JOB ANALYSIS
5.8 JOB SPECIFICATION
ii. An object of the verb iii. The expected outcomes iv. The frequency of the duties
v. The tools, equipment, aids, and processes to be used b. Be logical:
If the job is repetitive, describe the tasks as they occur in the work cycle. For varied jobs, list the major tasks first and follow those with the less frequent and/or less important tasks in order.
c. Use proper detail:
Make sure the description covers all the meaningful duties of the job, but avoid too many details.
d. Use the active voice:
Start each statement with a functional verb in the present tense (third-person singular)— for instance, “Bends,” “Approves,” or “Analyzes.” Avoid terms like prepares, handles, maintains, and processes.
e. Be specific:
For example, instead of saying “Lifts heavy packages,” say “Frequently lifts heavy packages weighing up to 50 pounds.”
f. Describe, do not prescribe:
Say “Operates electronic imaging machine,” not “Must know how to operate electronic image machine.” (The latter is a job specification, not a job description.)
g. Be consistent:
Define terms like may, occasionally, and periodically. For example, say “May is used to describe tasks that only some of the employees in a job perform; occasionally can describe tasks performed once in a while and not by a particular employee on a job.”
h. Prepare a miscellaneous clause:
This clause provides flexibility, and may be phrased as follows: “Performs other related duties as assigned by supervisory personnel.”
Acharya Nagarjuna University 5.15 Centre for Distance Education
individual needs to perform a job satisfactorily. KSAs include education, experience, work skill requirements, personal abilities, and mental and physical requirements. It is important to note that accurate job specifications identify what KSAs a person needs to do the job, not necessarily the current employee’s qualifications.
A job specification cuts to the quick with your requirements whereas the job description defines the duties and requirements of an employee’s job in detail. The job specifications provides detailed characteristics, knowledge, education, skills and experience needed to perform the job, with an overview of the specific job requirements. Jobs specification helps the organization to find what kind of persons are needed to take up specific jobs. The personal attributes that are described through a job specification may be classified into three categories:
a. Essential attributes: skills, knowledge and abilities a person must possess b. Desirable attributes: qualifications a person ought to posses
c. Contra – indicators: attributes that will become a handicap to successful job performance.
Components of a Job Specification
A job specification is useful for recruiting as it helps you write your job postings and your website recruiting material. It is also useful for distribution in social media, for screening resumes, and for interviews. Following are important components of job specification:
i. Experience: Number of years of experience in the job you are seeking to fill.
Number of years of work experience required for the selected candidate. Note whether the position requires progressively more complex and responsible experience and supervisory or managerial experience.
ii. Education: State what degrees, training or certifications are required for the position
iii. Required skills, knowledge and characteristics: State the skills, knowledge and personal characteristics of individuals who have successfully performed this job. Or, use the job analysis data to determine the attributes you need from your ‘ideal’ candidate. Your recruiting planning meeting or email participants can also help determine these requirements for the job specification.
5.9 JOB DESIGN (Robert L. Mathis and John H. Jackson, 2008)
Job design refers to organizing tasks, duties, responsibilities, and other elements into a productive unit of work. It addresses the content of jobs and the effect of jobs on employees. Identifying the components of a given job is an integral part of job design.8 Currently, job design is receiving greater attention for three major reasons:
a) Job design can influence performance in certain jobs, especially those where employee motivation can make a substantial difference. Lower costs resulting from reduced turnover and absenteeism also are related to the effective design of jobs.
b) Job design can affect job satisfaction. Because people are more satisfied with certain job configurations than with others, identifying what makes a “good”
job becomes critical.
c) Job design can affect both physical and mental health. Problems such as hearing loss, backache, and leg pain sometimes can be traced directly to job design, as can stress, high blood pressure, and heart disease.
Classic Approaches to Job Design
One approach for designing or re-designing jobs is to simplify the job tasks and responsibilities. Job simplification may be appropriate for jobs that are to be staffed with entry-level employees. However, making jobs too simple may result in boring jobs that appeal to few people, causing high turnover. Several different approaches have been used as part of job design.
Job Enlargement and Job Enrichment
Attempts to alleviate some of the problems encountered in excessive job simplification fall under the general headings of job enlargement and job enrichment. Job enlargement involves broadening the scope of a job by expanding the number of different tasks to be performed. Job enrichment is increasing the depth of a job by adding responsibility for planning, organizing, controlling, or evaluating the job. A manager might enrich a job by promoting variety, requiring more skill and responsibility, providing more autonomy, and adding opportunities for personal growth. Giving an employee more responsibility for planning and controlling the tasks to be done also enriches a job. However, simply adding more similar tasks does not enrich a job.