Project Report On Job Analysis And Design 1c6t54

Sikkim Manipal University Directorate of Distance Education

Authorized learning centre (code 1537) College for professional studies Kathmandu, Nepal

A PROJECT REPORT Submitted by: BIJAYA KUMAR SHAH Roll no: 561015288

“Submitted in partial fulfillment of the requirement for the MBA course of Sikkim Manipal University, Manipal” DDE INDIA

Sikkim Maniple University Directorate of Distance Education Manipal, India

JULY 2012

JOB ANALYSIS AND JOB DESIGN

A PROJECT REPORT Under the guidance of Dipendra Jaiswal Submitted by BIJAYA KUMAR SHAH In partial fulfillment o f the requirement for the award of the degree Of MBA

IN Human Resource Management

JULY 2012

(Student Declaration)

I hereby declare that the Project Report entitled

JOB ANALYSIS AND JOB DESIGN

Submitted in partial fulfillment of the requirements for the degree of Masters of Business istration (MBA) To Sikkim-Manipal University, India, is my original work and not submitted for the award of any other degree, diploma, fellowship, or any other similar title or prizes

Date: July 2012

BIJAYA KUMAR SHAH Reg. No. 561015288

(Examiner's certification)

The Project Report of BIJAYA KUMAR SHAH on

JOB ANALYSIS AND JOB DESIGN is approved and is acceptable in form and qualities.

Internal Examiner Name: Designation:

External Examiner Name: Designation

Certificate from (Managing Director)

This is to certify that the project report entitled

JOB ANALYSIS AND JOB DESIGN Submitted in partial fulfillment of the requirements for the degree of Masters of Business istration (MBA) Sikkim-Manipal University BIJAYA KUMAR SHAH has worked under my supervision and guidance and that no part of this report has been submitted for the award of any other degree, Diploma, Fellowship or other similar titles or prizes and that the work has not been published in any journal or Magazine.

Certified,

P. Kejriwal (Managing Director)

Certificate from Director (istration)

This is to certify that the project report entitled

JOB ANALYSIS AND JOB DESIGN Submitted in partial fulfillment of the requirements for the degree of Masters of Business istration (MBA) Sikkim-Manipal University BIJAYA KUMAR SHAH has worked under my supervision and guidance and that no part of this report has been submitted for the award of any other degree, Diploma, Fellowship or other similar titles or prizes and that the work has not been published in any journal or Magazine.

Certified,

Er. Pankaj Jalan Director (istration)

Certificate from Director (Academics)

This is to certify that the project report entitled

JOB ANALYSIS AND JOB DESIGN Submitted in partial fulfillment of the requirements for the degree of Masters of Business istration (MBA) Sikkim-Manipal University BIJAYA KUMAR SHAH has worked under my supervision and guidance and that no part of this report has been submitted for the award of any other degree, Diploma, Fellowship or other similar titles or prizes and that the work has not been published in any journal or Magazine.

Certified,

Er. Prakash Kumar Director (Academics)

Certificate from (Chief Academic Advisor)

This is to certify that the project report entitled

JOB ANALYSIS AND JOB DESIGN Submitted in partial fulfillment of the requirements for the degree of Masters of Business istration (MBA) Sikkim-Manipal University BIJAYA KUMAR SHAH has worked under my supervision and guidance and that no part of this report has been submitted for the award of any other degree, Diploma, Fellowship or other similar titles or prizes and that the work has not been published in any journal or Magazine. Certified,

Prof. Dr. Mahendra Singh (Chief Academic Advisor)

Certificate from (Program co-ordinator)

This is to certify that the project report entitled

JOB ANALYSIS AND JOB DESIGN Submitted in partial fulfillment of the requirements for the degree of Masters of Business istration (MBA) Sikkim-Manipal University BIJAYA KUMAR SHAH has worked under my supervision and guidance and that no part of this report has been submitted for the award of any other degree, Diploma, Fellowship or other similar titles or prizes and that the work has not been published in any journal or Magazine. Certified,

Uday Kant Jha (Program co-ordinator)

Certificate from (Internal Examiner Controller)

This is to certify that the project report entitled

JOB ANALYSIS AND JOB DESIGN Submitted in partial fulfillment of the requirements for the degree of Masters of Business istration (MBA) Sikkim-Manipal University BIJAYA KUMAR SHAH has worked under my supervision and guidance and that no part of this report has been submitted for the award of any other degree, Diploma, Fellowship or other similar titles or prizes and that the work has not been published in any journal or Magazine. Certified,

Dipendra Jaiswal (Internal Examiner Controller)

Project Work Evaluation Sheet 1. Name of student: Bijaya Kumar Shah 2. University Roll No. : 561015288 3. Project Title: Job Analysis and Job Design 4. Sponsoring Institute Name and address: 5. Software Base: 6. Name of learning centre: Lord Buddha Education Foundation 7. Name of Guide: Dipendra Jaiswal 8. Marks Awarded: 9. Name of Head of study centre: 10. Signature of Head of study centre: 11. Remark of study centre: 12. Name and signature of External Examiner: 13. Total marks awarded…….out of….. 14. Remarks of External Examiner:

Particular

Marks

Marks

University

out of

Awarded

Examiner Name

Internship Report Synopsis Demo+ Viva+ Presentation +others Project Report Total Marks

Signature

Project Work Evaluation Sheet

1. Name of student: Bijaya Kumar Shah 2. University Roll No. : 561015288 3. Project Title: Job Analysis and Job Design 4. Sponsoring Institute Name and address: 5. Software Base: 6. Name of learning centre: Lord Buddha Education Foundation 7. Name of Guide: Dipendra Jaiswal 8. Marks Awarded: 9. Name of Head of study centre: 10. Signature of Head of study centre: 11. Remark of study centre: 12. Name and signature of External Examiner: 13. Total marks awarded…….out of….. 14. Remarks of External Examiner:

Particular

Marks

Marks

University

out of

Awarded

Examiner Name

Internship Report Synopsis Demo+ Viva+ Presentation +others Project Report Total Marks

Signature

ACKNOWLEDGEMENT

This Project Report has been prepared as per the course requirement of the MBA. It was started from 3rd semester on wards and completion on 4th semester. This report has highly helped to expand my knowledge regarding Job Analysis and Job Design and how the work goes on. I am grateful to Lord Buddha Education Foundation, department of Management for providing with the opportunity to the work on Project Report as the part of the course. I express my gratitude to respected teachers for their guidance and valuable comments on the contents of this report.

During the preparation of this report I have been receiving continuous help of many people without valuable of them I would not have been able to complete my report. I would like to express my gratitude to Supervisor Mr. Gopal Jung Shah; Narayan Kafle, Engineer Mr. Rubesh Sharma and Manager Mr. Sanullau Khan and all our team who ed me.

I have also owing gratitude to the staffs of Nepal Telecom, Chhauni branch for cooperating and guiding me during my Project Report and for making available the valuable material required for the completion of my report.

BONAFIDE CERTIFICATE

Certified that this project report titled JOB ANALYSIS & JOB DESIGN work of BIJAYA KUMAR SHAH. Who carried out the project work under my supervision.

HEAD OF THE DEPARTMENT

FACULTY IN CHARGE

ABSTRACT Job Analysis forms the core of most human resource activities and can perform a number of functions. Researchers in strategic human resource management have established a relationship between human resource management (HRM) practices and organizational performance, but the relationship between HRM practice like Job Analysis – Job Performance, the intervening process recruitment, connecting Job Analysis and Job Performance remains unexplored. This research attempts to assess the impact of Job Analysis on Job Design on the basis of the opinions of the employees of organization.

A survey questionnaire was designed and pre-tested. The study was carried out by taking a sample size of 50 employees of conceptual framework of human resource practices in relation to recruitment process and its impact on employees Job performance and subsequent Job analysis and Job design.

Results ed the HR-Performance conceptual model by showing significant impact of Human Resource Management practices on Job analysis and Job design. Here we deal with quantitative data collection technique. Researcher use descriptive as well as explorative research design. Future research should observe the outcome of booming execution of HR practices and the survival of assured practices on employee's job excellence and reliability. Also future studies by the researcher having keep 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.

Table of Contents CHAPTER NO.

CHAPTER - 1 1.1

Title

Page No.

INTRODUCTION Background of Study

1-13 1-2

1.2

Introduction of Company

2-6

1.3

Objective of Company

6-9

1.4

Statement of Problem

10

1.5

Significance of Study

11-12

1.6

Limitations of Study

12

1.7

Organization of Study

13

CHAPTER - 2 2.

REVIEW OF LITERATURE

14-49

Conceptual Review

14

2.1.1

Key Steps in Job Analysis Process

15

2.1.2

Input- output model of job analysis

16

2.1.3

Importance of Job Analysis

17

2.1.4

Questions Job Analysis Should Answer

17

2.1.5

Conducting Job Analysis

18

2.1.6

Reasons for Conducting Job Analysis

18

2.1.7

Uses of Job Analysis

18-19

2.1.8

Job Specification and Job Description

20-21

2.1.9

Advantages

22

2.1.10

Challenges in Conducting a Job Analysis

23-24

2.1.11

Summary of Types of Data Collected

25

Through Job Analysis

25

2.1.12

Timeliness of Job Analysis

25

2.1.13

Job Analysis for Team

25

2.1.14

Job Analysis and the Law

25

2.1.15

Building Blocks of Job Analysis Methods

26-28

2.1.16

Work Function and the Level of Difficult

28

2.1.17

Job Design

29

2.1.18

Interdependencies in Job and organization Design 29

2.1.19

Principles of Job Design

29

2.1.20

Objectives of job design

30

2.1.21

Typical Job Design Process

30

2.1.22

Characteristics of a well-designed job

30

2.1.23

Job classification, its needs and importance

31

2.1.24

Need for Job Classification

2.1.25

When and where is a Job Classification System Used?

31

31-31 2.1.26

Job Design factors

32-34

2.1.27

Job Design for Team

34-37

2.1.28

Where the design unit is the team

38

2.1.29

Approaches to job design

38-43

2.1.30

Comparison of Five Job Design Approaches

43

2.1.31

Issues in job design

43-45

2.1.32

Challenges related to job design

45

2.1.33

Job Redesign: How will you know if Job redesign has made a difference?

2.1.34

An example of a job design checklist

46 46

2.2

Review of Thesis

47

2.3

Research Gap

48

2.4 CHAPTER - 3

Review of Articles

48-49

RESEARCH METHODOLOGY

3.1

Research Introduction

50-51

3.2

Research Design

51-55

3.3

Population and Sample Procedures

56-60

3.4

Source of Data

61-62

3.5

Data Collection Techniques

62-64

CHAPTER -4

DATA PRESENTATION AND ANALYSIS

4.1

Data Processing Procedures

65-73

4.2

Analysis of Secondary Data

74

4.3

Analysis of Primary Data

75-80

4.4

List of figures as per Table for secondary data

81

4.5

List of figures as per Table for Primary data

82-89

4.6

Major Findings

90-91

CHAPTER - 5

SUMMARIES, CONCLUSION AND RECOMMENDATION

5.1

Summary

92

5.2

Conclusion

93

5.3

Recommendation

94-95

Bibliography Appendix- 1 Appendix- 2

List of Tables S. No.

Table Number

Caption of Table

1.

4.2.1

Overall Human Resource

2.

4.2.2

3.

4.2.3

Impact of Technology

4.

4.2.4

Changes in Organization environment

5.

4.2.5

Job Rotation helps in align competencies

6.

4.2.6

Requirement of Change in Structure

7.

4.2.7

Level of co-ordination between team

8.

4.2.8

Personal interest during job analysis

9.

4.2.9

Level of satisfaction with payment

10.

4.2.10

Important of working Hour during Job Analysis

11.

4.2.11

12.

4.2.12

Matching Personal Interest Result

13.

4.2.13

Good Working Environment leads t

Job analysis helps in selection of right candidates

Level of satisfaction as per appointed for the post

Job Satisfaction 14.

4.2.14

Departmental leads to Systematic Arrangement of Organization

15.

4.2.15

My Job provides Self

16.

4.2.16

Job Rotation as tools for identifying KSAs

17.

4.2.17

My Work influences day-to- day Company success

 Table no. 4.2.1 is taken as secondary source from annual report of Nepal Telecom 2011/012  Rest of the tables is primary source as they are drawn from questionnaire.

List of Figures: S. No.

Figure Number

Caption of the Figure

1.

4.4.1

Division of Manpower

2.

4.5.1

Analyzing based on selection candidates

3.

4.5.2

Analysis of need of technology

4.

4.5.3

Analyzing of organization environment

5.

4.5.4

Analyzing competencies as per Job Rotation

6.

4.5.5

Analysis of structural changes

7.

4.5.6

Analysis of team work

4.5.7

Analysis of Personal interest

8.

4.5.8

salary/ wages

9.

4.5.9

level of working hours

10.

4.5.10

Satisfaction with the post

4.5.11

Personal interest with Job

11.

4.5.12

Level of Job Satisfaction

12.

4.5.13

Departmentalization

4.5.14

Level of self-

13.

4.5.15

Importance of Job Rotation

14.

4.5.16

Work influence

List of symbols, Abbreviations and Nomenclature



NTC

Nepal Telecommunications corporation



HSE

Health and Safety Environment



KSAs

Knowledge, Skill and Ability



VDC

Village Development Committee



DMD

Deputy Managing Director



RD

Regional Directorate



IT

Information Technology

 SHRM  JAIF

Strategic Human Resources Job Analysis Information Format

CHAPTER - 1 INTRODUCTION 1.1 Background of Study Job analysis is a very important human resources function. It involves matching the employee with the most appropriate skills to the best suited job position at the most opportune time. The Human Resources department and management define job descriptions and specifications for each position within the organization. Each position in the organization is unique and, therefore, has different needs and necessities. The skills, past experience and education qualifications differ for each job. Companies undertake job analysis to understand the requirements for the job. This is a mechanism through which the company fixes on duties, responsibilities and authority for each of its positions. Through this, it is able to define the skill set needed for each job. The human resource department prepares this analysis for each job in the organization and then appoints the appropriate employees for them. Analyzing Job Requirements This is a procedure where the HR department and management sit down and define the roles, duties and authority for each individual job. The management then gets a very clear idea on all the chores an individual would be required to perform for discharging her duties. The duties and authority of a software engineer would be different from those of a production manager. Accordingly, the qualifications, expertise and experience would also differ. Unless, the most suited and eligible candidates are placed on the job, the company cannot expect to have full performance levels. 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 stock of the situation and transfers the inappropriately placed employee. Also, the training needs of the employees are highlighted. Some employees may need to be already polished on the requirements of their jobs. At other times, the employees may need to be trained on using the new systems and assets acquired by the company. Job analysis is also very imperative for defining safety standards for each job position. Some jobs in the organization are sedentary; other jobs need the employee to commute to 1

different places to carry out his duties. Certain types of jobs require the company to provide for additional safety of the employees. For example, laborers who are engaged in the production process may be working with heavy duty electrical equipment. It is the duty of the management to train its employees to use the machines cautiously. Also, it is required to provide them protective gear. Future Initiatives Job analysis is also necessary whenever the company is about to grow its operations. Presently, the company may be producing X units of output, it may estimate that there exists additional demand. If the company has to produce 2X units, it needs additional employees. The management needs to analyze the requirements for the new jobs.

1.2 Introduction of Company Being Telecommunication Company it provides various services as internet services, landline and network to network connection. It connect world as a unit and satisfy customers by providing different types of services as per their requirements. Nepal Doorsanchar Company Limited, popularly known to the general public with its ed trademark name as NEPAL TELECOM was ed on 2060-10-22 under Company Act, 2053. Its Head Office is located in near Singha Darbar, Kathmandu, Nepal. Regarding data collection they are collected for central branch which is located in chhauni. The then Nepal Telecommunications Corporation (NTC) was dissolved and all assets and liabilities were transferred to Nepal Telecom with effect from 2061-01-01 i.e. 13th April 2004). The company with its long history is on the way of customer service and nation building. The fast pace of development in telecommunication and information technology has changed the way we live and work. To the general public this means increased expectations and diversified needs for multiple of the latest and higher quality services; and to the telecommunications service provider, this means increased investment in Modern equipment and advanced technologies, and new challenges. Company as the official operator has been continuously expanding its foot print throughout the country, and as such at least from the perspective of telecommunications service, people living in the remote rural areas of the country are enjoying services like those available in urban areas although wider divide remains in of scope and scale.

2

NT has the highest portfolio of services and its total customer base in PSTN, GSM

and

CDMA

services.

Quality,

availability

and

affordability

are

the

foundations for better relationship with customers, and better relationship with customers is the key to a company‘s long term success. Focusing on these major considerations, NT is providing competitive prices, and working to improve quality of its services. In order to serve the customers more effectively, company is putting increased emphasis

on IVR-based(national volunteer )

complaint

handling

system,

payment through banks and recharging through prepaid systems. To realize its goal of providing cost effective telecommunication services to every nook and corner of the country, Nepal Telecom is committed to provide nationwide reliable telecommunication services even to the most inaccessible remote terrains of the country and serve as an impetus to the social, political and economic development of the country. Nepal Telecom‘s services have reached 3500 VDC of the country out of which 199 VDC (Village development committee) have not been served by any other telecom operator of the country. Nepal Telecom provides vast number of services with priority for customer satisfaction which strengthens its bond with the society and in turn serves as an impetus for its stability and growth. Human resource management is a distinctive approach to people management, which seeks to achieve competitive advantage of organizations through the strategic deployment of a committed and capable workforce, using an integrated array of cultural, structural and personnel techniques. we are concerned with HRM department so we got to related how the work is going on regarding analyzing of jobs and it design. The existence of the Human Resource Management in the company is very essential because they are the first department to answer the questions of every employee. The HR staffs are carefully chosen to assist the mission of the department. The responsibilities that include in their workload can be determined as an on-going process. The HR department‘s roles involve employment and recruiting that includes interviewing and testing the labor coordination. It seems like a stage because the training and development takes place where the orientation, performance management skills is measured, and enhancing the productivity. Their duty is also engage in the compensation or wage and salary matters, and benefits such as insurance, istering vacation leaves, or 3

retirement plans. It also includes the ensuring of the health and safety of all the employees. And if possible, based on the job analysis that they conducted upon the employee, they can be serve as the partner of the whole organization in the decision for promotion and transfer. Their main duty is to prepare the assessed data of the candidates in making the decision. Major jobs of HRM Department: Strategic Human Resource Planning HR Auditing and Needs Assessments Workforce Planning Change Management Performance Management Total Compensation, Benefits & Rewards Industrial & employee Relation services Some of the department under HRM Department  Recruitment Secretariat This section deals with overall design and accomplishment of personnel recruitment policy and criterion.  Personnel Section It is concern for personnel selection, retention, promotion, termination and disciplinary action.  Planning & Record Section: It is concern to upkeep and update personnel record with strict confidence and manpower planning for forthcoming telecom project  Training & Vehicle Section This is Concern for periodic education and training management. It is also concern for vehicle operation, maintenance and distribution.  Management dept. & General Section It deals staff benefit, trade union activity, building upkeep and sanitation.  Performance Appraisal Section Concern for maintaining the record of personnel performance appraisal  Legal Section It relates all legal issues of the company and performs the legal advisory role and advocacy. 4

Overall Organizational Structure:

MANAGING DIRECTOR DEPUTY MD (Internal audit and inspection)

DEPUTY MD (company secretary

corporate office

DMD:  Finance  Planning  Business  Maintenance and operation  HRM,  Development  Change management

Service directorate

Regional directorate

DMD:  Satellite service  Wireless telephony  Mobile services  IT  Fixed services  Telecom Training Centre

DMD:  Kathmandu RD  Central RD  Eastern RD  Western RD  Mid-Western RD  Far Western RD

Figure: 1 Organization Structure

5

Structure under HRM:

Figure: 2 Departments under HRM

6

1.3 Objective of Company Mission A personal mission or a business mission statement deals with questions like, why are we here. Why do we exist? Why do we get up each day and do what we do? And what is it that we get paid for? What function does the organization perform? For whom? How? The mission is a broad statement of personal or Business scope, purpose and operation that distinguishes me, or my farm, from others. A business cannot have values, beliefs or a mission outside of the people who Makeup that business. Therefore, especially for small closely held businesses, it‘s important that each principle in the business write their own personal mission statement first, and then come together as a group or team to develop a mission statement for the business. In addition to giving structure and direction to an individual or business, well-written mission statements are excellent tools to inform others about what‘s important to you and how you operate your business. Mission statements serve to inform employees, friends, neighbors, and agribusiness people about what‘s important to you and your business. They also serve as anchors and guideposts for both strategic and operational or tactical decision making on the farm. Nepal Telecom as a progressive, customer spirited and consumer responsive Entity is committed to provide nation-wide reliable telecommunication service to serve as an impetus to the social, political and economic development of the Country. It is the initial stage or platform for company to carry on meeting goals and objectives. During the period of mission there may comes various obstacles. So it needs to be handled carefully and keeping in mind that time required to meet the target is within it. Here Nepal telecom is totally customer oriented company which has been providing services since last decade. So during its mission period keeping in mind regarding customer needs and services that customer can prefer it has to be designed. One should also be aware of certain like political condition of country, surrounding regarding the social activities and mostly economic condition of country. It is a path having definite objective to meet the goal.

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Vision While a mission is a statement of what is, a vision is a statement of what or how you would like things to be. A picture of the future you‘re working to create, what you want to be when you grow up, what you want your business to become. Without a vision of where you‘re going how can you develop a plan to get there and how will you know when you‘ve arrived? Without a vision of where we would like to be, we can continue hiking various trails through life, climbing mountain after mountain, only to discover each time that we‘ve arrived somewhere we really don‘t want to be. Nothing was ever created without a vision. It guides us, gives us direction and purpose, and can serve as a powerful motivator for those around us and ourselves. The more precise and detailed you can be in writing a description of your vision of the future, the easier it will be to communicate it to others and gain their commitment to it, and the more likely you will be to achieve it. Being able to articulate a clear vision of the future is essential if you expect employees and agric-service consultants to help you get there. Success comes through bringing aboard people as partners, employees or consultants with core values that fit well with the business, and who understand and accept the business mission and vision as matching closely with their own. Developing visions and missions that are truly shared takes time, effort, energy and commitment.

You can‘t expect that just because you develop mission and vision

statements, read them at a staff meeting and even hand them out in printed form that everyone will immediately accept and work toward achieving them. You need to walk the talk and be totally committed to them yourself first, and then discuss them with your employees and consultants at least eight or ten times before they will believe you‘re really serious and begin to internalize these statements. Vision of Nepal Telecom is to remain a dominant player in telecommunication sector in the Country while also extending reliable and cost effective services to all. Vision is regarded as foresight of future. Based on some criteria and existing position of company one can visualize where it will be in future. So the main aim of vision of NTC is to lead in telecommunication sector and to be dominating player by providing continuous updated services as per the changing environment. One should also keep in mind regarding the cost of service which should be affordable and reliable. 8

Goal Mission and vision frequently short statements. They are broad, encoming and farreaching. They can often seem overwhelming and perhaps even impossible to achieve. The metaphors, ―How do you eat an elephant? – One bite at a time‖ and ―A journey of a thousand miles begins with the first step‖, fit well in regard to achieving a mission and vision. Goals and objectives create the bite size pieces, the road map and manageable stepping stones to achieve the mission, make the vision a reality, and navigate the course we have set for our business, or for ourselves. To be effective goals and objectives must be written. If they aren‘t in writing they‘re merely ideas with no real power or conviction behind them. Written goals and objectives provide motivation to achieve them and can then be used as a reminder to you and others. Clearly and specifically written, they also eliminate confusion and misunderstanding. Among all the attributes of a well-written objective, the most important are measurable results and a timeframe for completion. Being able to quantify results and evaluate the timeliness of accomplishing goals allows owners or managers to assess the performance and progress of the overall business as well as individuals and teams within the business. Having well developed goals and objectives also helps: - Maintain focus and perspective - Establish priorities - Lead to greater job satisfaction - Improve employee performance As time goes on and goals are achieved, or conditions and situations change, it‘s important to reevaluate and establish new goals and objectives. Failure to periodically set new or more challenging goals can lead to stagnation in the business and boredom among employees. Goal of Nepal Telecom is to provide cost effective telecommunication services to every nook and corner of country. After going through mission and vision as they are ongoing process our main objective is to reach destination within time limit without any disturbance. So telecom goal is to reach the every parts of country forming a network of people and uniting them as one unit and providing the services as affordable cost. If there is an option people may shift from one network to another so the service should have certain image and weight so that people have enough fate and believe in it. 9

1.4 Statement of Problem There is a conflict and unclearness in identifying right man for the right job in an organization. Attempts to increase the productivity and reduce the turnover through proper job analysis which is the foundation of a successful recruitment process that can be met with success and other contributing factors like implementation of a suitable human resource model to improve the process through a strategy is needed to be examined. Identification of the right person for the right job presents a challenge and no single perfect method exists. The challenge of the identification of the right person for the right job through an effective human resource planning, keeping in view the recruitment process, is the pillar on which this research is based. Different tools are required to aid the recruitment process. In order to ensure their value-added and continuous use, however, assessments need to prove their predictive power and link to job performance. Lowery, Beadles & Krilowicz, 2004, (pg .304) studied that the defining factor in the effectiveness of an organization was the quality of its human resources, any procedure which can assist in making better recruitment decisions was of immense benefit. Lack of systemic structuring of a job portfolio (job analysis, job design, job evaluation, job security and job succession planning) results in flawed recruitment. This leads to low productivity due to inadequate job performance and eventually results in high turnover. The practice in vogue of only carrying out job analysis for successful recruitment process has met with little success and therefore other contributing factors need to be examined.

a. Job Analysis as mechanism for right people to right job with required skills remuneration with changing time. b.

Job Rotation leads to employee work efficiently.

c. Departmental and structuring as a road map to integration and synchronizing d. Division of workforce lead to uniformity or deformities.

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1.5 Significance of Study Researcher deals through the problem, methods and system that are adopted by the company and modify them in systematic and scientific manner in right direction so that it becomes easier for both the organization to deal and employee to follow it. This study shows the current position of the company how the working process is going on and identifies the barriers and hinder age that comes in between different level between employees. We just try to deal whether the employee are posted as per the job and position they are appointed for in right place and position. Going through current and updating may be difficult but we have to do it be in market. There should be good understanding between the employee and employer and other certain factor that comes on the way. some time top management rely on the old traditional system and they aspect to continue through it as it becomes easier for them and it safe, they always wants to be in safe zone and play the game. Sometimes employee themselves don‘t want changes, union may also come in way similarly there are various factor that may comes in between. As per the demand and situation if changes are not implemented company lack behind and loose its identity. Though the term job analysis and design may look simple it‘s the base or important part of organization, improper posting, appointing less skill and knowledge person, not identifying on interest, positioning him to the wrong post or unrelated work may cause lot of problem for both the organization and individual himself. So a lot of care should be taken while hiring individual and positioning him to the right post after and clearly informing him about his duties and responsibility. As in the current scenario big company doesn‘t have time to selection and hiring process i.e. its time consuming so they consult with consults and select the as consultant deals with various methods and procedure and select right candidates as per the requirement of organization. Organization may concerned with the experts, may go through certain procedure and methods depends also on organization size and budget selected to conduct. Overall we can say that by conducting this research it becomes easier for the organization to identify actual procedure they are following and to choose their right one or go through it after analyzing it. It also benefits for researcher as on got to know how the organization do the processes and implement it. this research material act as baseline for those who

11

want to do the research in the coming days and update from the current content, it safe both time and money they doesn‘t have to go through the beginning. 

Changes need to be adopted as per the time and situation demands.



Depending upon the coordination between employees it affects overall performance.



One should be posted as he/she is appointed for the job.

1.6 Limitation of Study 

Involves Personal Business: If the observer or job analyst is an employee of the same organization, the process may involve his or her personal likes and dislikes. This is a major hindrance in collecting genuine and accurate data.



Source of Data is Extremely Small: Because of small sample size, the source of collecting data is extremely small. Therefore, information collected from few individuals needs to be standard.



Involves Lots of Human Efforts: The process involves lots of human efforts. As every job carries different information and there is no set pattern, customized information is to be collected for different jobs. The process needs to be conducted separately for collecting and recording job-related data.



Job Analyst May Not Possess Appropriate Skills: If job analyst is not aware of the objective of job analysis process or does not possess appropriate skills to conduct the process, it is a sheer wastage of company‘s resources. He or she needs to be trained in order to get authentic data.



Mental Abilities Cannot be Directly Observed: Last but not the least, mental abilities such as intellect, emotional characteristics, knowledge, aptitude, psychic and endurance are intangible things that cannot be observed or measured directly. People act differently in different situations. Therefore, general standards cannot be set for mental abilities.



time consuming

12

1.7 Organization of Study Overall Project Report has been divided into five chapters as Introduction, Literature Revive, Research Methodology, Data presentation & Analysis lastly Summary, Conclusion and Recommendation. First section gives formal information regarding importance of job analysis and objectives of the study. It deals with the organization background and its mission, vision, goals and related departments. This section also concern with statement of problem and significance of study. It also goes through some limitation. Second section deals with book and thesis concepts and principles. It also thesis finding and recommendation related to other thesis. Literature review was given of those works that uses job analysis as a tool for exploring new dimension or techniques of job analysis. Some other research has been added to thesis certain comments or application procedures. Third section deals with research methodology regarding the information such as research introduction, what types of research design has been used, and like population, what is the number of sample we have taken and what types of sampling method we are implementing, also the sources of data whether it is primary or secondary and finally technique of data collection like questionnaire, interview, log books, journals etc. Forth section deals with data presentation and analysis part. In this portion we deals with various data processing procedures as editing data, classification and coding, transcription, tabulation, construction of tables and charts and types of data whether it is qualitative or quantitative. Fifth section this portion deals with overall summary, conclusion and recommendation of chapters.

13

CHAPTER- 2 REVIEW OF LITERATURE 2.1 Conceptual Review: Job analysis is the foundation of all human resource activities, including personnel selection, training, performance appraisal, career de elopement, workforce planning, and safety (Bran nick & Levine, 2002). Job analysis is also necessary to meet legal requirements for validation of selection procedures (Uniform Guidelines, 1978), and conducting a job analysis can be a time consuming process with estimated average annual costs of job analyses ranging from $150,000 to $4,000,000 per large organization (Levine, Sis trunk, McNutt, & Gael, 1988). Job analysis is the fundamental process that forms the basis of all human resource activities. The importance of job analysis has been well-established for years, dating back to at least the First World War. The United States government‘s Uniform Guidelines on Employee Selection Procedures (1978) and the American Psychological Association‘s Principles for the Validation and use of Personnel Selection Procedures Stipulate that job analysis is essential to the valediction of any and all major human resources activities. In its simplest , a job analysis is a systematic process for gathering, documenting and analyzing date about the work required for a job. The data collected in a job analysis, and reflected through a job description, includes a description of the context and principal duties of the job, and information about the skills, responsibilities, mental models and techniques for job analysis. These include the Position Analysis Questionnaire, which focuses on generalized human behaviors and interviews, task inventories, functional job analysis and the job element method. A job analysis provides an objective picture of the job, not the person performing the job, and as such, provides fundamental information to all subsequent and related HR activities, such as recruitment, training, development, performance management and succession planning. Job analysis serves two critical functions with respect to these processes. Job analysis helps ensure that decisions made with respect to HR processes are good decisions i.e., fair and accurate (e.g., selection of the right person for the job, appropriate decisions about training, performance management, development, etc.) and its helps ensure the defensibility of decisions made to employee (resulting in good HR management) and to the courts (resulting in saving of costs, time and reputation). 14

2.1.1 Key Steps in Job Analysis Process Step 1) Gathering Information: Use the official and current position description, review organization charts, review the skills of the previous incumbent. Step 2) Ask for Assistance: Involve a Subject Matter Expert (SME) and an HR professional for information on qualifications standards, classification standards and evaluation statements. Step 3) Identify critical Job duties: Identify and document three to five critical or major duties, which are duties that directly impact the mission and occupy at least 25% of an employee‘s time. Step 4) Identify needs KSAs and Competencies: For each critical or major duty, identify the essential knowledge, skill, ability or competency required to successfully perform that duty. Step 5) Identify selective placement factor: After identifying the duties and the relevant KSAs and competencies, determine if there are any additional factors that a highly qualified candidate must possess prior to starting the new position. Step 6) Validate KSAs & competencies to your assessment method: Ensure that each KSA and competency can be evaluated and is ratable from information provided in an applicant‘s resume and can be validated by an assessment tool such as a questionnaire, an interview, reference checks, etc. STEP 7) Document your rating criteria: Arrange the non-selective KSAs and competencies in order of importance, using a 1, 2 and 3 rating scale from ―Most Important‖ to ―Least Important.‖ STEP 8) Link job task to KSAs or competencies: For each KSA or competency identified, create a list of the important tasks and activities to perform on the job.

15

2.1.2 Input- output model of job analysis

2. ORGANIZATION resources, materials tools, methods, constraints, policy supervision

1.PERSON knowledge, skills and ability effort 3.ACTIVITIES physical, mental interactional, sequential

4.OUTPUT quality, quantity time, data, people, objects

5. REWARDS intrinsic, extrinsic, satisfaction Figure: 3 Input-Output Models Since the job is the connection between the organization and the employee, it may be useful to develop a model based upon this common connection. We can say that both the organization and the employee contribute to the job and expect to receive something from it. In order for these results to come about, something has to happen inside the job. This dual systems-exchange model is illustrated in Figure above. The vertical dimension of the model is the person-job relationship. The person brings his or her knowledge, skills and abilities as well as effort to the job (cell 1). These are used in activities, which are divided into physical, mental, and interactional types (cell 3). The results, for the person, are the rewards and satisfaction received from working on the job (cell 5). These rewards can be both intrinsic and extrinsic. The horizontal dimension of the model is the organization-job relationship. The organization brings to the job resources needed to perform the job and ways to do the job that coordinate with organizational needs; the latter are perceived as constraints (cell 2). These resources and constraints determine the way the job activities (cell 3) are carried out. The organizational results are some product created or service performed by the employee; these outcomes are in the form of a change in data, people, and/or objects (cell 4). These results can be defined in of quantity, quality, and time. This model suggests that information (descriptors of jobs) can be collected on the purpose of the job (cell 4), the activities of the job (cell 3), the worker requirements of the job (cell 1), the organizational context of the job (cell 2), and the rewards of the job to the worker (cell 5)

16

2.1.3 Importance of Job Analysis According to scientific management, the key to productivity is a precise understanding of the tasks that constitute a job. If the motions of workers are to become standardized and 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 backbone of the scientific clipboards and stopwatches was the method used to determine the most efficient way to perform specific jobs. As the popularity of scientific management declined after World War II, however, so did the popularity of job analysis. With the new emphasis on human relations as the key to productivity job analysis was used primarily to set salary scales. But in the modern times workers and employers began to take renewed interest in this area because of concerns about two issues: unfair discrimination and comparable worth. There are two areas where unfair discrimination in hiring can occur: in the standards set for being hired; and in the procedures used to assess the applicant‘s ability to meet those standards. Job analysis addresses the question of what tasks, taken together actually constitutes a job. Without this information, standards for hiring may appear to be arbitrary or worse, designed to exclude certain individual or groups from the workplace. More recently, the issue of comparable worth has also contributed to a new interest in job analysis. Comparable worth refers to equal pay for individuals who hold different jobs but perform work that is comparable in of knowledge required or level of responsibility. The major issue of the comparable worth controversy is that women who are employed in jobs that are comparable to those held by men are paid, on the average, about 65 percent of what a man would earn. In order to determine the comparability of job tasks so that salaries can also be compared, a proper job analysis is necessary. Comparable work is an issue of considerable interest to many people. 2.1.4 Questions Job Analysis Should Answer  What physical and mental tasks does worker accomplish? 

When is job to be completed?



Where is job to be accomplished?



How does worker do job?



Why is job done?

17

2.1.5 Conducting Job Analysis People who participate in job analysis should include, at a minimum: 

Employee



Employee‘s immediate supervisor

2.1.6 Reasons for Conducting Job Analysis 

Staffing - Haphazard if recruiter does not know qualifications needed for job



Training and Development - If specification lists particular knowledge, skill, or ability, and person filling position does not possess all necessary qualifications, training and/or development is needed.



Performance Appraisal - Employees should be evaluated in of how well they accomplish the duties specified in their job descriptions and any other specific goals that may have been established.



Compensation – Value of job must be known before dollar value can be placed on it.



Safety and Health – Helps identify safety and health considerations



Employee and Labor Relations – Lead to more objective human resource decisions



Legal Considerations – Having done job analysis important for ing legality of employment practices

2.1.7 Uses of Job Analysis This knowledge about jobs is used for many purposes, certainly in the field of Human Resource Management [HRM]. In particular, where the job is the basis for pay, knowledge of the job is essential either to make comparisons with other jobs in market pricing or as the first step in evaluating jobs internally. Thus, failure to secure complete and accurate job information will result in inaccurate wage setting. Later steps in job evaluation become virtually impossible without adequate job information. Job knowledge has many uses in HRM. Organizations use information obtained by job analysis for recruitment, selection, and placement; organization planning and job design; training; grievance settlement; as well as job evaluation and other compensation programs People outside the organization also use information about jobs. Career placement requires the same type of person-job matching that organizations do. Getting a disabled worker back to work requires knowledge of jobs in order to determine what jobs the 18

worker can do or can be trained to do. Lastly, job knowledge is needed in a number of regulatory situations as will be discussed later in this chapter.

Work design

Job Content Information HR planning

Job Analysis

Job Specification and Job Description

Staffing

Training

Job Context Information

Compensation

Figure: 4 Use of job analysis

These different uses of job information may require specialized job descriptions. Job evaluation requires information that permits distinguishing jobs from one another, usually on the basis of work activities and/or job required worker characteristics. Recruitment and selection require information on the human attributes a successful jobholder must bring to the job. Training requires information on the knowledge and skills that the successful jobholder must evidence. Job design may require identifying employee perceptions of intrinsic and extrinsic rewards. Although there is overlap among these different requirements, arguments for separate job analysis for separate purposes are understandable.

19

2.1.8 Job Specification and Job Description: Job Descriptions: It describes the job and not the individual who fills the job. They are the result of job analysis within a given organization and are essential to the selection and evaluation of employees. Job ments or postings are based on the job description. The character of the organization is the basis for the description of positions. Information about the organization might include Name of Company Main Product(s) and/or Service(s) Location Number of Employees, Company Structure, Names of Officers, Hours of Work Job description is a written statement that defines the duties, relationships and results expected of anyone in the job. It is an overall view of what is to be done in the job. Typically it includes is a written statement that defines the duties, relationships and results expected of anyone in the job. It is an overall view of what is to be done in the job. Typically it includes Job Title Date Title of immediate supervisor Statement of the Purpose of the Job Primary Responsibilities List of Typical Duties and Responsibilities General Information related to the job Training requirements Tool use Transportation Signature of the person who has prepared the job description

20

Job Specification: It is an analysis of the kind of person it takes to do the job, that is to say, it lists the qualifications. Normally, this would include is an analysis of the kind of person it takes to do the job, that is to say, it lists the qualifications. Typically this would include Degree of education Desirable amount of previous experience in similar work Specific Skills required Health Considerations Problems If Job Specifications Are Inflated: 

May systematically eliminate minorities or women from considerations



Compensation costs will increase



Job vacancies will be harder to fill

Figure: 5 Job Analyses as a Basic Human Resources Tools

21

2.1.9 Advantages 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. The process of job analysis also has its own constraints. 

Provides First Hand Job-Related Information: The job analysis process provides with valuable job-related data that helps managers and job analyst the duties and responsibilities of a particular job, risks and hazards involved in it, skills and abilities required to perform the job and other related info.



Helps in Creating Right Job-Employee Fit: This is one of the most crucial management activities. Filling the right person in a right job vacancy is a test of skills, understanding and competencies of HR managers. Job Analysis helps them understand what type of employee will be suitable to deliver a specific job successfully.



Helps in Establishing Effective Hiring Practices: Who is to be filled where and when? Who to target and how for a specific job opening? Job analysis process gives answers to all these questions and helps managers in creating, establishing and maintaining effective hiring practices.



Guides through Performance Evaluation and Appraisal Processes: Job Analysis helps managers evaluating the performance of employees by comparing the standard or desired output with delivered or actual output. On these bases, they appraise their performances. The process helps in deciding whom to promote and when. It also guides managers in understanding the skill gaps so that right person can be fit at that particular place in order to get desired output.



Helps in Analyzing Training & Development Needs: The process of job analysis gives answer to following questions:  Who to impart training  When to impart training  What should be the content of training  What should be the type of training: behavioral or technical  Who will conduct training



Helps in Deciding Compensation Package for a Specific Job

22

2.1.10 Challenges in Conducting a Job Analysis No process can be entirely accurate and fully serves the purpose. Job analysis is no exception to it. The process involves a variety of methods, tools, plans and a lot of human effort. And where there people are involved, nothing can be 100 percent accurate. However, they may be appropriate considering various factors including organizational requirements, time, effort and financial resources. Since the entire job analysis processes, methods and tools are designed by humans only, they tend to have practical issues associated with them. Human brain suffers with some limitations, therefore, everything created, designed or developed by humans too have some or other constraints. Coming back to the subject, even the process of job analysis have lot of 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 they 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 if there are defined outputs and expected performance levels for a job, the actual approaches and nuances associated with executing the job demands may result in very different actions, depending on the worker and how he or she gets the job done. The job itself may vary in of demand levels or activities performed, depending on workload, workflow, teamwork, and variances in the services, products or activities that are the focus of the job at any point in time. As Fine, et al. (1999), note, it is important to describe jobs holistically, considering the requirement of workers to perform both instrumentally in executing work tasks, and latently, in adapting to situations in which work takes place. A number of factors associated with the measurement process can challenge the validity and reliability of job analyses. One of these is the properties of the rating scales in use, including content validity across job types, definitions used for the scale items, and clarity of the rating procedures (Lysaght et al. 2008). Another lies in the quality of information gathered through worker or supervisor report based on ability or willingness to provide accurate descriptions. Observational data may be compromised through lack of rater familiarity with the job type or milieu, or inability to observe sufficient and representative time samples of the job, especially one that is highly variable. Finally, raters themselves

23

present with different training and levels of experience in performing job analysis, a factor that may compromise both validity and reliability of the report. Let‘s discuss them and understand how the process of job analysis can be made more effective by treating them carefully. 

Lack of Management : The biggest problem arises when a job analyst does not get proper from the management. The top management needs to communicate it to the middle level managers and employees to enhance the output or productivity of the process. In case of improper communication, employees may take it in a wrong sense and start looking out for other 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 must effectively communicate the right message to their incumbents.



Lack of Co-operation from Employees: If we talk about collecting authentic and accurate job-data, it is almost impossible to get real and genuine data without the of employees. If they are not ready to co-operate, it is a sheer wastage of time, money and human effort to conduct job analysis process.



Inability to Identify the Need of Job Analysis: If the objectives and needs of job analysis process are not properly identified, the whole exercise of investigation and carrying out research is futile. Managers must decide in advance why this process is being carried out, what its objectives are and what is to be done with the collected and recorded data.



Biasness of Job Analyst: A balanced and unbiased approach is a 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 inaccuracy and it therefore, defeats the whole purpose of conducting the job analysis process.

However, this is not the 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 questionnaires and other forms, absence of verification and review of job analysis process and lack of reward or recognition for providing genuine and quality information.

24

2.1.11 Summary of Types of Data Collected Through Job Analysis: 

Work Activities - Work activities and processes; activity records (in film form, for example); procedures used; personal responsibility



Worker-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, equipment, and work aids used



Job-related tangibles and intangibles - Knowledge dealt with or applied (as in ing); materials processed; products made or services performed



Work performance - Error analysis; work standards; work measurements, such as time taken for a task



Job context - Work schedule; financial and nonfinancial incentives; physical working conditions; organizational and social contexts



Personal requirements for job - Personal attributes such as personality and interests; education and training required; work experience

2.1.12 Timeliness of Job Analysis Due to Rapid change of technological change it makes need for accurate job analysis even more important, now and in the future.

2.1.13 Job Analysis for Team 

With team design, there are no narrow jobs



Work departments do is often bundled into teams



Last duty shown on proverbial job description, ―And any other duty that may be assigned,‖ is increasingly becoming THE job description.

2.1.14 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 or are considered unsatisfactory or distasteful by most people



Americans with Disabilities Act - Make reasonable accommodations for disabled worker. 25

2.1.15 Building Blocks of Job Analysis Methods Job analysis methods are made up of a large number of building blocks, but these all fall into four categories: 1. Kinds of job data collected 2. Methods of gathering data 3. Sources of job information 4. Units of analysis—what gets analyzed, including the level of detail Summary of building blocks Descriptor

Methods of data collection



organization philosophy and structure



Interviewing groups



Licensing



interviewing individuals

mandated requirements



observations



Responsibilities



Technical conferences



Professional standards



Questionnaires



Job context



Diaries



Products and services



Equipment-based methods



Work performance indicators



Reviewing records



Personal job demands



Reviewing literature



Elemental motions



studying equipment design specifications



Worker activities



Doing the work



Work activities



Worker trait requirements



Future changes



Critical incidents

and

other

government-

Source of job analysis data

Units of analysis

 Job analyst

 Duties

 Job holder‘s supervisor

 Tasks

 High-level executive

 Activities

 Job holder

 Elemental motions

 Technical expert

 Job dimensions

 Organizational training specialist

 Worker characteristic requirements

 Clients or customers

 Scales applied to units of work

 Other organizational units  Written document  Previous job analyses



Scales applied to worker characteristic requirements  Qualitative versus quantitative considerations

26

Regarding books researcher has concerned 'A Practical Guide to Job Analysis' written by Erich P. Prien, Leonard D. Goodstein, Jeanette Goodstein, Louis G. Gamble, JR. in year 2009. Competent job analysis is the keystone of the entire human resource management process. Without understanding the nature of each specific job in an organization, it is not possible to recruit, select, evaluate, train, develop, and promote or terminate an employee competently. Entry level job analysis contain Target Job Title: 1. Name of Analyst: 2. Location: 3. Analyst‘s Job Title: 4. Time in present position (years): (months): 5. Time with company (years): (months): This procedure is designed to identify those job activities and competencies most important for entry-level jobs. The information from this analysis will be used to conduct a job-related selection assessment for this position. Details explained as Plan and organize  Work with team to organize assigned tasks.  Determine the general nature of a job through discussion with others doing the same work.  Break down work assignment into sequential steps to ensure accuracy and completeness.

Solve problems  Work with team to troubleshoot and solve problems.  Seek assistance when standard procedures are not successful in solving problems. Manage Personal/Interpersonal Relations  Work cooperatively with others.  Observe other workers on a team to learn and practice work tasks and skills.  Respond to requests for assistance from co-workers or customers/clients.  Empathize with others experiencing personal difficulty. 27

 Observe and anticipate needs of others without waiting for them to request assistance. Understand Verbal Communications  Meet with supervisor(s) to receive and discuss work assignments.  Greet

customers/clients

and

respond

to

them

accurately

and

appropriately.  Remain attentive when receiving instructions, and follow directions or seek clarification when necessary.  Respond to crew leader instructions to carry out assignments.  Discuss work assignments with co-workers to assess progress or status. Construction Helper  Provide general assistance to experienced craftsperson such as getting requested tools, holding materials in place for additional work, etc.  Disassemble and remove worn or damaged materials or structures.  Prepare new parts or materials for installation or construction.  Complete basic construction or installation.  Use basic tools and equipment. Others are as Nursing Aides, Orderlies, Attendants, Manufacturing Production and Maintenance, Dishwasher clerical assistance etc.

2.1.16 Work Function and the Level of Difficult DATA

PEOPLE

THINGS

0 Synthesizing

0 mentoring

0 setting up

1 coordinating

1 negotiating

1 precision working

2 analyzing

2 instructing

2 operating- controlling

3 compiling

3 supervising

3 driving - operating

4 computing

4 diversity

4 manipulating

5 copying

5 persuading

5 tending

6 comparing

6 speaking-signaling

6 feeding

7 serving

7 handling

8 helping

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2.1.17 Job Design: Job design has been defined by Davis (1966) as: ―the specification of the content, methods and relationships of jobs in order to satisfy technological and organizational requirements as well as the social and personal requirements of the job holder‖. Job design is the conscious efforts to organize tasks, duties and responsibilities into one unit of work. Job design involves: 

identification of individual tasks



specification of methods of performing the tasks



combination of tasks into specific jobs to be assigned to individuals

2.1.18 Interdependencies in Job and Organisation Design Process Design

Team Design

Job Design

Organization Structure

Figure: 6 Jobs and Organization Design 

Process Design: how the work is done.



Team Design: what each team does and how it is organized.



Organization Structure: management responsibilities organizational units etc.



Job Design: what each person is responsible for.

2.1.19 Principles of Job Design 

To influence skill variety, provide opportunities for people to do several tasks and combine tasks



To influence task identity and form natural work units



To influence task significance



To influence autonomy, give people responsibility for determining their own working system 29



To influence , establish good relationships and open channels

2.1.20 Objectives of job design: 

greater job satisfaction



increase performance



reduces absenteeism and turnover



greater profitability

2.1.21 Typical Job Design Process: Overall change vision and goals

Develop overall business design

Formulate job design goals

Develop a straw model Refine if necessary Hold consultation workshop

Identify issues

Revise and sign off Plan implementation

Figure: 7 Job Design Process 2.1.22 Characteristics of a well-designed job 

Forms a logical whole



Makes a significant and visible contribution



Provides variety of methods, tasks and skills



Provides on performance



Provides autonomy and allows discretion



Carries responsibility for outcomes



Offers opportunities for personal development



Entails dynamic posture and does not require continuous use of a terminal or PC

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2.1.23 Job classification, its needs and importance Job classification is a scheme of classifying a job according to the current responsibilities and duties associated with the job. It is different than job design in that the person assigned to the job is not taken into consideration. Jobs are classified with the purpose of studying jobs in a holistic perspective. Job classifications group‘s jobs into various grades, each grade having a certain specific class description and many times a pay scale that is used for job comparisons. Often the title is also assigned on the basis of grade arrived at after the job classification.

2.1.24 Need for Job Classification There are various methods available for classifying jobs and often these vary across organisations and the industries. The basic purposes of classifying jobs are: 

To help in recruitment and selection by defining significant qualification standards.



To help in deg and developing standards for performance and appraisals.



Allocating responsibilities aligned to the company mission and vision and those that help in the realization of organisations business plans and strategies.



Identification of career and growth paths in organisations.



Establish standards for compensation.

2.1.25 when and where is a Job Classification System Used? A job classification system cannot be used for positions which do not match in of their duties and responsibilities. Instead it is used to group positions that have similar duties and responsibilities, require same qualifications, experience and training interventions. As mentioned above it is beneficial in recruitment, selection and compensation in a standard way across the whole organization. The most important aspect of job classification is that it is based upon the objective aspects of the job and does not take into consideration the person assigned, the skills and the performance levels for the job. Instead factors like scope and level of responsibilities and duties, decision making authority and its relationship to other jobs is taken into consideration.

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Job classification as a system empowers the istration to handle a wide variety of job functions and rather than just one, at a single time. Different positions are named and assigned titles and grades, keeping the job characteristics into consideration. Job classification is not a constant or one time process; it is an ever changing one. They change due to introduction of new policies and procedures, new management initiatives and in many cases due to introduction of new technologies. The flip side of this is that it may affect employee productivity or performance and their reporting relationships. People resources may be redeployed and employees may find it difficult to adjust with the new people environment, affecting the performance due to change in benchmark standards. Then again in certain cases the productivity may increase in case of certain employees and decline in case of others depending upon how these employees deal with the stressors. Many organizations use the tools of job balance assessment and competency matrix assessment for dealing with the changes associated with job classification. These tools help in aligning the employees with changes in the external environment such that their productivity levels are enhanced and not otherwise.

2.1.26 Job Design factors A well defined job will make the job interesting and satisfying for the employee. The result is increased performance and productivity. If a job fails to appear compelling or interesting and leads to employee dissatisfaction, it means the job has to be redesigned based upon the from the employees.

Figure: 8 Job design factors

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Broadly speaking the various factors that affect a job design can classified under three heads. They are: 

Organizational Factors



Environmental Factors



Behavioral Factors

Organizational Factors Organizational factors that affect job design can be work nature or characteristics, work flow, organizational practices and ergonomics. Work Nature: There are various elements of a job and job design is required to classify various tasks into a job or a coherent set of jobs. The various tasks may be planning, executing, monitoring, controlling etc and all these are to be taken into consideration while deg a job. 

Ergonomics: Ergonomics aims at deg jobs in such a way that the physical abilities and individual traits of employees are taken into consideration so as to ensure efficiency and productivity.



Workflow: Product and service type often determines the sequence of work flow. A balance is required between various product or service processes and a job design ensures this.



Culture: Organizational culture determines the way tasks are carried out at the work places. Practices are methods or standards laid out for carrying out a certain task. These practices often affect the job design especially when the practices are not aligned to the interests of the unions.

Environmental Factors Environmental factors affect the job design to a considerable extent. These factors include both the internal as well as external factors. They include factors like employee skills and abilities, their availability, and their socio economic and cultural prospects. Employee availability and abilities: Employee skills, abilities and time of availability play a crucial role while deg of the jobs. The above mentioned factors of employees who will actually perform the job are taken into consideration. Work should be designed as per employee skill and ability else decreases productivity and employee satisfaction.

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Socio economic and cultural expectations: Jobs are nowadays becoming more employee centered rather than process centered. They are therefore designed keeping the employees into consideration. In addition the literacy level among the employees is also on the rise. They now demand jobs that are to their liking and competency and which they can perform the best.

Behavioral Factors Behavioral factors or human factors are those that pertain to the human need and that need to be satisfied for ensuring productivity at workplace. They include the elements like autonomy, diversity, etc. A brief explanation of some is given below: Autonomy: Employees should work in an open environment rather than one that contains fear. It promotes creativity, independence and leads to increased efficiency. : should be an integral part of work. Each employee should receive proper about his work performance. Diversity: Repetitive jobs often make work monotonous which leads to boredom. A job should carry sufficient diversity and variety so that it remains as interesting with every ing day. Job variety / diversity should be given due importance while deg a job. Use of Skills and abilities: Jobs should be employee rather than process centered. Though due emphasis needs to be given to the latter but jobs should be designed in a manner such that an employee is able to make full use of his abilities and perform the job effectively.

2.1.27 Job Design for Team Most theories of team effectiveness follow an input-process-output model. The input factors include such items as organizational resources and other contextual factors. The process factors concern what the team actually does, such as communicate. The output factors typically include effectiveness measures (Did they win?) as well as satisfaction with the team (Can the team stand to work together again?).Campion and his colleagues (Campion, Medsker, & Higgs, 1993; Campion,Papper, & Medsker, 1996) reviewed the literature and compiled a list of factors that they believed could be used to design effective teams. They developed a survey that can be used to measure teams on the characteristics of interest. Four of five factors considered under job design are factors considered in the job characteristics theory (Hackman & Oldham, 1980). The factors from job characteristics theory are autonomy, variety, task identity, and task significance.

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

Self-management: it in teams is similar to autonomy in individual jobs. Teams may have formal leaders who are given responsibility and authority to make decisions such as the assignment of tasks and hiring and firing of the team. As self-management increases, the leader becomes more of a coach than a boss, and in extreme cases, there may be no formal leader; the functions of management are taken over by the team.



Participation: it refers to the degree that all contribute to team decision making, and it is highly related to self-management. Self-management and participation are thought to help promote feelings of responsibility in team .



Task variety, task identity, and task significance are all attributes of jobs that are thought to motivate people. A job with variety causes people to develop and use multiple skills. Task identity refers to the work being a whole entity rather than a fraction (for example, building a whole car versus just seat covers). Task significance refers to the impact of the work on other people (for example, a surgeon has a significant job). Identity and significance are thought to influence team ‘ sense that their work is meaningful and important.



Interdependence factors include task and goal interdependence, which are two of our defining properties of teams. The interdependent and rewards concerns the degree to which individual ' and rewards depend on team outcomes. The interdependence of the work will influence the degree to which feel that they are part of a Team.



Composition factors refer to the mix of people that belong to the team. Heterogeneity refers to the variability of backgrounds in team in such characteristics as race, sex, and cognitive ability. Flexibility refers to the degree to which team can change their assignments. To be flexible, the team must have the authority to change assignments and the skill by some to cover the jobs of other . Relative size refers to the number of people relative to the amount of work that needs to be done. As the size of a team increases, coordination demands also increase. According to the theory, there is an optimal size for each team.



Context factors are so labeled because they come from outside the team. Training of team is a activity provided by management that is intended to 35

increase the effectiveness of the team either through improved task functioning, improved process such as better decision making, or both. Managerial concerns other types of such as provision of materials and information. Communication and cooperation between groups concerns the quality of relations across teams within an organization. The organization may be characterized as relatively cooperative or relatively competitive. According to input-process-output models of team effectiveness, all of the factors we have described so far fall into the input part of the model. 

Process factors fall into the process part of the model (surprise!). Potency is the team‘s belief in its own competence. For example, a football team may feel confident that it will win an game or it may feel that a win would be miraculous. Social refers to team getting along well interpersonally. Workload sharing is the adjustment of work across individuals to avoid lacking by some team . Communication and cooperation within the team refers to ing information among . The process variables are thought to influence team effectiveness either by motivating team to work hard and to persist (potency and social ) or by directly increasing the effectiveness of work (workload sharing and communication).

According to the theory, the factors are supposed to be related to effectiveness and subject to control by management (that is, they can be changed). The research to date, however, deals only with differences in existing teams rather than the results of experiments in which team characteristics were manipulated.

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Job Design elements characteristics

sample items

Job Design 1.

self management

My team rather than my manager decides who does what tasks within the team.

2.

participative

My team is designed to let everyone participate in Decision making.

3.

task variety

Most everyone on my team gets a chance to do the more interesting tasks.

4.

task significance

My team helps me feel that my work is important to the company. My team is responsible for all aspects of a product for its area.

5.

task identify

Interdependence 6.

Task interdependence

Within my team, jobs performed by team are related to one another.

7.

Goal interdependence

My work goals come directly from the goals of my team. My performance evaluation is strongly influenced by how well my

8.

Interdependent and

team performs.

rewards

Composition 9.

Heterogeneity

The of my team vary widely in their areas of expertise. Most of my team know each other‘s jobs.

10. Flexibility 11. Relative size

12. Preference for group work

The number of people in my team is sufficient for the work to accomplish.

I generally prefer to work as part of a team

Context 13. Training

The company provides adequate technical training for my team.

14. Managerial

Higher management in the company s the concept of teams.

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2.1.28 where the design unit is the team 

4-10 is the most manageable size



A designated leader or the whole team are able for performance



Activities make up a discrete whole task



Interdependence between



Autonomy extends to planning own work



on performance is available



All required skills are available or easily obtained

2.1.29 Approaches to job design:  Job rotation  Job enlargement  Job enrichment  job engineering  Human approach Job Rotation: It is systematically moving workers from one job to another. A closer look at some Indian companies shows that job rotation is becoming an increasingly accepted practice. At McDonald's, cross-functional job rotations are encouraged, globally and in India. "It is a win-win situation -- win for the organization, the team and the employee," says Amit Jatia, t venture partner and managing director, McDonald's, Western India. Job rotation is considered as an effective tool for successful implementation of HR strategy. It is about settling employees at the right place where they can deliver the maximum results. In today‘s highly competitive world, this can be proved as the best strategy to find the immediate replacement of a high-worth employee from within the organization. Finding the most suitable people and shifting them to take on the responsibilities of a higher level is a tough task. Job rotation helps HR managers determine who can be replaced by whom and create a suitable and beneficial fit. A properly planned and carried job rotation process plays an essential role in strengthening the position of an organization and helps it deal with uncertain and tentative outer environment. Let‘s discuss the benefits of job rotation process at length in order to realize its importance and the potential.

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Benefits of Job Rotation 

Helps Managers Explore the Hidden Talent: Job Rotation is designed to expose employees to a wider range of operations in order to assist managers in exploring their hidden talent. In the process, they are moved through a variety of assignments so that they can gain awareness about the actual working style of the organization and understand the problems that crop up at every stage. Through this process, managers identify what a particular employee is good at and accordingly he or she is assigned a specific task.



Helps Individuals Explore Their Interests: Sometimes, employees are not aware of what would like to do until they have their hands on some specific job. If their job is rotated or they are exposed to different operations, they can identify what they are good at and what they enjoy doing. They get a chance to explore their interests and hidden potential.



Identifies Knowledge, Skills and Attitudes: Job Rotation helps managers as well as individuals identify their KSA (Knowledge, Skills and Attitudes). It can be used in determining who needs to improve or upgrade his or skills in order to perform better. This helps in analyzing training and development needs of employees so that they can produce more output.



Motivates Employees to Deal with New Challenges: When employees are exposed to different jobs or assigned new tasks, they try to give their best while effectively dealing with the challenges coming their way. It encourages them to perform better at every stage and prove that they are no less than others. This gives rise to a healthy competition within the organization where everyone wants to perform better than others.



Increases Satisfaction and Decreases Attrition Rate: Exposing employees to different tasks and functions increase their satisfaction level. Job variation reduces the boredom of doing same task every day. Moreover, it decreases attrition rate of the organization. Employees develop a sense of belongingness towards the organization and stick to it till long.



Helps Align Competencies with Requirements: Alignment of competencies with requirements means directing the resources when and where they are required. It assesses the employees and places them at a place where their skills, competencies and caliber are used to the highest possible extent. 39

Job rotation is an alternative to reduce the boredom caused due to repetitiveness of tasks and revive their willingness to handle a job and challenges involved in it with same excitement and zeal.

Job enrichment: its Aims to maximize the interests and challenges of work by providing the employee with a job that has these characteristics Complete piece of work in the sense that the worker can identify a series of tasks or activities that end in a recognizable and definable product, It affords the employee as much variety, decision- making responsibility and control as possible in carrying out the work, It provide the direct through the work itself on how well the employee is doing his work. Job enrichment as proposed by Herzberg (1986) is not just increasing the number or variety of tasks. It is claimed by ers of job enrichment that these approaches may relieve boredom, but they do not result in positive increase in motivation. Organizations are increasingly facing the heat of attrition, which is not good to health of the same. Lots of time, money and resources are spent into training an individual for a particular job and when he / she leaves the return on that investment equals null. Often it is not for the money that people leave; that may be the reason with the frontline staff but as we move towards the upper levels of organizational hierarchy, other reasons gain prominence. Many of those who quit their jobs complain of their jobs as uninteresting! All this has compelled organisations to think of ways to make the job they offer interesting. Lots of efforts are made to keep monotony at bay; job enrichment is one of them. It is the process of making a job more interesting, challenging and satisfying for the employees. It can either be in the form of up gradation of responsibilities, increase in the range of influence and the challenges. How does an Organisation Enrich a Job? Typically job enrichment involves combining various existing and new tasks into one large module of work. The work is then handed over to an employee, which means there is an increase in responsibilities and scope. This increase in responsibility is often vertical. The idea is to group various tasks together such that natural work units are created. In addition expanding jobs vertically also gives employee direct control over works units and employees that were formerly under the jurisdiction of top management only. While on one hand this increases the ownership of the employees in their work, it also relieves the unnecessary burden from the top management. Job enrichment also 40

opens up a channel for the employees. Employees are frequently apprised of their performance. This keeps them on track and helps them know their weak and strong points. Performance standards are set for the employees themselves and future performances are matched against the benchmarks. All this without any serious intervention or involvement of the top management! In a certain bank that dealt with commercial credit letters for import and export trade, the employees processed the documents in a sequence with each employee being specialized for certain aspect of verification. Often it so happened that a mistake at preceding level lead to a series of mistakes at succeeding level. Errors accumulated at each level and this result in huge loss of productivity. The organisation decided to go for job enrichment where each employee or clerk was specialized in all aspects of processing. Each employee was now able to handle a client on his own. After some time it was found out that the transaction volume increased by 100 percent. Benefits of Job Enrichment Research studies on job enrichment found out decreased levels of absenteeism among the employees, reduced employee turnover and a manifold increase in job satisfaction. There are certain cases however where job enrichment can lead to a decrease in productivity, especially when the employees have not been trained properly. Even after the training the process may not show results immediately, it takes time to reflect in the profit line.

Job Enlargement: Job Enlargement is the horizontal expansion of a job. It involves the addition of tasks at the same level of skill and responsibility. It is done to keep workers from getting bored. It is different than job enrichment .Thus the worker who previously only bolted the seat to legs might attach the back as well. Examples: Small companies may not have as many opportunities for promotions, so they try to motivate employees through job enlargement. Job enlargement is a job design technique wherein there is an increase in the number of tasks associated with a certain job. In other words, it means increasing the scope of one‘s duties and responsibilities. The increase in scope is quantitative in nature and not qualitative and at the same level. Job enlargement is a horizontal restructuring method that aims at increase in the workforce flexibility and at the same time reducing monotony that may creep up over a period of time. It is also known as horizontal loading in that the responsibilities increase at the same level and not vertically. 41

Many believe that since the enlargement is horizontal in nature there is not a great need for training! Contrary to this, job enlargement requires appropriate training especially on time and people management. Task related training is not required much since the person is already aware of the same or doing it for some time. Benefits of Job Enlargement The following are the major benefits of Job enlargement 

Reduced Monotony: Howsoever interesting the job may appear in the beginning, sooner or later people complain of boredom and monotony. Job enlargement if planned carefully can help reduce boredom and make it more satisfying and fulfilling for the employees.



Increased Work Flexibility: There is an addition to the number of tasks an individual performs. There is thus an increased scope of carrying out tasks that are versatile and yet very similar in certain aspects.



No Skills Training Required: Since the individual has already been performing the task in the past, there is no great requirement for imparting of new skills. However people and time management interventions may be required. The job thus gets more motivational for the one performing it.

Engineering Approach The engineering approach was devised by FW Taylors et al. They introduced the idea of the task that gained prominence in due course of time. According to this approach the work or task of each employee is planned by the management a day in advance. The instructions for the same are sent to each employee describing the tasks to e undertaken in detail. The details include things like what, how and when of the task along with the time deadlines. The approach is based on the application of scientific principles to job design. Work, according to this approach should be scientifically analyzed and fragmented into logical tasks. Due emphasis is then laid on organizing the tasks so that a certain logical sequence is followed for efficient execution of the same. The approach also lies due emphasis on compensating employees appropriately and training them continuously for work efficiency.

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Human Approach The human approach of job design laid emphasis on deg a job around the people or employees and not around the organizational processes. In other words it recognizes the need of deg jobs that are rewarding (financially and otherwise) and interesting at the same time. According to this approach jobs should gratify an individual‘s need for recognition, respect, growth and responsibility. Job enrichment as popularized by Herzberg‘s research is one the ways in human approach of job design. Herzberg classified these factors into two categories - the hygiene factors and the motivators. Motivators include factors like achievement, work nature, responsibility, learning and growth etc that can motivate an individual to perform better at the work place. Hygiene factor on the other hand include things like working conditions, organizational policies, salary etc that may not motivate directly but the absence of which can lead to dissatisfaction at the work place. 2.1.30 Comparison of Five Job Design Approaches

Figure: 9 Comparisons of Job Design Approaches 2.1.31 Issues in job design As we know, job design is a systematic organization of job-related tasks, responsibilities, functions and duties. It is a continuous process of integration of content related to job in order to achieve certain objectives. The process plays a vital role as it affects the productivity of employees and organizations. However, there are a number of existing issues emerged recently while deg the jobs in organizations. These are alternative work patterns that are equally effective in handling organization‘s functions. 

Telecommuting / Work from Home: Telecommuting or work from home is considered as the best alternative of working from the actual office. The concept 43

of virtual office is gaining more and more popularity because of ease and convenience associated with it. By using computer networks, fax machines, telephones and internet connection, employees can communicate and perform the job from home. It eliminates the need of coming to office everyday and offers employees the convenience to work at the comfort of their home. 

Though there are lots of advantages associated with this working style but it suffers from many limitations. It allows employees to stay at home and manage their job tasks and functions without actually being present in the office but it doesn‘t allow them to communicate with other employees and establishing relationships with them. They only deal with machines whole day, thus lose creativity. Moreover, it is a great hindrance in their way as it does not allow skill up gradation.



Job Sharing: It is the second most preferable alternative of traditional working styles where two or more individuals share the responsibilities of a full time job. They divide the tasks, responsibilities and compensation according to their mutual consent. This option is generally used by women who are on maternity leave or have family and kids to look after but want to continue their job. These days, organizations are open to this kind of working style where two or more individuals can share a job.



Flexi-Working Hours: These days, organizations allow their employees to work according to the timings that suit them best. There are 3-4 working schedules and individuals can choose any one of them depending upon their availability. Employees can work in early hours as well as night hours. This is good for those individuals who have colleges or some other engagements during the day or specific hours of the day. The best part is that unlike telecommuting, flexi-timings give them chance to communicate with other employees too.



Alternative Work-Patterns: Companies these days allow their employees to work on alternate months or seasons. Though the concept is not that common in India but can be seen in European and American world of work. They also have the option of working two to three full days and can relax after that.

According to the latest concept, employees can work for fixed number of hours and then can attend to their personal needs during the left days.

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

Techno stress: Techno stress is the latest technology to keep a check on employees‘ performance even when they choose to work from home. Because of the introduction of new machines, there performance can be electronically monitored even when they are not aware of it.



Task Revision: Task revision is nothing but modification of existing work design by reducing or adding the new job duties and responsibilities to a specific job.

2.1.32 Challenges related to job design Job redesign may be seen as a magic solution to large organization issues and those wary of change or magic solutions will have their doubts that job redesign can offer any movement in the right direction. It is important to note that it is not known exactly what job redesign processes work or what exact combinations of job characteristics and contextual variables are influential to certain outcomes. Even if this was known, it may mean that they will not work in every environment. Job redesign may easily be set up to fail but what is important is to understand that although a magic formula does not exist, movement towards a more effective system through future research is worth investigating. One of the primary challenges associated with job redesign will be employee resistance. Gunderson (2002) explains that employees may resist adoption of new ways of practice as they feel threatened or it involves unlearning the traditional more comfortable ways. Others may feel ‗job ownership‘ around their position. Change can be stressful and create uncertainty, new demands, and increased workloads as well as threaten job security. Other forms of resistance that could be encountered include managerial resistance, and union resistance. Attention to process will assist with minimizing all forms of resistance.

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2.1.33 Job Redesign: How will you know if job redesign has made a difference? Although we may know a lot about job redesign, the fact seems to be that we may not know what exactly works. Most job redesign studies have measured only those variables presented in the job characteristics model (Kelly, 1992). It is not conclusive what processes and mechanisms link interventions to certain outcomes and what combinations of workplace contexts and employee attitudes (satisfaction, motivation, commitment) and behaviour (absenteeism, turnover, effort) impact on organizational performance outcomes (Gunderson, 2002). The measurement of both productivity and performance is notoriously difficult given the complexity of interrelated factors but they require further evaluation. Consideration needs to be given to the impact of job redesign beyond satisfaction and motivation. Kelly (1992) suggests that attention needs to be given to employee extrinsic motivation, the role of goal setting, job expectancies and instrumentalities, rewards, and the impact of work methods improvements. Further to this, attention to efficiency, role scope, role ambiguity, training requirements, workload and productivity must be underscored. In particular for nursing, it will be important to measure organizational and patient outcomes that are sensitive to the provision of nursing care.

2.1.34 an example of a job design checklist Job design Task variety

Yes No Repetitive tasks - are the same muscle groups or mental tasks done over and over? Static positions - are there few or no opportunities to change position? Fast work pace - is there muscle tension and stress?

work/rest

Long work period(s) -- is there potential for fatigue?

scheduling adjustment

Are there allowances for adjustment periods or varying pace

period

of work for new/returning employees?

training

Have employees had adequate training?

mental variety

Is there some variety or ability to choose what to do next?

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2.2 Review of Thesis Researcher read a research regarding job analysis which was conducted by Muhammad Usman Zafar (national college of business istration and economics) in Pakistan in November 2005. Human resource experts were involved in for identification the effect and use of different variables for analyzing job analysis. Reason for conducting this research is also to know the job design process and practices. As per researcher suggested scopes for future studies is as: Objectives from the researcher point of view: The primary objective of this research is to explore the different job analysis practices in Pakistani organization. It aims to develop a model technique that may provide convenience to managers to understand and conduct proper job analysis. Recommendation as per researcher Researcher has recommended under two stages as 

First is to explore the current job analysis practices so that one has a fair enough ideas that where Human Resources Practices stand in business word.



Second is to strive for betterment of job analysis and HR planning. It can be done by investing the soft links between HR variables through extensive casual studies. It is stated earlier and assumed that gathering information (both exploratory and casual) regarding these factors would help managers to conduct job analysis more effectively and successfully. To add cultural aspects (related to society and related to individual organizations) in analysis processes and measuring job satisfaction will introduce many interesting debates and provides insights for managerial guidance in the field of human resources.

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2.3 Research Gap: 

In the 1980s and 1990s, European and Asian firms revolutionized job design by embracing the quality management movement



More recently, self-directed teams have become important in the success of manufacturers worldwide



American firms are also implementing self-directed work teams and are reengineering their work process to regain a competitive advantage



Many organizations have learned that reengineering cannot succeed unless careful attention is also paid to the effects on how employees use their skills



The appropriate response to these changes is exemplified by Coopers & Lybrand‘s competency alignment process (CAP) –

CAP determines the skill levels of employees in order to identify skill gaps

–

When a gap is identified, it can be eliminated through a variety of programs, including training, redeployment, and outsourcing



Without these or similar efforts, reengineering will probably not succeed

2.5 Review of Articles 1. Job Analysis Using Six Sigma: by Kanakdurga prasad Dinanath Irabatti (2012, may 25) Conclusion drawn as Utilizing six sigma techniques to this process is very interesting thing. Six sigma is a way of creating excellence in organization through an application of continuous quality improvement. Till now six sigma is applied to various functions in organization, but not to job analysis. As job analysis is an essential process of HRM department, six sigma fits best here. Job description is an identification of various job roles required in company, so there should be a proper differentiation among every type of job role. To hire people with exact skills, abilities, knowledge, and experience job specification should be done properly. Whenever jobs are analyzed, there might be change in internal structure, positions of earlier employees, flow of activities etc. Applying six sigma benefits organization to improve quality of work, reduce time, efforts and mistakes in process. A consistent but 48

continuous approach is followed in organization. Applying six sigma processes i.e. DMAIC for job analysis includes: DEFINE, MEASURE, ANALYSIS, IMPROVE & CONTROL. Recommendation All the above steps in six sigma implementation needed to be applied for analyzing jobs so that HR department will achieve highest level of quality in various functions such as recruitment, selection, placement, training, compensation and performance appraisal of employees. 2. Job Analysis (What it is and how it is used) Rosemary Lysaght, Ph.D. Queen's University, Kingston, Canada and Lynn Shaw, Ph.D. University of Western Ontario, London, Canada. Published in International encyclopedia of rehabilitation. Result of the article Job analysis serves as a valuable guide to evaluation, program planning, and disability management in the field of vocational rehabilitation. By tailoring methods of job analysis to the rehabilitative or preventive goal, analyses can provide a rich resource for promoting safe and inclusive work place. 3. ArticleID:

270027

http://www.hrcrossing.com/article/270027/Job-Analysis.

Published in Employee Crossing Under Job Analysis in HR Conclusion mentioned in article is as 

Identifying training needs of personnel



Creating recruitment strategies



Making performance reviews

Without proper job analysis by the human resources department, it is difficult for any organization to remain competitive and be able to attract and retain talent. In-HumanResources/ article title: Job Analysis in Human Resources

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CHAPTER- 3 RESEARCH METHODOLOGIES 3.1 Research Introduction This chapter addresses the approach to the study. It provides rationalization of the research design (Sample size, questionnaire development, Survey, instruments description) details regarding the sample, research model and variables (Independent variables, intervening and dependent variables), hypotheses and response rate, selected measurement instruments, data collection means and data analysis. The core objective of this chapter is to outline the steps followed in carrying out the research. The broader purpose of the present study is to explore the association among job analysis and job performance and in detail the linkage of job design. Research in common refers to a search for knowledge. Once can also define research as a scientific and systematic search for pertinent information on a specific topic. In fact, research is an art of scientific investigation. The Advanced Learner‘s Dictionary of Current English lays down the meaning of research as ―a careful investigation or inquiry especially through search for new facts in any branch of knowledge." Redman and Moray define research as a ―systematized effort to gain new knowledge." Some people consider research as a movement, a movement from the known to the unknown. It is actually a voyage of discovery. We all possess the vital instinct of inquisitiveness for, when the unknown confronts us, we wonder and our inquisitiveness makes us probe and attain full and fuller understanding of the unknown. This inquisitiveness is the mother of all knowledge and the method, which man employs for obtaining the knowledge of whatever the unknown, can be termed as research. Research is an academic activity and as such the term should be used in a technical sense. According to Clifford Woody research comprises defining and redefining problems, formulating hypothesis or suggested solutions; collecting, organizing and evaluating data; making deductions and reaching conclusions; and at last carefully testing the conclusions to determine whether they fit the formulating hypothesis. D. Salinger and M. Stephenson in the Encyclopedias of Social Sciences define research as ―the manipulation of things, concepts or symbols for the purpose of generalizing to extend, correct or knowledge, whether that knowledge aids in construction of theory or in the practice of an art. Research is, thus, an original contribution to the 50

existing stock of knowledge making for its advancement. It is the pursuit of truth with the help of study, observation, comparison and experiment. In short, the search for knowledge through objective and systematic method of finding solution to a problem is research. The systematic approach concerning generalization and the formulation of a theory is also research. As such the term ‗research‘ refers to the systematic method consisting of enunciating the problem, formulating a hypothesis, collecting the facts or data, analyzing the facts and reaching certain conclusions either in the form of solutions(s) towards the concerned problem or in certain generalizations for some theoretical formulation.

3.2 Research Design A research design is a logical and systematic plan prepared for directing a research study. in many research project the time consumed in trying to ascertain what the data mean after they have been collected in much greater than time taken to design a research which yields data whose meaning is known as they are collected. Research design is a series of guide posts to keep on going in the right direction. It is tentative plan which undergoes modification, as circumstances demands when the study progresses new aspects new conditions and new relationship comes to light and insight into the study deepens. Exploratory research studies are also termed as formulate research studies. The main purpose of such studies is that of formulating a problem for more precise investigation or of developing the working hypothesis from a operational point of view. Descriptive research studies are those studies which are concerned with describing the characteristics of a particular individual or of a group, where as diagnostic research studies determine the frequency with which something occurs or its association with something else. In order to obtain the most valid findings, research design relates to the planning and structuring of research. Research design relates largely to decision-making which impacts the research question; formulating the research problem, conceptualizing and taking action on the research, collecting the research data and analyzing and interpreting the results (Mouton & Marais, 1990). Research design entails consideration of the measurement of the research variables (Bailey, 1987).

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Durkheim (2002) suggested that the following dimensions be considered in selecting the appropriate research design:

Purpose of the research.



Paradigm perspective.



Research context and the techniques utilized to gather and process research data.

Types of research design 1. Action Research Design The essentials of action research design follow a characteristic cycle whereby initially an exploratory stance is adopted, where an understanding of a problem is developed and plans are made for some form of intervention strategy. Then the intervention is carried out (the action in Action Research) during which time, pertinent observations are collected in various forms. The new interventional strategies are carried out, and the cyclic process repeats, continuing until a sufficient understanding of (or implement able solution for) the problem is achieved. The protocol is iterative or cyclical in nature and is intended to foster deeper understanding of a given situation, starting with conceptualizing and particularizing the problem and moving through several interventions and evaluations. What do these studies tell you?  A collaborative and adaptive research design that lends itself to use in work or community situations.  Design focuses on pragmatic and solution-driven research rather than testing theories.  When practitioners use action research it has the potential to increase the amount they learn consciously from their experience. The action research cycle can also be regarded as a learning cycle.  Action search studies often have direct and obvious relevance to practice.  There are no hidden controls or pre-emption of direction by the researcher.

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2. Descriptive Research Design Descriptive research designs help provide answers to the questions of who, what, when, where, and how associated with a particular research problem; a descriptive study cannot conclusively ascertain answers to why. Descriptive research is used to obtain information concerning the current status of the phenomena and to describe "what exists" with respect to variables or conditions in a situation. What do these studies tell you?  The subject is being observed in a completely natural and unchanged natural environment. True experiments, whilst giving analyzable data, often adversely influence the normal behavior of the subject.  Descriptive research is often used as a pre-cursor to more quantitatively research designs, the general overview giving some valuable pointers as to what variables are worth testing quantitatively.  If the limitations are understood, they can be a useful tool in developing a more focused study.  Descriptive studies can yield rich data that lead to important recommendations.  Approach collects a large amount of data for detailed analysis. What these studies don't tell you?  The results from a descriptive research cannot be used to discover a definitive answer or to disprove a hypothesis.  Because descriptive designs often utilize observational methods [as opposed to quantitative methods], the results cannot be replicated.  The descriptive function of research is heavily dependent on instrumentation for measurement and observation.

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3. Exploratory Research Design An exploratory design is conducted about a research problem when there are few or no earlier studies to refer to. The focus is on gaining insights and familiarity for later investigation or undertaken when problems are in a preliminary stage of investigation. The goals of exploratory research are intended produce the following possible insights: 

Familiarity with basic details, settings and concerns.



Well grounded picture of the situation being developed.



Generation of new ideas and assumption, development of tentative theories or hypotheses.



Determination about whether a study is feasible in the future.



Issues get refined for more systematic investigation and formulation of new research questions.



Direction for future research and techniques get developed.

What do these studies tell you?  

Design is a useful approach for gaining background information on a particular topic. Exploratory research is flexible and can address research questions of all types (what, why, how).



Provides an opportunity to define new and clarify existing concepts.



Exploratory research is often used to generate formal hypotheses and develop more precise research problems.



Exploratory studies help establish research priorities.

What these studies don't tell you? 

Exploratory research generally utilizes small sample sizes and, thus, findings are typically not generalized to the population at large.



The exploratory nature of the research inhibits an ability to make definitive conclusions about the findings.



The research process underpinning exploratory studies is flexible but often unstructured, leading to only tentative results that have limited value in decisionmaking. 54



Design lacks rigorous standards applied to methods of data gathering and analysis because one of the areas for exploration could be to determine what method or methodologies best fit the research problem.

The research takes the form of a descriptive study with the researcher setting out to illustrate the association that exists among the dependent and independent variables. The researcher‘s main goal in a descriptive study is to describe accurately the relationship between two phenomena (Mouton & Marais, 1990). Descriptive studies require accurate observations and issues of validity, reliability and sample representatives are critical elements in research design (Durkheim, 2002). A quantitative approach will be adopted in this research. The quantitative approach is described as ―that approach to research in the social sciences that is more highly formalized as well as more explicitly controlled, with a range that is more exactly defined, and which in 75 of the methods used, is relatively close to the physical sciences‖ (Mouton & Marais, 1990, p.155). By nature, quantitative research involves measurement. It focuses on causality with a view to making generalizations and is geared towards replication and verification (Bryman, 1995). Quantitative research entails the gathering of data in numbers and the statistical analysis thereof. Results of these data analyses are used to make generalizations (Durkheim, 2002). Mostly in primary researches survey is considered the most effective tool. This research study is relational for exploring link among job analysis and job design. For the tangible research work, information regarding regulatory authorities, organizations being controlled number of employees and employee data was collected through a questionnaire from the officers / officials of targeted organizations. The officials were requested to respond all questions up to the best of their knowledge with reference to the operational practices implemented in their organizations.

55

3.3 Population and Sample Procedures Statistical method of obtaining representative data or observations from a group (lot, batch, population, or universe). Researchers usually draw conclusions about large groups by taking a sample. A Sample is a segment of the population selected to represent the population as a whole. Ideally, the sample should be representative and allow the researcher to make accurate estimates of the thoughts and behavior of the larger population. Deg the sample calls for three decisions: Who will be surveyed? (The Sample) 

The researcher must determine what type of information is needed and who is most likely to have it.

How many people will be surveyed? (Sample Size) 

Large samples give more reliable results than small samples. However it is not necessary to sample the entire target population.

How should the sample be chosen? (Sampling) 

Sample may be chosen at random from the entire population (Probability sample)



The researcher might select people who are easier to obtain information from(non-probability sample) The needs of the research project will determine which method is most effective

Characteristic of good Sampling: Ideally, representative samples should be: 1. Taken at random so that every member of the population of data has an equal chance of selection. 2. Large enough to give sufficient precision. 3. Unbiased by the sampling procedure or equipment.

56

Types of samples The best sampling is probability sampling, because it increases the likelihood of obtaining samples that are representative of the population. Probability Sampling (Representative Samples): Probability samples are selected in such a way as to be representative of the population. They provide the most valid or credible results because they reflect the characteristics of the population from which they are selected (e.g., residents of a particular community, students at an elementary school, etc.). There are two types of probability samples: random and stratified. a. Random Sampling: The term random has a very precise meaning. Each individual in the population of interest has an equal likelihood of selection. This is a very strict meaning -- you can't just collect responses on the street and have a random sample. The assumption of an equal chance of selection means that sources such as a telephone book or voter registration lists are not adequate for providing a random sample of a community. In both these cases there will be a number of residents whose names are not listed. Telephone surveys get around this problem by random-digit dialing -- but that assumes that everyone in the population has a telephone. The key to random selection is that there is no bias involved in the selection of the sample. Any variation between the sample characteristics and the population characteristics is only a matter of chance.

Steps for selecting RANDOM sampling: 1. Specify the population 2. Decide on the desired sample size 3. List all the cases 4. Make a decision rules(i.e. selection of lowest and highest random numbers) 5. Assign a random numbers to each cases 6. Sort cases by random numbers

57

Systematic Sampling: Used in those cases where a complete list of the population from which sampling is to be drawn is available. The method is to select every kth item from the list where ‗k‘ refers to the sampling interval. N k= — n

Stratified Sample: A stratified sample is a mini-reproduction of the population. Before sampling, the population is divided into characteristics of importance for the research. For example, by gender, social class, education level, religion, etc. Then the population is randomly sampled within each category or stratum. If 38% of the population is college-educated, then 38% of the sample is randomly selected from the college-educated population. Stratified samples are as good as or better than random samples, but they require fairly detailed advance knowledge of the population characteristics, and therefore are more difficult to construct. Non-probability Samples (Non-representative Samples) As they are not truly representative, non-probability samples are less desirable than probability samples. However, a researcher may not be able to obtain a random or stratified sample, or it may be too expensive. A researcher may not care about generalizing to a larger population. The validity of non-probability samples can be increased by trying to approximate random selection, and by eliminating as many sources of bias as possible. a. Quota Sample The defining characteristic of a quota sample is that the researcher deliberately sets the proportions of levels or strata within the sample. This is generally done to insure the inclusion of a particular segment of the population. The proportions may or may not differ dramatically from the actual proportion in the population. The researcher sets a quota, independent of population characteristics.

58

 Example: A researcher is interested in the attitudes of of different religions towards the death penalty. In Iowa a random sample might miss Muslims (because there are not many in that state). To be sure of their inclusion, a researcher could set a quota of 3% Muslim for the sample. However, the sample will no longer be representative of the actual proportions in the population. This may limit generalizing to the state population. But the quota will guarantee that the views of Muslims are represented in the survey. b. Purposive Sample A purposive sample is a non-representative subset of some larger population, and is constructed to serve a very specific need or purpose. A researcher may have a specific group in mind, such as high level business executives. It may not be possible to specify the population -- they would not all be known, and access will be difficult. The researcher will attempt to zero in on the target group, interviewing whoever is available. A subset of a purposive sample is a snowball sample -- so named because one picks up the sample along the way, analogous to a snowball accumulating snow. A snowball sample is achieved by asking a participant to suggest someone else who might be willing or appropriate for the study. Snowball samples are particularly useful in hard-to-track populations, such as truants, drug s, etc c. Convenience Sample A convenience sample is a matter of taking what you can get. It is an accidental sample. Although selection may be unguided, it probably is not random, using the correct definition of everyone in the population having an equal chance of being selected. Volunteers would constitute a convenience sample. Non-probability samples are limited with regard to generalization. Because they do not truly represent a population, we cannot make valid inferences about the larger group from which they are drawn. Validity can be increased by approximating random selection as much as possible, and making every attempt to avoid introducing bias into sample selection.

59

Sampling: Sample size In general sense the larger the sample, the better because larger samples tend to be more similar to the population from which they are drawn. However, if the population of interest is small, then the sample can be relatively small. Large samples require more time for data collection and analysis, and are therefore more costly than smaller ones. If a treatment is known to have a fairly strong effect, it may show up in an experiment involving a small sample. On the other hand, a small sample for a survey may miss individuals holding a minority point of view. For surveys one has to consider refusal and spoilage rates (incomplete responses, illegible answers, nonsensical replies). In such cases the researcher should aim for a larger sample in order to cover the losses. Appropriate sample size depends on 1. population size 2. available resources (time, money) 3. strength of effect being measured 4. refusal and spoilage rates 5. number of analyses to be performed Sampling procedures: Criteria governing the choice of the sampling techniques are: 1. Purpose of the survey 2. Measurability 3. Degree of precision 4. Information about Population 5. the nature of the population 6. Geographical area of the study and the size of Population 7. Financial Resources 8. Time limits 9. Economy

60

3.4 Source of Data: a. primary sources Primary data is original and thus accurate and reliable. It is expensive and time consuming. Primary data are Document or record containing first-hand information or original data on topic. Primary sources are works created 

at the time of an event, or



By a person who directly experienced an event.

It is the content, not necessarily the format, of a work that makes it a primary source. For example, an online copy of a newspaper from March 20, 1897, is still a primary source even though the article viewed on your computer was digitized more than a century after the article was first printed. Primary sources can include: 

Interviews, diaries, letters, journals, speeches, autobiographies, and witness statements



Articles containing original research, data, or findings never before shared



Original hand-written manuscripts



Government documents and public records



Art, photographs, films, maps, fiction, and music



Newspaper and magazine clippings



Artifacts, buildings, furniture, and clothing

b. Secondary Data: Any published or unpublished work that is one step removed from the original source, usually describing, summarizing, analyzing, evaluating, derived from, or based on primary source materials. Secondary sources are also important to help inform your research, and are usually acceptable sources to cite. Secondary sources are works that 

are one step removed from the original event or experience



provide criticism or interpretation of a primary source

61

Secondary sources can include 

Textbooks



Review articles and critical analysis essays



Biographies



Historical films, music, and art



Articles about people and events from the past

3.5 Data Collection Techniques When collecting job analysis data, these basic methods can be use separately or in some combination: 

Observation



Interview



Questionnaires



Job incumbent diaries or logs



In each method, information about the job is collected and then studied in of tasks completed by the job incumbent (job oriented analysis)



A job can also be analyzed in of behaviors or what the job incumbent does to perform the job (work-oriented analysis)



Both orientations are acceptable under the Uniform Guidelines on Employee Selection Procedures if they identify job duties and behaviors that are critical to performing the job



Because time and cost are considerations, managers must collect comparable, valid data



Core information is needed no matter which data collection method is used



A job analysis information format (JAIF) can provide the core information for any job analysis method



This questionnaire provides a thorough picture of the job, job duties, and requirements



After job incumbents complete the JAIF, the answers are used to structure the data collection technique that will eventually be implemented



Not all incumbents or their supervisors view a job in the same way



Collect information from a variety of incumbents: young and old, male and female, high- and low-performing



Do not assume that all incumbents and supervisors have the same amount of knowledge about a job

62

Observation 

Direct observation is used for jobs that require manual, standardized, and shortjob-cycle activities (assembly-line worker, insurance filing clerk,)



Direct observation is not usually appropriate when the job involves significant mental activity (scientist, lawyer, mathematician)



This technique requires that the job analyst be trained to observe relevant job behaviors and to be as unobtrusive as possible

Interviews 

Interviewing job incumbents is often done in combination with observation



The most widely used technique



Allows the job analyst to talk with job incumbents face-to-face –

The job incumbent can ask the analyst questions – Allows the analyst to explain how the information gained will be used 

Interviews can be conducted with a single incumbent, a group of incumbents, or a supervisor who is familiar with the job



A structured set of questions is used so that answers from individuals or groups can be compared



Interviews are difficult to standardize



Different interviewers may ask different questions



The same interviewer might ask different questions of different respondents



Information may be unintentionally distorted by the interviewer



Interviewing costs can be high, especially if group interviews aren‘t practical

Questionnaires 

Questionnaires are the least costly method for collecting information



It is an effective way to collect a large amount of information in a short period of time



A structured questionnaire includes specific questions about the job, working conditions, and equipment



An open-ended format permits job incumbents to use their own words and ideas to describe the job



The format and structure of a questionnaire are debatable issues



There really is no best format



Hints for making a questionnaire easier to use:



Keep it as short as possible



Explain what the questionnaire is being used for 63



Keep it simple



Test the questionnaire before using it

Job Incumbent Diary or Log 

The diary or log is a recording by incumbents of:



Job duties



Frequency of the duties



When the duties are accomplished



Most individuals are not disciplined enough to keep such a log



If the log is kept properly, it provides good information from which comparisons can be made



This permits an examination of the routine and exceptions to job duties



The diary or log is useful when attempting to analyze jobs that are difficult to observe

Which Method to Use? 

There is no agreement about which methods of job analysis yield the best information



Many experts agree that interviews should not be the sole data collection method



Certain methods may be better suited to a given situation than others



Most organizations base their choice on: –

The purpose of the analysis – Time and budget constraints 

Many organizations are turning to a multi methods job analysis approach



The analyst interviews incumbents and supervisors in conjunction with on-site observation



A task survey based on expert judgments is constructed and istered



A statistical analysis of the responses is conducted in order to assess their consistency and to identify any systematic variation in them



Using a comprehensive process is relatively expensive and time-consuming



However, the quality of information derived from a more comprehensive approach is strongly endorsed by courts

Specific Quantitative Techniques Three of the more popular quantitative techniques are the: 

Functional job analysis



Position analysis questionnaire



Management position description questionnaire

64

CHAPTER- 4 DATA PRESENTATION AND ANALYSIS 3.1 Data Processing Procedures Data processing is an intermediary stage of work between data collection and data analysis. The completed instruments of data collection, viz., interview schedules/ questionnaires/ data sheets/field notes contain a vast mass of data. They cannot straightaway provide answers to research questions. They, like raw materials, need processing. Data processing involves classification and summarized on of data in order to make them amenable to analysis Processing of data requires advance planning at the stage of planning the research design. This advance planning may covey such aspects as categorization of variables and preparation of dummy tables. This should be done with reference to the requirements of testing hypotheses/investigative 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. 1. 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 stage and second at office. Field editing: During the stress of interviewing the interviewer cannot always record responses completely and legibly. Therefore after each interview is over, he should review the schedule to complete abbreviated responses, rewrite illegible responses and correct omissions. Office editing All completed schedules/questionnaires should be thoroughly checked in the office for Completeness, accuracy and. Uniformity

65

2. Classification and coding The edited data are classified and coded. The responses are classified into meaningful categories so as to bring out essential pattern. By this method, several hundred responses are reduced to five or six appropriate categories containing critical information needed for analysis. 

When to classify: Classification can be done at any phase prior to the tabulation. Certain items like sex, age, type of house, and the like are structured and pre classified in the data collection form itself. The responses to open-ended questions are classified at the processing stage.



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. However, the number of categories is-limited by the number of cases and the anticipated statistical analysis.

Coding the Data Coding means asg 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. The codebook will identify a specific item of variable/observation and the code number assigned to each category of that item. If the data are to be transferred to machine punch cards, the codebook will also identify the column in which it is entered.

66

3. 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. This will result in mutilation of the schedule, and. omissions and commissions may easily occur in tabulation. In order to avoid these drawbacks, data contained in schedules/questionnaires are transferred to another material for the purpose of tabulation. This intermediary process is called 'transcription.‘ 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. 4. Tabulation After the transcription of data is over, data are summarised and arranged in a compact form for further analysis. This process is called tabulation. Thus, tabulation is the process of summarising 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. Tabulation can be done by hand or by mechanical or electronic devices. The choice depends upon the size and type of study, cost considerations, time pressures and the availability of tabulating machines or computers. Hand tabulation is suitable for small and simple studies. Electronic or mechanical tabulation is more appropriate for large and complex studies. Electronic Computers The uses of electronic computers have revolutionized data analysis. They can perform all the specialized functions at a much higher speed. The use of computers has facilitated large-scale studies and above all the use of complex techniques of analysis such as multivariate analysis, factor analysis and the like. The operating speed of computers is fantastic. The time required for computers to perform such basic operations as adding and 67

subtracting is less than a billionth of a second. The large computers can perform many million operations in a second. In addition to being very fast, computers are very accurate. Construction of Tables 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; they facilitate summation of items and the detection of errors and omissions; and they provide a basis for computations. It is important to make a distinction between the general-purpose tables and the special tables. The general-purpose tables are primary or reference tables designed to include large amounts of source data in convenient and accessible form. The special purpose tables are analytical or derivative ones, which demonstrate significant relationships in the data or the results of statistical analysis. Tables in reports of government on population, vital statistics, agriculture, industries etc. are of general-purpose type. They represent extensive repositories of statistical information. Special purpose tables are found in monographs, research reports and articles, and are used as instruments of analysis. In research we are primarily concerned with special purpose tables. Components of a Table The major components of a table are: A. Heading Table Number Title of the table Designation of units B. Body Stub-head - heading of all rows or blocks of stub items. Box head - headings of all columns or main captions and their sub captions Field or body - the cells in rows and columns

68

C. Notations 1. Footnotes, if necessary 2. Source Principles of Table construction: There are certain generally accepted principles of rules relating to construction of tables. They are: 

Every table should have a title.



Every table should be identified by a number to facilitate easy reference



The captions (or column headings) should be clear and brief.



The units of measurement under each heading must always be indicated.



Any explanatory footnotes concerning the table itself are placed directly beneath

The table and in order to obviate any possible confusion with the textual footnotes such reference symbols as the asterisk (*) dagger (+) and the like may be used. 

If the data in a series of tables have been obtained from different sources, it is ordinarily advisable to indicate the specific sources in a place just below the table.



Usually columns are separated from one another by lines. Lines are always drawn at the top and bottom of the table and below the captions.



The columns may be numbered to facilitate reference.



All column figures should be properly aligned. Decimal points and 'plus' or 'minus' signs should be in perfect alignment.



Columns and rows which are to be compared with one another should be brought close together.



Totals of rows should be placed at the extreme right column and totals of columns at the bottom.



In order to emphasize the relative significance of certain categories, different kinds of type, spacing and indentations can be used.



The arrangement of the categories in a table may be chronological, geographical, alphabetical or according to magnitude. Numerical categories are usually arranged in descending order of magnitude.



Miscellaneous and exceptional items are generally placed in the last row of the table.

69



Usually the larger number of items is listed vertically. This means that a table's length is more than its width.



Abbreviations should be avoided whenever possible and ditto marks should not be used in a table.



The table should be made as logical, clear, accurate and simple as possible.

Frequency Distribution and Class-intervals Variables that are classified according to magnitude or size are often arranged in the form of a frequency table. In constructing this table it is necessary to determine the number of class-intervals to be used and the size of the class-intervals. A distinction is usually made between continuous and discrete variables. A continuous variable has an unlimited number of possible values racing between the lowest and the highest, with no gaps or breaks, e.g., Age, Weight and Temperature. A Discrete variable can have a series of specified values with no possibility of values between those points. Each value of a discrete variable is distinct and separate, e.g., persons, houses, books. In practice, all variables are treated as discrete units, the continuous variables being stated in some discrete unit size according to the needs of a particular situation. For example, length is described in discrete units of millimetres or tenth of an inch. Class-intervals: Ordinarily the number of class-intervals may not be less than 5 and not more than 15, depending on the nature of the data and the number of cases being studied. After noting the highest and lowest values and the features of the data, the number of intervals can be easily determined. One-way tables: Frequency tables present the distribution of cases on only a single dimension or variable. For example, distribution of respondents by sex, distribution of respondents by religion, socio-economic status of respondents and the like are shown in one-way tables. Two-way tables: Distribution in of two or more variables and the relationship between two variables are shown in two-way tables. The categories of one variable are presented, one below another, on the left margin of the table and those of another variable at the upper part of the table, one by the side of another. The cells represent particular combinations of both variables. To compare the distribution of cases raw numbers are converted into percentages based on the number of cases in each category.

70

Analysis and 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. In brief, analysis involves examination and evaluation of some phenomenon by dividing it into some constituent parts and identifying the relationships among the parts in the context of the whole. You then interpret the relationships to explain or make some intended generalization governing the behaviour of the phenomenon. Drawing Conclusions and Recommendations The researcher summarizes the main findings of his study and the implications. Conclusions summarize the main results of the research and describe what they mean for the general field. Briefly describe what you did, consider suggesting future research to follow up where your research ended.

Graphic 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. The device of graphic representation is particularly useful when the prospective readers are non-technical people or general public. It is useful to even technical people for dramatizing certain points about the data, for important points can be more effective captured in pictures than in tables. However, graphic forms are not substitutes for tables, but are additional devices.

71

Types and General Rules The most commonly used graphic forms may be grouped into the following categories: 

Line graphs or charts



Bar Charts



Segmental representations



Pictographs.

 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 of the two axes reading from the origin '0'. Scale intervals in both the axes should he equal. If a part of the scale is omitted, a set of parallel jagged lines should be used to indicate the break in the scale. The time dimension or independent variable is represented by the X-axis and the other variable by Y-axis.  Histogram. This is another form of line chart used for presenting a frequency distribution. It is constructed by erecting vertical lines on the limits of the class intervals marked on the base line. The vertical lines are drawn from a series of contiguous rectangles or columns. The Width of each rectangle represents its class interval, and the height represents the class frequency.  Lorenz Curve The Lorenz Curve is a line chart used to compare the proportionality in two quantitative variables. It is commonly used to show the degree by which the distribution of income per family departs from the distribution' of the number of families; it shows that it disparate proportion of the income goes to a few families.

72

 Frequency Polygons It is often more convenient to draw a frequency polygon instead of drawing a histogram of a distribution. In laying out a frequency polygon, the frequency of each class is located at the midpoint of the interval and the plotted points are then connected by straight lines. If two or more series are shown on the same graph, the curves can be made with different kinds of ruling. If the total number of cases in the two series is of different size, the frequencies are often reduced to percentages. The frequency polygon is particularly appropriate for portraying continuous series. It is sometimes desirable to portray the data by a smoothed curve. The chart is then called a frequency curve.  Bar Charts These charts consist of either vertical or horizontal bars to represent variables. The length of the bars varies corresponding to the values 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 onedimensional, (2) areal or two-dimensional, and (3) cubic or three-dimensional. The actual numerical values may be shown on the X-axis or Y-axis, as the case may be, or at the immediate ends of the bars. 

Pie or Circle Charts

The circle or pie chart is a component parts chart. The component parts from the segments of the circle. The circle chart is usually a percentage chart. The data are converted to percentage of the total; and the proportional segments, therefore, give a clear picture of the relationship among the component parts. 

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.

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4.2 Analysis of Secondary Data The annual report 2010-2011 published on Nepal Doorsanchar Company limited official web sites. This data is considered as secondary source as data is as: Table No: 4.2.1 Overall Human Resource Human Resources

20062007

6984 Total Approved Post 5699 Total Working Manpower 2588 Overall Manpower per 1000 lines

20072008

20082009

20092010

2010-2011

7030

7088

7094

7074

5592

5876

5826

5712

3199

3787

4672

5225

source: NTC Annual Report 2010-2011, Date: 8th May 2012

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4.3 Analysis of Primary Data Research has been conducted using Questionnaire as Data collection Technique. Here we deals with Random sampling method and taken sample from 50 respondent and analysis the in the form of table and graph as they responded.

Table No: 4.2.2 Job Analysis helps in Selection of Right Candidate Answers Options

Number of Responses

Percentage

Always

26

52%

Often

15

30 %

Seldom

8

16%

Never

1

2%

Total

50

100

Source: field survey, Date: 25th June 2012

Table No: 4.2.3 Impact of Technology Answers Options

Number of Responses

Percentage

Always

43

86%

Often

7

14%

Seldom

0

0

Total

50

100

Source: field survey, Date: 25 June 2012

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Table No: 4.2.4 Changes in Organization environment Answer Options

no. of responses

Percentage

highly dynamic

19

38%

moderate

17

34%

low

5

10%

no changes

9

18%

Total

50

100

Source: field survey, Date: 25th June 2012

Table No: 4.2.5 Job Rotation helps in align competencies Answer Options

no. of responses

Percentage

always

33

66%

often

11

22%

seldom

6

12%

never

0

0

Total

50

100

Source: field survey, Date: 25 June 2012

Table No: 4.2.6 Requirement of Change in Structure Answer Option

no. of responses

Percentage

always

23

46%

often

14

28%

seldom

10

20%

never

3

6%

Total

50

100

Source: field survey, Date: 25th June 2012

76

Table No: 4.2.7 Level of co-ordination between team Answer Options

no. of responses

Percentage

high

17

34%

medium

26

52%

low

5

10%

neutral

2

4%

Total

50

100

Source: field survey, Date: 25th June 2012

Table No: 4.2.8 Personal interest during job analysis Answer Options

no. of responses

Percentage

always

25

50%

often

12

24%

seldom

8

16%

never

5

10%

Total

50

100

Source: field survey, Date: 25th June 2012

Table No: 4.2.9 Level of satisfaction with payment Answer Options

no. of responses

Percentage

highly satisfied

7

14%

satisfied

23

46%

neutral

11

22%

not satisfied

9

18%

Total

50

100

Source: field survey, Date: 25th June 2012

77

Table No: 4.2.10 Important of working Hour during Job Analysis Answer Options

no. of responses

Percentage

always

13

26%

often

27

54%

seldom

10

20%

Total

50

100

Source: field survey, Date: 25th June 2012

Table No: 4.2.11 Level of satisfaction as per appointed for the post Answer Options

no. of responses

Percentage

highly satisfied

8

16%

satisfied

20

40%

neutral

10

20%

not satisfied

12

24%

Total

50

100

Source: field survey, Date: 25th June 2012

Table No: 4.2.12 Matching Personal Interest Result Answer Options

no. of respondent

Percentage

highly satisfaction

23

46%

satisfaction

14

28%

neutral

11

22%

not satisfaction

2

4%

Total

50

100

Source: field survey, Date: 25th June 2012

78

Table No: 4.2.13 Good Working Environment leads to Job Satisfaction Answer Options

no. of responses

Percentage

highly

29

58%

medium

11

22%

neutral

8

16%

low

2

4%

Total

50

100

Source: field survey, Date: 25th June 2012

Table No: 4.2.14 Departmental leads to Systematic arrangement of Organization Answer Options

no. of responses

Percentage

strongly agree

32

64%

agree

10

20%

neutral

8

16%

disagree

0

0

Total

50

100

Source: field survey, Date: 25th June 2012

Table No: 4.2.15 My Job provides Self Answer Options

no. of responses

Percentage

strongly agree

9

18%

agree

27

54%

neutral

10

20%

disagree

4

8%

Total

50

100

Source: field survey, Date: 25th June 2012 79

Table No: 4.2.16 Job Rotation as tools for identifying KSAs Answer Options

no. of responses

Percentage

always

5

10%

often

39

78%

seldom

6

12%

never

0

0

Total

50

100

Source: field survey, Date: 25 June 2012

Table No: 4.2.17 My Work influences day-to- day company success. Answer Options

no. of responses

Percentage

always

11

22%

often

16

32%

seldom

23

46%

never

0

0

Total

50

100

Source: field survey, Date: 25th June 2012

80

4.4 List of figures as per Table for secondary data As shown in the figure below First graph indicates number of approved post. Then the total number of employees engaged in work. The third graph indicates overall manpower working per 1000 telephones lines.

Division of Manpower 2007

2008

2009

2010

2011

6984 7030 7088 7094 7074 5699 5592 5876 5826 5712

5225 4672 3787 3199 2588

Total approved post

Total Working Manpower

MANPOVER PER 1000 LINES

Figure No. 4.4.1 Figure Name: Division of Manpower Source Table: Overall Human Resources, Pg. 74

81

4.5 List of Figure as per Primary Data mention above table

60 50 40 no. of responses

30

percentage

20 10 0 always

often

seldom

never

Figure No: 4.5.1 Figure Name: Analyzing based on selection candidates Source Table: Job Analysis helps in Selection of Right Candidate, Pg. 75

100 90 80 70 60 50

no. of responses

40

percentage

30 20 10 0 always

often

seldom

Figure No: 4.5.2 Figure Name: analysis of need of technology Source Table: Impact of Technology, Pg. 75

82

40 35 30 25 no. of responses

20

percentage

15 10 5 0 highly dynamic

moderate

low

no changes

Figure No: 4.5.3 Figure Name: Analyzing of organization environment Source Table: Changes in organization environment, Pg. 76

70 60 50 40 no. of responses 30

percentage

20 10 0 always

often

seldom

never

Figure No: 4.5.4 Figure Name: Analyzing competencies as per Job Rotation Source Table: Job Rotation helps in align competencies, Pg. 76

83

50 45 40 35 30 25

no. of response

20

percentage

15 10 5 0 always

often

seldom

never

Figure No: 4.5.5 Figure Name: Analysis of structural changes Source Table: Requirement of Change in Structure, Pg. 76

60 50 40 no. of responses

30

Percentage 20 10 0 high

medium

low

neutral

Figure No: 4.5.6 Figure Name: Analysis of team work Source Table: Level of co-ordination between team , Pg. 77

84

60 50 40 no. of responses

30

Percentage 20 10 0 always

often

seldom

never

Figure No: 4.5.7 Figure Name: Analysis of Personal interest Source Table: Personal interest during job analysis, Pg. 77

50 45 40 35 30 no. of responses

25

Percentagees 2

20 15 10 5 0 highly satisfied

satisfied

neutral

not satisfied

Figure No: 4.5.8 Figure Name: salary/ wages Source Table: level of satisfaction with payment, Pg. 77

85

60

50

40 no. of responses

30

percentage 20

10

0 always

often

seldom

never

Figure No: 4.5.9 Figure Name: level of working hours Source Table: Importance of working hours during Job Analysis, Pg. 78

45 40 35 30 25

no.of responses

20

Percentage

15 10 5 0 highly satisfied

satisfied

neutral

not satisfied

Figure No: 4.5.10 Figure Name: satisfaction with the post Source Table: level of satisfaction as per appointed for the post, Pg. 78

86

50 45 40 35 30 no. of responses

25

Percentage

20 15 10 5 0 highly satisfaction

satisfaction

neutral

not satisfaction

Figure No: 4.5.11 Figure Name: Personal interest with Job Source Table: Matching personal interest result in. Pg. 78

70 60 50 40 no.of responses 30

Percentage

20 10 0 highly

medium

neutral

low

Figure No: 4.5.12 Figure Name: Level of Job Satisfaction Source Table: Good Working Environment leads to job satisfaction, Pg. 79

87

70 60 50 40 no. of responses 30

Percentage

20 10 0 strongly agree

agree

neutral

disagree

Figure No: 4.5.13 Figure Name: Departmentalization Source Table: Departmental leads to systematic agreement of organization, Pg. 79

60 50 40 no. of responses

30

Percentage 20 10 0 strong agree

agree

neutral

disagree

Figure No: 4.5.14 Figure Name: Level of self- Source Table: My Job provides self-, Pg. 79

88

90 80 70 60 50

no. of responses

40

Percentage

30 20 10 0 always

often

seldom

never

Figure No: 4.5.15 Figure Name: Importance of Job Rotation Source Table: Job rotation as tools for identifying KSAs, Pg. 80

50 45 40 35 30 no. of responses

25

Percentage

20 15 10 5 0 always

often

seldom

never

Figure No: 4.5.16 Figure Name: work influence Source Table: My work influences day-to-day company success, Pg. 80

89

4.6 Major Findings A realistic approach of Job Analysis ensures maximum relationship between job content and job context that is ive of the recruitment process. Many organizations therefore carry a job re-design as a component of the ongoing process of Job Analysis. An effective Job analysis can be conducted after the job has been designed, the employees have been trained and the work has been performed.

Most of the research on job design was based on the Job Characteristics Model (JCM) presented by Hack man & Oldham in 1976 and 1980 which focused on five core job characteristics (task identity, tasks significance, skill variety, and autonomy and job ) which contributed to job stimulation and in turn affected motivation, job performance and job satisfaction. 

In the findings, study provides evidence that fair selection for an organization produces better results.



Employee's high commitment and productivity, developing desired knowledge based skills, attitudes and other behaviors does result in higher Job Satisfaction and Job Performance.



Job analysis is a process which has certain impact on work design, HR Planning, Performance Appraisal, compensation, training etc.



Job analysis key elements are Job description (tasks, responsibilities and duties) and Job Specification (skills, knowledge and abilities) once we are clear about these , it further helps in selection for right candidates at right place and at right time.



Here are certain factors regarding Job Design as organizational factors, environmental factors and behavioral factors, proper mobilization of these factors results in job satisfaction and high productivity.

90



some of the approaches related to job design as job rotation, job enlargement job enrichment,

job engineering and human approaches, proper guideline and good

understanding what what exactly this means can help employee retention and interest toward work and working environment. 

Division of workforce as per their specification like KSAs helps forming a team to perform specific task which saves time and cost.



In an Organization everything should be systematic, updated system, departmental and structured so that work flow smoothly without any disturbance and conflict.



In most of the organization they plan bigger and make strategies but during the period of implementation it goes wrong or incomplete. So for this one should have proper mission, vision, and goal. Here lacks proper guidelines, monitoring and controlling. It should be in such an order that after completion of first portion then only we go for the second portion.

91

CHAPTER - 5 SUMMARY, CONCLUSION, RECOMMENDATION 5.1 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 Nepalese organization how they are implementing and updating their system as compared to other countries. It also which deals with the organization under which research is conducted. i. e. Nepal Telecom. 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 literature 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 This unit is related to the methodology and process of research. It gives the meaning of research, what is the design types used, concern with number of sample taken, sources of data whether it is primary or secondary and data collection techniques.

Chapter-4 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 finding and reporting are also included in it.

Chapter-5 This is the final unit which summarizes, conclude and recommend research work for the future studies. After this bibliography and appendixes are inserted.

92

5.2 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 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. 93

5.3 Recommendation 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.

94

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 and reliability. Contribution of this study was in deg 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.

95

Bibliography Books Anderson, g. J. (1979). a quantitative approach to measurement job context. procedure and pay off personal psychology , 341-357.

W.B., A. (1966). Computaton of group Job Description from occupational survey data. san antoboio: personal research laboratory.

sidney gael,NYNEX CORPORATION. (1988). the job analysis handbook for business, industry and govermental .

Sons, J. W. (2009). A Practical Guide to Job Analysis. 989 Market Street, San Francisco, CA 94103-1741: Pfeiffer.

Thesis: Zafar, M. U. (2005). Job Analysis practices . Pakistan.

Articles: (http://EzineArticles.com/?expert=Kanakdurgaprasad_Dinanath_Irabatti) (http://cirrie.buffalo.edu/encyclopedia/en/article/268/) (http://www.hrcrossing.com/article/270027/Job-Analysis-in-Human-Resources/)

Websites: http://www.ntc.net.np/ (http://www.ehow.com/info_8487449_questionnaire-methods.html) (http://www.ipacweb.org/conf/02/french.pdf) (http://www.humanresources.hrvinet.com/practical-problems-with-job-analysis/) (http://www.job-analysis.net/G000.htm) (http://www.centrorisorse.org/analysis-and-job-design.html) (http://www.shrm.org/TemplatesTools/hrqa/Pages/conductjobanalysis.aspx) (http://www.explorehr.org/articles/HR_Planning/Job_Analysis.html) (http://www.indiastudychannel.com/resources/114615-About-Job-Analysis-Howperformed.aspx) (http://www.eridlc.com/index.cfm?fuseaction=textbook.chpt10) (http://www.indiastudychannel.com/resources/114615-About-Job-Analysis-Howperformed.aspx) (http://edweb.sdsu.edu/people/arossett/pie/Interventions/jobdesign_2.htm) (http://www.hrcrossing.com/article/270027/Job-Analysis-in-Human-Resources/) (http://www.shrm.org/templatestools/hrqa/pages/conductjobanalysis.aspx) (http://smallbusiness.chron.com/can-hr-gather-accurate-job-analysis-38578.html) (http://smallbusiness.chron.com/can-employers-use-strategic-job-analysis-37862.html) (http://www.ms.osd.mil/ASSETS/E7523333D6F348CEA28992688BD1545B/Toolkit_ Job_Analysis_Guide.pdf) (http://www.uaf.edu/som/about/faculty/ba/jacob-joseph/307c06a.f06cde.doc) (http://www.slideshare.net/aasthatyagi/job-analysis-design-presentation) (http://psychology.ucdavis.edu/sommerb/sommerdemo/sampling/types.htm) (http://wiki.answers.com/Q/List_three_characteristics_good_sample)

(http://library.uvic.ca/instruction/research/primvsec.html) (http://www.globusz.com/ebooks/MarketingResearch/00000018.htm) (http://libguides.usc.edu/content.php?pid=83009&sid=818072) (http://kalyan-city.blogspot.com/2011/09/what-is-job-design-meaning-importance.html)

APPENDIX – 1

Secondary source as per the data published in annual report 2011/012 Nepal Telecom Official website.

THESIS ON JOB ANALYSIS PRACTICES IN PAKISTAN

Example of Straw Model:



HSE: Health Safety and Environment

APPENDIX - 2

Questionnaires are prepared to justify the requirement of statement of problem from central office, chhauni, ktm of Nepal Telecom under Planning Department.

Questionnaire: 1) What are/is the product and services provided by your organization? -----------------------------------------------------------------------------2) What is the size (operational wise) of your company? a) large

b) medium

c) small

3) What is your designation? -------------------------------------------------------------------------------4) How often job analysis helped in selection right people at right time? a) always

b) often

c) seldom

d) never

5) How technological play their role in change in your organization environment? a) always

b) often

c) seldom

d) never

6) What is the level of change in your organization environment? a) high dynamic b) moderate

c) low

d) no change

7) Does job rotation help in align competencies when required? a) always

b) often

c) seldom

d) never

8) When your structure changes do you require new jobs to face these changes? a) always

b) often

c) seldom

d)never

9) What is the level of understanding between your team ? a) high

b) medium

c) low d) neutral

10) Do you consider personal interest related to his/her while job analysis? a) always

b) often

c) seldom

d) never

11) Are you satisfied with the wages /salary you are paid for? a) high satisfied

b) satisfied

c) neutral

d) not satisfied

12) How often working hours is considered while doing his/her job analysis? a) always

b) often

c) seldom

d) never

13) Are you satisfied with the post you are appointed as per your qualification? a)

highly satisfied

b) satisfied

c) not satisfied d) neutral

14) If personal interest matches with his/her job then it result in? a) job satisfaction

b) neutral

c) dissatisfaction

15) Does good working environment leads to Job Satisfaction? a) highly b) medium

c) low

d) neutral

16) Department and structuring leads to systematic arrangement of organization? a) strongly agree b) agree

c) neutral

d) disagree

17) My job itself provides on how well I am performing. a) strongly Agree b) agree

c) neutral

d) disagree

18) How often job rotation helped in identifying your knowledge, skills and ability? a) always b) often c) seldom d) never

19) My work influences day to day company success. a) always b) often c) seldom d) never