Job analysis in hrm

 Before manpower planning can be carried out, management must first define what are the work to be performed and how the tasks to be carried out can be divided and allocated into manageable work units, that we called jobs. Such an assignment of tasks to job is commonly known as “job design”. Once the jobs have been defined, it is important to maintain current information about their content. This information gathering process is called ‘job analysis’. It comprises both job description and job specification. Accurate job description and specifications are intimately related to the preparation of inventories of executive talent, which form a basis of manpower planning strategy. Pertinent information relating to a specific job can be obtained through: 

· Observation 

· Questionnaire

 · Interview 

 · Checklist

· Daily Diary 

· Collection of past & present records/historical records 

· A combination of two or more of these

All these methods are time consuming but they are worth the efforts. An important byproduct of a job analysis programme is that it creates greater understanding and common agreement between job holder and person undertaking the task of manpower planning on the precise requirements of the job and time normally required for performing them. The job analysis helps in understanding the job of executives and breaking into convenient groups of activities so as to time each activity and assess the total time required for the job. Before analysing the job, it is necessary to go through files, annual reports, published literature on organisation so as to get acquainted with the major objectives and activities of a given organisation and realise how the activities of each executive fit into the total framework of the organisation. For many jobs historical records would provide the basis for setting norms, provided they have been continuously updated.