Job analysis has been characterized as a micro activity undertaken by human resources management to tell the human resources manager about the job itself: the essential tasks and duties and responsibilities involved in performing the job (Bateman & Snell, 2004). This information is called a job description which Ivancevich (1998) characterizes as a written description of everything that a job entails. Secondly, job analysis describes the skills, knowledge, abilities and other characteristics that are needed to perform the job. This is called the job specification (Hartley, 1999).
Job analysis provides the information that virtually every human resources activity requires. It assists with recruitment, training, selection, appraisal, and reward systems (Schippmann, 1999). From job analysis, including both description and specification, human resource managers identify the specific job competencies or skills that are required of a candidate for the position. Competencies are incorporated into job descriptions under the rubric of qualifications and invariably relate to the activities and specifics of the job (Ivancevich, 1998). Job analysis is vital because it helps increase the value added by employees to the organization. It clarifies what is really required to perform effectively (Bateman & Snell, 2004). Job analysis is a primary duty of human resource managers.
References
Bateman, T.S. & Snell, S.A. (2004). Management. Boston:
Hartley, D.E. (1999). Job Analysis at the Speed of Reality.
Ivancevich, J.M. (1998). Human Resource Management. Boston:
Schippmann, J.S. (1999). Strategic Job Modeling: Working at
the Core of Integrated Human Resources. Mahwah, NJ:
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