Job analysis information can be collected through various methods including interviews, questionnaires, observation, technical conferences, and participant diaries. This information is then used extensively in human resource management for tasks like creating job descriptions and specifications, designing jobs, recruitment and selection, compensation, training and development, performance appraisal, and health and safety planning. Having accurate job analysis information helps organizations effectively manage their human resources.

1. Collection of Job Information
Jobanalysisinformationcanbe collectedinavarietyof ways.While collecting job analysis information,
the Human Resource Specialistmayuse one ora combinationof these ways. Those methods should be
used that best fit the purpose and are most appropriate.
Following are some of the common methods used for collection of job analysis information:
1. Interview Method (Individual or Group)
2. Questionnaires
3. Observation
4. Technical Conference Methods
5. Diary method
1. Interview Method:
Interviews are popular methods for obtaining job related information. They may be unstructured (no
preplanned specific questions, e.g. tell me about your job) or highly structured (preplanned specific
questions are asked in a particular order).
a. Individual Interview:
Individual Interviewsinvolvemeetingwithdifferent employees individually and determining what
his or her job requires. The results of these interviews are combined into a single job analysis.
b. Group Interview:
Group Interviews are similar to individual interviews except the fact that the interviewees are
interviewedall together.Theyare used when a large number of employees are performing similar
jobs,as itcan be a quickand inexpensive waytogatherinformation.However, group dynamics may
decrease the effectiveness of group interviews.
2. Questionnaires:
In this methods, employees fill out questionnaires to describe their job related duties and
responsibilities. The questionnaires can be structured (they have a list of specific duties or tasks and

2. employee indicates whether he or she performs each task or not) or unstructured (open ended
questionnaires that simply ask employees to describe major duties of their job).
The bestquestionnaireoftenfalls between the two extremes, that is, it might have structured
questions as well as open ended/ unstructured questions. Questionnaires can be less costly than
interviewinghundredsof employeesbutdevelopinganeffectivequestionnairemaybe time consuming.
3. Observation Method:
It isa jobanalysistechnique in which information is gathered by watching employees. In this method,
the job analystwatchesemployeesdirectlyorreviewsfilmsof workerson job. The observation method
provides first-handinformationand is effective when the job consists of observable physical activities
such as assembly-line workers. But most of the times this is ineffective because workers do not work
properly when they are being watched. Furthermore, observation is not appropriate in jobs which
require mental activity e.g. managerial jobs, lawyers, designers. It is also not useful if the employee
occasionally engages in important work e.g. doctors who handles emergencies, fire fighters etc. A
combination of direct observation and interviewing is more effective.
This method is applicable in non-managerial jobs (technical staff). You can observe the time
period, the operation of machines, the errors etc. But it has 2 problems:
1. One becomes over smart under observation.
2. Under observation, one becomes conscious and cannot work properly.
CCTV is a solution for this problem.
4. Technical Conference Method:
In thismethod,informationistakenfromthe employees’supervisorswhohave extensiveknowledge of
the job.The supervisorsare experts of jobs. The major disadvantage of this method is that employees
are not involved in this process. The information is taken from their supervisors.
5. Participant Diary Method:
It isa jobanalysistechniqueinwhichemployees record their daily activities along with the time taken
by eachactivity.The employeesare askedtokeepalog/diary of every activity they perform during the
day.This can produce a verycomplete picture of the job.However,thereisapossibility that employees

3. may exaggerate some activities and ignore others. They are supposed to record their daily activities
step-wise in diaries on daily basis.
Uses of Job analysis information
The information produced by job analysis is used extensively in HRM. It is difficult to imagine how an
organizationcouldeffectivelyhire,train,appraises, compensate or utilize its human resources without
the kinds of information derived from job analysis.
1. Job Descriptions– jobdescriptionsdefine whatajobisby identifyingits content, requirements
and context. Because job descriptions provide a written summary of the duties and
responsibilities of the job, they help managers and current and prospective employees
understand what the job is and how it is to be performed.
2. Job Specification – job specifications focus on the personal characteristics and qualifications
that an employee must possess to perform the job successfully.
3. Job Design – job design identifies what work must be performed, how it will be performed,
where it is to be performed and who will perform it. Job analysis information is invaluable in
determiningwhichtasks should be grouped together to form a job and structuring jobs so that
employee satisfaction and performance can be enhanced.
4. Recruitmentand Selection – Job analysisprovidesinformationaboutthe activities required for
a job (job description) and the human characteristics required to perform these activities (job
specification). This helps managers decide that what kind of people should be recruited and
selected.Sojobanalysisinformationhelpsmanagersingettingthe rightpersonforthe rightjob.
5. Compensation– Job analysisinformationisusedtoestimate the value/ importance of each job
(evaluation) and itsappropriate compensation.Compensation(suchassalaryandbonus) usually
depends on the job skills required, the education level, the degree of responsibility etc. For
example, greater the degree of responsibility, higher is the salary and vice versa.
6. Training and Development– Jobanalysisinformationisused to design and implement training
and development programs. The job specification defines the knowledge, skills and abilities
requiredforsuccessful job performance. This allows the HR Manager to establish training and

4. developmentobjectives,designprogramsand determine whether or not a current or potential
employee requires training.
7. Performance Appraisal – A performance appraisal compares each employee’s actual
performance with the pre-set standards. These standards are identified with the help of job
analysis. Through job analysis a thorough understanding of what the employee is supposed to
do is obtained. Without this, acceptable levels of performance cannot be determined or an
accurate measure of actual performance obtained.
8. HR Planning– HR or personnel planninginvolves“getting the right number of qualified people
intothe right jobat the right time”. Job analysis information is essential for this if the number
and types of employees to be recruited or exited from the organization are to be accurately
determined.
9. Health & Safety – job analysis information helps create a healthy and safe working
environment. Jobs with hazardous conditions methods or procedures can be identified and
redesigned to eliminate or reduce exposure to health and safety hazards.
10. Career planning and Development – HR Managers are better placed to offer career guidance
whentheyhave a goodunderstandingof the typesof jobsexistinginanorganization. Similarly,
by identifyingjobsandjobrequirements,employeesbecome aware of their career options and
what constitutes a realistic career objective for them in the organization.
11. Orientation – Effective job orientation requires a clear understanding of the work to be
performed. A new employee cannot be properly taught how to do a job if job duties and
responsibilities are not clearly defined.
12. Organizational Structure and Design – jobanalysisby clarifying job requirements and the inter
relationshipsamongjobsmeanscontentandtasksdutiesandresponsibilitiesatall levels can be
specified, thus promoting efficiency by minimizing overlap or duplication. Job analysis
informationisinvaluableindetermining which tasks should be grouped together to form a job
and structuring jobs so that employee satisfaction and performance can be enhanced.

5. 13. Industrial Relations – Misunderstandings and disagreement among managers, employees and
unionsoverjob content is a major source of grievance and demarcation disputes. Job analysis
information can help avoid such disputes by providing a clear description of tasks and
responsibilities and identifying the formal qualifications, skills, abilities, knowledge and
experience required to successfully perform the work.
14. Counseling – Managers can properly counsel employees about their careers when they
understand the different jobs in the organization. Likewise, employees can better appreciate
theircareeroptionswhentheyunderstandthe specificneedsof variousotherjobs. Job analysis
can point out areas that an employee might need to develop to further a career.
15. Discovering unassigned duties – A job analysis also helps in identifying unassigned duties.