ABSTRACT

Human resources management seriously takes care of the employees’ potentials. For this
purpose, the placement in an appropriate job position according to the employees’ skills, talent
and performances contributes to increased job satisfaction is inevitable. Thus, they are more
motivated to achieve high performance and self-development in the context of improved
personal performance required to execute the duties of a particular job position. On the other
hand, changes affect the shifting of work activities in workplaces. It implies the need for re-
analysis of each job, after which each one of them will be designed and staff will be allocated
according to their competencies. In order the human management resources sector to function
seamlessly to increase the effectiveness and efficiency of the company it is inevitable to perform
work analysis. Although it is an expensive and difficult process that is most often avoided, the
benefit of it is multiple in terms of making an appropriate description of the tasks of the job
position, responsibilities and powers, but also in terms of the changed needs of modern
competencies of employees. This paper is a review of the validity of the job analysis in the
human resource management.

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INTRODUCTION

The late twentieth and early twenty-first century we are witnessing the emergence of strong
challenges in economic sciences. The major progress of information technology, as well as
science and technology in general, alter the characteristics of the organizational business
environment, which is becoming increasingly more complex. In this situation of extreme
importance is the active involvement of organizations in creating change and quickly adapting to
the changing conditions.

Over the past two decades, a growing number of management and HR professionals have argued
that investment in sound HR practices and programmers pays off for an organization through
improved productivity and superior financial performance. Peter Drucker (2002).

Organizations acknowledge that only by anticipating and taking action aimed at developing and
retaining the necessary and educated employees, as well as efficient management of human
resources, they can be successful in the environment characterized by dramatic and continuous
industrial change and economic development.

The work analysis is one of the functions of human resource managers. It results in two
important documents, namely the job description and job specification. Staff planning is based
on them, whether it is about strategic human resources planning or as part of the annual planning
of the company. At this stage of development of human resources in the country it is necessary to
analyze the situation in the environment to conclude which changes are needed for the
organizations to introduce in its management of intellectual capital in order to increase their
efficient operation.

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JOB ANALYSIS

Job analysis organizes the information for that position such as tasks, knowledge, skills, abilities
and other attributes known as KSAO - Knowledge, Skill, Ability and other personal
characteristics. This an activity that human resources managers have to constantly deal with
because it is the basis for human resource planning, giving important information necessary for
the development and job specification. Good human resource planning involves meeting current
and future personnel needs. The manager ensures that personnel needs are met through ongoing
analysis of performance objectives, job requirements, and available personnel, coupled with
knowledge of employment laws (Fred C. Lunenburg, 2012).

Job analysis is one of the most important activities of human resource management and can
perform multi-functions. A regular or proactive job analysis practices help to identify factors that
shape the employees` motivation and job satisfaction. Organizational performance is a
multifaceted concept. (Amos, T., Ristow, A. & Ristow, L. 2004).

The researchers have established co-relationship between organizational performance and job
analysis in context to human resource management but the relationship between HRM practices
like job analysis – job performance, the intervening process recruitment, connecting job analysis
is yet to be explored in a full flow. (Wickstrom G., Bendix T., 2000).

Organizations often do not pay enough attention to the job analysis. The reason is the expensive
procedure in which managers do not want to invest because they see no direct benefit, but the
lack of a person who is expert enough to do the analysis in the workplace.

As a result of constant changes in the scope and manner of performance in the workplace, the
skills and competencies required for the job position are changing too. Companies might find a
transition from conventional job analysis approaches to competency-focused ones worthwhile in
view of the rapidly changing nature of jobs and job requirements in the present environment.
(C.M. Siddique, 2004). Therefore, it needs constant review and revision of the job analysis that
should be constantly available to the managers as well as to the employees.

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With the development of information tools, cognitive analysis of the job position differs from the
behavioral analysis, and it is becoming increasingly important. Behavioral analysis of workplace
is questioning employees, while the cognitive studies the mental structures (cognitive
architecture) and mental processes (perceiving, recognizing reasons, memory, deductive and
inductive analysis, forecasting) that are essential for the successful execution of tasks.

The job analysis can offer a solution for most effective work organization (classification of
work), improving ineffective processes (redesign work), planning training for introducing new
employees into existing processes, or existing workers in new processes, establishes criteria
assessment of employment effect, adequate and fair compensation, advance planning of
employees throughout their careers. With increasing recognition of the HR–performance linkage,
it has been suggested that organizations that actively pursue job analysis as an HR planning
strategy are likely to gain competitive advantage (Dessler, 2003).

DEFINITIONS

According to web encyclopedia job analysis is the formal process of identifying the content of a
job in terms of activities involved and attributes needed to perform the work.

Bayers and Rue says, “Job Analysis is the process of determining and reporting pertinent
information relating to the nature of a specific job.”

It is the determination of tasks, which comprise the job of the skills, knowledge, abilities, and
responsibilities required of the holder for the successful job performance. Putting it in other
words it is the process of getting information about the job incumbent’s skills, education and
training to carry out the job effectively and terms on time for completion, performance standard.

It is procedure by which pertinent information is obtained about a job, i.e. it is detailed and
systematic study of information relating to the operations and responsibilities of a specific job.

A job analysis results in two important documents:

• Job Description;
• Job Specification.

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Job Description:

Job description is written record of the duties, responsibilities and requirements of particular
jobs. It is concerned with the job itself and not with the work. It is a statement describing the job
in such terms as its title, location, duties, working conditions and hazards. In other words, it tells
us “What to be done, and how it is to be done and why.” It is a standard of function, in that it
defines the appropriate and authorized contents of a job.

Job Specification:

Job specification is a standard of personnel and designates the qualities required for an
acceptable performance. It is a written record of the requirements sought in an individual worker
for a given job. In other words, it refers to a summary of the personnel characteristics required
for a job. It is a statement of the minimum acceptable human qualities necessary for the proper
performance of a job

We may define Job analysis as below

Job Analysis

Job Specification Job Description

- Qualification - Job title
- Experience - Job Location
- Training - Job Summary
- Skill - Reporting to
- Responsibilities - Working Condition
- Emotional - Job Duties
Characteristics - Machines to be used
- Sensory Demands - Hazards

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PURPOSE AND USES OF JOB ANALYSIS

Job Analysis is not useful but an essential part of organizational strategies to serve the following
purposes:

• Organization and Manpower Planning: It is helpful in organization planning, for it

defines labor needs in concrete terms and coordinates the activities of the work force, and
clearly divides duties and responsibilities;
• Recruitment and Selection: By indicating the specific job requirements of each job (i.e.
the skills and knowledge), it provides a realistic basis for the hiring, training, placement,
transfer and promotion of personnel. “Basically, the goal is to match the job requirements
with a worker’s aptitude, abilities and interests”. It also helps in charting the channels of
promotion and in showing lateral lines of transfer;
• Wage and Salary Administration: By indicating the qualification required for doing a
specified job and the risks and hazards involved in its performance, it helps in salary and
wage administration. Job analysis is used as a foundation for job evaluation;
• Job Re-Engineering: Job Analysis provides information, which enables us to change
jobs in order to permit their being managed by personnel with specific characteristics and
qualification.
• Employee Training and Management Development: Job Analysis provides the
necessary information to the management of training and development programs. It helps
to determine the content and subject matter of in training courses. It also helps in
checking application information, interviewing, weighing test results, and in checking
references.
• Performance Appraisal: It helps in establishing clear cut standards which may be
compared with the actual contribution of each individual;
• Health and Safety: It provides an opportunity for identifying hazardous conditions and
unhealthy environmental factors so that corrective measures may be taken to minimize
and avoid the possibility of accidents.

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 • Employee Orientation: Effective job orientation cannot be accomplished without a clear
understanding of the job requirements. The duties and responsibilities of a job must be
clearly defined before a new employee can be taught how to perform the job.
• Utilizing Personnel: Job Analysis information can help both employees and managers,
pinpoint the root of a problem if employee functions are not adequate. In sum, it may be
noted that job analysis is a systematic procedure for securing and reporting the
information, which defines a specific job.

STEPS IN JOB ANALYSIS/PROCESS

The major steps to be followed in carrying out job analysis in an organization can be described
as follows:

• Step 1: Studying job vis a vis the organization: Review the available Background
information through organization workflow or process charts. Studies the job inter
relationships. Often, a restructuring, downsizing, merger, or rapid growth will initiate this
review.
• Step 2: Selection of uses of job analysis information: Be selective regarding the future
uses of job analysis. The employee or the manager may request a job analysis to
determine the appropriate compensation, but they also be interested in formally
documenting changes in recruitment, placement and training for a particular job.
• Step 3: Identify the “job” to be analyzed: it is always advisable to choose flow
representative and key positions for job analysis, thus avoiding unnecessary time and
financial expenditure.
• Step 4: collection of Job Analysis data: manager should consider using a number of
different methods of data collection because it is unlikely that any one method will
provide all the necessary information needed. Three of the most popular form of data
collection is:

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 o Observation of tasks and behavior with the job incumbent i.e. both physical and
mental activities;
o Interviews;
o Questionnaires and checklists;
• Step 5: Develop a Job Description: Highlight the major tasks, pertaining to effective
job performance through the written description;
• Step 6: Develop a Job Specification: Transcript the information obtained after step 4
highlight what personal qualities, trait, skills, and background is necessary for optimal
job performance.
• Step 7: Review and update of information: If no major changes have occurred in the
organization, then a complete review of all jobs should be performed every three years.

In short we may show steps of Job Specification:

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CONTENTS OF JOB ANALYSIS

Job analysis is a process for systematically collecting information to help you fully understand
and describe the duties and responsibilities of a position as well as the knowledge, skills and
abilities required to do the job. The aim is to have a complete picture of the position - what is
actually done and how.

The purpose of job analysis is to provide the information necessary for writing job descriptions.
Job descriptions are used as the basis of most other HR management practices from selection to
training to performance management. Job analysis information can also be used in the job
evaluation process, which is the process for assigning value to a job for the purpose of setting
compensation.

The types of information collected during job analysis will be specific to each organization.
However, typical kinds of information that are gathered are:

• Summary of duties
• Details of most common duties
• Supervisory responsibilities
• Educational requirements
• Special qualification
• Experience
• Equipment/tools used
• Frequency of supervision
• Others the incumbent must be in contact with
• Authority for decision making
• Responsibility for records/reports/files
• Working conditions
• Physical demand of the job
• Mental demands of the job

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Information about jobs can be gathered using qualitative or narrative techniques such as
interviews, questionnaires, observations and activity logs.

• interviews

The employee and/or manager are asked a series of questions about the job, the essential tasks of
the job, and the abilities required to perform it well

• Questionnaires

Ask the employee to fill out a standard questionnaire about the essential tasks of the job

• Observation

The person collecting the data observes the activities of the employee and records these on a
standardized form direct observation of the employee at work is a useful technique if the
activities are easily observable

• Activity Logs

The employee is asked to keep a log of every activity and the time spent on it for a set period of
time

A job Analysis provides the following information:

1. Job Identification;
2. Significant characteristics of a job;
3. What the typical worker does;
4. Which materials and equipment of a worker uses;
5. How a job is performed;
6. Required personnel attributes;
7. Job relationship.

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CONCLUSION

Changes and rapid progress of management science, allocated in the practice of the organizations
does not exclude and human resources management. From that perspective, it is necessary to
improve workflow in the interest of increasing work efficiency. Organizations must adapt to the
need to anticipate and undertake activities aimed at developing and retaining the necessary
personnel, especially the educated and competent employees, as well as through effective human
resource management.

That is the only way they can be successful in the environment characterized by dramatic and
continuous industrial change and economic development.

To successfully allocate human resources it is necessary to develop a strategy for the

development of human capital. Naturally, as the vanguard job analysis must be carried out. Even
after the analysis, human resources planning can begin.

The fact is that job analyses in Macedonia are rarely, partially or never implemented. It can be
found in some other form, just like the analysis of the work, but not as regularly scheduled
procedure before making the strategic planning of human resources. Namely, our strategy to
develop human resources is not prevalent in the organizations, except those with foreign capital.

The job analysis document results in two important documents: job descriptions and job
specifications. Organizations have adopted these documents as regulations conducted by legal
departments that operate within them, and that are on the level line of ministries.

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RESOURCES

1. G. Dessler /2003/ Human Resource Management, 9th edn. Englewood Cliffs, NJ: Prentice
Hall

2. P. Drucker /2002/ ‘They’re Not Employees, They’re People’, Harvard Business Review, pp.
70–7

3. F. C. Lunenburg /2012/, Human Resource Planning: Forecasting Demand and Supply,

International Journal of Management, Business, and Administration Volume 15, Issue 1, pp. 1-
10

4. T., Amos, A. Ristow, & L. Ristow /2004/. Human Resource Management, 2nd Ed.,
Lansdowne: Juta.

5. C.M. Siddique /2004/ Job analysis: a strategic human resource management practice, The
International Journal of Human Resource Management, Volume15, Issue 1, pp. 219-244

6. M. Chiesa, S. Hobbs /2008/ Making sense of social research: how useful is the Hawthorne
effect? European Journal of Social Psychology. Volume 38, Isssue 1, pp. 67–74.

7. Susanta Sarkar Subho Roll- 071616 Session- 2016 (January- December).

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