Show In finer terms, Job Analysis means an in-depth examination and evaluation of a particular Job. Conversely, Job Description is a statement that characterizes of a particular job. At present, these two concepts have gained much importance because of extreme competition; all the organization wants to put the right man at the right job. But it can only be possible if you thoroughly investigate the details regarding the Job. so, here in this article, we will explain the difference between job analysis and job description, in tabular form. Content: Job Analysis Vs Job Description
Comparison Chart
Definition of Job AnalysisJob Analysis is a detailed examination and evaluation of the job to determine the necessary information regarding the nature of the job. It includes thorough study, observation, and reporting of what the job involves, qualifications of the job holder, working conditions, abilities, skills, competencies, duties, responsibilities, etc. Job Description and Job Specification are the two products of Job Analysis. It is performed by an expert known as Job Analyst. Uses of Job Analysis Information for job analysis may be collected through interviews with incumbents and supervisors, questionnaires, surveys, position analysis, checklists, etc. Job Analysis is carried out to pick the appropriate candidate from some applicants who is best suited for the concerned job. The analysis may include research of necessary skills, knowledge, and qualifications required for doing a job because every job is different in itself. The importance of Job Analysis in an organization is as under:
Definition of Job DescriptionJob Description is a written document which narrates the job contents in a systematic manner describing, What are the tasks performed by a worker? And How they are to be performed? It is prepared on the basis of Job Analysis and therefore, the effectiveness of Job Description depends on how well the procedure of Job Analysis is accomplished. Job Description is an explanatory prospectus which records the job facts which are appropriate as well as authorised. It usually contains the following content:
Job Description is used as an essential tool for eliminating the unfit applicants for the concerned job. Apart from that, it helped the organisation to set standards for choosing the appropriate candidate for the job by asking relevant questions at the time of interview.
The points given below are substantial so far as the difference between job analysis and job description is concerned:
ConclusionJob Analysis is a function conducted by the Job Analyst taking the whole staff of the organisation into consideration. In this process first of all the collection of background information is done in which the details of a particular job are extracted in relation to other jobs. After that, the job data are collected from the seniors, juniors, co-workers etc. A trade job analyst is appointed to watch the employees while they perform the job. Finally, job description and job specification are created on the basis of the collected information and facts. So the candidates must possess the qualifications as described in the Job Description. This chapter is from the book Objective: Gain an Understanding of Job Analysis Job analysis is the systematic process of gathering information regarding the duties required of a job and the human characteristics necessary to successfully perform those duties. The work products of job analysis are job descriptions, which describe the job, and job specifications, which describe what kind of person to hire for the job. Job analysis can be described as the foundation of human resource management because it the basis for so many HR programmatic activities. Job analysis is used for
The SPHR should be familiar with a number of concepts regarding the process of job analysis. Discussed in the following sections are
The Job Analysis ProcessJob analysis can be described as a six-step process as follows:
When a large number of employees encumber the same job, a determination must be made as to how many of the positions will be included in the project. Statistical sampling might be appropriate if the number is large. This is also the time in the project in which communication with both employees and managers begins to take place. They should be advised as to the purpose of the project and provided a general overview of the process. Job Analysis Information RequirementsThe job analysis process requires the collection of sufficient information to fully understand the job, its functions, and how it fits in both the workflow and organizational structure of the organization to produce the job description and job specifications. The following information is representative of the types of data collected during the job analysis process:
Data Collection MethodsInformation regarding the tasks performed and the human characteristics needed to successfully perform them can be gathered in many ways. The most common are as follows:
However, questionnaires are only as good as the questions they ask. Poorly developed questionnaires do not yield the data required to accurately prepare job descriptions and specifications. In addition, some employees might not have the literacy skills to properly complete the questionnaire, and others might purposefully answer the questions inaccurately. There are numerous off-the-shelf questionnaires and checklists that can be purchased from vendors or that are available from governmental agencies. Some of the more frequently used ones are Writing Job Descriptions and Job SpecificationsJob descriptions are written documents that describe the functions and working conditions of a job. Job specifications are the human characteristics necessary to successfully perform the job. Job specifications are typically a subsection of a job description. In general, federal law does not require job descriptions. One exception is employees that handle or dispose of certain types of hazardous chemicals. However, job descriptions are desirable for a number of reasons:
Job descriptions should use action verbs to specifically describe the essential functions and duties. These descriptions should be logical, concise, and specific as to exactly what is to be done by the employee. A simple format for a job description and job specifications is shown in Table 3.5. It contains the following components, which are typically included in job descriptions:
Table 3.5 Sample Job Description Format
Competencies and the Future of Job AnalysisJob analysis, job specifications, and job descriptions meet the needs of organizations experiencing stable environments and stable markets. The process allows the organization to describe its jobs in relation to its mission and specify exactly what tasks must be performed to facilitate achievement of organizational goals. These processes are recognized by the court systems, which provide guidance through case law as to the characteristics of legally defensible activities. However, more and more frequently organizations are affected by a dynamic and volatile environment with rapidly changing technology, increased competition, and fluctuating customer demands. This has led to the "dejobbing of America." Dejobbing refers to the fact that jobs often change every day and cannot be specifically described in the traditional ways. Increased competition has often resulted in a flattening of the traditional hierarchy, removing multiple layers of management. When this occurs, employees at the bottom of the organization often are required to manage themselves and are empowered to make decisions. To be quickly adaptive to the market and customer wants, employees must be able to make instantaneous decisions and engage in a variety of new and innovative behaviors. The nature of work has often become one of teams, projects, and task forces, requiring new skills and ever-changing job responsibilities. Many organizations engage in the practice of enriching jobs by increasing the skill variety, task identity, task significance, autonomy, and feedback. This practice makes the jobs more flexible and increases responsibilities for planning and decision-making. High-performance work systems and employee involvement programs provide for more employee input into their jobs and more flexibility as to how jobs are performed. To deal with these new dynamics, many organizations are beginning the transition or have already transitioned to using competencies rather than tasks, duties, and responsibilities. Rather than task-based, job analysis has become competency-based. Competencies and competency-based job analysis are discussed in the sections that follow. CompetenciesCompetencies are personal or organizational capabilities that are linked to successful performance outcomes. For the individual, competencies can be defined as characteristics of the person that enable performance. Competencies also consider how the knowledge, skills, and abilities are used. No single definition of competency has emerged as the standard because this is a relatively new area of study and practice. However, competencies include knowledge, skills, and abilities but are more than that. There is a component of behavior, performance outcomes, motivation, and attitude included in the concept. Many organizations believe that the use of competencies is a more strategic approach and better aligns employee behavior with the organization’s mission and values than do description of tasks and functions. Competencies can be categorized as technical, general, and leadership. Technical competencies apply to the particular job being analyzed. General (also called behavioral) competencies are required in varying amounts throughout the workforce. Leadership competencies are required by supervisors, managers, and others that have leadership responsibilities. Table 3.6 provides some commonly used competencies. Table 3.6 Competencies
Competency-based analysis follows essentially the same process as described previously, but its purpose is to determine competencies needed to successfully perform the job rather than the functions performed in the job. There is a difference in emphasis between the two processes: Traditional or task-based job analysis focuses on the job and what is actually being done, whereas competency-based analysis focuses on the person and how the job outcomes are to be accomplished. |