There is no shortage of methods of collecting job analysis information. They only thing HR managers have to do is choose a particular method which satisfies their need. Sometimes, they may use more than one method to minimize the possible errors in collecting informations.
There are 7 ways by which job information can be gathered. They are:
1. Observation method:
It is one of the oldest and popular method used in Job analysis. This method is simple and can be used in combination with other methods also. In this method, the individuals doing the job are observed by trained job analysts. They record the relevant points of the job. The notes might include what was done and how it was done. Motion and time studies are examples of observations methods. Direct observation of staff performing their jobs helps to obtain first hand knowledge. This method is very useful for routine type of jobs only, not suitable for complicated jobs. Again, the observer must know what has to be noted and what has to be ignored. Otherwise, the whole analysis might produce meaningless document/ information. Merits:
(i) It can also offer information needed to prepare job specification.
(ii) It is more useful method to analyze the jobs which are repetitive in nature. (iii) It also offers information related to job risks, machine and equipments required, etc., and
(iv) It is more reliable than other methods.
Demerits:
(i) It is a costly method.
(ii) It is also a time consuming method.
(iii) All the information cannot be collected within limited period of observations.
(iv) It is very difficult to use this method alone to analyze complex jobs.
2. Questionnaire method:
The questionnaire method is popular with management engineering consultants. They are hired to install a job evaluation plan and must accomplish a lot of work in a minimum of time. Usually the procedure involves the preparation of a detailed questionnaire. It is then distributed to all employees. Concerned employees fill it on company time and return it to their supervisors for verification. The supervisor is supposed to discuss any errors in the employees' response with them. If necessary s/he has to make corrections. Finally, the supervisors submit it to the group responsible for conducting the job analysis program (i.e. generally the P/HR department).
Merits:
(i) This method consumes a minimum times i.e. useful when time is very limited.
(ii) It is relatively a less costly method.
(iii) Allows involvement of experts, supervisors and jobholders.
(iv) Accuracy is also high in this method.
Demerits:
(i) Not suitable for critical type of jobs,
(ii) It can't be used independently i.e. a supplementary method is also necessary.
(iii) Employees may provide rational (not practical) information.
3. Interview method:
Many organizations employ (hire) 'Job Analysts' who interview the employee and/or his supervisor to obtain all the relevant information. If the interview of both the supervisor and the employee is combined with a short observation at the job by a trained analyst, this method constitutes a very thorough and sound approach. It is the most widely used method. But this method is time consuming and costly. However, it may be noted that the personal observation and interview approach are more or less complete and accurate. In most cases, interviews coupled with observation constitute the desirable approach.
Merits:
(i) It is one of the most used and trusted method.
(ii) It offers two-way or face-to-face communication.
(iii) Psychological aspect of the job can also be obtained.
Demerits:
(i) It is time consuming.
(ii) It is a costly method because it demands trend experts and more time.
(iii) This method is highly dependent upon employees (to avoid errors use of other method is suggested).
4. Checklist method:
The checklist method can be used in big organizations that have a large number of people assigned to the similar jobs. The expert group must prepares a check list for each of the various jobs in the enterprise. Further more those exports must at first collect enough information to prepare a meaningful checklist. Such information can be obtained by asking supervisors, method engineers and others familiar with the work. When a checklist has been prepared for a job, then it is sent to all supply clerks in all sections. The job holders are asked to check (√) all listed tasks that they perform. They are also asked to indicate by check mark the amount of time spent on each task as well as the training and experience required to be proficient in each task. They may also be asked to write in additional (required) tasks not contained on the prepared check list. This method is very costly and somewhat impractical for small organizations.
Merits:
(i) Very helpful method for big organizations (which have a large number of people in a single job).
(ii) Collection of information demands less time.
(iii) It is more accurate (because it collects information from multi-party).
(iv) Less burden to the employees than other methods.
Demerits:
(i) Preparation of checklist is costly and time consuming process.
(ii) Not suitable for small organizations with few number of employees.
(iii) Difficult to reconcile the information when they contradict.
5. Daily diary method:
The daily diary method requires the job holders to record in detail their activities throughout each day. If done faithfully this technique is more accurate. It also eliminates the error of memory recall of the questionnaire and checklist method. However, this method adds a high degree of extra workload to each employee. Due to this reason this method is rarely used in practice.
Merits:
(i) Offers comprehensive information
(ii) It is one of the most accurate method.
(iii) Less costly than most of the other methods.
(iv) Reduces the weaknesses of memory recall and write approach.
Demerits:
(i) Extra burden to the employees throughout the year.
(ii) Workers biasness may harm this method.
(iii) More time consuming
(iv) Easy to collect but difficult to compile the information.
6. Conference of experts method:
This technique of collecting job information is quite useful for obtaining various viewpoints and an overall perspective of the jobs. This method utilizes supervisors with extensive knowledge of the job. Here, specific characteristics of a job are obtained from the "experts". Although, it is a good data gathering method, but it often over looks the incumbent workers' (jobholders) perception about what they do on their job.
Merits:
(i) Helps to collect different and overall viewpoints of a job
(ii) Offers more accurate information
(iii) Useful method for critical jobs (where we do not have past information about a particular job).
Demerits:
(i) It is expensive and time consuming method.
(ii) Not suitable for simple category jobs.
(iii) It does not involve the jobholders.
7. Combination of two or more methods:
Above six methods should not be viewed as mutually exclusive. No one method is universally superior. Even obtaining job information from the incumbents may create a problem. Problem arises especially if these individuals describe what they feel they should be doing rather than what they actually do. Therefore, the best results, are usually achieved with some combination of methods. That is the information provided by individual employees, their immediate supervisors and a professional analyst are combined together. This helps to minimize the errors.
Merits:
(i) It maximizes accuracy
(ii) Involves multi-party
(iii) Reduces several weaknesses of single method.
Demerits:
(i) More time consuming
(ii) It is very costly
(iii) Not suitable for small organization and simple type of jobs.
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