the job. Job anaysis is usefu for HRP, recruitment and seection, training and deveopment, job evauation, remuneration, performance appraisa, personne information and safety and heath programmes. It aso aides anaysis of the organisation structures and the work systems/procedures and contribute towards improving the productivity of the organisation. A ogica sequence to job anaysis is job design which is nothing but organisation of tasks, duties and responsibiities into a unit of work SELF-ASSESSMENT QUESTIONS 1. What do you mean by job anaysis? Expain the process of job anaysis. 2. Expain various methods of coecting information for job anaysis. 3. Define job description. Expain the uses of job description FURTHER READINGS Aswathappa, A. (2002) Human Resource and Personne Management: New Dehi: Tata McGraw. Beddoe Robin Forbes (1988). How to prepare a job evauation: Job Description, Working Time Anaysts. Burns, M (1978). Understanding Job Evauation, Institute of Personne Management, London, IPM. ILO (1986), Job Evauation, ILO, Geneva. Morris, J. Waker (1973). Principes and Practice of Job Evauation, London, Heinemann Haey Court, Jordan Hi, Oxford. Peterson T.T(1972). Job Evauation: A manua for Peterson Method. Vo 2, London, Business Books. Saiyadain, M.S(2003) Human Resource Management (3 rd ed), New Dehi: Tata McGraw US Civi Service Commission (1976): Job Anaysis. Washington D.C: U.S. Government Printing Press. 16