A

MAJOR PROJECT
ON
JOB ANALYSIS

Submitted in partial fulfillment of the requirement for the

award
Of
MASTER OF BUSINESS ADMINSTRATION
To
DEPARTMENT OF BUSINESS ADMINSTRATION
JNT UNIVERSITY, HYDERABAD
SUBMIITED BY
G.MANASVI
181Q1E0023
Under the guidance of
Mr.Satish

AVANTHIS PG & RESEARCH ACADEMY

(Affiliated to JNTU)
Gunthapally (v), Hayathnagar (M), R.R District.
2018-202
 CERTIFICATE
This is to certify that the project work “JOB ANALYSIS” is a bonfire work of G.MANASVI
Enroll No: 181Q1E0023 carried out partial fulfillment award of degree of MBA Department of
“AVANTHIS PG & RESEAECH ACADEMY” JNT University under my guidance. This
project work is original and submitted earlier for the award of degree of any other
university/institution.
Signature Of The guide

Principal Head of the Department

External Examiner
 CERTIFICATE
This is to certify that the MS. G.MANASVI, a student of
“AVANTHIS PG & RESEARCH ACADEMY”, Abdullapur met, Hayath Nagar, R.R District,
bearing Roll No 181Q1E0023 has completed for the project work “JOB ANALYSIS” in
Genpact Company for the period of 45 days in partial fulfillment of the requirement for award of
“Master of Business Administration “And successfully completed.
During the course we have found her to be intelligent, hard working and disciplined. We wish
our success in future assignment.
 ACKNOWLEGMENT
This highest happiness that accompanies that successful completion of my task would be
incomplete without expression of gratitude to all those people who have helped me throughout
this project as success is the abstract of hard work.
I would like to express my heartfelt thanks to the team and employees of the organization for co-
operation.
At the outset, I express my deep sense of gratitude to Dr.Azmal Hussein sheik, of
“AVANTHIS PG & RESEAECH ACADEMY” for giving me opportunity and permission to
undertake this practical training in field associated with.
Iam also thankful for the encouragement extended to Mr.Satish Garu, internal guide
”AVANTHIS PG & RESEARCH ACADEMY” and faculty for their constant support and co-
operation.
G.MANASVI
181Q1E0023
S.No Table of Contents Pg. No
1 Origin, growth & products
2 Company overview
3 Organizational Structure
4 Vision, Mission
Awards & Accolades
5 Suggestions & Strategies
6 Introduction
7 Abstract, background
8 Definition, purpose
Recruitment & Selection

Performance Appraisal
Training & Development
Job Designing & Designing
9 Methods
Observation Method
Interview Method
Questionnaire Method
10 Uses
Human Resource Planning
Recruitment
Selection
11 Challenges
12 Advantages
Disadvantages
13 Importance
CHAPTER-1
ORIGIN OF THE COMPANY:
Genpact is American professional services firm headquarters in New York. It began in 1997 as a
unit within General Electric. The character was to provide the business. During eight years they
followed. Genpact began to manage a wide range of processes across GE’S financial services
and manufacturing business. In January 2005 the company became an independent and began to
serve clients. In August 2007, Genpact has listed on the NYSE Under the symbol of “G. Since
the company was grown with 32000 employees and revenue US$823 million to 77000+
employees and revenues of US$2.56 billion in 2016.
GROWTH:
The company which was spun off from the General Electric had seen its growth curbed as GE
Capital sold off some business but now is forecasting an accelerating in growth. Genpact forecast
growth of 9-11% in the global client revenue in 2018. Genpact expert’s revenue in 2018 to be
between in $2.93 billion to $3 billion. The US listed process management experts GE revenue to
stabilize. The company’s growth comes on the back of significant investments.
Some of the headwinds have abated, so in the medium term, company growth is expected to be
in the high single digital to double-digit range, “Edward Fitzpatrick” chief financial officer at
Genpact, told investors. He added the global client growth would best investments double digit
to low teens. The company’s growth comes back on the significant. It has spent nearly $500
billion in acquisitions since 2014 and increased its sales, marketing and R&D expenditure. It
packed the performance is driven by growth in a digital client BPO & transformation services.
Additionally strong clientele and aggressive share buy back on stable cash flows are tailwinds.
However, customer concentration is a concern for a company,” analysts at sack’s investment
said. The research firm that business process management companies such as Genpact, EXL &
WNS has significant efforts to regulation –proof their business. The BPM industry has focused
on controlling high India talent figure by clamping down on hiring. In FY18, BPM experts saw
the lowest number of employees added in seven years. According to the Masco Strategic review
in 2018.
PRODUCTS:
In June 2017, Genpact announced Genpact Cora, Artificial Intelligence (AI)-based platform for
enterprises. The platform has an application program interface design and open architecture that
includes Genpact own intellectual property as well as providers.
GENPACT COMPANY OVERVIEW:
Genpact Limited in co-operated on March 29 2007, is engaged in providing digitally powered
business process management and services. The company’s segments business process
outsourcing information technology services. The company’s offers various vertical integrations
which include banking & financial services, capital markets, insurance, consumer goods & retail,
life sciences and health care, infrastructure, manufacturing and services, high-tech. In addition to
those vertical activities, it offers analytics and research, collections & customer services,
consultancy and transport services.
OBJECTIVE:
“PIYRUSH” is the HR of the company and he leads the human resources function and his
capacity has an integral role in the organization’s journey to becoming an employer of choice.
With more 20 years of experience of HR Piyrush contributed to various aspects of people
management in both business & co-operate roles including employee relations.
BOARD OF DIRECTORS:
DIRECTORS NAME DESGINATION

ROBERT G.SCOTT CHAIRMAN

STACEY CARTWRIGHT FORMER DEPUTY CHAIRMAN

JAMES C. MADDEN CO-FOUNDER MANAGING DIRECTOR

CECE MORKEN EXECUTIVE VICE PRESIDENT

 ORGANIZATIONAL STRUCTURE:

Chair Man

Managing Director

Executive Director

General Manager

Marketing Finance Human Resource Production R&D

Manager Manager Management Manager Manager

Regional Executive Executive Senior Officer

Manager

Assistant Senior Assistant Junior Officer

Manager

Assistant
Marketing Officer Junior
Representative

Wage Worker

Sales Field Assistant

Representative
MISION:
To the business process management & technology services in the world.
VISION:
Together we turn in everyday in progress we dive deep & work toward a bold vision. We think
big & never for what’s next. We roll up our selves and invent it. We take pride in our maniacal
client centricity.
VALUES:
Diversity
Respect
Integrity
Customer focus
Innovation
AWARDS & ACCOLADES:
NASSCOM ranks Genpact as a no1 BPO company in India.
Genpact also secures the sixth position among the Top-IT BPO employers in India.
Top 10 best managed global outsourcing vendor no1 end-end procurement outsourcing & no 2, F
& A.
Best co-operate volunteer program, American Chamber of Commerce in Roman.
SOLUTIONS OFFERED IN GENPACT:
Accounting & finance
Collections
Contact center
Human resource services
Risk management services
It infrastructure services
HIRING PROCESS:
There are 3 rounds of interview
Aptitude
GD
Personal interview
SUGGESTIONS:
The interview process should be more than simplified.
There should be fixed rounds of interview.
The criteria for the selection process should be same for all candidates despite of functional
areas.
Pre telephonic should be encouraged so that efficient candidates can be identified in first instance
which save the time and will improve selection quality.
STRATEGIES:
Genpact is revamping its sales strategy, function & incentives, a development that comes amid
tough competition of India’s biggest business process outsourcing focuses on fewer verticals &
clients that it plans to mine for stronger growth. “We are going from 3000 accounts and
prospects to 800.Essentially we’ve gone from a shallow and wider approach to targeting clients
&markets to very specific customers.
CHAPTER-2
INTRODUCTION:
Job Analysis is an essential prerequisite for the effective management of the human resources of
an organization. It is the process gathering relevant information about the job. It actually
specifies the tasks involved in a job and the factors influence the performance of that job. As a
process it is capable of producing results with great relevance practice for human resource
management. Job analysis has applications in almost all the HR activities of the organization. It
acts as basics for the decisions involved in human resource planning, selection, recruitment,
training & development, compensation fixation, job evaluation, performance evaluation, career
management, health & safety of employees. In reality job analysis involves in ascertaining what
people do and understand why and how they do it. This enables organizations not only in
identifying the problems but also in developing solutions. As such, primary purpose of job
analysis is to provide the solutions to virtually all employee-oriented problems in an
organization.
Due to the swift changes in the external environment factors like technology, labor market
conditions & competition. The characteristics & requirements of the jobs in the organization
often undergo changes. In such, an environment it becomes necessary for the organization to
conduct the job analysis to know the impact of changes on the requirements and nature of the
jobs. Thus a job analysis helps the organization to accessing how environmental challenges
affect the jobs. Of course, the purpose of the job analysis is multi dimensional in nature it
involves in studying different aspects of the jobs. Job analysis is capable of generating a wealth
of an organization. This information is usually classified into three categories (i) job content
(ii) Job context (iii) job holder requirements. Among this job content refers to actual activities
performed in the job be analyzed. Job context refers to conditions in which the job is done. Job
holder’s refers to work eligibility requirements for doing the job.
ABSTRACT:
Job Analysis forms the core of human resource activities and can perform a number of functions.
Researches in strategic human resource management has established a relationship between
HRM practices like job analysis- job performance, the interviewing recruitment process,
connecting job analysis and job performance remains explored. This research attempts to access
the impact of job analysis on the basics of opinions of the employees of organization. A survey
questionnaire was designed & pre-tested. The study was carried out by taking a sample size of 50
employees of conceptual frame work of human resource practices in relation to employee
process and its impact on employee job performance and subsequent job analysis. Results
supported the HR performance conceptual model by showing significant impact on human
resource management practices on job analysis. Here we deal with qualitative data collection
technique. Researcher uses the descriptive as well as explorative research design. Future research
should observe the out coming of booming executive of HR practices and survival assured
practices on employee job excellence & reliability. Also future studies by the researcher have
keeping the interest in the association of these constructs can use this model to prepare new
research of this study in diverse sectors.
BACK GROUND OF STUDY:
Job Analysis is very important in human resource function. It involves in matching the
employees with the most appropriate skills to the best suited job position at the most opportunity
time. The HR department and management define the job description & specification for each
position within the organization. Each position in the organization is unique and therefore, has
different needs and necessities. The skills, past experience & educational qualifications differ
from each job. Companies undertake job analysis to understand the requirements for the job.
This is a mechanism through which company fixes on duties, responsibilities & authority of the
job. The HR department prepares this analysis for each in the organization and points the
appropriate employees for them.
ANALYSING JOB REQUIREMENTS:
This is a procedure where the HR department and management sit down and define the roles,
responsibilities & authority for each individual job. The management then gets a clear idea on
the chores of individual would be required to perform for discharging their duties. The duties and
authorities of the software would be different from those of a production manager. Accordingly
qualification expertise would also differ. Unless the most suited and eligible candidates are
placed on the job.
ANALYZING PRESENT CONDITIONS:
Job analysis also enables the management in analyzing whether or not its employees are aptly
placed. For example the management may have incorrectly placed marketing executive in the IT
department. The management then takes the stock of the situation and transfers the inappropriate
employee. Also training needs of the employees are highlighted. Some employees may need to
be already trained polished on the requirements of their jobs. At other times the employees may
need not to be trained and requirements on using new systems. Job analysis is also very most
imperative for defining safety standards for each job position. Some jobs in the organization are
sedentary; other needs the employee to commute to different places to carry out for his duties.
Certain types of jobs require the company to provide additional safety of the employees.
FUTURE INTIATIVES:
Job analysis is also necessary wherever the company is about to growth its operations. Presently
the company may be producing X units of output, it estimates that there exists additional
demand. If the company has to produce 2X units, it needs additional employees.
DEFINITION:
According to “R.J HARVEY” “Job analysis involves in gathering the data about observable job
behaviors & delineating the skills, abilities & other characteristics needed for the job”.
According to “ARUN MONAPPA & MIRZA SAIYADIN” “Jon analysis is a process by which
is regard to each job systematically noted & observed”.
According to “WANDY MONDY” “Job analysis is the systematic process of determining skills,
abilities & knowledge required for performing the jobs in the organization”.
Job analysis is a process collecting analyzing, setting out information about the contents of the
jobs in order to provide the basics for a job description and data for a recruitment, training, job
evaluation & performance management.
It approaches the task of defining the role context and conditions, human behavior, performance
standards & responsibilities of the job systematically.
It helps in establishing job’s worth to an organization. In other words it measures the value of
contribution of the job to the growth of the organization.
It resists in the human resource and strategy formulation process of the organization to help it
achieve its business goals & objectives effectively.
It helps in developing a job profile for each job and acts as the basics for developing job
specification & description statements.
It facilitates the process of understanding the impact of environmental change on individual jobs.
It assists the organization in removing and identifying the unnecessary skills & other
requirements for a job. This helps in simplifying the eligibility for the job and also in ensuring
equal opportunity for all the employment.
It enables the organization to attempt the job improvements through the job reengineering and
job enlargement to provide enhancement and satisfaction for the employees.
PURPOSE OF JOB ANALYSIS:
The main purpose of conducting the job analysis is to use this particular information to create a
right fit between the job and employee, to assess the performance of an employee, to determine
the worth of particular job and analyze training and development needs of an employee
delivering their specific job.
Job analysis plays an important role in recruitment & selection, job evaluation, job designing and
deciding compensation & benefits packages, performance appraisal, analyzing training and
development needs, assessing the worth of a job & increasing personal as well as organizational
productivity.

Recruitment &
Performance
selection
analysis

Purpose

Training & Compensation

development needs management

Redesigning &
designing
RECRUITMENT & SELECTION:
Job analysis helps in determining what kind of person is required to perform a particular job. It
points out the educational qualifications, level of experience, technical, physical, emotional &
personal skills required to carry out a job in a desired fashion. The objective is to fit right person
at the right place.
PERFORMANCE APPRASIAL:
Job analysis is done to check if goals & objectives of a particular job are met or not. It helps in
deciding the performance standards, evaluation, criteria and individual output. On the basics, the
overall performance of an employee is measured and he or she is appraised accordingly.
TRAINING & DEVELOPMENT:
It can be used to assess the training and development of needs of employees. The difference
between the employees expected and actual output determines the level of training that need to
be imparted to employees. It also helps in deciding the training content, tools and equipment to
be used to conduct training & methods of training.
JOB DESIGNING & REDESIGNING:
The main purpose of job analysis is to streamline the human efforts to get the best possible
output. It also helps in designing, redesigning, enrichment, evaluation and also cutting back and
adding the extra responsibilities in a particular job. This is done to enhance the satisfaction while
increasing the human output.
PROCESS OF JOB ANALYSIS:
Identification & isolation of the component tasks in a job nature of work.
Describe the sequence in which tasks are performed and the conditions under which these are
performed- working conditions.
Identifying the duties, responsibilities & hazards involved in the job.
Determine the abilities and skills required personal demands.
METHODS:

Observation method

Interview method Questionnaire method

OBSERVATION METHOD:
A job analyst observes an employee and records all his performed and non performed tasks,
fulfilled and unfulfilled responsibilities and duties, methods, ways and skills used by him or her
to perform various duties and his or her mental and emotional ability to handle challenges and
risks. However it seems one of the easiest methods to analyze a specific job but that truth is most
difficult one. Why let’s discover it is due to the fact that person has his own of observing things.
Different people think different and interpret the findings in different ways. The process may
involve personal biasness, likes or dislikes and may not produce genuine results. This error can
be avoided by proper training of job analyst or whoever will be conducting the job analysis. This
particular method includes three techniques direct observation, work methods and critical
incidence technique. The first includes the direct observation and recording of an employee in
different situations. The second involves the study of time and motion and is specially used for
assembly line. The third is identifying the work behaviors that result in performance.
INTERVIEW METHOD:
In this method, an employee is interviewed so that he or she comes up with their own working
styles, problems faced by them, use of particular skills and techniques while performing their
jobs and insecurities and fears about their careers. This method helps in interviewer know
exactly an employee thinks about his or her own job responsibilities involved in it. It involves in
analysis of job by employee himself in order to generate honest and feedback or to collect
genuine data questions asked in the interview should be carefully decided. And to avoid errors it
always good to the interview more than one individual to get pool of response. Then it can be
generalized used for the whole group.
QUESTIONNARIE METHOD:
Another commonly used job analysis method is getting questionnaire filled by the employees
their superiors and managers. This method also suffers from personal biasness. A great should be
takes while framing the questions for different grades of employees. In order to get true job info,
management should effectively communicate it to the staff that data collected will be used for
their own good. It is very to ensure it would be used in anyway.
USES:
Good human resource management demands both the employee and employer a clear
understanding of duties to be performed on the job. It helps in understanding by drawing the
attention to a work of unit its linkage with units of work. More especially the uses of job analysis
may be summarized thus
HUMAN RESOURCE PLANING:
Job analysis helps in forecasting the human resource requirements in terms of knowledge and
skills. By showing lateral and vertical relationships between the jobs. It facilities the formulation
of the systematic promotion and transfer policy. It also helps in determining the human resources
needed in the organization.
RECRUITMENT:
Job analysis is used to find out how and when to hire the people for future job openings. An
understanding of the skills needed that are vacant in future helps in determining jobs.\
SELECTION:
Without proper understanding of what is done on the job, it is not possible to select the right
person.
PLACEMENT & ORIENTATION:
After selecting the people we have to place those on the jobs best suited their interest, activities
and aptitude. If we about what they are not sure what they needs to be done. It is not possible to
identify the right person suited to the job. Similarly, effective job orientation cannot be achieved
without proper understanding of the needs of job-orientation.
TRAINING:
If there is any confusion what the job is and what is supposed to be done, proper training efforts
cannot be initiated. Whether or not current job holder requires additional training can be
determined only after the specific needs.
COUNSELING:
Managers can properly counsel the employees about their careers when they understand the
different jobs in the organization. Likewise the employees can better appreciate their career
options when they understand the specific needs of other jobs. Job analysis can point out areas
that an employee might need to develop to further a career.
EMPLOYEE SAFETY:
A thorough job analysis reveals unsafe conditions associated with a job. By studying how the
various operations are taken up in a job. Managers can find unsafe practices. This helps in
rectifying the things easily.
PERFORMANCE APPRASIAL:
By comparing what an employee is supposed to be doing to what an individual has actually
done, the worth of that can be assessed. Ultimately every organization has paid a fair
enumeration to people based on their performance. To achieve this, it is necessary to compare
what individual can do.
 Recruitment

Human resource Selection

management

Job evaluation
Placement

Job design & Training

redesign

Performance Employee safety Counseling

appraisal

METHODS OF COOLECTING JOB ANALYSIS DATA:

A variety of methods are used to collect the information. None of them however is perfect. In
actual practice therefore, a combination of several methods is used to obtaining job analysis data.
There are discussed below.
JOB PREFORMANCE:
In this method, job analyst performs the job in a question. The analyst thus receives the firsthand
experience of contextual factors on the job physical hazards, social demands, emotional
pressures, mental requirements. This method is useful for the jobs that are easily learned. It is not
suitable for jobs that are hazardous.
PERSONAL INTERVIEW:
The analyst observes the worker doing the job. The tasks performed the pace at which activities
are done, the working conditions etc are observed during the complete work cycle. During
observation certain precautions should be taken:
The analyst must observe without getting directly involved in the job.
The analyst must observe average working during conditions.
The analyst must make note of the specific job needs and not the behaviors specific to the
particular jobs.
This method allows for a deep understanding of duties. It is appreciate for manual short period
job activities. On the negative side the method fails to take the note of mental aspects of job.
CRITICAL INCIENTS:
This technique is a qualitative approach to job analysis used to specific behaviorally focus
descriptions of work. Here are job holders are asked to describe several incidents based on their
past experience. This incident so collected are analyzed & classified according to the job areas
they describe. The requirements will become clear once the analyst draws the line between
effective and ineffective behavior of workers of the jobs.
INTERVIEW:
It consists of asking questions to both incumbents and superiors in either an individual or a group
setting. The reason behind the use of this method is that job holders are almost familiar with the
job and can supplement the information obtained through observation. Workers know the
specific duties of the job and superiors are aware of this job relationship to the rest of the
company.
GUIDELINES FOR ONDUCTIING THE JOB ANALYSIS INTERVIEWS:
Put the work at ease establish rapport.
Make the purpose interview clear.
Encourage the workers to talk by using empathy creativity.
Help the workers to think and talk according to the logical sequence of duties performed.
Ask the worker only one question at a time.
Phrase the questions carefully so that the answers be more than yes or no.
Avoid speaking leading questions.
Secure specified and complete information pertaining to the work performed and the worker
traits.
Consider the interview in plain and easy language.
Consider the time and subject matter of the interview.
Be patience and consider to the interview.
Summarize the information obtained before closing the interview.
Close the interview promptly.
GOALS:
The initial objective of a job analysis is to decide whether the job under the study is really
required for the organization. The remaining purpose of job analysis comes into the picture when
it is confirmed that the continuation of the job is essential. Overall, a job analysis seeks to gather
an information about the under two broad categories. There are (1) primary requirements (2) job
related knowledge, skills and ability requirements. Under the job requirement category, a job
analysis aims at gathering the related to the context conditions, duties and responsibilities of a
job. With regard to the KSA category job analysis gathers the necessary information for
determining the extent of knowledge, skills and abilities required for a person to meet the job
requirements.
JOB EVALUATION:
It actually a system of relating jobs of a firm on the basics of their relevant information,
complied through job analysis are used for almost all HR based decisions. The utilities of job
analysis information in the HR are illustrated. We shall now see how the information is used in
various HR activities productivity.
JOB DESIGN & REDESIGN:
Job design is a process of bringing the different tasks to build a job. The process of job is often
influenced by job requirements, employee satisfaction & organizational goals. A job is designed to
introduce for the first time and redesigned o improve the efficiency and the economy in the
performance is called industrial engineering. On the contrary, if it is redesigned to fit between the
job and efficiency levels of the employees it is known as human engineering. In any case
organizations have been forced by the rapid changes in the environment to undertake job designing
as often as possible. Now job analysis forms basics for any designing and redesigning process.
JOB CLASSFICATION:
It means grouping type of work on the basics similarity. The basics for such grouping could be the
level of difficulty, authority, responsibilities and accountability of the job and the job holder’s
behavioral requirements. The purpose of classifying the job is to enable the firm to determine the
levels of skills required for each group of jobs. As such job and compensation similar to jobs. This
is where the job analysis presents necessary information to the organization for proper job
classification and grouping.
JOB DESCRIPTION & JOB SPECIFICATION:
The last stage in the job analysis process is the preparation of two essential documents job
description and job specification. The written statements of the findings of a job analysis are called
job description. It provides the information about the job title and alternative duties, authorities,
responsibilities, accountabilities, report authorities, relationship other jobs, working conditions and
summary. Job specification on the other hand it is a statement about the appropriate skills,
qualification and other characteristics required for the effective performance of the duties associated
with the analyzed job.
HR PLANING:
It is the process of forecasting of human resource requirements of a firm and their availability of
both within and outside of an organization to execute the future co-operate strategies. The purpose
of HR planning is to choose right person for the right job at the right job. It aims at linking the
human resource management with the goals, mission and vision of the organization. In fact HR plan
determines the number and types of personnel required to perform the job effectively and to
accomplish the goals successfully. Job analysis is the first step in the whole HR planning process.
RECRUITMENT & SELECTION:
Once there is a job vacancy, an organization can conduct a job analysis is to determine whether that
vacancy should be filled or not. If the findings of the job analysis do not support the continuation of
that job in the organization, the particular vacancy need not be filled up. On other hand if the job
continues to be necessary, the organization may proceed with the recruitment & selection.In this
case job specification and description usually forms the basics from the recruitment and selection
process. For instance choosing between the internal & external sources of recruitment for filling up
a job usually depends on the job description statement. Similarly job specification provides the
basics for an objective assessment for the candidates in the selection procedure. It helps in HR
managers distinguish between the essential and desirable requirements of a job. It also facilities the
process of identifying the criteria for determining the success or failure of a candidate in the
selection process.
JOB EVALUATION:
It is the process determining the performance efficient of the employees of an organization. It
requires setting of standards and evaluation criteria for each job comparing them with the actual
performance. Job analysis provides the required information about the duties, responsibilities &
standards of the job. Apparently the accuracy in the results of the performance evaluation is critical
for different HR decisions involving in pay fixation, promotion, disciplinary actions, grievance and
employee feedback.
WAGES & SALARY ADMINISTRATION:
The compensation package should reflect the worth of a job to the organization exactly job analysis
helps the organization in determining the relative worth of each job. The information available in
the job description about an employee duties & responsibilities, level of difficulties, skill
requirements, work environment and location of the job in organizational employees perception of
fair play will in turn helps the firm in achieving the desired level of motivation, attrition rate and job
satisfaction.
SAFETY & HEALTHY:
Job analysis can provide exact information about the nature and type of the conditions for an
accident free- work environment. It can also suggest the safety requirements for the job. Moreover
it might identify the physical hazards involved in the job and the behavior and conditions that can
result in accidents and injuries. The information about the need for safety training and apparatus can
also be ascertaining with the help of job analysis report becomes a valuable source for the health
and safety management of the organization.
INDUSTRIAL RELATIONS:
Industrial relations can be defined as any form of dealing with employers and employees based on
employment. It explains the relationship between management and employees within the
organizational setting. Job analysis findings in the form of job description enhance the objectivity in
decisions involving promotion, transfers in disciplinary action, compensation and grievance
handling.
LEGAL REUIREMENTS:
It is a statement of vital document for an organization in legally and morally justifying its hiring
procedures. In fact it is a legal necessity for an organization to keep a job description statement for
each job.
NATURE OFJOB ANALYSIS:
Job analysis is the procedure for determining the duties and skill requirements of the job and a kind
of person who should be hired for it.
An ideal job analysis should include
Duties and tasks.
Environment.
Tools and equipment
Relationships.
Requiremsents.
COMPONENTS
JOB DESCRIPTION:
It is an important document. It is descriptive in nature. It is useful to identify a job for consideration
by job analysis.
Important questions answered through job description
Why should be done?
What should be done?
Where should be done?
There is no universal format of writing job description. According to “GHORPADE” the following
information is common in most of the job descriptions
JOB TITLE:
Title of the job and other identifying information such as wages, salaries and other benefits.
SUMMARY:
Summary is written in one or more lines that describe what output are expected from the job
incumbents.
EQUIPMENT:
A clear statement of tools, equipment and other information required to perform job effectively.
ENVIRONMENT:
A clear description of working conditions of the job and location and other characteristics of work
environment such as hazards, noise etc.

ACTIVITIES:
A description about the job duties, responsibilities and expected behavior on the job.
JOB SPECIFICATION:
It is known as man or employee specifications are prepared on the basics of the job specification. It
specifies the qualities required in the job incumbent for the effective performance of the job.
Basic contents of job analysis specifications are as follows
Personal characteristics such as general intelligence, memory, intelligence.
JOB EVALUATION:
It is the process of determining relative worth of a job. It is a process which is helpful even for
framing compensation plans by the personnel manager.
REDUTION INEQUALITIES SALARY STRUCTURE:
It is found that people and their motivation are dependent upon how well there are being paid.
SPECIALIZATION:
Because the division of labor and their by specialization, a large number of enterprises.
CHALLENGES IN CONUCTING THE JOBANALYSIS:
No process can be accurate and fully serves the purpose. Job analysis is no exception to it. The
process involves a variety of methods, tools, a lot of human effort. And where the people are
involved, nothing can be 100 percent accurate. However they might be appropriate considering
various factors including organizational requirements, time, effort and financial services. Since the
entire job analysis process, methods tools are designed by humans only, they tend to have practical
issues associated with them. Human brain suffers with some limitation. Therefore everything
created, developed and designed by humans too have some or other constraints. Coming back to the
back even the process of job analysis has a lot practical problems associated with it. Though the
process can be effective, appropriate, practical, efficient and focused but it can be costly, time
consuming and disruptive for employees at the same time. It is because there are some typical
problems that are encountered by a job analyst while carrying out the process. Jobs are complex by
nature. Because there are performed by a range of individuals who work within changeable
environments, it can be difficult to accurately define job demands and the human requirements to
perform them. Even there are defined outputs and expected performance levels for a job, the actual
approaches and nuances associated with executing the job demands may be result in different
actions, depending on the worker and how he or she gets the job done. Let’s discuss them and
understand how the process of job analysis can be made more effective by treating them more
carefully.
LACK OF MANAGEMENT SUPPORT:
The biggest problem arises when a job analyst does not growth the proper support from the
management. The top management needs to communicate it to the middle level managers and
employees and to enhance the productivity of the process. In case of improper communication,
employees may take in it a wrong sense and start looking out for available options. They may have
a notion that this is being carried out to fire them or take any action against them. In order to avoid
such circumstances top management can effectively communicate the right message to their
incumbents. Job-data it is almost impossible to get real and genuine data without the support of
employees.
BIASNESS OF JOB ANALYST:
A balanced and unbiased approach is necessity while carrying out the process of job analysis. To
get real and genuine data a job analyst must be impartial in his or her approach.
SINGLE DATA SOURCE:
Multi source for collection of correct information. Collecting data from a single source may result
in accuracy and it therefore defeats the whole purpose of conducting the job analysis process.
However this is at end. There may be many other problems involved in a job analysis process such
as insufficient time and resources, distortion from incumbent, lack of proper communication,
improper questionnaire and other forms, absence of verification of job analysis process and lack of
reward or recognition for providing genuine and quality information.
SUMMARY OF TYPES OF DATA COLLECTED THROUGH JOB
ANALYSIS:
Work-activities –work activities and process activity records( in film form) procedures used,
personal responsibilities.
Work –oriented activities human behaviors such as physical actions and communicating on job,
elemental motions for methods analysis, personal job demands, such as energy expenditure,
machines, tools, equipments and work aids used.
Job related tangibles & intangibles: knowledge dealt with or applied materials precede products.
Job context: work schedule, financial and non financial incentives, physical work conditions,
organizational and social context.
Personal requirements for job: personal attributes such as personality and interest, education and
training required, work experience.
TIMELINESS OF JOB ANALYSIS:
Due to the rapid change of technological change it makes need for accurate job analysis even more
important now and in the future.
JOB ANALYSIS FOR TEAM MEMBERS:
With the team design there are no narrow jobs.
Work departments do is often bundled into teams.
Last duty shown on proverbial job description and other duty that may be assigned is increasingly
becoming the job description.
JOB ANALYSIS AND THE LAW:
Equal pay act.
Fair labor standards act
Civil rights act
Occupational safety and health act- specify job elements that endanger health are considered
unsatisfactory or distasteful by more people.
Americans with disability act- make reasonable accommodation for disabled person.
BUILDING BLOCKS OF JOB ANALYSIS:
Job analysis methods are made up of a large number of building blocks, but these all fall into four
categories:
Kinds of jobs collected
Methods of gathering data
Sources of job information
Units of analysis- what gets analyzed, including the level of detail.
Observe and anticipate the needs of others without waiting for them to request the assistance.
UNDERSTANDING VERBAL COMMUNICATIONS:
Meeting with supervisor(s) to receive and discuss work assignments.
Greet the customers/clients and respond to them accurately and appropriately.
Remain attentive when receiving instructions and follow the directions or seek clarification when
necessary.
Respond to the crew leaders instructions to carry out assignments.
Discuss work assignments with co-workers to assess progress.
IMPORTANCE OF JOB ANALYSIS:
According to the scientific management, the key to productivity is a precise understanding of tasks
that constitute a job. If the motions of the worker are to be standardized machine-like then it is
necessary to be certain about what is to be accomplished as well as what abilities and materials are
necessary to do the job. For many years, job analysis was considered the back bone of the scientific
clipboards and stop-watches was the method used to determine the efficient way to perform specific
jobs. As the popularity of scientific management declined after world war-2 however so the
popularity of job analysis. With new emphasis on human relations as the key to productivity job
analysis was used primarily to set the salary scales. But in the modern times workers and employers
began to take renewed interest in this area because of concerns of two issues unfair discrimination
and comparable worth. There are two areas where unfair discrimination in hiring can occur in the
standards of set for being hired; and in the procedures used to assess the applicant’s ability to meet
those standards. Job analysis addresses to meet the question of what tasks, taken together actually
constitute a job. Without this proper information hiring for standards may appear to be arbitrary or
worse designed to exclude certain individual groups from the work place. The major issue of the
comparable worth controversy is that women who are employed in that are comparable to those
held my men are paid on the about 65 percent of what a man would earn.
KEYSTEPS IN THE JOB ANALYSIS:
GATHERING INROMATION:
Use the official and current position description, review organizational charts, review the skills of
the previous incumbent.
ASK FOR ASSISTANCE:
Involve in subject matter expert and contract an HR professional for information on qualifications
standards, classical standards and evaluation standards.
IDENTIFY CRITICAL JOB DUTIES:
Identify and document here three to five critical or major duties that are directly impact the mission
and occupy at least 25% of employee’s time.
IDENTIFY NEED KSA’S & COMPTENCIES:
For each critical or major duty, identify the essential knowledge, skill, ability or competency require
to successfully perform that duty.
IDENTIFY SELECTIVE PLACEMENT FACTOR:
After identifying the duties and the relevant KSA’S and competencies determine, if there are any
additional factors that a highly qualified candidate must possess prior to the starting the new
position.
VALIDATE KSA’S & COMPTENCIES TO YOUR ASSESSMENT METHOD:
Ensure that each KSA and competency can be evaluated and is ratable from information provided
applicant’s resume and can be validated by an assessment tools such as questionnaire, an interview
and reference checks etc.
DOCUMENT FOR RATING CRITERIA:
Arrange the non selective KSA competency in order of importance using the rating as 1, 2 & 3 from
most important to least important.
LINK JOB TASK TO KSA’S COMPTENCIES:
For each KSA or competency, identified and create a list of the important tasks and activities to
perform on the job. Though job analysis plays a vital role in all other human related activities but
every process that has human interventions also suffers from some limitations. So let us some
advantages & disadvantages of job analysis process at length.
 Advantages Provides first hand job related information

Helps in creating right job employee

Guides through performance appraisal & evaluation

Helps in establishing effective hiring practices

PROVIDES FIRST HAND JOB RELATED INFROMATION:

The job process provides with valuable job-related data that helps managers and job analyst the
duties & responsibilities of a particular job, risk involved in it, skills and abilities require to
perform the job and other related info.
HELPS IN CREATING RIGHT JOB-EMPLOYEE FIT:
This is one of the most activities. Filling the right the person to the right job vacancy is a test of
skills.
HELPS IN ESTABLISHING EFFECTIVE HIRING PRACTICES:
Who is to be filled and where & when? To target and how a specific job opening? Job analysis
process gives the answers to all these questions & helps the managers in creating & establishing
& maintaining effective hiring practices.
HELPS IN ANALYZING TRAINING & DEVELOPMENT NEEDS:
The process of job analysis gives the answer to following questions
Who to impart training
What should be in the context training?
DISADVANTANGES:

Disadvantages Time consuming

May involves in personal biasness

Sources of data extremely small

Involves a lot of human efforts

TIME CONSUMING:
It is a major limitation especially when change frequently.
PERSONAL BIASNESS:
If the observer or job analyst is an employee of the same organization. The process may involves
in his or her personal dislikes.
SOURCES OF DATA EXTREMELY SMALL:
Because of the small sample size, the source of collecting data is extremely small.
INVOLVES A LOT OF HUMAN EFFORTS:
The process involves lots of human efforts
AT THE JOB ANALYSIS OF SPEED REALITY:

The Job Analysis at the Speed of Reality (JASR) method for job analysis is a reliable, proven
method to quickly create validated task lists. The end product, which can be used for many
purposes, is the basis for many potential training opportunities. This method is a tested process
that helps analysts complete a job analysis of a typical job with a group of subject matter experts
and managers in two to three hours then deliver a validated task list. Job incumbents should
know their jobs better than anyone else. They can provide accurate, timely content information
about the job. JASR participants want to spend a minimum amount of time providing job data
during a session and business leadership wants to minimize disruption to business operations.
Since JASR participants do not spend as much time thinking about training as training
professionals does, they do not require much orientation to the process. JASR uses the quickest
methods and best possible technology to complete the job analysis.

SYSTEMS:

For many years, the U.S. Department of Labor published the (DOT), which was a
comprehensive.

Description of over 20,000 jobs. However, the Department replaced the DOT with online
database, which includes all occupations from the DOT plus an additional 3,500. This makes
very useful for job analysis. The (an online resource which has replaced the Dictionary of
Occupational Titles) lists job requirements for a variety of jobs and is often considered basic,
generic, or initial job analysis data. Everyone can use this database at no cost and is continually
updated by observing workers from each occupation. O*NET also has a Career Exploration Tool
which is an assessment to help workers and students who are searching for new careers. Data
available includes physical requirements, educational level, and some mental requirements.
Task-based statements describing the work performed are derived from the technique. It also
provides links to salary data at the US national, state and city level for each job.

It was designed with several features in mind, including: The inclusion of multiple descriptors
and content domains to capture the range of ways that work can be described. The development
of cross-job descriptors in order to enable comparisons between various jobs

IN THE UNITED STATES:

Over the past years, the concept of job analysis has been changing dramatically. One observer
put it: "The modern world is on the verge of another huge leap in creativity and productivity, but
the job is not going to be part of tomorrow's economic reality. There still is and will always be an
enormous amount of work to do, but it is not going to be contained in the familiar envelopes we
call jobs. In fact, many organizations are today well along the path toward being "de-jobbed.

Jobs and job descriptions, until recently, tended to follow their prescriptions and to be fairly
detailed and specific. By the mid-1900s writers were reacting to what they viewed as
"dehumanizing" aspects of pigeonholing workings into highly repetitive and specialized jobs;
many proposed solutions like job enlargement, job rotation, and job enrichment. Job
enlargement means assigning workers additional same-level tasks, thus increasing the number of
activities they perform. Job rotation means systematically moving workers from one job to
another. Psychologist Frederick Herzberg argued that the best way to motivate workers is to
build opportunities for challenge and achievement into their jobs through job enrichment. Job
enrichment means re-designing jobs in a way that increases the opportunities for the worker to
experience feelings of responsibility, achievement, growth and recognition.

Whether enriched, specialized or enlarged, workers still generally have specific jobs to do, and
these jobs have required job descriptions. In many firms today, however, jobs are becoming
more amorphous and difficult to define. In other words, the trend is toward de-jobbing.

DE-JOBBING:

broadening the responsibilities of the company's jobs, and encouraging employees to not limit
themselves to what's on their job descriptions, is a result of the changes taking place in business
today. Organizations need to grapple with trends like rapid product and technological changes,
and a shift to a service economy. This has increased the need for firms to be responsive, flexible,
and generally more competitive. In turn, the organizational methods managers use to accomplish
this have helped weaken the meaning of a job as a well-defined and clearly delineated set of
responsibilities. Here are some methods that have contributed to this weakening of job's
meaning:
FLATTER ORGANIZATION:
Instead of traditional pyramid-shaped organizations with seven or more management layers, with
only three or four levels are becoming more prevalent
WORK TEAMS:
Managers increasingly organize tasks around teams and processes rather than around specialized
functions. In an organization like this, employees' jobs change daily and there is an intentional
effort to avoid having employees views their jobs as a specific set of responsibilities. An
example of this in action in information technology is the methodology in software development,
which specifically states that within the Scrum process, the only recognized title for team
members is "team member" - although in practice many IT organizations ignore this aspect of
Scrum as it is perceived as "too radical" for them to cope with. The Boundary less Organization:
In a boundary less organization, the widespread use of teams and similar structural mechanisms
reduces and makes more permeable the boundaries that typically separate departments and
hierarchical levels. These organizations foster responsiveness by encouraging employees to rid
themselves of the 'it's not my job' attitudes that typically create walls between one employee's
area and another's. Instead, the focus is on defining the project or task at hand in terms of the
overall best interests of the organization, therefore further reducing the idea of a job as a clearly
defined set of duties. Most firms today continue to use job analysis and rely on jobs as
traditionally defined. More firms are moving toward new organizational configurations built
around jobs that are broad and could change daily. Also, modern job analysis and job design
techniques could help companies implement high-performance strategies.

JOBS ARE ASPECTS ANALYZED:

Job Analysis should collect information on the following areas:
DUTIES & TASKS:
The basic unit of a job is the performance of specific tasks and duties.
Information to be collected about these items may include: frequency, duration, effort, skill,
complexity, equipment, standards, etc.
ENVIRONMENT:
This may have a significant impact on the phys.ical requirements to be able to perform a job. The
work environment may include unpleasant conditions such as offensive odors and temperature
extremes.
TOOLS & EQUIPMENT:
Some duties and tasks are performed using specific equipment and tools. Equipment may include
protective clothing.
RELATIONSHIPS: 
Supervision given and received. Relationships with internal or external people.
REQUIREMENTS:
The knowledge, skills, and abilities (KSA's) required performing the job. While an incumbent
may have higher KSA's than those required for the job, a Job Analysis typically only states the
minimum requirements to perform the job.
OBJECTIVES:
The aims of job analysis is to always ascertain and record the job related information of the
employment measures like training, selection, payment and performance assessment Job analysis
is used for classifying both training and requirement evaluation exams to understand the
usefulness of training, devices used for training.
PERFORMING A JOB ANALYSIS
The data acquired for this method should be quite enough such that you can create a job
description out of it.
Doing research online.
Analyzing the work duties and responsibilities.
Researching and sharing the data acquire.
MISSING CRITERIA FACTORS:
Flair factors are those difficult-to-define qualities that individuals possess that make the
difference between a performer that “looks good on paper” and one that is able to get a job done
extraordinarily well.
SKIPPING STEPS:
Although conducting a job analysis may seem to be a detail-oriented and time consuming
process, with effective planning the process can be conducted both quickly and correctly.
Unfortunately, a common error made in many organizations is the skipping of steps in the
process due to the press of time and other responsibilities. The result of skipping steps is often
the costly error of developing an inaccurate job analysis a mistake which can create a negative
domino effect throughout many parts of an organization.
STRATEGIES:
The most basic building block of HR management, job analysis, is a systematic way to gather
and analyze information about the content and human requirement of jobs, and the context in
which jobs are performed. Job analysis usually involves collecting information on the
characteristics of a job that differentiate it from other jobs. Information that can be helpful in
making the distinction includes the following: Work activities and behaviors Machine.
 CHAPTER-3
DATA PRESENTATION
DATA PROCESSING PROCEDURES:
Data processing is an intermediary stage of work between data collection and data analysis. The
completed instruments of data collection, viz., and interview schedules/questionnaires/data
sheets/field notes contain a vast mass of data. They cannot straightaway provide answers to
research questions. This type of preplanning ensures better identification of data needs and their
adequate coverage in the tools for collection of data. Data processing consists of a number of
closely related operations, viz., (1) editing, (2) classification and coding, (3) transcription and (4)
tabulation.
EDITING THE DATA:
The first step in processing of data is editing of complete schedules/questionnaires. Editing is a
process of checking to detect and or correct errors and omissions. Editing is done at two stages:
first at the fieldwork
FIELD EDITING:
During the stress of interviewing the interviewer cannot always record responses completely and
legibly. stage and second at office.
OFFICE EDITING:
All completed schedules/questionnaires should be thoroughly checked in the office for
Completeness, accuracy and. Uniformity.
CLASFICATION & CODING:
By this method, several hundred responses are reduced to five or six appropriate categories
containing critical information needed for analysis. Categorization Rules: A classification system
should meet certain requirements or be guided by certain rules. First, classification should be
linked to the theory and the aim of the particular study. Second, the scheme should be
exhaustive. That is, there must be a category for every response. Third, the categories must also
be mutually exclusive, so that each case is classified only once. Number of categories: How
many categories should a scheme include? It is preferable to include many categories rather than
a few, since reducing the number later is easier than splitting an already classified group of
responses.
CODING THE DATA:
Coding means assigning numerals or other symbols to the categories or responses. For each
question a coding scheme is designed on the basis of the con med categories. The coding
schemes with their assigned symbols together with specific coding instructions may be
assembled in a book.
TRANSCRIPTION OF DATA:
When only a few schedules are processed and hand-tabulated, tabulation can directly be made
from the schedules. On the other hand, direct tabulation from the edited schedules/
questionnaires is difficult if the number of the schedules and the number of responses in them are
large/ suppose an interview schedule contains 180 responses requiring tabulation and 210 simple
and cross tables are to be constructed, each schedule has to be handled at least 210 for tabulation.
METHODS OF TRANSACTION:
The material to be used for transaction depends on the method of tabulation - manual or
mechanical. Long work sheets, sorting cards or sorting strips are used for transcription when
tabulation is done manually, and punch cards or magnetic tape (or disks) are used in a system of
machine sorting and tabulation.
TABULATION:
After the transcription of data is over, data are summarized and arranged in a compact form for
further analysis. This process is called tabulation. Thus, tabulation is the process of summarizing
raw data and displaying them on compact statistical tables for further analysis. It involves
counting of the number of cases falling into each of several categories.
CONSTRUCTION OFTABLES:
After the data have been tabulated, they are arranged in statistical tables in vertical columns and
horizontal rows according to some classification. Tables provide a “shorthand” summary of data.
The importance of presenting statistical data in tabular form needs no emphasis. Tables facilitate
comprehending masses of data at a glance; they conserve space and reduce explanations and
descriptions to a minimum; they give a visual picture of relationships between variables and
categories.
 CHAPTER-4
DATA ANALYSIS
ANALYSIS & INTERPRETATION OF DATA:
Data analysis involves critical thinking. This is done only after collecting all the data and always
focused on the research problems and the hypothesis and questions rose in the statement of the
problem. Here the research compiles or summarizes the results in a logical order usually in
relation to the hypotheses and objectives of the study. After a brief introduction on the main
results or features of the findings of the study, the data are described and interpreted in sufficient
detail leading to the ultimate conclusion. Tables, graphs and illustrations are used to present the
data more clearly and economically.
GRAPHICAL REPRESENTATION:
Graphic presentation involves use of graphics, charts and other pictorial devices. These forms
and devices reduce large masses of statistical data to a form that can be quickly understood at a
glance. The meaning of figures in tabular form may be difficult for the mind to grasp or retain.
“Properly constructed graphs and charts relieve the mind of burdensome details by portraying
facts concisely, logically and simply.”They, by emphasizing new and significant relationships,
are also useful in discovering new facts and in developing hypotheses.
TYPES & GENERAL RULES:
The most commonly used graphic forms may be grouped into the following categories:
Line graphs or charts
Bar Charts
LINE GRAPHS:
The line graph is useful for showing changes in data relationships over a period of time. In this
graph, figures are plotted in relation to two interesting lines or axes. The horizontal line is called
the abscissa or X-axis and the vertical, the ordinal or Y-axis. The point at which the two axes,
interest is zero for both X and Y. The '0' is the origin of coordinates. The two lines divide the
region of the plane into four sections known as quadrants, which are numbered anti-clockwise.
Measurements to the right and above '0' are positive (plus), and measurements to the left and
below '0' are negative (minus). Any point in the plane of the two axes is plotted in terms of the
two axes reading from the origin '0'. Scale intervals in both the axes should he equal.
Human 2013- 2014- 2015- 2016- 2017-2018
Resources 2014 2015 2016 2017

Total 6984 7030 7088 7094 7074 BAR CHARTS:

Approved
These charts consist of either
Post
Total 5699 5592 5876 5826 5712 vertical or horizontal bars to
Working represent variables. The
Manpower
Overall 2588 3199 3787 4672 5225 length of the bars varies
Manpower corresponding to the values
per 1000
lines of the variable. Bar charts are
the most effective pictorial
device for comparing data. The bars may be depicted in solid blocks or in patterns of dots, dishes
etc. They may be of different forms: (1) linear or one-dimensional, (2) areal or two-dimensional,
and (3) cubic or three-dimensional.
PIE CHARTS:
The circle or pie chart is a component parts chart. The component parts from the segments of the
circle.
PICTOGRAMS:
A pictogram is a variation of the bar chart. In it the values are represented by identical symbol or pictures.
The symbols used may be appropriate to the type of data. The annual report 2013-2018 published on
“GENPACT” company. The data is considered.
1. How often job analysis helped in selection right people at right time?
a) always b) often c) seldom d) never

Answers Options Number of Responses

Always 52

Often 30
Seldom 16
Never 2
Total 100

Number of Responses
120
100
80 Number of
Responses
60
40
20
0
Always Often Seldom Never Total

2. How technological play their role in change in your organization environment?

a) always b) often c) seldom d) never
Answer Options no. of responses
highly dynamic 38
moderate 34
low 10
no changes 18
Total 100
 Answer No of responses
Options
always 66
often 22 Number of Responses
seldom 0 120
never 30 100
Number of
80
Total 100 60
Responses
40
20
0
Always Often Seldom Never Total

3. What is the level of change in your organization environment?

a) high dynamic b) moderate c) low d) no change
Answer Options No of responses
always 66
often 22
seldom 12
never 0
Total 100

No of responses
always
often
seldom
never
Total

4) Does job rotation help in align competencies when required?

a) always b) often c) seldom d) never
 No of responses
120
100
80 No of responses
60
40
20
0

5) When your structure changes do you require new jobs to face these changes?
a) always b) often c) seldom d)never
Answer Option No of responses
always 46
often 28
seldom 20
never 6
Total 100

Number of Responses
120
100 Number of
80 Responses
60
40
20
0
Always Often Seldom Never Total
6) What is the level of understanding between your team members?
a) high b) medium c) low d) neutral
Answer Options No of responses
high 34
medium 52
low 10
neutral 4
Total 100

No of responses
120
80
No of responses
40
0
gh ium w al al
hi lo utr Tot
ed ne
m

7) Do you consider personal interest related to his/her while job analysis?

a) always b) often c) seldom d) never
Answer Options No of responses
always 50
often 24
seldom 16
never 10
Total 100
8) Are you satisfied with the wages /salary you are paid for?
a) high satisfied b) satisfied c) neutral d) not satisfied
Answer Options No of responses
highly satisfied 14
satisfied 46
neutral 22
not satisfied 18
Total 100

Number of Responses
120
100
Number of
80 Responses
60
40
20
0

9) How often working hours is considered while doing his/her job analysis?
a) always b) often c) seldom d) never
Answer Options No of responses
always 26
often 54
seldom 20
Total 100

No of responses
120
100
80 No of responses
60
40
20
0
always often seldom Total
 no. of respondent
120
80
40 no. of
0 respondent
n n al n al
ctio ctio utr ctio Tot
sfa sfa ne sfa
y sati sati
ts
ati 10) Are you satisfied with the post you are
l o
gh n
hi appointed as per your qualification?
a) highly satisfied b) satisfied c) not satisfied d) neutral
Answer Options no. of responses
highly satisfied 16
satisfied 40
neutral 20
not satisfied 24
Total 100

no. of responses
120
80
40
0 no. of responses
d d al d al
sfie sfie utr sfie Tot
ati sati ne sati
lys t
igh no
h

11) If personal interest matches with his/her job then it result in?
a) Highly satisfaction b) neutral c) dissatisfaction d)not satisfaction
Answer Options no. of respondent
highly satisfaction 46
satisfaction 28
neutral 22
not satisfaction 4
Total 100

12) Does good working environment leads to Job Satisfaction?

a) highly b) medium c) low d) neutral
 Answer Options no. of responses
strongly agree 64
agree 20
neutral 16
disagree 0
Total 100

no. of responses
120
100
80
60
40 no. of
20 responses
0
highly medium neutral low Total

13) Department and structuring leads to systematic arrangement of organization?

a) strongly agree b) agree c) neutral d) disagree
Answer no. of responses
Options
strongly agree 64
agree 20
neutral 16
disagree 0
Total 100

no. of responses
120
80
40 no. of
0 responses
e e l e l
gre gre utra gre Tota
a a ne isa
ngly d
o
str
15) How often job rotation helped in identifying your knowledge, skills and ability?
a) always b) often c) seldom
Answer Options No of responses
d) never
always 22
Answer
oftenOptions no. of32
responses
seldom
always 4610
never
often 078
Total
seldom 10012
never 0
Total 100

no. of responses
120
80
no. of responses
40
0
s n r l
ay fte dom eve Tota
la w o
s
le n

16) My work influences day to day company success.

a) always b) often c) seldom d) never
 No of responses
150
100
50 No of
responses
0
s n r l
ay ofte ldom eve ota
alw se n T
 CHAPTER-4
SUMMARY, CONCLUSION & RECOMEDATIONS
SUMMARY:
Summary includes overall contents of the chapters in brief as.
CHAPTER-1
Deals with the general information regarding the background of the study in context of gen Pact
Company. It also involves Objective of company (mission, vision, and goal). Some of the other
tropics under it are significance of study, statement of problem and limitation related to it.
CHAPTER-2
Deals with the light summary include overall contents of the chapters in brief as. Deals with the
general information regarding the background of the study in context rapture review under which
conceptual review, review of thesis, review of articles and their recommendation, finding and
research gap are important tropics which we have to deal with.
CHAPTER-3
Deals with data presentation and types of graphs.
CHAPTER-4
Deals with data analysis and graphical representation of analysis. This unit deals with the data
presentation and analysis section. Under this data processing procedure is the main heading
which consists of editing, coding, tabulation, transcription, classification and graphs. Major
reporting are also included in it.
CHAPTER-5
This is the final unit which summarizes, conclude and recommend research work for the future
studies.
CONCLUSION:
Job Analysis is an organized study of a job to categorize its major components. The job analysis
process normally observe the job which is being carried out, asking employees and supervisors
questions about the job, tasks, working conditions and KSAs (Knowledge, Skills and Abilities).
In an increasingly competitive and turbulent market, organizations are largely dependent on their
employees for success. The challenge of identifying the right man for the right job, individuals to
fulfill organization need. A large number of potential workforces are available in the
employment market but the challenge for organizations is to identify and select those candidates
who could perform effectively and efficiently. The research highlighted that the starting point in
any recruitment process is an accurate analysis of the job. This important aspect of human
resource management was being ignored particularly in public sector jobs. Selection and the
assessments chosen for the selection process should be done on the basis of the requirements of
the job. Knowledge is essential on part of the organization in terms of what constitutes good job
performance; what kind of knowledge, skills and abilities are required and what measures would
be effective in assessing these. Despite of the limitations mentioned above, the results of this
study move about the field of human resource management forward by empirically viewing a
link between HR practices like job analysis, job design, job evaluation, job security , job
succession planning and job performance. Impact of job analysis on job performance reflects that
job analysis is in reality a foundation of human resource practices and an imperative
management practice to develop competitive advantage. The implications of the typical event of
the job analysis and other human resource practices on job performance measures were found
remarkable. Altogether this research makes an effort signifying a substantial positive
contribution by Job analysis to job performance. Generally, the findings of this study were found
reliable with the studies conducted in western countries on the contribution of human resource
practices related to the job performance. The worth of present study lies in the reality that it
offers a requisite rationale of theoretical models built on the basis of studies conducted in the
western organizations.
Recommendations:
Despite the strengths and limitations of current study, the study was capable of providing a well-
designed direction for future research. One prospect for future research would be to broaden the
current model with these human resources practices and their impact on organizational
performance instead of employee job performance. The present study may serve as a drive for
human resource professionals and practitioners alike to undertake such studies.
Future research directions may include:
To improve peripheral strength, future research efforts should get hold of a representative sample
from more organizations.
Impact of Job Analysis on Job Performance with the intervening role of training.
Impact of Job Analysis on Job Performance with the intervening role of human resource
information system.
Future research should seek out further job performance outcomes from larger samples with
enlarged statistical power.
Future research should look for developing entire measures of employee job performance
tapping numerous proportions of their job quality.
Bowen & Ostroff discussed in 2000 that future research should observe the strength of the
human resource practices of job quality and their survival.
McDuffie, (1995) stressed that high performance human resource practices like recruitment and
selection processes, job analysis and performance evaluation systems were theorized to impact
job performance. It was the usefulness of such human resource practices in conveying the
organization's goals and the value which places in the employees.
Bowen & Ostroff further discussed in 2000 that the common assurance should be stronger when
the human resource process was clear and practices successfully communicated the significance
of employees to the organization. Thus, future research should observe the outcome of booming
execution of human resource practices and the survival of assured practices on employee's job
excellence. Contribution of this study was in designing a conceptual model, graphically depicting
the association with job analysis, job design, job evaluation, job security and job succession
planning with job performance. Future studies by the researchers having keen interest in the
association of these constructs can use this model to prepare new research or increase the
generalize ability of this study in diverse sectors.
 CHAPTER-6
BIBLIOGRAPHY
BIBILOGRAPHY:
BOOKS:
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psychology. Mahwah, NJ: Lawrence Erlbaum Associates
Hartley, D.E. (1999). Job analysis at the speed of reality. Amherst, Mass.
Franklin, M. (2005). Guide to Job Analysis. American Society for Training and Development.
Schneider, B. and Kong, A. M. (1989), Strategic job analysis. Human Resource Manager
Vitals, M.S. (1922). Job specifications and diagnostic tests of job competency designed for the
auditing division of a street railway company
Wilson, M. (2007). A history of job analysis. In L. Koppel, Historical perspectives in industrial
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Robinson, M Institute of Work Psychology. Archived from the original (PDF) on October 7,
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