© 2019 SHA – Society for Hospital Administrators. All rights reserved.
Menu
The process of job analysis basically results in the preparation of two essential documents: job description and job specification. Thus, job description is the systematic outline of information gained from notes taken and recorded in the process of job analysis. It is a factual statement and summary of the job contents. It is a functional description of what the job entails or involves. Thus, an overall written summary of task requirements is called a job description. It describes the job in terms of the job title, its location, duties, responsibilities equipment to be used, working conditions, supervision needed, hazards, and relationship with other jobs. It tells us what should be done, why it should be done, and where it should be done.
Some important definitions of job description may be given as follows:
David Delenzo and Stephen Robbins: “A job description is a written statement of what the jobholders does how it is done, and why it is done. It should accurately portray job content, environment, and conditions of employment.”
William Werther and Keigh Davis: “A job description is a written statement that explains the duties, working conditions and other aspects. of a special job.”
Edwin Flippo: “A job description is an organised, factual statement of the duties and responsibilities of a specific job. In brief, it should tell what is to be done, how it why. It is a standard of function, in that it defines the appropriate and authorised content of a job.”
Pigors and Myers. “A job description is a word picture (in writing). It is the culmination of a process which includes collecting, verifying, and correlating information about job elements and tasks (job content). The description also shows report relationships, and specifies work-related responsibilities (if any) for behaviour by fellow workers. And it should indicate opportunities to apply. demonstrate, and improve specific skills, i.g., those needed for superior job performance which can also contribute to career development.”
Within a firm, all the job descriptions should follow the same format although between companies the form and the contents may vary. One approach is to write a narrative description in a few paragraphs. Another way is to break down the description into several subparts. A job description usually contains the following subparts:
1. Job identification: In a job description, the job identification section includes: job title, job code, job location, date, author, job grade and supervisor. Job title is short, definite, and suggests the nature of job. Job code is a number, letter, or both. It provides a quick summary of the job. These codes are useful for comparing jobs, and arranging them into occupational groups. The code identifies relationships between different jobs and relationships among data, people, and things. The date is essential because it tells subsequent users how old the description is. The older the description, the less likely it is to reflect the current job. Author is the writer of the job. description. He is identified so that questions or errors can be brought to the attention of the author. Location references may include department, division, plant, or other organisational breakdowns. Job grade helps in ranking the job’s importance for pay purposes. Supervisor’s name or title is listed to help identify the job and its relative importance.
2. Job summary : It is a written narrative that concisely summarises the job in a few sentences. It tells what the job is, how it is done, and why.
3. Job duties and responsibilities: It is the core section of the job description, which describes duties and responsibilities to be performed by the jobholder. This section explains what the job entails or involves. Each major duty is described in terms of the actions expected. Tasks and activities are identified. Responsibilities within the job duties are also stated, such as custody of money, supervision and training of staff, etc.
4. Equipment, machines, etc: The equipements, machines, tools and materials used in the job are named to indicate the nature and complexity of the job, and help in devising training programmes:
a. Working conditions: The physical environment of the job is described in terms of heat, light, noise level, smoke, fumes, dust. etc. Nature of hazards (risks) and their possibility of occurrence are also stated.
b. Social environment: The size of work group and interpersonal interactions required in the performance of the job are described. Training and development facilities may also be stated.
c. Supervision: The degree or extent of supervision provided or received is described in terms of subordinates and superiors with their job titles.
d. Relation to other jobs: The jobs immediately below and above the job are mentioned in order to gives an idea of vertical workflow and channels of promotion. Reporting relationships are also mentioned indicating to whom the jobholder will be reporting and who will be reporting to him.
An example of a job description is given in Figure-C below:
FIGURE-C JOB DESCRIPTION
Job Title: Record Clerk Job Code: 256
Job Location: Administration Department Job Grade Level: 25
Supervision : Author: Amit Patel
Reports to: Record Supervisors Date: 2-1-2010
Supervises: None.
Job Summary : Originates, processes, and maintains comprehensive records; implements required controls: collects and summarises data as requested; supplies information needed by other departments.
Duties and Responsibilities:
1. To review a variety of documents, listings, summaries, etc.. for completeness and accuracy.
2. To check records against other current sources such as reports or summaries.
3. To investigate differences and take required action to ensure that records are accurate and up-to-date.
4. To compile and summarise data into report format as required.
5. To implement controls for obtaining, preserving, and supplying a variety of information.
6. To prepare simple requisitions, forms, and other routine memoranda.
7. To furnish information, upon request, to interested personnel by selecting required data from records, reports, source documents, and similar papers.
8. To provide functional guidance to lower-level personnel required.
Equipment Machines, Materials: May use a calculating machine, type writer, key punch machine, computer, duplicating papers, office stationary, etc.
Job characteristics : Skilled operation of typewriter, calculating machine, key punch machine, or computer is not necessarily a requirement of this job.
Working Conditions : Works most of the time in a well-ventilated modern office. Workers during 9.00 a.m. and 5.00 p.m. per day, five days a week.
Relationships:
1. With equivalent levels in other departments.
2. Maintains social and official contacts with local officials.
Job description is a descriptive document that mentions each and every aspect of the job in detail. It preparation requires cognitive and analytical skills. Hence it is usually prepared by a job analyst and is duly approved as correct by the job supervisor or the departmental head.
The following hints can prove very useful in writing or preparing a good job description :
1. Give short, definite and suggestive information in job identification section, such as job tile etc.
2. Give a clear, concise, and readily understandable picture of the whole job in the job summary.
3. Describe in sufficient detail each of the duties and responsibilities.
4. Quote the examples of work performed, if necessary to clarify the scope and nature of job.
5. Properly indicate the degree or extent of supervision provided or received.
6. Use brief, accurate, and simple statements easily understandable by employees.
7. Avoid statements of opinion.
8. Indicate necessary working conditions, hours, and days.
9. Describe important relationships.
10. Keep the job description up-to-date by incorporating necessary changes into it.
11. Get the job description duly authorised by the concerned supervisor or departmental head.
A good job description has several advantages and serves various important functions in the organisation :
1. It helps to indicate very clearly the nature and content of the job to the applicant and incumbent, and thereby removes uncertainties.
2. It serves as the basis on which to develop job specifications (skills and abilities of the incumbent) which are useful in planning recruitment, selection, placement, transfer, promotion, and training activities.
3. It guides the management for better wage and salary administration. by throwing light on the wage differentials which should be held among various jobs and positions.
4. It serves as an important basis for the rewards and punishments system. The incumbent comes to know what lie is expected to do and what are the standards of performance to achieve. His good performance accordingly can be rewarded and he may be punished for his bad performance. Such actions of the management, then, will not be viewed-by the incumbent or other employees as a favour or an injustice.
5. Job description helps in identifying training needs of the incumbents. The nature and contents of the job clearly bring out the areas of work for which training is necessary and also the types of training.
6. It helps to orient new employees toward his basic duties and responsibilities.
7. It serves in developing performance standards and also in job evaluation.
8. It proves helpful in many other areas such as: job grading and classification, adjustment of grievances, stabilising common understanding between the employer and the employee, investigation of incidents, indicating faulty work procedures or duplication of papers, time and motion study, maintenance and operation of machines and equipments, defining authority limits, studies of health and fatigue, employee counselling and vocational guidance framing questions for selection interviews, work measurement and work improvement, performance appraisals, organisational change and development, productive group discussions, and so on.
A job description is not a perfect reflection of job. Moreover jobs keep on being modified as and when work patterns in the company are changed. The earlier notion that a job is static, has now changed and it has been recognised that a job has dynamic characteristics and changes as time goes on. Now we know that for a job to produce efficient output, it must change according to the workers who do it. The nautr of job might change for three reasons: time, people (particularly in management, teaching, and coaching jobs where the job is what the manager, teacher, or coach makes of it), and environment (technological, legal and other situational changes). Thus, job description may not be correctly made for many jobs or it can quickly become outdated. If the job analyst is not knowledgeable and adequately trained, the accuracy and clarity of job description may be doubtful. Generally, preparation of job description is viewed as a routine exercise in many organisations and therefore it loses its effectiveness and remains a window-dressing or a show-piece.
Moreover, some degree of subjectivity, personnel bias or opinion does enter into job description. Further, job description reduces flexibility and the jobholder cannot make it what he wants to make it on the spur of his initiative-taking quality.
However, it is a considered fact that job description is an important tool in the hands of the human resource manager. It has many uses and advantages. for the employees, employers, managers, supervisors, and the organisation. Hence, we should try to remove the drawbacks of job description by taking needed precautions. For example, job analyst who prepares the job description should be rightly trained. He should not bring any degree of subjectivity to the job description, and should make it as accurate as possible. Various concerned parties, should agree on the point that a job description fairly reflects the nature and contents of the job and therefore it should be prepared and used with all seriousness. It should be revised periodically and kept up-to-date with changing circumstances. Such revisions should be properly conveyed to all concerned. Job incumbents should be periodically consulted to make desired changes in the job description.
Job specification is a document that originates from job analysis. It is a summary of the minimum qualities and abilities which are required to perform a job. It has been defined as follows:
David Delenzo and Stephen Robbins: “The job specification states the minimum acceptable qualifications that the incumbent must possess to-perform job successfully. Based on that the information acquired through job analysis, the job specification identifies the knowledge skills, and abilities needed to do the job effectively.”
Edwin Flippo, “A job specification is a statement of the minimum acceptable human qualities necessary to perform a job properly.”
William Werther and Keith Davis: “A job specification describes what are job demands of the employee who does it and the human skills that are required.”
Thus, an overall written summary of employee or jobholder requirements is called job specification. It is a profile of the human characteristics needed by the person performing the job. These requirements include experience, training, education, and physical and mental characteristics. When the job or position crosses national boundaries, then language, legal, and cultural familiarity may become important additions lo the job specification.
Contents of a Job Specification: Job specification is often combined into the job description. Or, it may be prepared as a -separate document. The information needed to complete the job specification comes from the job analysis collection process. Whether part of a job description, or a separate document, the job specification contains the following information:
1. Job identification: Like job description, this section includes: job title, job code. job location, dale, author, job grade, and supervisor.
2. Personal attributes or characteristics: This section includes: education, job experience, sex, family background, extra-curricular activities hobbies, communication skills, etc. required of the incumbent or jobholder. This maybe called ‘skills section.”
3. Physical characteristics or demands: This section includes: height, weight, chest, vision, hearing, voice, health, age. poise (ie, state of balance-dignity or self confidence), hand and foot coordination, personal appearance, etc.
4. Mental characteristics or demands: This section comprises : general intelligence, memory.
visual attention, initiative. ingenuity (cleverness or quickness of ideas), judgement, ability to concentrate. foresight, enthusiasm, drive, ability to analyse and synthesis decision making discretion, ability to lead. etc.
5. Social and psychological characteristics or demands: It includes: emotional ability, sociality, flexibility, sense of mutual adjustments, pleasing behaviour and manners, conversation..i ability, ability for group discussion, counselling ability, understanding of human nature, etc. Personal physical, mental, and social and psychological characteristics are combinedly called ‘effort section. The working conditions found in a job description may be translated by job specification into various demands faced by employee or jobholder. All the above qualities may be classified into two categories: (i) essential attributes which a jobholder must possess, and (ii) desirable attributes which a jobholder ought to posses. Essential qualities are inflexible and cannot be compromised. Desirable merits are flexible in nature. Job specification may also contain centra-indicators which are to be taken as demerits or flows and which will become a handicap to the successful performance.
It may be noted that the exact list of human requirements will very according to the company and the uses to which the job specification is to be put. In so far as possible, the specifications written for each characteristic should be, quantified, for example, five years of experience. Ist Division at graduation level, ability to lift 20 kgs. 5’ and 7″ height, and so on. However, it should be recognised that many factors can be described only in a subjective manner, particularly the personality requirements. Generally, the factors which are specified in subjective terms are those that are subjectively evaluated for the applicant during the hiring or selection process. A specimen of job specification is given in Figure-D (this is in correlation with the job description as given in Figure-C earlier):
FIGURE-D: JOB SPECIFICATION
Job Title: Record Clerk Job Code: 256
Job Location: Administration Deptt. Job Grade Level
Supervision:
Author: Amit Patel
Reports To: Record Supervisor Date 2-1-2010
Supervised: None.
Education:
1. Commerce Graduate with at least 55% marks in B.Com.
2. Typing speed at least 80 words per minute.
3. Some background of and familiarity with accounting, office procedures, office machines and telecommunication industry.
Experience: Minimum of 2 years’ previous work experience of clerical job. preferably in an industrial organisation.
Age : Preferably between 25 and 30 years.
Maturity: Must be capable of assuming increased responsibility within 2 years.
Special Knowledge or Skills: Skilled in filing documents, checking records, compiling data, initiating and analysing reports, good at calculations.
Desirable Attributes :
1. Good health and emotional ability.
2. Neat and clean appearance.
3. Pleasing behaviour and manners.
4. Fluency in writing.
5. Ability to work long hours.
6. Basic knowledge of computer working.
7. Ability to work with others.
8. Manual dexterity (quickness).
Other: Expect that incumbent would be ready for promotion within 3 years, normally to the position of record supervisor or analyst.
A job specification describes the human skills or requirements that are necessary for the successful performance of the job. Naturally, the individuals who possess the personal and other characteristics identified in the job specification are expected to perform the job more effectively than individuals lacking such characteristics. Hence the job specification is an important tool that may be used in selection process. It keeps the selectors’ attention on the list of qualifications necessary for an incumbent to rightly perform the job. It also assists in determining whether candidates are qualified. As the job specification cells what kind of a person is required for a given job, it serves as a guide in the recruitment and selection process. Moreover, it is also helpful in devising adequate training programmes for employees. Again, it helps in employee performance appraisals.
Most of the limitations of job description as explained earlier, also apply to job specification. It is criticised on the ground that it involves a great deal of subjectivity. Being restrictive in nature, it limits the development of an individual in the job. As organisations generally tend to specify relatively higher requirements for formal education and training, this results in the underutilisation of highly qualified persons by engaging them in doing routine jobs. Nevertheless, job description is taken to be an important document necessary to specify for every job the minimum acceptable human attributes and abilities.
Please fill your information and we will contact you within 24hrs.
34, Rest Camp, West,
Tyagi Road, Dehradun
Phone : +91-941-111-4532 / +91-914-935-2988
Email : info@shahealthcare.org
MON-SAT 09:00 – 18:00