1. Train, develop, encourage the junior to improve current job efficiency and prepare for the jobs in superior positions.
2. Define the remarkable changes in responsibilities and duties of the junior by regular observing their jobs.
3. Evaluate the junior performance. Make direct reports on the current and previous performance. Inform the result to the one who is in charge of.
4. Review the salary of the junior and suggest some changes based on policies and procedures.
5. Propose human resource issues like nominating, awarding for their performance or dismissing, etc. based on the policies and guidelines about budget and policy.
6. Inform superior and junior managers and about the things happening that have bad effect on job responsibilities.
7. Keep the disciplines, propose and manage the corrections based on policies and regulations.
8. Announce and manage the human resource programs in their correct designs and purposes.
9. Keep on setting up files correctly for all the junior.
10. Periodically analyze the amount of work and employees’ needs in a working unit.
11. Propose to change the staffs’ level in a working unit.
12. Review documents for a new position and changed positions.
13. . Submit for approval the changes of a position.
14. Interview applicants and make decisions to select employees or propose ideas to select.
15. Guide the new junior staffs about the procedures and policies, regulations and the requirements of the jobs. Tell them the responsibilities when doing the jobs.
16. Make plans, authorize, impart and control the assigned work and the special projects related to the junior.
17. Establish and maintain the targets or specific purposed of jobs and qualitative and quantitive standards of the work which have to be gained by the junior.

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Interview types to gather information:

- Individual interview for each staff.

- Group interview for a team of staffs or workers who take care of a kind of work together.

- Interview supervisors and the ones who have deep knowledge about the job.

2. Questionnaire method

Asking workers or staffs to answer the questions in the lists which describe the authority, responsibilities and work-related issues is a very good measure to get information.

Requirements of this measure:

- Which questionnaire should we base on?

- What is the structure of questions?

3. Observing method

Measure of direct observation has many advantages when gathering information to analyzing the job which is done manually or by workers’ physical attempt. This measure is not applied to the jobs which require the ability of managing situations like nurses or intellectual workers.

4. Timing method

Timing is a special observation measure which requires the use of counting timer to study the working time when doing each step or repeated operations in a job.

5. Job analysis measure on the foundation of assessing the implementation of functions:

- This measure is based on the three main factors: data, people and tools. For each kind of data, each staff has to do the following functions:

+ Main functions of each staff ‘s working process.

6. Measure based on the position analysis questionnaire:

This measure aims to gather information to evaluate the limit of responsibilities and duties of different jobs. Work analyzers have to determine the roles of each issue toward the job. If there is any role, they have to determine the limit of applying such duties according to classification.

7. Job analysis measure based on technical positions:

It is applied to analyze the jobs done by workers to define the rank and complication level of the jobs.

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Determination of the tasks which comprise the job and skills, knowledge, abilities and attitudes required of the worker for successful performance of the job is Job analysis. The process of job analysis is essentially one of the data collection and then analyzing the data. The data provided by the analyst may be related to job identification, nature of the job, materials and equipments to be used in doing the job and relations with other jobs.

There can be various benefits of job analysis which are:-

• Human Resource Planning:
Job analysis represents the qualitative aspect of human resource management since it determines the demands of a job in terms of responsibilities and duties and translates these demands in terms of skills, qualities and number of attributes. It is job analysis which reveals what an average person can do on a job in a day. It facilitates the division of work into different jobs which is an essential element of effective manpower planning.

• Recruitment, Selection and Placement:
To make recruitment programme successful, it is necessary to have clear statements of jobs to be performed and of the skills and knowledge possessed by the employees who will fill these jobs. The software scrutinizes the resumes and sort list the candidates who suit best for the job.

• Job Evaluation:
Job evaluation aims at determining the relative worth of various jobs. The data can be adapted to establish clear-cut standards of performance for every job.

Go in for the better quality of employees rather than having hundreds of employees who will be good for nothing.

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Step 1: Define the aims of using analysis information of each job, then determine the most suitable types of gathering such information.

Step 2: Gather main information based on the structure diagram of company, requirement documents, the authority of the company, departments, workshops, technology process diagram and the old job description (if available).

Step 3: Select the most specific positions and the key points to analyze jobs in order to save time and money, especially when analyze similar jobs.

Step 4: Apply different methods to get information for job analysis, depending on the requirements of information accuracy. Relying on financial capacity and operation types, you can apply one or combine these methods of gathering information: observation, timing, taking photos, interview and questionnaire.

Step 5: Check and verify the accuracy of gathered information. The accuracy of gathered information for work analysis in step 4 should be verified by the staffs, workers or supervisors who take care of the jobs.

II/ Analysis methods of job

There are 18 analysis methods of job but hereafter is basic method:

· Interview to gather information for analysis of each job.

· Interview for each staff, group interview for a team of staffs, interview supervisors.

Interview types to gather information include: interview for each staff, group interview for a team of staffs, interview supervisors.

· Questionnaire method

· Observing method

· Timing method

· Job analysis measure on the foundation of assessing the implementation of functions

· Measure based on the position analysis questionnaire

· Job analysis measure based on technical positions

III/ Benefits analysis of job

Why is it necessary to have the job description?

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The basis for this idea was that human beings are sometimes nuisances to the goals of the organization in diverse forms as complexity of human beings when it comes to control and coordination, laziness, high labour turnover, conflict, job clash, role clash; following the McGregor’s Theory X. In spite of the revolution in technology, most organizations still felt there is need to study, through research work, the nature of each worker’s job, know what he/she does and devise means of getting him/her do the job in a more effective and efficient way.

Job analysis focuses on knowing the component of a worker’s job; the study of what he/she does everyday or what he/she should be doing and not being done or done in the right manner. It is the breakdown of work or job to know what it contains and making an informed conclusion, generalization or decision on the work thus breakdown for the benefit of both parties – the worker and the organization.

However, the end result of job analysis is effectiveness and efficiency i.e. doing the right thing and doing it rightly respectively. The underlying motive at the long run is increase in company’s profitability, productivity and sustainability. Job analysis is not an end in itself because the work has to be restructured after the analysis. It is always good and more effective to carry the worker whose job is being studied along in the process to make change easier and avoid future resistance.

Restructuring or better still reengineering is all about putting the round peg in the round hole. Most times, workers are confused as to the roles they are to play and this usually leads to role clash or conflict. This, is if well handled, could jeopardize the goals the organization want s to achieve. Clash and conflict are counter productive and should not be allowed to raise its ugly head.

There are number of ways through which job analysis could be done and could be any of the following or their combination.
o By asking the worker concerned to give a vivid account of what he/she does
o By contacting other workers with whom this worker directly work with or report to and asking what he/she (the worker) should be doing
o By asking the superior officer to whom he/she reports to give the account of what he/she should be doing
o By contacting other organizations and get their job description for the position
o Through direct research work, serving questionnaire or conducting interview with experience people (who might have passed through such office)
o By contacting an independent consulting firm to carry out job analysis by studying the work while on work scene for some period of time

This list cannot be exhausted. The fact is that every worker will tend to perform better if they know what they are suppose to do, how to go about it (if not well experience) and the result they are expected to achieve. These and others, job analysis can do and the restructuring exercise should focus on the objectives to be achieved. These may include better performance, reduce rate of accident, reduce the rate of absenteeism or high rate of labour turnover, boost workers’ morale, ensure effectiveness and efficiency of workers on the job, wage/salary payment (commensuration of pay with efforts discharged and this motivate the worker), etc.

In all, job analysis and restructuring should be a continuous exercise in an organization and the cost of it should not hold the organization back from carrying same out if they are to achieve their goals and build in-formidable workers who will be ready to do anything for their dear company.

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