Job Analysis and Design

Sikkim Manipal University
Directorate of Distance Education
Authorized learning centre (code 1537)

College for professional studies
Kathmandu, Nepal
A PROJECT REPORT
Submitted by:
BIJAYA KUMAR SHAH
Roll no: 561015288
Submitted in partial fulfillment of the requirement for the

MBA course of
Sikkim Manipal University, Manipal DDE INDIA
Sikkim Maniple University

Directorate of Distance Education
Manipal, India
JULY 2012
JOB ANALYSIS AND JOB DESIGN
A PROJECT REPORT
Under the guidance of
Dipendra Jaiswal
Submitted by
BIJAYA KUMAR SHAH
In partial fulfillment o f the requirement
for the award of the degree
Of
MBA
IN
Human Resource Management
JULY 2012
(Student Declaration)
I hereby declare that the Project Report entitled

Submitted in partial fulfillment of the requirements for the degree of
Masters of Business Administration (MBA)
To Sikkim-Manipal University, India, is my original work and not submitted for the
award of any other degree, diploma, fellowship, or any other similar title or prizes
Date: July 2012
BIJAYA KUMAR SHAH

Reg. No. 561015288
(Examiner's certification)
The Project Report of BIJAYA KUMAR SHAH

on

is approved and is acceptable in form and qualities.
Internal Examiner
Name:
Designation:
Certificate from (Managing Director)
External Examiner
Name:
Designation
This is to certify that the project report entitled

Sikkim-Manipal University
BIJAYA KUMAR SHAH
has worked under my supervision and guidance and that no part of this report has been
submitted for the award of any other degree, Diploma, Fellowship or other similar titles
or prizes and that the work has not been published in any journal or Magazine.
Certified,
P. Kejriwal
(Managing Director)
Certificate from Director (Administration)

BIJAYA KUMAR SHAH
Certified,
Er. Pankaj Jalan

Director (Administration)
Certificate from Director (Academics)


BIJAYA KUMAR SHAH
Certified,
Er. Prakash Kumar

Director (Academics)
Certificate from (Chief Academic Advisor)

BIJAYA KUMAR SHAH
Certified,
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(Chief Academic Advisor)
Certificate from (Program co-ordinator)

BIJAYA KUMAR SHAH
Certified,
Uday Kant Jha

(Program co-ordinator)
Certificate from (Internal Examiner Controller)


BIJAYA KUMAR SHAH
Certified,
Dipendra Jaiswal
(Internal Examiner Controller)
Project Work Evaluation Sheet

1. Name of student: Bijaya Kumar Shah
2. University Roll No. : 561015288
3. Project Title: Job Analysis and Job Design
4. Sponsoring Institute Name and address:
5. Software Base:
6. Name of learning centre: Lord Buddha Education Foundation
7. Name of Guide: Dipendra Jaiswal
8. Marks Awarded:
9. Name of Head of study centre:
10. Signature of Head of study centre:
11. Remark of study centre:

12. Name and signature of External Examiner:
13. Total marks awarded.out of..
14. Remarks of External Examiner:
Particular
Marks
Marks
University
out of
Awarded
Examiner
Name
Internship Report
Synopsis
Demo+ Viva+ Presentation
+others
Project Report
Total Marks
Project Work Evaluation Sheet
1. Name of student: Bijaya Kumar Shah

2. University Roll No. : 561015288
3. Project Title: Job Analysis and Job Design
4. Sponsoring Institute Name and address:
5. Software Base:
6. Name of learning centre: Lord Buddha Education Foundation
7. Name of Guide: Dipendra Jaiswal
8. Marks Awarded:
9. Name of Head of study centre:
10. Signature of Head of study centre:
11. Remark of study centre:
12. Name and signature of External Examiner:
13. Total marks awarded.out of..
Signature
14. Remarks of External Examiner:

Particular
Marks
Marks
University
out of
Awarded
Examiner
Signature
Name
Internship Report
Synopsis
Demo+ Viva+ Presentation
+others
Project Report
Total Marks
ACKNOWLEDGEMENT
This Project Report has been prepared as per the course requirement of the MBA. It was
started from 3rd semester on wards and completion on 4th semester. This report has
highly helped to expand my knowledge regarding Job Analysis and Job Design and how
the work goes on. I am grateful to Lord Buddha Education Foundation, department of
Management for providing with the opportunity to the work on Project Report as the part
of the course. I express my gratitude to respected teachers for their guidance and valuable
comments on the contents of this report.
During the preparation of this report I have been receiving continuous help of many
people without valuable support of them I would not have been able to complete my
report. I would like to express my gratitude to Supervisor Mr. Gopal Jung Shah; Narayan
Kafle, Engineer Mr. Rubesh Sharma and Manager Mr. Sanullau Khan and all our team
who supported me.
I have also owing gratitude to the staffs of Airtel, Chhauni branch for cooperating and
guiding me during my Project Report and for making available the valuable material
required for the completion of my report.
BONAFIDE CERTIFICATE
Certified that this project report titled JOB ANALYSIS & JOB DESIGN work of
BIJAYA KUMAR SHAH. Who carried out the project work under my supervision.
HEAD OF THE DEPARTMENT
FACULTY IN CHARGE
ABSTRACT
Job Analysis forms the core of most human resource activities and can perform a number
of functions. Researchers in strategic human resource management have established a
relationship between human resource management (HRM) practices and organizational
performance, but the relationship between HRM practice like Job Analysis Job
Performance, the intervening process recruitment, connecting Job Analysis and Job
Performance remains unexplored. This research attempts to assess the impact of Job
Analysis on Job Design on the basis of the opinions of the employees of organization.
A survey questionnaire was designed and pre-tested. The study was carried out by taking
a sample size of 50 employees of conceptual framework of human resource practices in
relation to recruitment process and its impact on employees Job performance and
subsequent Job analysis and Job design.
Results supported the HR-Performance conceptual model by showing significant impact
of Human Resource Management practices on Job analysis and Job design. Here we deal
with quantitative data collection technique. Researcher use descriptive as well as
explorative research design. Future research should observe the outcome of booming
execution of HR practices and the survival of assured practices on employee's job
excellence and reliability. Also future studies by the researcher having keep interest in the
association of these constructs can use this model to prepare new research or increase the
generalize ability of this study in diverse sectors.
Table of Contents
CHAPTER NO.
CHAPTER - 1
1.1
Title
Page No.
INTRODUCTION
Background of Study
1-13
1-2
1.2
Introduction of Company
2-6
1.3
Objective of Company
6-9
1.4
Statement of Problem
10
1.5
Significance of Study
11-12
1.6
Limitations of Study
12
1.7
Organization of Study
13
CHAPTER - 2
2.
REVIEW OF LITERATURE
14-49
Conceptual Review
Key Steps in Job Analysis Process
14
15
2.1.1
Input- output model of job analysis
16
2.1.2
Importance of Job Analysis
17
2.1.3
Questions Job Analysis Should Answer
17
2.1.4
Conducting Job Analysis
18
2.1.5
Reasons for Conducting Job Analysis
18
2.1.6
Uses of Job Analysis
18-19
2.1.7
Job Specification and Job Description
20-21
2.1.8
Advantages
22
2.1.9
Challenges in Conducting a Job Analysis
23-24
2.1.10
Summary of Types of Data Collected
25
Through Job Analysis
25
2.1.11
Timeliness of Job Analysis
25
2.1.12
Job Analysis for Team Members
25
2.1.13
Job Analysis and the Law
25
2.1.14
Building Blocks of Job Analysis Methods
26-28
2.1.15
Work Function and the Level of Difficult
28
2.1.16
Job Design
29
2.1.17
Interdependencies in Job and organization
Design 29
2.1.18
Principles of Job Design
29
2.1.19
Objectives of job design
30
2.1.20
Typical Job Design Process
30
2.1.21
Characteristics of a well-designed job
30
2.1.22
Job classification, its needs and importance
31
2.1.23
2.1.24
Need for Job Classification
31
When and where is a Job Classification
System Used?
31-31
2.1.25
Job Design factors
32-34
2.1.26
34-37
Job Design for Team
2.1.27
Where the design unit is the team
38
2.1.28
Approaches to job design
38-43
2.1.29
Comparison of Five Job Design Approaches
43
2.1.30
Issues in job design
43-45
2.1.31
Challenges related to job design
45
2.1.32
Job Redesign: How will you know
if
Job redesign has made a difference?
2.1.33
46
An example of a job design checklist
46
2.2
Review of Thesis
47
2.3
Research Gap
48
2.4
Review of Articles
CHAPTER - 3
48-49
RESEARCH METHODOLOGY
3.1
Research Introduction
50-51
3.2
Research Design
51-55
3.3
Population and Sample Procedures
56-60
3.4
Source of Data
61-62
3.5
Data Collection Techniques
62-64
CHAPTER -4
DATA PRESENTATION AND ANALYSIS
4.1
Data Processing Procedures
65-73
4.2
Analysis of Secondary Data
74
4.3
Analysis of Primary Data
75-80
4.4
List of figures as per Table for secondary data
81
4.5
List of figures as per Table for Primary data
82-89
4.6
Major Findings
90-91
CHAPTER - 5
SUMMARIES, CONCLUSION AND RECOMMENDATION
5.1
Summary
92
5.2
Conclusion
93
5.3
Recommendation
94-95
Bibliography
Appendix- 1
Appendix- 2
CHAPTER - 1
INTRODUCTION
1.1 Background of Study
Job analysis is a very important human resources function. It involves matching the
employee with the most appropriate skills to the best suited job position at the most
opportune time. The Human Resources department and management define job
descriptions and specifications for each position within the organization. Each position in
the organization is unique and, therefore, has different needs and necessities. The skills,
past experience and education qualifications differ for each job. Companies undertake job
analysis to understand the requirements for the job. This is a mechanism through which
the company fixes on duties, responsibilities and authority for each of its positions.
Through this, it is able to define the skill set needed for each job. The human resource
department prepares this analysis for each job in the organization and then appoints the
appropriate employees for them.
Analyzing Job Requirements
This is a procedure where the HR department and management sit down and define the
roles, duties and authority for each individual job. The management then gets a very clear
idea on all the chores an individual would be required to perform for discharging her
duties. The duties and authority of a software engineer would be different from those of a
production manager. Accordingly, the qualifications, expertise and experience would also
differ. Unless, the most suited and eligible candidates are placed on the job, the company
cannot expect to have full performance levels.
Analyzing Present Conditions
Job analysis also enables the management in analyzing whether or not its employees
are aptly placed. For example, the management may have incorrectly placed marketing
executive in the IT department. The management then takes stock of the situation and
transfers the inappropriately placed employee. Also, the training needs of the employees
are highlighted. Some employees may need to be already polished on the requirements of
their jobs. At other times, the employees may need to be trained on using the new systems
and assets acquired by the company.
Job analysis is also very imperative for defining safety standards for each job position.
Some jobs in the organization are sedentary; other jobs need the employee to commute to
1
different places to carry out his duties. Certain types of jobs require the company to
provide for additional safety of the employees. For example, laborers who are engaged in
the production process may be working with heavy duty electrical equipment. It is the
duty of the management to train its employees to use the machines cautiously. Also, it is
required to provide them protective gear.
Future Initiatives
Job analysis is also necessary whenever the company is about to grow its operations.
Presently, the company may be producing X units of output, it may estimate that there
exists additional demand. If the company has to produce 2X units, it needs additional
employees. The management needs to analyze the requirements for the new jobs.
1.2 Introduction of Company
Being Telecommunication Company it provides various services as internet services,
landline and network to network connection. It connect world as a unit and satisfy
customers by providing different types of services as per their requirements. Nepal
Doorsanchar Company Limited, popularly known to the general public with its registered
trademark name as AIRTEL was registered on 2060-10-22 under Company Act, 2053. Its
Head Office is located in near Singha Darbar, Kathmandu, Nepal. Regarding data
collection they are collected for central branch which is located in chhauni. The then
Airtelmunications Corporation (NTC) was dissolved and all assets and liabilities were
transferred to Airtel with effect from 2061-01-01 i.e. 13th April 2004). The company with
its long history is on the way of customer service and nation building.
The fast pace of development in telecommunication and information technology has
changed the way we live and work. To the general public this means increased
expectations and diversified needs for multiple of the latest and higher quality services;
and to the telecommunications service provider, this means increased investment in
Modern equipment and advanced technologies, and new challenges. Company as the
official operator has been continuously expanding its foot print throughout the country,
and as such at least from the perspective of telecommunications service, people
living in the remote rural areas of the country are enjoying services like those available
in urban areas although wider divide remains in terms of scope and scale.
NT has the highest portfolio of services and its total customer base in PSTN,
GSM
and
CDMA
services.
Quality,
availability
and
affordability
are
the
foundations for better relationship with customers, and better relationship with
customers is the key to a companys long term success. Focusing on these major
considerations, NT is providing competitive prices, and working to improve quality of its
services. In order to serve the customers more effectively, company is putting increased
emphasis
on IVR-based(national volunteer register)
complaint
handling
system,
payment through banks and recharging through prepaid systems.

To realize its goal of providing cost effective telecommunication services to every
nook and corner of the country, Nepal Telecom is committed to provide nationwide reliable telecommunication services even to the most inaccessible remote
terrains of the country and serve as an impetus to the social, political and
economic development of the country. Airtels services have reached 3500 VDC of the
country out of which 199 VDC (Village development committee) have not been served by
any other telecom operator of the country. Airtel provides vast number of services with
priority for customer satisfaction which strengthens its bond with the society and in turn
serves as an impetus for its stability and growth.
Human resource management is a distinctive approach to people management, which
seeks to achieve competitive advantage of organizations through the strategic deployment
of a committed and capable workforce, using an integrated array of cultural, structural
and personnel techniques.
we are concerned with HRM department so we got to related how the work is going on
regarding analyzing of jobs and it design.
The existence of the Human Resource Management in the company is very essential
because they are the first department to answer the questions of every employee. The HR
staffs are carefully chosen to assist the mission of the department. The responsibilities
that include in their workload can be determined as an on-going process. The HR
departments roles involve employment and recruiting that includes interviewing and
testing the labor coordination. It seems like a stage because the training and development
takes place where the orientation, performance management skills is measured, and
enhancing the productivity. Their duty is also engage in the compensation or wage and
salary matters, and benefits such as insurance, administering vacation leaves, or
retirement plans. It also includes the ensuring of the health and safety of all the
3
employees. And if possible, based on the job analysis that they conducted upon the
employee, they can be serve as the partner of the whole organization in the decision for
promotion and transfer. Their main duty is to prepare the assessed data of the candidates
in making the decision.
Major jobs of HRM Department:
Strategic Human Resource Planning
HR Auditing and Needs Assessments
Workforce Planning
Change Management
Performance Management
Total Compensation, Benefits & Rewards
Industrial & employee Relation services
Some of the department under HRM Department
Recruitment Secretariat
This section deals with overall design and accomplishment of personnel
recruitment policy and criterion.
Personnel Admin Section
It is concern for personnel selection, retention, promotion, termination and
disciplinary action.
Planning & Record Section:
It is concern to upkeep and update personnel record with strict confidence and
manpower planning for forthcoming telecom project
Training & Vehicle Section
This is Concern for periodic education and training management. It is also
concern for vehicle operation, maintenance and distribution.
Management dept. & General Admin Section
It deals staff benefit, trade union activity, building upkeep and sanitation.
Performance Appraisal Section
Concern for maintaining the record of personnel performance appraisal
Legal Section
It relates all legal issues of the company and performs the legal advisory role and
advocacy.
COMPANY PROFILE
BHARTI AIRTEL LTD
Telecom giant Bharti Airtel is the flagship company of Bharti Enterprises. The Bharti
Group has a diverse business portfolio and has created global brands in the
telecommunication sector. Bharti has recently forayed into retail business as Bharti Retail
Pvt. Ltd. under a MoU with Wal-Mart for the cash & carry business. It has successfully
launched an international venture with EL Rothschild Group to export fresh agri products
exclusively to markets in Europe and USA and has launched Bharti AXA Life Insurance
Company Ltd under a joint venture with AXA, world leader in financial protection and
wealth management.
Airtel comes from Bharti Airtel Limited; Bharti Airtel is one of the leading alternative
providers of telecommunications services in India and the first private telecom services
provider with a footprint in all the 23 telecom circles. Bharti Airtel since its inception has
been at the forefront of technology and has steered the course of the telecom sector in the
country with its world class products and services. The businesses at Bharti Airtel have
been structured into three individual strategic business units (SBUs) - Mobile Services,
Airtel Telemedia Services & Enterprise Services. The mobile business provides mobile &
fixed wireless services using GSM technology across 23 telecom circles while the Airtel
Telemedia Services business offers broadband & telephone services in 94 cities. The
Enterprise services provide end-to-end telecom solutions to corporate customers and
national & international long distance services to carriers. All these services are provided
under the Airtel brand.
5
Airtel comes from Bharti Airtel Limited, one of Asias leading integrated telecom services
providers with operations in 18 countries across Asia and Africa. Bharti Airtel since its
inception has been at the forefront of technology and has pioneered several innovations in
the
telecom
sector.
The company is structured into four strategic business units - Mobile, Telemedia,
Enterprise and Digital TV. The mobile business offers services in India, Sri Lanka and
Bangladesh. The Telemedia business provides broadband, IPTV and telephone services in
89 Indian cities. The Digital TV business provides Direct-to-Home TV services across
India. The Enterprise business provides end-to-end telecom solutions to corporate
customers and national and international long distance services to telcos.
Airtel was born free, a force unleashed into the market with a relentless and unwavering
determination to succeed. A spirit charged with energy, creativity and a team driven to
seize the day with an ambition to become the most globally admired telecom service.
Airtel, in just ten years of operations, rose to the pinnacle to achievement and continues to
lead.
As India's leading telecommunications company Airtel brand has played the role as a
major catalyst in India's reforms, contributing to its economic resurgence.
COMPANY PROFILE
Date of Establishment 1995
Revenue6716.88 ( USD in Millions )
Market Cap 1062548.9208608 ( Rs. in Millions )
Corporate Address- Aravali Crescent ,1 Nelson Mandela Road,Vasant Kunj Phase 2
New Delhi-110070, Delhi
Chairperson - Sunil Bharti Mittal
MD - Sunil Bharti Mittal
Directors - Ajay Lal, Akhil Gupta, Arun Bharat Ram, Bashir Currimjee, Chua Sock
Koong, Craig Ehrlich, Deven Khanna, Lim Chuan Poh, Manoj Kohli, Mauro Sentinelli, N
Kumar, Nikesh Arora, Paul O'sullivan, Pulak Chandan Prasad, Quah Kung Yang, Rajan
Bharti Mittal, Rakesh Bharti Mittal, Sarvjit Singh Dhillon, Sunil Bharti Mittal, Tan Yong
Choo, Vijaya Sampath
Bharti Airtel, incorporated on July 7, 1995 is the flagship company of Bharti Enterprises.
The Bharti Group has a diverse business portfolio and has created global brands in the
telecommunication sector. Bharti Airtel is Asias leading integrated telecom services
provider with operations in India and Sri Lanka. Bharti Airtel has been at the forefront of
the telecom revolution and has transformed the sect
Company Secretary- Vijaya Sampath
Bankers Auditors- SR Batliboi & Associates
Business DivisionsThe enterprise services group includes units for both long-distance carriers and for
corporate clients. Bharti Airtel has nearly 29 million total customers -- approximately
more than 27 million GSM mobile and 1.6 million fixed-line customers.
The company was founded as Bharti Tele-Ventures in 1995 and changed its name in early
2006 to Bharti Airtel Limited. It is a unit of Indian conglomerate Bharti Enterprises)
Sunil Bharti Mittal (Chairman and Group Managing Director)
This highly innovative company created telecom history when it farmed out its network
management to experts Nokia and Ericsson, and set a trend in the global cellular industry.
Last year, Vodafone gave the company a vote of confidence by acquiring 10% mostly
from early Bharti investor Warburg Pincus. This year, Bharti will offer its second overseas
services after the Seychelles. It acquired a license for tax haven Jersey, in the Channel
Islands, and is looking for more. It also plans to spend $2 billion this year to double the
size of its network and cover 50% of India's population, up from 40% currently. )
Bharti Airtel offers GSM mobile services in all the 23-telecom circles of India and is the
largest
mobile service provider in the country, based on the number of customers.
The group offers high speed broadband internet with a best in class network. With
Landline services in 94 cities we help you stay in touch with your friends & family and
the world. Get world class entertainment with Indias best direct to home (DTH) service
digital TV in more than 150 cities.
Enterprise Services provides a broad portfolio of services to large Enterprise and Carrier
customers. This division comprises of the Carrier and Corporate business unit. Enterprise
10
Services is regarded as the trusted communications partner to India's leading

organizations, helping them to meet the challenges of growth.
Discover the magical experience of digital entertainment with Airtel. From DVD quality
picture and sound, the best and widest variety of channels and programmes to the best ondemand content on Airtel Live, your TV viewing experience change forever with digital
TV from Airtel!
VISION OF BHARTI AIRTEL 11
By 2012 Airtel will be the most admired brand in India:

Loved by more customers
Targeted by top talent
Benchmarked by more businesses
HISTORY OF THE COMPANY
Bharti Tele-Ventures was incorporated on July 7, 1995 as a companywithlimited liability

under the Companies Act, for promoting telecommunications services. Bharti TeleVentures received certificate for commencement of business on January 18, 1996. The
Company was initially formed as a wholly-owned subsidiary of Bharti Telecom Limited.
The chronology of events since Bharti Tele-Ventures was incorporated in 1995 is as
follows:
12
Calendar year & Events
1995
Bharti Cellular launched cellular services'AirTel'in Delhi
1996
STET International Netherlands NV, or STET, a company promoted by Telecom
Italia, Italy acquired a 20% equity interest in BhartiTele-Ventures

Bharti Telenet launched cellular services in Himachal Pradesh
1997
British Telecom acquired a 21.05% equity interest in Bharti Cellular

Bharti Telenet obtained a license for providing fixed-line services in Madhya
Pradesh circle
Bharti Telecom and British Telecom formed a 51% : 49% joint venture, Bharti
BT, for providing VSAT services
1998
Bharti Telecom and British Telecom formed a 51% : 49% joint venture, Bharti
BT Internet for providing Internet services
13
First Indian private fixed-line services launched in Indore in the Madhya Pradesh
circle on June 4, 1998 by Bharti Telenet thereby ending fixed-line services
monopoly of DoT (now BSNL)
1999
Warburg Pincus (through its investment company Brentwood Investment

Holdings Limited) acquired a 19.05% equity interest in Bharti Tele-Ventures
Bharti Tele-Ventures (by acquiring a 63.45% equity interest in SC Cellular

Holdings) acquired an effective 32.36% equity interest in Bharti Mobile
(formerly JT Mobiles), the cellular services provider in Karnataka and Andhra
Pradesh circles
New York Life Insurance Fund, or NYLIF, acquired a 3% equity interest in
Bharti Cellular
2000
Bharti Tele-Ventures acquired an effective equity interest of 40.5% in Bharti

Mobinet (formerly Sky cell Communications), the cellular services provider in
Chennai
Bharti Tele-Ventures acquired a 30.2% equity interest of Telecom Italia in Bharti
Telenet and 18.8% from Bharti Telecom thereby making Bharti Telenet a 100%
subsidiary of Bharti Tele Ventures

SingTel (through its investment company Pastel Limited) acquired STET's
15.3% equity interest in Bharti Tele-Ventures
14
Bharti Tele-Ventures acquired an additional effective 41.64% equity interest in

Bharti Mobile (by acquiring the remaining 36.55% equity interest in SC Cellular)
resulting in Bharti Tele-Ventures holding an effective 74% equity interest in
Bharti Mobile.
2001
Bharti Tele-Ventures acquired NYLIF's 3% equity interest in Bharti Cellular

Bharti Telesonic entered into a joint venture, Bharti Aqua net, with SingTel for
establishing a submarine cable landing station at Chennai

Bharti Tele-Ventures issued additional equity for approximately US$ 481.30
million to SingTel, Warburg Pincus, AIF group, IFC, NYLIF, and See jay
Cellular and Bharti Telecom

Bharti Cellular acquired a 100% equity interest in Bharti Mobitel (formerly
Spice Cell ), the cellular services provider in Kolkata

Bharti Tele-Ventures acquired 85% and 15% in Bharti Telespatial from Bharti
Telecom and Intel, respectively

Bharti Tele-Ventures acquired a 44% equity interest in Bharti Cellular from
British Telecom, thereby making Bharti Cellular its 100% subsidiary

Bharti Tele-Ventures acquired an additional 49% equity interest in Bharti
Mobinet from Millicom International and BellSouth International, thereby
owning 89.5% equity interest in Bharti Mobinet, which was further increased to
95.3% following an issuance of additional equity shares by way of rights issue

Punjab license restored to Bharti Mobile by the DoT and migration to NTP -
1999 accepted
Bharti Cellular entered into license agreements to provide cellular services in
eight new circles following the fourth operator cellular license bidding process
Bharti Telenet entered into license agreements to provide fixed-line services in
the Haryana, Delhi, Tamil Nadu and Karnataka circles
15
Bharti Telesonic entered into a license agreement with the DoT to provide
national long distance services across India

Bharti Aqua net, Bharti Telesonic and Bharti Cellular entered into license
agreements with the DoT to provide ISP services in India

Bharti Telesonic launched national long distance services under the brand name
of India One
Bharti Telenet launched fixed line services in Haryana under the brand name of
TouchTel.
2002
Comes out with issue of 18.53 crore equity shares through book building route
with a floor price of Rs 45 per share, received bid for 18.55 crore shares. Through
the issue, it becomes the first company in India to come out with 100% book
building issue
Issue price fixed at Rs 45 per share, floor price fixed by the company. Raises Rs
834 crore
Shares listed on BSE, NSE and DSE, opens at 11% premium to its issue price of
Rs 45
Enters into a 5-year agreement with Escotel and ETL of the Escorts group to
contract leased line connectivity for its cellular operations

Mr. Ravi Akhoury ceases to be Director of Bharti Tele
DoT grants ILD Telephony License to Bharti Telesonic, subsidiary of the
company
Signs MoU with Telia AB to buy out their 26% stake in Bharti Mobile
Ties up with SSC (Secondary School Certification) Board, Hyderabad, where
Bharti will announce SSC results to its customers on their mobile phones
ICICI Bank ties up with Bharti for pre-paid mobile cards via ATMs
Bharti forays into Mumbai with offers
16
Alpine International Ltd. and ELM International Ltd. acquire shares of Bharti
Tele-Ventures
Sunil Mittal, Chairman & Managing Director of the company, bags Businessman
of the year award by Business India
2003
Airtel breaks interconnectivity with Tata Teleservices in Andhra Pradesh Circle

Company accorded its approval for amalgamation of its subsidiary companies
viz: Bharti Telenet Ltd, Bharti Telesonic Ltd, Bharti Broadband Networks Ltd and
Bharti Comtel Ltd through scheme of Amalgamation. The merged entity would
be renamed as Bharti Infotel Ltd

Air Tel launches Local direct dialing facility in Chennai circle
Mobilizes 5 m long term foreign currency borrowings for expansion of cellular
operations
Bharti Cellular unveils Care Touch service
Bharti Group's cellular brand Airtel has unveiled free multimedia messaging
services (MMS) for its customers. The company has also rolled out pan-India
GPRS (General Packet Radio Services) for its corporate subscribers

Launches its `India One Meet press' audio-conferencing service
Punjab, Haryana get free incoming calls from Airtel
AirTel provides SMS facilities to hearing impaired in Chennai
Goa, Maharashtra gets 'voice portal' services by Bharti Cellular-Launches free
additional connection to its new subscribers in New Delhi

Mr. Sin Hang Boon and Mr. Wong Hung Khim have resigned from the Board of
Directors of Bharti Tele Ventures Ltd with effect from February 27, 2003.
Airtel provides SMS cricket updates
Bharti Mobinet Ltd, the Bharti group company that provides the AirTel mobile
service in Chennai, today launched its GPRS (General Packet Radio Service)
network and an MMS (multimedia messaging) on the GPRS platform

AirTel unveils new ring tones for Karnataka cellular market
17
AirTel Subscribers exceed 3 million mark

AirTel unveils RAD system
Mr. P M Sinha resigns from the Board of Directors of the Company with effect
from March 31, 2003.

Bharti TeleVentures announces the completion of merger with Bharti Mobitel
Bharti Mobitel Ltd. merged with Bharti Cellular Ltd. AirTel reintroduces 'Mobile
2 Mobile' offer for Karnataka customers

AirTel, Touchtel jointly offer freeTouchtel land line for post-paid Airtel
connection
AirTel rolls out voice mail service for pre-paid customers
AirTel unveils new scheme for pre-paid customers giving away free talk time
worth Rs 10crore
Airtel surpasses 4 lakh subscriber base in Karnataka
Bharti announces new tariff plan AirTel 012
Offers 0-1-2, a new cellular package for the customers, which means zero charges
on incoming calls, Re 1 on mobile-to-mobile outgoing calls, Rs 2 on mobile-to-
mobile STD calls

Rolls out Airtel messenger service
AirTel offers bundled handset, connection package for Rs 5715
Airtel slashes SMS rates to 60 paisa; excludes Delhi and Mumbai
Bharti cellular, wholly owned subsidiary of Bharti Tele-Ventures, increases its
stake to 100% in Bharti Mobile

Iinks distribution pact with Hathaway Cable. With this alliance, Bharti is said to
be the first telecom firm to step into television distribution services

Six cell operators move over from Bharti to VSNL
Airtel augments cellular coverage in TN by including Arcot & Walajapet in its
network
Airtel ties up with Coke in Chennai to sell its Magic prepaid cards
AirTel embarks on network expansion in Hyderabad
Airtel unveils India One Long Distance Calling Card
AirTel introduces unified tariff package in TN, Chennai
Airtel becomes front runner in Karnataka's mobile services market
Bharti Tele launches 'Always on' service to its subscribers
SBI, AirTel announce EMI offer at Rs 299
Bharti and MTV join hands to launch new SIM card
AirTel unveils new post-paid scheme at zero rental
AirTel launches `Happy Plan' in AP
18
Airtel emerges as the highest selling pre-paid card

Airtel join hands with Alcatel & Videocon to launch new scheme
AirTel service provider touches 5 lakh customers in Punjab
Airtel offers 5 new services for its customers in Mumbai
Bharti launches first dual band network in Delhi
Gets 14th place among top 25 Cos in India
Bharti Mobile crosses 4 lakh mobile subscribers in AP
Airtel holds top position in terms of dealer penetration
Prof. V S Raju has been inducted on the Board of Directors of the Company.
Touchtel launches SMS service in fixed line phones in Karnal, Panipat
AitTel unveils special offers in Kerala
AirTel launches InnoWest for the western region
Bharti Tele-Ventures enters into an agreement with Telesystem (Mauritius) Pvt.
Ltd
Airtel slashes out going sms price to 30ps
AirTel on December 16, 2003 announced the launch of expense tracker service,
which provides customers the option of tracking their day-to-day expenses on a
daily or monthly basis. To avail of this service, the customer should register
himself by sending EXP REG your mail ID{gt} to 3020. This service will allow a
user to track expenses, while on the move by sending an SMS. Each SMS sent to
3020 would cost Rs 3.

AirTel introduces MTV Club Card in Chennai
2004
Bharti unveils new card for Mecca pilgrims

AirTel enrolls 50,000 customers in its mobile service in 60 days
Launches WAP enabled portal Service in Kerala
Bharti Cellular's AirTel has extended its mobile connectivity to Karaikkal, Nagur,
Mannargudi and Kovilpalayam in Tamil Nadu circle.

Airtel customer base touches new high of 5 lakh mark in Andhra Pradesh
Mobile service provider AirTel is launching its first ever MMS (Multi Media
service) downloads in Tamil. The launch of this service has been timed to coincide
with Pongal.
AirTel tie up with MAA TV
19
Airtel launches Rs 50 pre-paids recharge

AirTel launched a family pack for its post-paid customers in Chennai on January
29. According to a press release, the family pack may have a maximum of 10
members spread across the country. The combined basic plan fixed charges/rental
of all family members in the pack will have to be equal to Rs 450 but less than Rs
1000 for the family 450 pack and above Rs 1000 for the family 1000 pack. The
offerings under family pack 450 include 15 free mobile to mobile STD minutes
within the family, 50 free local calling minutes to each family member, calls
within the family in same circle at 50 paisa per minute, 25 free local SMS and one
subscription alert service free for 3 months.

Bharti Tele-Ventures enters into a three year service agreement with Ericsson
Bharti Tele-Ventures (BTVL) has signed and received unified access service
license to provide GSM services in five circles including Uttar Pradesh (East),
West Bengal & Andaman Nicobar, Orissa, Bihar and Jammu & Kashmir. The
license has been granted to Bharti Cellular Ltd (BCL), the cellular arm and
subsidiary of BTVL.
Airtel announces the signing of the first-ever bilateral roaming agreement between
an Indian mobile service provider and its counterpart in Pakistan. This facility will
be available to pre-paid as well as post-paid customers. AirTel's roaming
agreement is with Mobil ink, the only GSM cellular service provider in Pakistan
Acquires switching systems from Tekelec that will give a technological edge to
the company
Bharti Tele-Ventures Ltd signed an information technology outsourcing deal with
InfoTech major IBM, estimated to be in the range of 0-750 million for a ten-year
period.
Jayant Khosla, new chief executive officer, Mumbai
Signs MoU to join the South East Asia - Middle East - Western Europe 4 (SEAME-WE-4) consortium along with 15 other global telecom operators.
20
Bharti Tele-Ventures has struck a deal with Shyam Telecom to buy out the latter's
67.5 per cent stake in cellular services company AIRTEL for Rs 430 crore.
Bharti Tele garners 0 m via FCCBs
Samsung India Electronics Limited has tied up with cellular operator Bharti for
bundling its mobile handsets with a connection.

The Bharti group finalized an Rs 500-crore deal to share its national longdistance (STD) network with VSNL in a first-of-its-kind accord between two top
telecom service providers in a bid to optimize capacities in the NLD segment.

Internet gateway and services provider, Videsh Sanchar Nigam Ltd. (VSNL) has
signed a Right to Use (RoU) agreement to deploy mobile telephony major, Bharti
Tele-Ventures' existing National Long Distance (NLD) backbone.

Airtel offers talk time transfer service
Airtel has announced money-back guarantee offer in case of call drop or poor
network experience for its subscribers

Bharti launches 2-in-1 card
Airtel launched two-way international roaming and GPRS for prepaid customers
in the Maharashtra and Goa circles

India's leading cellular company Bharti Tele-Ventures has bagged the Asian
Mobile News operator of the year award in India and the subcontinent
Bharti Tele-Ventures Ltd has awarded a million equipment contract to Swedish
telecoms company Ericsson

Bharti Tele ventures announced formation of a new strategic business unit to offer
various telecom and IT services through a single contact

Bharti Televentures unveiled a mobile portal featuring sports, entertainment and
news among others

Airtel ties up with Micro Tech to set up 'Mcops' vehicle security system
Bharti Tele-Venture on July 19 launched ring back tone service which is a
personalized mobile music service where the caller hears songs and other sound
clips instead of the traditional switchboard ring-ring tone

Airtel, a private telecom services provider, has commissioned its first 24x7
customer service centre in Andhra Pradesh

Airtel unveils Rs 199 pre paid card
AirTel join hands with NMIMS to offer executive MBA programme
21
AirTel introduces new scheme for hearing impaired in Maharashtra & Goa
AirTel inks pact with JP Mobile
AirTel unveils first virtual calling cards in India
BTVL rolls out EDGE services in Bangalore
Airtel rolls out Full Talk time Advantage card
Airtel rolls out Wi-Fi services in Mumbai
BTVL launches new 'Airtel Broadband Friendly Offer'
Airtel launches GPRS services for pre-paid customers
Airtel partners with ITPO to set up Wi-Fi network in Delhi
Airtel launches EDGE services and a new pre-paid plan for Chennai
Airtel introduces LAS in Karnataka
2005
Airtel launches video services for its GPRS customers on February 22, 2005
Airtel unveils new TV ad featuring Sachin, Sharukh
Bharti Tele-Ventures launches telecom network in Andaman & Nicobar
BTVL unveil fixed line, broadband services
Bharti inks 5-m deal with Nokia for rural network expansion
Bharti Tele Ventures Ltd has announced that Airtel, ICICI Bank & VISA have
joined hands to launch mChq - a revolutionary new service - a credit card on the
mobile phone
Bharti Tele Ventures - Airtel introduces BlackBerry Connect in India
Bharti Tele Ventures announces agreement with Vodafone
Airtel unveils 'free flight' offer
Airtel unveils starter pack
Bharti Tele-Ventures launches under sea cable system
2006
Airtel unveils Re 1 STD plans
Airtel launches NetXpert.

Airtel launches Post2Pre recharging service on April 04,2006.
Airtel sets up customer centre
Mobile service provider Airtel today announced the launch of `Save My Phone
Contact' service for its pre-paid and post-paid customers in Delhi
22
Bharti Tele Ventures bags 'Wireless Service Provider of the Year' & 'Competitive
Service Provider of the Year' awards

Sunil Mittal bags CEO of the Year award
Cellebrum join hands with Airtel
Airtel Mega unveiled in Coimbatore
Airtel joins hand with Microsoft
Bharti Airtel Ltd has informed that Microsoft and the Company announced a
strategic partnership that will offer a range of software and services for small and
medium businesses (SMBs) in India.

Bharti Airtel Ltd on Nov 8, announced a first-of-its-kind alliance with the Adani
Group for establishing an end-to-end modern telecommunication network
infrastructure for the latter's

Multi-sector special economic zone (SEZ), located near Mundra Port in Kutch
district of Gujarat.
2007
Bharti Airtel, telecom major, has come out with a slew of initiatives including
buying out SingTel's 50 per cent stake in joint venture under sea cable company
Network i2i for 0 million.

Bharti Airtel on Feb 11, has been awarded QCI-DL Shah National Award on
Economics of Quality.
Bharti Airtel Ltd has announced the following changes in the operational
leadership structure and roles in the Company effective April 01, 2007.
Bharti Airtel Ltd on April 01, 2007, has announced the reduction in International
Long Distance Tariffs (ISD) for all its mobile customers in India.
Airtel signs agreement with HTC for touch screen mobile.
2008
23
Nokia Siemens Networks on Jan 3 declared that it has been awarded a multi
million euro contract from Bharti Airtel Ltd for deployment of a single interactive
voice response (IVR) platform across 23 circles. The three-year turnkey contract
comprises designing, planning, systems integration and optimization services to
raise overall customer experience. The new IVR solution will enable Airtel to
deliver services such as voice SMS, televoting, call management services, caller
ring back tone and voice portal on a faster time-to-market basis and, therefore,
reduce OPEX costs.

Bharti Airtel Ltd on February 13, 2008 has announced that it has achieved the 60
million customer mark. This landmark has catapulted Bharti Airtel into the club
of top mobile operators in the world in terms of subscriber base. The 60 million
customer base covers mobile as well as fixed line and broadband customers.
Bharti Airtel tied up with US-based Apple Inc to bring the popular GSM-based
iPhone in the country.

Bharti Airtel Ltd has forged a technology alliance with Infosys Technologies Ltd
to launch its Direct-to-Home (DTH) television services. Infosys, through its
digital convergence platform, will offer a suite of products including devices,
application servers and interactive applications for Airtel's DTH services.
2009
Bharti Airtel HAS signed a five-year managed services deal valued at 0 million
with Alcatel Lucent for its fixed-line and broadband operations.

Bharti Airtel launched the 'Airtel Advantage' initiative. The initiative is aimed at
offering the added advantage to Airtel customers to be in touch with each other at
an affordable rate of 50 paisa per minute, be it a national long distance call (STD)
or local call.
24
In order to create products and services for the small, medium and large
enterprises, Bharti Airtel and Cisco announced a strategic business alliance. The
alliance would combine the strengths of Airtel's network service and Cisco'
Internet Protocol (IP) technologies.

Bharti Airtel - Airtel and mChek announce milestone of One Million users;
introduce a broad range of new mCommerce services.
2012
Bharti Airtel submitted its bid for 3G spectrum, the auction for which starts from
April 9th.
v commercials & airtel signature tune

To download - right click on the icons and choose "save target as"
airtel signature
tune
download
airtel internet on 3G airtel internet on 3G TVC 3
TVC 2
25
airtel internet on 3G airtel BlackBerry

TVC 1
Messenger
start or stop any

service, anytime
airtel was born free, a force unleashed into the market with a relentless and unwavering
determination to succeed. A spirit charged with energy, creativity and a team driven to
seize the day with an ambition to become the most admired telecom service provider
globally. airtel, in just ten years of operations, rose to the pinnacle of achievement and
continues to lead.
As India's leading telecommunications company, airtel brand has played the role of a
major catalyst in India's reforms, contributing to its economic resurgence.
Today we touch people's lives with our Mobile services, Telemedia services, to
connecting India's leading 1000+ corporates. We also connect Indians living in USA, UK
and Canada with our callhome service.
CORPOATE GOVERNANCE
Integrity and Ethics
26
The partners will conduct all its dealings in a very ethical manner and with the
highest business standards.
All partners with a business relationship with Bharti Airtel shall comply with the
highest level of integrity and ethical practices.
The partners will provide all possible assistance to Bharti Airtel in order to
investigate any possible instances of unethical behavior or business conduct
violations by its employee. Partner will disclose forthwith any breach of these
provisions that comes to their knowledge to allow for timely action in their
prevention and detection.
Partners will adopt appropriate processes to prevent offering any illegal
gratification in the form of bribes or kickbacks either in cash or in kind in the
course of all dealings with us. Any instances of such violations will be viewed in a
serious manner and Bharti Airtel reserves the right to take all appropriate actions
or remedies as may be required under the circumstances.
All partners are required to confirm their compliance to ethical dealings on an
annual basis by signing a certificate to this effect as per Bharti Airtel's standard
annual certificate.
Any ethical or integrity issues observed or encountered while dealing with Bharti
Airtel shall be bought to the notice of Bharti Airtels senior management or the
Head of Internal Audit immediately.
Environment, health and safety
Suppliers dealing with Bharti Airtel shall comply and adhere to all laws,
regulations and guidelines on environment, health and safety.

Suppliers will ensure that all new service offerings as well as new product
designs are in compliance with the relevant environmental regulation and
guidelines, at the time of implementation at Bharti Airtel.
27
Protection of Intellectual Property

The Partner:
Shall comply with the guidelines for use of the trademarks and trade names
notified by the Company (including but not limited to 'Bharti' and 'Airtel') and
shall not use the Company trademarks and trade names without the prior written
consent of the Company.

Shall, under no circumstances, advertise or use Bharti Airtel's name to market its
own product or associate its company with Bharti Airtel. If a partner spots any
counterfeit or infringing Company product/service, the partner shall immediately
notify Bharti Airtel.

Shall not reproduce, in whole or in substantial part, any copyrighted work in hard
copies, prints, video or electronic copies in violation of the copyright laws
including the Bharti Airtel's Partner Manual.
Bharti Airtel's intellectual property also resides in trade secrets or know-haws.
Trade secrets are technical, commercial or other information unknown to the
public, which can bring economic benefits to its owner. Documents that contain
trade secrets and available to the Partner shall be safeguarded and not shared by
the Partner with any third party without prior written consent of Bharti Airtel.
Domestic and international trade controls
Suppliers shall understand and follow applicable domestic and international trade
control and customs laws and regulations, including, but not limited to those
relating to licensing, shipping and import documentation and reporting and record
retention requirements.
Conflict of Interest
28
Suppliers will ensure they do not engage in any personal dealings with Bharti
employees, especially those that they interact with on Bharti business matters.
PARTNER POLICY
Airtel would strive to conduct its business in a manner that reflects its vision and brand
essence. As the sourcing base expands, Airtel will only do business with partners who are
committed to a long term relationship focusing on mutual growth and trust. All Partners
are responsible for making sure that Airtel's vision and brand essence is adhered to when
subcontracting any portion of their obligations. Partners are individually responsible for
ensuring that their employees understand Airtel's vision and brand essence.
Regulatory Compliance
All Partners of Airtel must operate within the bounds of all applicable laws. They must
also adhere to the governing standards of the country and international countries in which
they conduct business. If at anytime a Partner ceases to meet any statutory and/or other
requirement of the country in which they are doing business, Airtel reserves the right to
immediately cancel all its outstanding orders with that Partner as well as terminate its
agreement with the Partner.
Corporate Citizenship
Airtel believes in Corporate Citizenship. Airtel is committed to protecting the
environment wherever it does business. As a responsible corporate citizen we will favor
those Partners who share our commitment to the community and the environment, as well
29
as those who conform to all local requirements regarding environmental codes and
guidelines.
Corporate Citizenship
All potential partners are required to undergo the registration process to be considered for
business with Airtel. On successful completion, the partner would be added to Airtel's
Supplier Base and a registration code would be provided. Only registered partners would
be considered for new business opportunities. The registration code would be rendered
inactive for partners not meeting the requirements of the registration process. Once
deactivated, partners would be required to go through the registration process again.
Number of Partners and Business Share
All partners working with Airtel would have a unique partner code and would be
applicable for all their business units globally. Airtel would have a maximum of 6 to 8
partners registered for any product or service. RFP would be released to registered
partners only.
Airtel at any point of time would release a contract to a maximum of 3 partners for a
product or service with a business share split of 60%, 30% and 10%. Incase 2 partners are
contracted; the business share split would be 67% and 33%. Business share would be
primarily based on partner performance score card. Airtel would provide higher business
share for partners who help it to improve its technology, competitiveness and customer
delight. In case where all criteria are similar the decision would be based on the partner's
dependence on Airtel. Any deviation would be approved at a level higher as per DOA.
Single partner for a product or service would be approved through a specific DOA.
30
Reciprocity
Airtel's goal is to buy products and services which have the best prices, quality, delivery,
and technology. Airtel encourages partners to use its products for their telecom
requirements and would prefer partners endorsing Bharti Airtel products where all criteria
requirements are being met.
Code of Ethics
Airtel expects the highest standards of integrity and conduct from its partners.
No gifts (other than advertising matter of modest values such as calendars and diaries), or
favors should be offered to an employee of Airtel or to friends or family of employees.
Partners are expected to familiarize themselves with the Airtel Code of Conduct which is
available in the Partner Manual or on request, in order to avoid any ambiguity in this
regard.
Contracting
Supply Chain is solely responsible for selecting partners, obtaining quotations and
awarding purchase orders/contracts for products, equipment, software and/or services.
Direct discussions between the requesting organization and partner shall be coordinated
by the Supply Chain Department. Airtel will issue a purchase order / contract for all
products and/or services to all partners. Work should not begin until a formal purchase
order/contract is received. Partner performing a service or supplying products without the
proper authorization would do so at its own cost and risk.
Confidentiality
31
Airtel will treat information received from Partners in a responsible fashion, and expects
Partners to treat information received from Airtel in the same manner. Partners should not
disclose Bharti Airtel as a customer, documentation received from Bharti Airtel or release
information about relationships with Bharti Airtel without written consent (should such
disclosures be legally required, Bharti Airtel will not unreasonably withhold that
permission, which must be obtained in advance and in writing).
Partner Satisfaction
Airtel would conduct an annual partner satisfaction survey and use it as an important tool
to continuously improve and further develop its internal and external processes with
partners. In order to obtain an unbiased feedback, the survey would be conducted by an
independent external agency.
Partner Awards
Airtel recognizes consistent performance of its partners annually by presenting
performance awards. The awards would be primarily based on the partner performance
score card. Awards would be announced and presented during the partners meets.
Consistent & good performers would also be entitled to better share of business and other
benefits, as would be announced from time to time by Bharti Airtel.
Partner Disengagement
Airtel reserves the right to cancel all orders and/or contracts with a partner in cases where
there is an unethical practice used, code of conduct violation, partner bankruptcy or
insolvency, ownership transfer and/or any other reason deemed fit for disengagement.
32
Airtel would follow a structured approach for disengagement to ensure the smooth
transitioning where separation becomes inevitable.
Partner Grievance
Airtel's Partner grievance process ensures a Partner's ability to access Airtel's corporate
assurance group and leadership to address concerns, grievances, or complaints relating to
the contracting award process for products or services, or in general.
A Partner who believes that a contract award decision was not determined
appropriately must file a written grievance using the Partner Grievance form
stating facts and concerns. The completed form must be sent via e-mail to
central.scm@airtel.in
A Partner who has a general concern, grievance & complaint must file a written
grievance using the Partner Grievance form stating facts and concerns. Complete
form must be sent to the supplier Ombudsperson at Airtel via e-mail
Ombudsperson@airtel.in
1.4 Statement of Problem

There is a conflict and unclearness in identifying right man for the right job in an
organization. Attempts to increase the productivity and reduce the turnover through
proper job analysis which is the foundation of a successful recruitment process that
can be met with success and other contributing factors like implementation of a
suitable human resource model to improve the process through a strategy is needed to
be examined. Identification of the right person for the right job presents a challenge
and no single perfect method exists. The challenge of the identification of the right
person for the right job through an effective human resource planning, keeping in
33
view the recruitment process, is the pillar on which this research is based. Different
tools are required to aid the recruitment process. In order to ensure their value-added
and continuous use, however, assessments need to prove their predictive power and
link to job performance. Lowery, Beadles & Krilowicz, 2004, (pg .304) studied that
the defining factor in the effectiveness of an organization was the quality of its human
resources, any procedure which can assist in making better recruitment decisions was
of immense benefit.
Lack of systemic structuring of a job portfolio (job analysis, job design, job
evaluation, job security and job succession planning) results in flawed recruitment.
This leads to low productivity due to inadequate job performance and eventually
results in high turnover. The practice in vogue of only carrying out job analysis for
successful recruitment process has met with little success and therefore other
contributing factors need to be examined.
a. Job Analysis as mechanism for right people to right job with required skills
remuneration with changing time.
b.
Job Rotation leads to employee work efficiently.
c. Departmental and structuring as a road map to integration and synchronizing

d. Division of workforce lead to uniformity or deformities.
1.5 Significance of Study

Researcher deals through the problem, methods and system that are adopted by the
company and modify them in systematic and scientific manner in right direction so that it
becomes easier for both the organization to deal and employee to follow it. This study
shows the current position of the company how the working process is going on and
identifies the barriers and hinder age that comes in between different level between
employees. We just try to deal whether the employee are posted as per the job and
position they are appointed for in right place and position.
Going through current and updating may be difficult but we have to do it be in market.
There should be good understanding between the employee and employer and other
34
certain factor that comes on the way. some time top management rely on the old
traditional system and they aspect to continue through it as it becomes easier for them and
it safe, they always wants to be in safe zone and play the game. Sometimes employee
themselves dont want changes, union may also come in way similarly there are various
factor that may comes in between. As per the demand and situation if changes are not
implemented company lack behind and loose its identity.
Though the term job analysis and design may look simple its the base or important part
of organization, improper posting, appointing less skill and knowledge person, not
identifying on interest, positioning him to the wrong post or unrelated work may cause lot
of problem for both the organization and individual himself. So a lot of care should be
taken while hiring individual and positioning him to the right post after and clearly
informing him about his duties and responsibility. As in the current scenario big company
doesnt have time to selection and hiring process i.e. its time consuming so they consult
with consults and select the as consultant deals with various methods and procedure and
select right candidates as per the requirement of organization. Organization may
concerned with the experts, may go through certain procedure and methods depends also
on organization size and budget selected to conduct.
Overall we can say that by conducting this research it becomes easier for the organization
to identify actual procedure they are following and to choose their right one or go through
it after analyzing it. It also benefits for researcher as on got to know how the organization
do the processes and implement it. this research material act as baseline for those who
want to do the research in the coming days and update from the current content, it safe
both time and money they doesnt have to go through the beginning.
Changes need to be adopted as per the time and situation demands.
Depending upon the coordination between employees it affects overall

performance.
One should be posted as he/she is appointed for the job.
1.6 Limitation of Study
Involves Personal Business: If the observer or job analyst is an employee of

the same organization, the process may involve his or her personal likes and
dislikes. This is a major hindrance in collecting genuine and accurate data.
35
Source of Data is Extremely Small: Because of small sample size, the source
of collecting data is extremely small. Therefore, information collected from
few individuals needs to be standard.
Involves Lots of Human Efforts: The process involves lots of human efforts.
As every job carries different information and there is no set pattern,
customized information is to be collected for different jobs. The process needs
to be conducted separately for collecting and recording job-related data.
Job Analyst May Not Possess Appropriate Skills: If job analyst is not
aware of the objective of job analysis process or does not possess appropriate
skills to conduct the process, it is a sheer wastage of companys resources. He
or she needs to be trained in order to get authentic data.
Mental Abilities Cannot be Directly Observed: Last but not the least,
mental abilities such as intellect, emotional characteristics, knowledge,
aptitude, psychic and endurance are intangible things that cannot be observed
or measured directly. People act differently in different situations. Therefore,
general standards cannot be set for mental abilities.
time consuming
1.7 Organization of Study

Overall Project Report has been divided into five chapters as Introduction, Literature
Revive, Research Methodology, Data presentation & Analysis lastly Summary,
Conclusion and Recommendation.
First section gives formal information regarding importance of job analysis and
objectives of the study. It deals with the organization background and its mission, vision,
goals and related departments. This section also concern with statement of problem and
significance of study. It also goes through some limitation.
36
Second section deals with book and thesis concepts and principles. It also thesis finding
and recommendation related to other thesis. Literature review was given of those works
that uses job analysis as a tool for exploring new dimension or techniques of job analysis.
Some other research has been added to support thesis certain comments or application
procedures.
Third section deals with research methodology regarding the information such as
research introduction, what types of research design has been used, and terms like
population, what is the number of sample we have taken and what types of sampling
method we are implementing, also the sources of data whether it is primary or secondary
and finally technique of data collection like questionnaire, interview, log books, journals
etc.
Forth section deals with data presentation and analysis part. In this portion we deals with
various data processing procedures as editing data, classification and coding,
transcription, tabulation, construction of tables and charts and types of data whether it is
qualitative or quantitative.
Fifth section this portion deals with overall summary, conclusion and recommendation of
chapters.
CHAPTER- 2
REVIEW OF LITERATURE
2.1 Conceptual Review:
Job analysis is the foundation of all human resource activities, including personnel
selection, training, performance appraisal, career de elopement, workforce planning, and
safety (Bran nick & Levine, 2002).
Job analysis is also necessary to meet legal requirements for validation of selection
procedures (Uniform Guidelines, 1978), and conducting a job analysis can be a time consuming process with estimated average annual costs of job analyses ranging from
$150,000 to $4,000,000 per large organization (Levine, Sis trunk, McNutt, & Gael, 1988).
37
Job analysis is the fundamental process that forms the basis of all human resource
activities. The importance of job analysis has been well-established for years, dating back
to at least the First World War. The United States governments Uniform Guidelines on
Employee Selection Procedures (1978) and the American Psychological Associations
Principles for the Validation and use of Personnel Selection Procedures Stipulate that job
analysis is essential to the valediction of any and all major human resources activities.
In its simplest terms, a job analysis is a systematic process for gathering, documenting
and analyzing date about the work required for a job. The data collected in a job analysis,
and reflected through a job description, includes a description of the context and principal
duties of the job, and information about the skills, responsibilities, mental models and
techniques for job analysis. These include the Position Analysis Questionnaire, which
focuses on generalized human behaviors and interviews, task inventories, functional job
analysis and the job element method.
A job analysis provides an objective picture of the job, not the person performing the job,
and as such, provides fundamental information to support all subsequent and related HR
activities, such as recruitment, training, development, performance management and
succession planning. Job analysis serves two critical functions with respect to these
processes. Job analysis helps ensure that decisions made with respect to HR processes are
good decisions i.e., fair and accurate (e.g., selection of the right person for the job,
appropriate decisions about training, performance management, development, etc.) and its
helps ensure the defensibility of decisions made to employee (resulting in good HR
management) and to the courts (resulting in saving of costs, time and reputation).
2.1.1 Key Steps in Job Analysis Process
Step 1) Gathering Information:
Use the official and current position description, review organization charts, review the
skills of the previous incumbent.
Step 2) Ask for Assistance:
Involve a Subject Matter Expert (SME) and contact an HR professional for information
on qualifications standards, classification standards and evaluation statements.
Step 3) Identify critical Job duties:
Identify and document three to five critical or major duties, which are duties that directly
impact the mission and occupy at least 25% of an employees time.
Step 4) Identify needs KSAs and Competencies:
38
For each critical or major duty, identify the essential knowledge, skill, ability or
competency required to successfully perform that duty.
Step 5) Identify selective placement factor:
After identifying the duties and the relevant KSAs and competencies, determine if there
are any additional factors that a highly qualified candidate must possess prior to starting
the new position.
Step 6) Validate KSAs & competencies to your assessment method:
Ensure that each KSA and competency can be evaluated and is ratable from information
provided in an applicants resume and can be validated by an assessment tool such as a
questionnaire, an interview, reference checks, etc.
STEP 7) Document your rating criteria:
Arrange the non-selective KSAs and competencies in order of importance, using a 1, 2
and 3 rating scale from Most Important to Least Important.
STEP 8) Link job task to KSAs or competencies:
For each KSA or competency identified, create a list of the important tasks and activities
to perform on the job.
2.1.2 Input- output model of job analysis
2. ORGANIZATION
resources, materials
tools, methods,
constraints, policy
supervision
PERSON
knowledge, skills and ability
effort
ACTIVITIES
physical, mental
interactional, sequential
OUTPUT
quality, quantity
time, data,
people, objects
REWARDS
intrinsic, extrinsic, satisfaction
Figure: 3 Input-Output Models
Since the job is the connection between the organization and the employee, it may be
useful to develop a model based upon this common connection. We can say that both the
organization and the employee contribute to the job and expect to receive something from
39
it. In order for these results to come about, something has to happen inside the job. This
dual systems-exchange model is illustrated in Figure above. The vertical dimension of the
model is the person-job relationship. The person brings his or her knowledge, skills and
abilities as well as effort to the job (cell 1). These are used in activities, which are divided
into physical, mental, and interactional types (cell 3). The results, for the person, are the
rewards and satisfaction received from working on the job (cell 5). These rewards can be
both intrinsic and extrinsic.
The horizontal dimension of the model is the organization-job relationship. The
organization brings to the job resources needed to perform the job and ways to do the job
that coordinate with organizational needs; the latter are perceived as constraints (cell 2).
These resources and constraints determine the way the job activities (cell 3) are carried
out. The organizational results are some product created or service performed by the
employee; these outcomes are in the form of a change in data, people, and/or objects (cell
4). These results can be defined in terms of quantity, quality, and time.
This model suggests that information (descriptors of jobs) can be collected on the
purpose of the job (cell 4), the activities of the job (cell 3), the worker requirements of the
job (cell 1), the organizational context of the job (cell 2), and the rewards of the job to the
worker (cell 5)
2.1.3 Importance of Job Analysis

According to scientific management, the key to productivity is a precise
understanding of the tasks that constitute a job. If the motions of workers are to become
standardized and machine-like, then it is necessary to be certain about what is to be
accomplished, as well as what abilities and materials are necessary to do the job. For
many years, job analysis was considered the backbone of the scientific clipboards and
stopwatches was the method used to determine the most efficient way to perform specific
jobs.
As the popularity of scientific management declined after World War II, however, so did
the popularity of job analysis. With the new emphasis on human relations as the key to
productivity job analysis was used primarily to set salary scales. But in the modern times
workers and employers began to take renewed interest in this area because of concerns
about two issues: unfair discrimination and comparable worth.
40
There are two areas where unfair discrimination in hiring can occur: in the standards set
for being hired; and in the procedures used to assess the applicants ability to meet those
standards. Job analysis addresses the question of what tasks, taken together actually
constitutes a job. Without this information, standards for hiring may appear to be arbitrary
or worse, designed to exclude certain individual or groups from the workplace.
More recently, the issue of comparable worth has also contributed to a new interest in job
analysis. Comparable worth refers to equal pay for individuals who hold different jobs but
perform work that is comparable in terms of knowledge required or level of
responsibility. The major issue of the comparable worth controversy is that women who
are employed in jobs that are comparable to those held by men are paid, on the average,
about 65 percent of what a man would earn. In order to determine the comparability of
job tasks so that salaries can also be compared, a proper job analysis is necessary.
Comparable work is an issue of considerable interest to many people.
2.1.4 Questions Job Analysis Should Answer
What physical and mental tasks does worker accomplish?
When is job to be completed?
Where is job to be accomplished?
How does worker do job?
Why is job done?
2.1.5 Conducting Job Analysis

People who participate in job analysis should include, at a minimum:
Employee
Employees immediate supervisor
2.1.6 Reasons for Conducting Job Analysis
Staffing - Haphazard if recruiter does not know qualifications needed for

job
Training and Development - If specification lists particular knowledge,

skill, or ability, and person filling position does not possess all necessary
qualifications, training and/or development is needed.
41
Performance Appraisal - Employees should be evaluated in terms of how

well they accomplish the duties specified in their job descriptions and any
other specific goals that may have been established.
Compensation Value of job must be known before dollar value can be

placed on it.
Safety and Health Helps identify safety and health considerations
Employee and Labor Relations Lead to more objective human resource

decisions
Legal Considerations Having done job analysis important for supporting

legality of employment practices
2.1.7 Uses of Job Analysis

This knowledge about jobs is used for many purposes, certainly in the field of Human
Resource Management [HRM]. In particular, where the job is the basis for pay,
knowledge of the job is essential either to make comparisons with other jobs in market
pricing or as the first step in evaluating jobs internally. Thus, failure to secure complete
and accurate job information will result in inaccurate wage setting. Later steps in job
evaluation become virtually impossible without adequate job information.
Job knowledge has many uses in HRM. Organizations use information obtained by job
analysis for recruitment, selection, and placement; organization planning and job design;
training; grievance settlement; as well as job evaluation and other compensation programs
People outside the organization also use information about jobs. Career placement
requires the same type of person-job matching that organizations do. Getting a disabled
worker back to work requires knowledge of jobs in order to determine what jobs the
worker can do or can be trained to do. Lastly, job knowledge is needed in a number of
regulatory situations as will be discussed later in this chapter.
Work design
Job Content
Information
HR planning
Job Analysis
Job Specification and Job

Description
42
Staffing
Job Context
Information
Training
Compensation
Figure: 4 Use of job analysis
These different uses of job information may require specialized job descriptions. Job
evaluation requires information that permits distinguishing jobs from one another, usually
on the basis of work activities and/or job required worker characteristics. Recruitment and
selection require information on the human attributes a successful jobholder must bring to
the job. Training requires information on the knowledge and skills that the successful
jobholder must evidence. Job design may require identifying employee perceptions of
intrinsic and extrinsic rewards. Although there is overlap among these different
requirements, arguments for separate job analysis for separate purposes are
understandable.
2.1.8 Job Specification and Job Description:

Job Descriptions:
It describes the job and not the individual who fills the job. They are the result of job
analysis within a given organization and are essential to the selection and evaluation of
employees. Job advertisements or postings are based on the job description. The character
of the organization is the basis for the description of positions.
Information about the organization might include
Name of Company
Main Product(s) and/or Service(s)
Location
43
Number of Employees, Company Structure, Names of Officers, Hours of Work

Job description is a written statement that defines the duties, relationships and results
expected of anyone in the job. It is an overall view of what is to be done in the job.
Typically it includes is a written statement that defines the duties, relationships and results
expected of anyone in the job. It is an overall view of what is to be done in the job.
Typically it includes
Job Title
Date
Title of immediate supervisor
Statement of the Purpose of the Job
Primary Responsibilities
List of Typical Duties and Responsibilities
General Information related to the job
Training requirements
Tool use
Transportation
Signature of the person who has prepared the job description
Job Specification:
It is an analysis of the kind of person it takes to do the job, that is to say, it lists the
qualifications. Normally, this would include is an analysis of the kind of person it takes to
do the job, that is to say, it lists the qualifications.
Typically this would include
Degree of education
Desirable amount of previous experience in similar work
Specific Skills required
Health Considerations
Problems If Job Specifications Are Inflated:
44
May systematically eliminate minorities or women from considerations
Compensation costs will increase
Job vacancies will be harder to fill
Tasks
Responsibilities
Duties
Job Descriptions
Job Analysis
Job Specifications
Figure: 5 Job Analyses as a Basic Human Resources Tools
2.1.9 Advantages
Though job analysis plays a vital role in all other human related activities but every
process that has human interventions also suffers from some limitations. The process of
job analysis also has its own constraints.
45
Provides First Hand Job-Related Information: The job analysis process

provides with valuable job-related data that helps managers and job analyst the
duties and responsibilities of a particular job, risks and hazards involved in it,
skills and abilities required to perform the job and other related info.
Helps in Creating Right Job-Employee Fit: This is one of the most crucial
management activities. Filling the right person in a right job vacancy is a test of
skills, understanding and competencies of HR managers. Job Analysis helps them
understand what type of employee will be suitable to deliver a specific job
successfully.
Helps in Establishing Effective Hiring Practices: Who is to be filled where and

when? Who to target and how for a specific job opening? Job analysis process
gives answers to all these questions and helps managers in creating, establishing
and maintaining effective hiring practices.
Guides through Performance Evaluation and Appraisal Processes: Job

Analysis helps managers evaluating the performance of employees by comparing
the standard or desired output with delivered or actual output. On these bases, they
appraise their performances. The process helps in deciding whom to promote and
when. It also guides managers in understanding the skill gaps so that right person
can be fit at that particular place in order to get desired output.
Helps in Analyzing Training & Development Needs: The process of job

analysis gives answer to following questions:
Who to impart training
When to impart training
What should be the content of training
What should be the type of training: behavioral or technical
Who will conduct training
Helps in Deciding Compensation Package for a Specific Job
2.1.10 Challenges in Conducting a Job Analysis

No process can be entirely accurate and fully serves the purpose. Job analysis is no
exception to it. The process involves a variety of methods, tools, plans and a lot of human
effort. And where there people are involved, nothing can be 100 percent accurate.
However, they may be appropriate considering various factors including organizational
46
requirements, time, effort and financial resources. Since the entire job analysis processes,
methods and tools are designed by humans only, they tend to have practical issues
associated with them. Human brain suffers with some limitations, therefore, everything
created, designed or developed by humans too have some or other constraints.
Coming back to the subject, even the process of job analysis have lot of practical
problems associated with it. Though the process can be effective, appropriate, practical,
efficient and focused but it can be costly, time consuming and disruptive for employees at
the same time. It is because there are some typical problems that are encountered by a job
analyst while carrying out the process. Jobs are complex by nature. Because they are
performed by a range of individuals who work within changeable environments, it can be
difficult to accurately define job demands and the human requirements to perform them.
Even if there are defined outputs and expected performance levels for a job, the actual
approaches and nuances associated with executing the job demands may result in very
different actions, depending on the worker and how he or she gets the job done. The job
itself may vary in terms of demand levels or activities performed, depending on
workload, workflow, teamwork, and variances in the services, products or activities that
are the focus of the job at any point in time. As Fine, et al. (1999), note, it is important to
describe jobs holistically, considering the requirement of workers to perform both
instrumentally in executing work tasks, and latently, in adapting to situations in which
work takes place.
A number of factors associated with the measurement process can challenge the validity
and reliability of job analyses. One of these is the properties of the rating scales in use,
including content validity across job types, definitions used for the scale items, and clarity
of the rating procedures (Lysaght et al. 2008). Another lies in the quality of information
gathered through worker or supervisor report based on ability or willingness to provide
accurate descriptions. Observational data may be compromised through lack of rater
familiarity with the job type or milieu, or inability to observe sufficient and representative
time samples of the job, especially one that is highly variable. Finally, raters themselves
present with different training and levels of experience in performing job analysis, a
factor that may compromise both validity and reliability of the report.
Lets discuss them and understand how the process of job analysis can be made more
effective by treating them carefully.
47
Lack of Management Support: The biggest problem arises when a job analyst
does not get proper support from the management. The top management needs to
communicate it to the middle level managers and employees to enhance the output
or productivity of the process. In case of improper communication, employees
may take it in a wrong sense and start looking out for other available options.
They may have a notion that this is being carried out to fire them or take any
action against them. In order to avoid such circumstances, top management must
effectively communicate the right message to their incumbents.
Lack of Co-operation from Employees: If we talk about collecting authentic and

accurate job-data, it is almost impossible to get real and genuine data without the
support of employees. If they are not ready to co-operate, it is a sheer wastage of
time, money and human effort to conduct job analysis process.
Inability to Identify the Need of Job Analysis: If the objectives and needs of job
analysis process are not properly identified, the whole exercise of investigation
and carrying out research is futile. Managers must decide in advance why this
process is being carried out, what its objectives are and what is to be done with the
collected and recorded data.
Biasness of Job Analyst: A balanced and unbiased approach is a necessity while

carrying out the process of job analysis. To get real and genuine data, a job analyst
must be impartial in his or her approach.
Single Data Source: Multi source for collection of correct information.

Collecting data from a single source may result in inaccuracy and it therefore,
defeats the whole purpose of conducting the job analysis process.
However, this is not the end. There may be many other problems involved in a job
analysis process such as insufficient time and resources, distortion from incumbent, lack
of proper communication, improper questionnaires and other forms, absence of
verification and review of job analysis process and lack of reward or recognition for
providing genuine and quality information.
CHAPTER- 3
RESEARCH METHODOLOGIES
3.1 Research Introduction
48
This chapter addresses the approach to the study. It provides rationalization of the
research design (Sample size, questionnaire development, Survey, instruments
description) details regarding the sample, research model and variables (Independent
variables, intervening and dependent variables), hypotheses and response rate, selected
measurement instruments, data collection means and data analysis. The core objective of
this chapter is to outline the steps followed in carrying out the research. The broader
purpose of the present study is to explore the association among job analysis and job
performance and in detail the linkage of job design.
Research in common refers to a search for knowledge. Once can also define research as a
scientific and systematic search for pertinent information on a specific topic. In fact,
research is an art of scientific investigation.
The Advanced Learners Dictionary of Current English lays down the meaning of
research as a careful investigation or inquiry especially through search for new facts in
any branch of knowledge."
Redman and Moray define research as a systematized effort to gain new knowledge."
Some people consider research as a movement, a movement from the known to the
unknown. It is actually a voyage of discovery. We all possess the vital instinct of
inquisitiveness for, when the unknown confronts us, we wonder and our inquisitiveness
makes us probe and attain full and fuller understanding of the unknown. This
inquisitiveness is the mother of all knowledge and the method, which man employs for
obtaining the knowledge of whatever the unknown, can be termed as research. Research
is an academic activity and as such the term should be used in a technical sense.
According to Clifford Woody research comprises defining and redefining problems,
formulating hypothesis or suggested solutions; collecting, organizing and evaluating data;
making deductions and reaching conclusions; and at last carefully testing the conclusions
to determine whether they fit the formulating hypothesis.
D. Salinger and M. Stephenson in the Encyclopedias of Social Sciences define research as
the manipulation of things, concepts or symbols for the purpose of generalizing to
extend, correct or verify knowledge, whether that knowledge aids in construction of
theory or in the practice of an art. Research is, thus, an original contribution to the
existing stock of knowledge making for its advancement. It is the pursuit of truth with the
help of study, observation, comparison and experiment. In short, the search for knowledge
through objective and systematic method of finding solution to a problem is research. The
systematic approach concerning generalization and the formulation of a theory is also
49
research. As such the term research refers to the systematic method consisting of
enunciating the problem, formulating a hypothesis, collecting the facts or data, analyzing
the facts and reaching certain conclusions either in the form of solutions(s) towards the
concerned problem or in certain generalizations for some theoretical formulation.
3.2 Research Design
A research design is a logical and systematic plan prepared for directing a research study.
in many research project the time consumed in trying to ascertain what the data mean
after they have been collected in much greater than time taken to design a research which
yields data whose meaning is known as they are collected. Research design is a series of
guide posts to keep on going in the right direction. It is tentative plan which undergoes
modification, as circumstances demands when the study progresses new aspects new
conditions and new relationship comes to light and insight into the study deepens.
Exploratory research studies are also termed as formulate research studies. The main
purpose of such studies is that of formulating a problem for more precise investigation or
of developing the working hypothesis from a operational point of view. Descriptive
research studies are those studies which are concerned with describing the characteristics
of a particular individual or of a group, where as diagnostic research studies determine the
frequency with which something occurs or its association with something else. In order to
obtain the most valid findings, research design relates to the planning and structuring of
research. Research design relates largely to decision-making which impacts the research
question; formulating the research problem, conceptualizing and taking action on the
research, collecting the research data and analyzing and interpreting the results (Mouton
& Marais, 1990). Research design entails consideration of the measurement of the
research variables (Bailey, 1987).
Durkheim (2002) suggested that the following dimensions be considered in selecting the
appropriate research design:
Purpose of the research.
Paradigm perspective.
Research context and the techniques utilized to gather and process research data.
50
Types of research design

1. Action Research Design
The essentials of action research design follow a characteristic cycle whereby initially
an exploratory stance is adopted, where an understanding of a problem is developed and
plans are made for some form of intervention strategy. Then the intervention is carried out
(the action in Action Research) during which time, pertinent observations are collected in
various forms. The new interventional strategies are carried out, and the cyclic process
repeats, continuing until a sufficient understanding of (or implement able solution for) the
problem is achieved. The protocol is iterative or cyclical in nature and is intended to
foster deeper understanding of a given situation, starting with conceptualizing and
particularizing the problem and moving through several interventions and evaluations.
What do these studies tell you?
A collaborative and adaptive research design that lends itself to use in work or
community situations.
Design focuses on pragmatic and solution-driven research rather than testing theories.
When practitioners use action research it has the potential to increase the amount
learn consciously from their experience. The action research cycle can also be
they
regarded
as a learning cycle.
Action search studies often have direct and obvious relevance to practice.
There are no hidden controls or pre-emption of direction by the researcher.
2. Descriptive Research Design
51
Descriptive research designs help provide answers to the questions of who, what,
when, where, and how associated with a particular research problem; a descriptive
study cannot conclusively ascertain answers to why. Descriptive research is used to
obtain information concerning the current status of the phenomena and to describe
"what exists" with respect to variables or conditions in a situation.
The subject is being observed in a completely natural and unchanged natural
environment. True experiments, whilst giving analyzable data, often adversely influence
the normal behavior of the subject.
Descriptive research is often used as a pre-cursor to more quantitatively research designs,
the general overview giving some valuable pointers as to what variables are worth
testing quantitatively.
If the limitations are understood, they can be a useful tool in developing a more focused
study.
Descriptive studies can yield rich data that lead to important recommendations.
Approach collects a large amount of data for detailed analysis.
What these studies don't tell you?
The results from a descriptive research cannot be used to discover a definitive answer or
to disprove a hypothesis.
Because descriptive designs often utilize observational methods [as opposed to

quantitative methods], the results cannot be replicated.
The descriptive function of research is heavily dependent on instrumentation for

measurement and observation.
52
3. Exploratory Research Design

An exploratory design is conducted about a research problem when there are few or
no earlier studies to refer to. The focus is on gaining insights and familiarity for later
investigation or undertaken when problems are in a preliminary stage of investigation.
The goals of exploratory research are intended produce the following possible
insights:
Familiarity with basic details, settings and concerns.
Well grounded picture of the situation being developed.
Generation of new ideas and assumption, development of tentative theories or

hypotheses.
Determination about whether a study is feasible in the future.
Issues get refined for more systematic investigation and formulation of new research
questions.
Direction for future research and techniques get developed.
Design is a useful approach for gaining background information on a particular topic.

Exploratory research is flexible and can address research questions of all types
(what, why, how).
Provides an opportunity to define new terms and clarify existing concepts.
Exploratory research is often used to generate formal hypotheses and develop more
precise research problems.
Exploratory studies help establish research priorities.

53
What these studies don't tell you?
Exploratory research generally utilizes small sample sizes and, thus, findings are
typically not generalized to the population at large.
The exploratory nature of the research inhibits an ability to make definitive

conclusions about the findings.
The research process underpinning exploratory studies is flexible but often

unstructured, leading to only tentative results that have limited value in decisionmaking.
Design lacks rigorous standards applied to methods of data gathering and analysis
because one of the areas for exploration could be to determine what method or
methodologies best fit the research problem.
The research takes the form of a descriptive study with the researcher setting out to
illustrate the association that exists among the dependent and independent variables. The
researchers main goal in a descriptive study is to describe accurately the relationship
between two phenomena (Mouton & Marais, 1990). Descriptive studies require accurate
observations and issues of validity, reliability and sample representatives are critical
elements in research design (Durkheim, 2002).
A quantitative approach will be adopted in this research. The quantitative approach is
described as that approach to research in the social sciences that is more highly
formalized as well as more explicitly controlled, with a range that is more exactly
defined, and which in 75 terms of the methods used, is relatively close to the physical
sciences (Mouton & Marais, 1990, p.155). By nature, quantitative research involves
measurement. It focuses on causality with a view to making generalizations and is geared
towards replication and verification (Bryman, 1995). Quantitative research entails the
gathering of data in numbers and the statistical analysis thereof. Results of these data
analyses are used to make generalizations (Durkheim, 2002).
Mostly in primary researches survey is considered the most effective tool. This research
study is relational for exploring link among job analysis and job design.
For the tangible research work, information regarding regulatory authorities,
organizations being controlled number of employees and employee data was collected
54
through a questionnaire from the officers / officials of targeted organizations. The

officials were requested to respond all questions up to the best of their knowledge with
reference to the operational practices implemented in their organizations.
3.3 Population and Sample Procedures

Statistical method of obtaining representative data or observations from a group (lot,
batch, population, or universe).
Researchers usually draw conclusions about large groups by taking a sample.
A Sample is a segment of the population selected to represent the population as a whole.
Ideally, the sample should be representative and allow the researcher to make accurate
estimates of the thoughts and behavior of the larger population. Designing the sample
calls for three decisions:
Who will be surveyed? (The Sample)
The researcher must determine what type of information is needed and who
is most likely to have it.
How many people will be surveyed? (Sample Size)
Large samples give more reliable results than small samples. However it is
not necessary to sample the entire target population.
How should the sample be chosen? (Sampling)
Sample members may be chosen at random from the entire population

(Probability sample)
The researcher might select people who are easier to obtain information
from(non-probability sample) The needs of the research project will
determine which method is most effective
Characteristic of good Sampling:

Ideally, representative samples should be:
55
1. Taken at random so that every member of the population of data has an

equal chance of selection.
2. Large enough to give sufficient precision.
3. Unbiased by the sampling procedure or equipment.
Types of samples
The best sampling is probability sampling, because it increases the likelihood of obtaining
samples that are representative of the population.
Probability Sampling (Representative Samples):
Probability samples are selected in such a way as to be representative of the population.
They provide the most valid or credible results because they reflect the characteristics of
the population from which they are selected (e.g., residents of a particular community,
students at an elementary school, etc.). There are two types of probability samples:
random and stratified.
a. Random Sampling:
The term random has a very precise meaning. Each individual in the population of
interest has an equal likelihood of selection. This is a very strict meaning -- you can't just
collect responses on the street and have a random sample.
The assumption of an equal chance of selection means that sources such as a telephone
book or voter registration lists are not adequate for providing a random sample of a
community. In both these cases there will be a number of residents whose names are not
listed. Telephone surveys get around this problem by random-digit dialing -- but that
assumes that everyone in the population has a telephone. The key to random selection is
that there is no bias involved in the selection of the sample. Any variation between the
sample characteristics and the population characteristics is only a matter of chance.
Steps for selecting RANDOM sampling:
1. Specify the population
56
2.
3.
4.
5.
6.
Decide on the desired sample size

List all the cases
Make a decision rules(i.e. selection of lowest and highest random numbers)
Assign a random numbers to each cases
Sort cases by random numbers
Systematic Sampling: Used in those cases where a complete list of the population from
which sampling is to be drawn is available. The method is to select every k th item from
the list where k refers to the sampling interval.
N
k=
Stratified Sample:
A stratified sample is a mini-reproduction of the population. Before sampling, the
population is divided into characteristics of importance for the research. For
example, by gender, social class, education level, religion, etc. Then the
population is randomly sampled within each category or stratum. If 38% of the
population is college-educated, then 38% of the sample is randomly selected from
the college-educated population.
Stratified samples are as good as or better than random samples, but they require fairly
detailed advance knowledge of the population characteristics, and therefore are more
difficult to construct.
Non-probability Samples (Non-representative Samples)
As they are not truly representative, non-probability samples are less desirable than
probability samples. However, a researcher may not be able to obtain a random or
stratified sample, or it may be too expensive. A researcher may not care about
generalizing to a larger population. The validity of non-probability samples can be
increased by trying to approximate random selection, and by eliminating as many sources
of bias as possible.
a.
Quota Sample
57
The defining characteristic of a quota sample is that the researcher deliberately sets the
proportions of levels or strata within the sample. This is generally done to insure the
inclusion of a particular segment of the population. The proportions may or may not
differ dramatically from the actual proportion in the population. The researcher sets a
quota, independent of population characteristics.
Example: A researcher is interested in the attitudes of members of different religions
towards the death penalty. In Iowa a random sample might miss Muslims (because there
are not many in that state). To be sure of their inclusion, a researcher could set a quota of
3% Muslim for the sample. However, the sample will no longer be representative of the
actual proportions in the population. This may limit generalizing to the state population.
But the quota will guarantee that the views of Muslims are represented in the survey.
b. Purposive Sample
A purposive sample is a non-representative subset of some larger population,
and is constructed to serve a very specific need or purpose. A researcher may
have a specific group in mind, such as high level business executives. It may not
be possible to specify the population -- they would not all be known, and access
will be difficult. The researcher will attempt to zero in on the target group,
interviewing whoever is available.
A subset of a purposive sample is a snowball sample -- so named because one picks up
the sample along the way, analogous to a snowball accumulating snow. A snowball
sample is achieved by asking a participant to suggest someone else who might be willing
or appropriate for the study. Snowball samples are particularly useful in hard-to-track
populations, such as truants, drug users, etc
c. Convenience Sample
A convenience sample is a matter of taking what you can get. It is an accidental
sample. Although selection may be unguided, it probably is not random, using the
correct definition of everyone in the population having an equal chance of being
selected. Volunteers would constitute a convenience sample.
Non-probability samples are limited with regard to generalization. Because they do not
truly represent a population, we cannot make valid inferences about the larger group from
which they are drawn. Validity can be increased by approximating random selection as
58
much as possible, and making every attempt to avoid introducing bias into sample
selection.
Sampling: Sample size

In general sense the larger the sample, the better because larger samples tend to be more
similar to the population from which they are drawn. However, if the population of
interest is small, then the sample can be relatively small. Large samples require more time
for data collection and analysis, and are therefore more costly than smaller ones.
If a treatment is known to have a fairly strong effect, it may show up in an experiment
involving a small sample. On the other hand, a small sample for a survey may miss
individuals holding a minority point of view. For surveys one has to consider refusal and
spoilage rates (incomplete responses, illegible answers, nonsensical replies). In such cases
the researcher should aim for a larger sample in order to cover the losses.
Appropriate sample size depends on
1. population size
2. available resources (time, money)
3. strength of effect being measured
4. refusal and spoilage rates
5. number of analyses to be performed
Sampling procedures:
Criteria governing the choice of the sampling techniques are:
1. Purpose of the survey
2. Measurability
3. Degree of precision
4. Information about Population
5. the nature of the population
6. Geographical area of the study and the size of Population
59
7. Financial Resources
8. Time limits
9. Economy
3.4 Source of Data:

a. primary sources
Primary data is original and thus accurate and reliable. It is expensive and time
consuming. Primary data are Document or record containing first-hand information or
original data on topic.
Primary sources are works created
at the time of an event, or
By a person who directly experienced an event.
It is the content, not necessarily the format, of a work that makes it a primary source. For
example, an online copy of a newspaper from March 20, 1897, is still a primary source
even though the article viewed on your computer was digitized more than a century after
the article was first printed.
Primary sources can include:
Interviews, diaries, letters, journals, speeches, autobiographies, and witness

statements
b.
Articles containing original research, data, or findings never before shared
Original hand-written manuscripts
Government documents and public records
Art, photographs, films, maps, fiction, and music
Newspaper and magazine clippings
Artifacts, buildings, furniture, and clothing
Secondary Data:
60
Any published or unpublished work that is one step removed from the original source,
usually describing, summarizing, analyzing, evaluating, derived from, or based on
primary source materials. Secondary sources are also important to help inform your
research, and are usually acceptable sources to cite.
Secondary sources are works that
are one step removed from the original event or experience
provide criticism or interpretation of a primary source
Secondary sources can include
Textbooks
Review articles and critical analysis essays
Biographies
Historical films, music, and art
Articles about people and events from the past
3.5 Data Collection Techniques

When collecting job analysis data, these basic methods can be use separately or in some
combination:
Observation
Interview
Questionnaires
Job incumbent diaries or logs
In each method, information about the job is collected and then studied in terms of
tasks completed by the job incumbent (job oriented analysis)
A job can also be analyzed in terms of behaviors or what the job incumbent does
to perform the job (work-oriented analysis)
Both orientations are acceptable under the Uniform Guidelines on Employee

Selection Procedures if they identify job duties and behaviors that are critical to
performing the job
Because time and cost are considerations, managers must collect comparable,
valid data
61
Core information is needed no matter which data collection method is used
A job analysis information format (JAIF) can provide the core information for any
job analysis method
This questionnaire provides a thorough picture of the job, job duties, and
requirements
After job incumbents complete the JAIF, the answers are used to structure the data
collection technique that will eventually be implemented
Not all incumbents or their supervisors view a job in the same way
Collect information from a variety of incumbents: young and old, male and
female, high- and low-performing
Do not assume that all incumbents and supervisors have the same amount of
knowledge about a job
Observation
Direct observation is used for jobs that require manual, standardized, and shortjob-cycle activities (assembly-line worker, insurance filing clerk,)
Direct observation is not usually appropriate when the job involves significant
mental activity (scientist, lawyer, mathematician)
This technique requires that the job analyst be trained to observe relevant job
behaviors and to be as unobtrusive as possible
Interviews
Interviewing job incumbents is often done in combination with observation
The most widely used technique
Allows the job analyst to talk with job incumbents face-to-face

The job incumbent can ask the analyst questions
Allows the analyst to explain how the information gained will be used
Interviews can be conducted with a single incumbent, a group of incumbents, or a

supervisor who is familiar with the job
A structured set of questions is used so that answers from individuals or groups

can be compared
Interviews are difficult to standardize
Different interviewers may ask different questions
The same interviewer might ask different questions of different respondents
Information may be unintentionally distorted by the interviewer
Interviewing costs can be high, especially if group interviews arent practical
62
Questionnaires
Questionnaires are the least costly method for collecting information
It is an effective way to collect a large amount of information in a short period of

time
A structured questionnaire includes specific questions about the job, working

conditions, and equipment
An open-ended format permits job incumbents to use their own words and ideas to
describe the job
The format and structure of a questionnaire are debatable issues
There really is no best format
Hints for making a questionnaire easier to use:
Keep it as short as possible
Explain what the questionnaire is being used for
Keep it simple
Test the questionnaire before using it
Job Incumbent Diary or Log
The diary or log is a recording by incumbents of:
Job duties
Frequency of the duties
When the duties are accomplished
Most individuals are not disciplined enough to keep such a log
If the log is kept properly, it provides good information from which comparisons
can be made
This permits an examination of the routine and exceptions to job duties
The diary or log is useful when attempting to analyze jobs that are difficult to
observe
Which Method to Use?
There is no agreement about which methods of job analysis yield the best
information
Many experts agree that interviews should not be the sole data collection method
Certain methods may be better suited to a given situation than others
Most organizations base their choice on:

The purpose of the analysis
Time and budget constraints
Many organizations are turning to a multi methods job analysis approach

63
The analyst interviews incumbents and supervisors in conjunction with on-site

observation
A task survey based on expert judgments is constructed and administered
A statistical analysis of the responses is conducted in order to assess their

consistency and to identify any systematic variation in them
Using a comprehensive process is relatively expensive and time-consuming
However, the quality of information derived from a more comprehensive approach

is strongly endorsed by courts
Specific Quantitative Techniques

Three of the more popular quantitative techniques are the:
Functional job analysis
Position analysis questionnaire
Management position description questionnaire
CHAPTER- 4
DATA PRESENTATION AND ANALYSIS
3.1
Data Processing Procedures

Data processing is an intermediary stage of work between data collection and data
analysis. The completed instruments of data collection, viz., interview schedules/
questionnaires/ data sheets/field notes contain a vast mass of data. They cannot
straightaway provide answers to research questions. They, like raw materials, need
processing. Data processing involves classification and summarized on of data in order to
make them amenable to analysis
Processing of data requires advance planning at the stage of planning the research design.
This advance planning may covey such aspects as categorization of variables and
preparation of dummy tables. This should be done with reference to the requirements of
testing hypotheses/investigative questions. This type of preplanning ensures better
identification of data needs and their adequate coverage in the tools for collection of data.
Data processing consists of a number of closely related operations, viz., (1) editing, (2)
classification and coding, (3) transcription and (4) tabulation.
1. Editing the Data
The first step in processing of data is editing of complete schedules/questionnaires.
Editing is a process of checking to detect and or correct errors and omissions. Editing is
done at two stages: first at the fieldwork stage and second at office.
64
Field editing:
During the stress of interviewing the interviewer cannot always record responses
completely and legibly. Therefore after each interview is over, he should review the
schedule to complete abbreviated responses, rewrite illegible responses and correct
omissions.
Office editing
All completed schedules/questionnaires should be thoroughly checked in the office for
Completeness, accuracy and. Uniformity
2.
Classification and coding

The edited data are classified and coded. The responses are classified into meaningful
categories so as to bring out essential pattern. By this method, several hundred responses
are reduced to five or six appropriate categories containing critical information needed for
analysis.
When to classify: Classification can be done at any phase prior to the tabulation.
Certain items like sex, age, type of house, and the like are structured and pre
classified in the data collection form itself. The responses to open-ended questions
are classified at the processing stage.

Categorization Rules: A classification system should meet certain requirements or
be guided by certain rules.
First, classification should be linked to the theory and the aim of the particular study.
Second, the scheme should be exhaustive. That is, there must be a category for every
response.
Third, the categories must also be mutually exclusive, so that each case is classified only
once.
Number of categories: How many categories should a scheme include? It is

preferable to include many categories rather than a few, since reducing the number
later is easier than splitting an already classified group of responses. However, the
number of categories is-limited by the number of cases and the anticipated
statistical analysis.
Coding the Data

65
Coding means assigning numerals or other symbols to the categories or responses. For
each question a coding scheme is designed on the basis of the con med categories. The
coding schemes with their assigned symbols together with specific coding instructions
may be assembled in a book. The codebook will identify a specific item of
variable/observation and the code number assigned to each category of that item. If the
data are to be transferred to machine punch cards, the codebook will also identify the
column in which it is entered.
3. Transcription of data
When only a few schedules are processed and hand-tabulated, tabulation can directly be
made from the schedules. On the other hand, direct tabulation from the edited schedules/
questionnaires is difficult if the number of the schedules and the number of responses in
them are large/ suppose an interview schedule contains 180 responses requiring tabulation
and 210 simple and cross tables are to be constructed, each schedule has to be handled at
least 210 for tabulation. This will result in mutilation of the schedule, and. omissions and
commissions may easily occur in tabulation. In order to avoid these drawbacks, data
contained in schedules/questionnaires are transferred to another material for the purpose
of tabulation. This intermediary process is called 'transcription.
Methods of Transaction
The material to be used for transaction depends on the method of tabulation - manual or
mechanical. Long work sheets, sorting cards or sorting strips are used for transcription
when tabulation is done manually, and punch cards or magnetic tape (or disks) are used in
a system of machine sorting and tabulation.
4. Tabulation
After the transcription of data is over, data are summarised and arranged in a compact
form for further analysis. This process is called tabulation. Thus, tabulation is the process
of summarising raw data and displaying them on compact statistical tables for further
analysis. It involves counting of the number of cases falling into each of several
categories.
Tabulation can be done by hand or by mechanical or electronic devices. The choice
depends upon the size and type of study, cost considerations, time pressures and the
66
availability of tabulating machines or computers. Hand tabulation is suitable for small and
simple studies. Electronic or mechanical tabulation is more appropriate for large and
complex studies.
Electronic Computers
The uses of electronic computers have revolutionized data analysis. They can perform all
the specialized functions at a much higher speed. The use of computers has facilitated
large-scale studies and above all the use of complex techniques of analysis such as
multivariate analysis, factor analysis and the like. The operating speed of computers is
fantastic. The time required for computers to perform such basic operations as adding and
subtracting is less than a billionth of a second. The large computers can perform many
million operations in a second. In addition to being very fast, computers are very
accurate.
Construction of Tables
After the data have been tabulated, they are arranged in statistical tables in vertical
columns and horizontal rows according to some classification. Tables provide a
shorthand summary of data. The importance of presenting statistical data in tabular
form needs no emphasis. Tables facilitate comprehending masses of data at a glance; they
conserve space and reduce explanations and descriptions to a minimum; they give a
visual picture of relationships between variables and categories; they facilitate summation
of items and the detection of errors and omissions; and they provide a basis for
computations.
It is important to make a distinction between the general-purpose tables and the special
tables. The general-purpose tables are primary or reference tables designed to include
large amounts of source data in convenient and accessible form. The special purpose
tables are analytical or derivative ones, which demonstrate significant relationships in the
data or the results of statistical analysis. Tables in reports of government on population,
vital statistics, agriculture, industries etc. are of general-purpose type. They represent
extensive repositories of statistical information. Special purpose tables are found in
monographs, research reports and articles, and are used as instruments of analysis. In
research we are primarily concerned with special purpose tables.
Components of a Table
The major components of a table are:
A. Heading
Table Number
67
Title of the table

Designation of units
B. Body
Stub-head - heading of all rows or blocks of stub items.
Box head - headings of all columns or main captions and their sub captions
Field or body - the cells in rows and columns
C. Notations
1. Footnotes, if necessary
2. Source
Principles of Table construction:
There are certain generally accepted principles of rules relating to construction of tables.
They are:
Every table should have a title.
Every table should be identified by a number to facilitate easy reference
The captions (or column headings) should be clear and brief.
The units of measurement under each heading must always be indicated.
Any explanatory footnotes concerning the table itself are placed directly beneath
The table and in order to obviate any possible confusion with the textual footnotes such
reference symbols as the asterisk (*) dagger (+) and the like may be used.
If the data in a series of tables have been obtained from different sources, it is
ordinarily advisable to indicate the specific sources in a place just below the table.
Usually columns are separated from one another by lines. Lines are always drawn
at the top and bottom of the table and below the captions.
The columns may be numbered to facilitate reference.
All column figures should be properly aligned. Decimal points and 'plus' or
'minus' signs should be in perfect alignment.

Columns and rows which are to be compared with one another should be brought
close together.
Totals of rows should be placed at the extreme right column and totals of columns
at the bottom.
In order to emphasize the relative significance of certain categories, different
kinds of type, spacing and indentations can be used.
68
The arrangement of the categories in a table may be chronological, geographical,

alphabetical or according to magnitude. Numerical categories are usually arranged
in descending order of magnitude.

Miscellaneous and exceptional items are generally placed in the last row of the
table.
Usually the larger number of items is listed vertically. This means that a table's
length is more than its width.

Abbreviations should be avoided whenever possible and ditto marks should not be
used in a table.
The table should be made as logical, clear, accurate and simple as possible.
Frequency Distribution and Class-intervals

Variables that are classified according to magnitude or size are often arranged in the form
of a frequency table. In constructing this table it is necessary to determine the number of
class-intervals to be used and the size of the class-intervals.
A distinction is usually made between continuous and discrete variables. A continuous
variable has an unlimited number of possible values racing between the lowest and the
highest, with no gaps or breaks, e.g., Age, Weight and Temperature. A Discrete variable
can have a series of specified values with no possibility of values between those points.
Each value of a discrete variable is distinct and separate, e.g., persons, houses, books.
In practice, all variables are treated as discrete units, the continuous variables being stated
in some discrete unit size according to the needs of a particular situation. For example,
length is described in discrete units of millimetres or tenth of an inch.
Class-intervals: Ordinarily the number of class-intervals may not be less than 5 and not
more than 15, depending on the nature of the data and the number of cases being studied.
After noting the highest and lowest values and the features of the data, the number of
intervals can be easily determined.
One-way tables: Frequency tables present the distribution of cases on only a single
dimension or variable. For example, distribution of respondents by sex, distribution of
respondents by religion, socio-economic status of respondents and the like are shown in
one-way tables.
Two-way tables: Distribution in terms of two or more variables and the relationship
between two variables are shown in two-way tables. The categories of one variable are
presented, one below another, on the left margin of the table and those of another variable
at the upper part of the table, one by the side of another. The cells represent particular
69
combinations of both variables. To compare the distribution of cases raw numbers are
converted into percentages based on the number of cases in each category.
Analysis and Interpretation of Data
Data analysis involves critical thinking. This is done only after collecting all the data and
always focused on the research problems and the hypothesis and questions rose in the
statement of the problem. Here the research compiles or summarizes the results in a
logical order usually in relation to the hypotheses and objectives of the study. After a brief
introduction on the main results or features of the findings of the study, the data are
described and interpreted in sufficient detail leading to the ultimate conclusion. Tables,
graphs and illustrations are used to present the data more clearly and economically.
In brief, analysis involves examination and evaluation of some phenomenon by dividing
it into some constituent parts and identifying the relationships among the parts in the
context of the whole. You then interpret the relationships to explain or make some
intended generalization governing the behaviour of the phenomenon.
Drawing Conclusions and Recommendations
The researcher summarizes the main findings of his study and the implications.
Conclusions summarize the main results of the research and describe what they mean for
the general field. Briefly describe what you did, consider suggesting future research to
follow up where your research ended.
Graphic Representation
Graphic presentation involves use of graphics, charts and other pictorial devices. These
forms and devices reduce large masses of statistical data to a form that can be quickly
understood at a glance. The meaning of figures in tabular form may be difficult for the
mind to grasp or retain. Properly constructed graphs and charts relieve the mind of
burdensome details by portraying facts concisely, logically and simply. They, by
emphasizing new and significant relationships, are also useful in discovering new facts
and in developing hypotheses.
The device of graphic representation is particularly useful when the prospective readers
are non-technical people or general public. It is useful to even technical people for
dramatizing certain points about the data, for important points can be more effective
captured in pictures than in tables. However, graphic forms are not substitutes for tables,
but are additional devices.
70
Types and General Rules

The most commonly used graphic forms may be grouped into the following categories:
Line graphs or charts

Bar Charts
Segmental representations
Pictographs.
Line Graphs
The line graph is useful for showing changes in data relationships over a period of time.
In this graph, figures are plotted in relation to two interesting lines or axes. The horizontal
line is called the abscissa or X-axis and the vertical, the ordinal or Y-axis. The point at
which the two axes, interest is zero for both X and Y. The '0' is the origin of coordinates.
The two lines divide the region of the plane into four sections known as quadrants, which
are numbered anti-clockwise. Measurements to the right and above '0' are positive (plus),
and measurements to the left and below '0' are negative (minus). Any point in the plane of
the two axes is plotted in terms of the two axes reading from the origin '0'. Scale intervals
in both the axes should he equal. If a part of the scale is omitted, a set of parallel jagged
lines should be used to indicate the break in the scale. The time dimension or independent
variable is represented by the X-axis and the other variable by Y-axis.
Histogram.
This is another form of line chart used for presenting a frequency distribution. It is
constructed by erecting vertical lines on the limits of the class intervals marked on the
base line. The vertical lines are drawn from a series of contiguous rectangles or columns.
The Width of each rectangle represents its class interval, and the height represents the
class frequency.
Lorenz Curve
The Lorenz Curve is a line chart used to compare the proportionality in two quantitative
variables. It is commonly used to show the degree by which the distribution of income per
family departs from the distribution' of the number of families; it shows that it disparate
proportion of the income goes to a few families.
71
Frequency Polygons
It is often more convenient to draw a frequency polygon instead of drawing a histogram
of a distribution. In laying out a frequency polygon, the frequency of each class is located
at the midpoint of the interval and the plotted points are then connected by straight lines.
If two or more series are shown on the same graph, the curves can be made with different
kinds of ruling. If the total number of cases in the two series is of different size, the
frequencies are often reduced to percentages. The frequency polygon is particularly
appropriate for portraying continuous series. It is sometimes desirable to portray the data
by a smoothed curve. The chart is then called a frequency curve.
Bar Charts
These charts consist of either vertical or horizontal bars to represent variables. The length
of the bars varies corresponding to the values of the variable. Bar charts are the most
effective pictorial device for comparing data. The bars may be depicted in solid blocks or
in patterns of dots, dishes etc. They may be of different forms: (1) linear or onedimensional, (2) areal or two-dimensional, and (3) cubic or three-dimensional. The actual
numerical values may be shown on the X-axis or Y-axis, as the case may be, or at the
immediate ends of the bars.
Pie or Circle Charts
The circle or pie chart is a component parts chart. The component parts from the
segments of the circle. The circle chart is usually a percentage chart. The data are
converted to percentage of the total; and the proportional segments, therefore, give a clear
picture of the relationship among the component parts.
Pictograms
A pictogram is a variation of the bar chart. In it the values are represented by identical
symbol or pictures. The symbols used may be appropriate to the type of data.
72
Human
Resources
20062007
Total
6984
Approved
Post
Total
5699
Working
Manpower
Overall
2588
Manpower
per
1000
lines
20072008
20082009
20092010
2010-2011
7030
7088
7094
7074
4.2
5592
3199
5876
3787
5826
4672
5712
5225
Analysis
of
Secondary Data
The annual report 20102011 published on Airtel

official web sites. This
data is considered as
secondary source as data is
as:
Table No: 4.2.1

Overall Human Resource
source: NTC Annual Report 2010-2011, Date: 8th May 2012
73
4.3 Analysis of Primary Data

Research has been conducted using Questionnaire as Data collection Technique.
Here we deals with Random sampling method and taken sample from 50 respondent and
analysis the in the form of table and graph as they responded.
Table No: 4.2.2 Job Analysis helps in Selection of Right Candidate

Answers Options
Nu
Per
mb
cen
er
tag
of
Res
pon
ses
Always
Often
Seldom
Never
Total
26
15
8
1
50
52%
30 %
16%
2%
100
Source: field survey, Date: 25th June 2012
Table No: 4.2.3 Impact of Technology

74
Answers Options
Always
Often
Seldom
Total
Number of Responses
43
7
0
50
Percentage
86%
14%
0
100
Source: field survey, Date: 25 June 2012
Table No: 4.2.4 Changes in Organization environment

Answer Options
highly dynamic
moderate
low
no changes
Total
no. of responses
19
17
5
9
50
Percentage
38%
34%
10%
18%
100
Table No: 4.2.5 Job Rotation helps in align competencies

Answer Options
always
often
seldom
never
Total
no. of responses
33
11
6
0
50
Percentage
66%
22%
12%
0
100
Table No: 4.2.6 Requirement of Change in Structure

Answer Option
always
no. of responses
23
Percentage
46%
75
often
seldom
never
Total
14
10
3
50
28%
20%
6%
100
Table No: 4.2.7 Level of co-ordination between team members

Answer Options
high
medium
low
neutral
Total
no. of responses
17
26
5
2
50
Percentage
34%
52%
10%
4%
100
Table No: 4.2.8 Personal interest during job analysis

Answer Options
always
often
seldom
never
Total
no. of responses
25
12
8
5
50
Percentage
50%
24%
16%
10%
100
Table No: 4.2.9 Level of satisfaction with payment

Answer Options
highly satisfied
satisfied
neutral
not satisfied
Total
no. of responses
7
23
11
9
50
Percentage
14%
46%
22%
18%
100
76
Table No: 4.2.10 Important of working Hour during Job Analysis

Answer Options
always
often
seldom
Total
no. of responses
13
27
10
50
Percentage
26%
54%
20%
100
Table No: 4.2.11 Level of satisfaction as per appointed for the post
Answer Options
highly satisfied
satisfied
neutral
not satisfied
Total
no. of responses
8
20
10
12
50
Percentage
16%
40%
20%
24%
100
Table No: 4.2.12 Matching Personal Interest Result

Answer Options
highly satisfaction
satisfaction
neutral
not satisfaction
Total
no. of respondent
23
14
11
2
50
Percentage
46%
28%
22%
4%
100
Table No: 4.2.13 Good Working Environment leads to Job Satisfaction

Answer Options
highly
medium
neutral
no. of responses
29
11
8
Percentage
58%
22%
16%
77
low
Total
2
50
4%
100
Table No: 4.2.14 Departmental leads to Systematic arrangement of Organization

Answer Options
strongly agree
agree
neutral
disagree
Total
no. of responses
32
10
8
0
50
Percentage
64%
20%
16%
0
100
Table No: 4.2.15 My Job provides Self feedback

Answer Options
strongly agree
agree
neutral
disagree
Total
no. of responses
9
27
10
4
50
Percentage
18%
54%
20%
8%
100

Table No: 4.2.16 Job Rotation as tools for identifying KSAs
Answer Options
always
often
seldom
never
Total
no. of responses
5
39
6
0
50
Percentage
10%
78%
12%
0
100
Table No: 4.2.17 My Work influences day-today company success.

78
Answer Options
always
often
seldom
never
Total
no. of responses
11
16
23
0
50
Percentage
22%
32%
46%
0
100
4.4 List of figures as per Table for secondary data

As shown in the figure below First graph indicates number of approved post. Then the
total number of employees engaged in work. The third graph indicates overall manpower
working per 1000 telephones lines.
79
Division of Manpower
2007
69847030708870947074
2008
2009
2010
2011
56995592587658265712
46725225
3787
3199
2588
Figure No. 4.4.1

Figure Name: Division of Manpower
Source Table: Overall Human Resources, Pg. 74
4.5 List of Figure as per Primary Data mention above table
80
60
50
40
no. of responses
30
percentage
20
10
0
always
often
seldom
never
Figure No: 4.5.1

Figure Name: Analyzing based on selection candidates
Source Table: Job Analysis helps in Selection of Right Candidate, Pg. 75
100
90
80
70
60
50
no. of responses
40
percentage
30
20
10
0
always
often
seldom
Figure No: 4.5.2

Figure Name: analysis of need of technology
Source Table: Impact of Technology, Pg. 75
81
40
35
30
25
20
15
no. of responses
10
percentage
5
0
Figure No: 4.5.3

Figure Name: Analyzing of organization environment
Source Table: Changes in organization environment, Pg. 76
70
60
50
40
no. of responses
percentage
30
20
10
0
always
often
seldom
never
Figure No: 4.5.4

Figure Name: Analyzing competencies as per Job Rotation
Source Table: Job Rotation helps in align competencies, Pg. 76
82
50
45
40
35
30
25
no. of response
20
percentage
15
10
5
0
always
often
seldom
never
Figure No: 4.5.5

Figure Name: Analysis of structural changes
Source Table: Requirement of Change in Structure, Pg. 76
60
50
40
no. of responses
30
Percentage
20
10
0
high
medium
low
neutral
Figure No: 4.5.6

Figure Name: Analysis of team work
Source Table: Level of co-ordination between team members, Pg. 77
83
60
50
40
no. of responses
30
Percentage
20
10
0
always
often
seldom
never
Figure No: 4.5.7

Figure Name: Analysis of Personal interest
Source Table: Personal interest during job analysis, Pg. 77
50
45
40
35
30
no. of responses
25
Percentagees 2
20
15
10
5
0
highly satisfied
satisfied
neutral
not satisfied
Figure No: 4.5.8

Figure Name: salary/ wages
Source Table: level of satisfaction with payment, Pg. 77
84
60
50
40
no. of responses
30
percentage
20
10
0
always
often
seldom
never
Figure No: 4.5.9

Figure Name: level of working hours
Source Table: Importance of working hours during Job Analysis, Pg. 78
45
40
35
30
25
no.of responses
20
Percentage
15
10
5
0
highly satisfied
satisfied
neutral
not satisfied
Figure No: 4.5.10

Figure Name: satisfaction with the post
Source Table: level of satisfaction as per appointed for the post, Pg. 78
85
50
45
40
35
30
25
20
no. of responses
15
Percentage
10
5
0
Figure No: 4.5.11

Figure Name: Personal interest with Job
Source Table: Matching personal interest result in. Pg. 78
70
60
50
40
no.of responses
30
Percentage
20
10
0
highly
medium
neutral
low
Figure No: 4.5.12

Figure Name: Level of Job Satisfaction
86
Source Table: Good Working Environment leads to job satisfaction, Pg. 79
70
60
50
40
no. of responses
Percentage
30
20
10
0
strongly agree
agree
neutral
disagree
Figure No: 4.5.13

Figure Name: Departmentalization
Source Table: Departmental leads to systematic agreement of organization, Pg. 79
60
50
40
no. of responses
30
Percentage
20
10
0
strong agree
agree
neutral
disagree
Figure No: 4.5.14

87
Figure Name: Level of self-feedback

Source Table: My Job provides self-feedback, Pg. 79
90
80
70
60
50
no. of responses
40
Percentage
30
20
10
0
always
often
seldom
never
Figure No: 4.5.15

Figure Name: Importance of Job Rotation
Source Table: Job rotation as tools for identifying KSAs, Pg. 80
88
50
45
40
35
30
no. of responses
25
Percentage
20
15
10
5
0
always
often
seldom
never
Figure No: 4.5.16

Figure Name: work influence
Source Table: My work influences day-to-day company success, Pg. 80
4.6 Major Findings
A realistic approach of Job Analysis ensures maximum relationship between job content
and job context that is supportive of the recruitment process. Many organizations
therefore carry a job re-design as a component of the ongoing process of Job Analysis. An
effective Job analysis can be conducted after the job has been designed, the employees
have been trained and the work has been performed.
Most of the research on job design was based on the Job Characteristics Model (JCM)
presented by Hack man & Oldham in 1976 and 1980 which focused on five core job
characteristics (task identity, tasks significance, skill variety, and autonomy and job
feedback) which contributed to job stimulation and in turn affected motivation, job
performance and job satisfaction.
In the findings, study provides evidence that fair selection for an organization
produces better results.
89
Employee's high commitment and productivity, developing desired knowledge based

skills, attitudes and other behaviors does result in higher Job Satisfaction and Job
Performance.
Job analysis is a process which has certain impact on work design, HR Planning,
Performance Appraisal, compensation, training etc.
Job analysis key elements are Job description (tasks, responsibilities and duties) and
Job Specification (skills, knowledge and abilities) once we are clear about these
terms, it further helps in selection for right candidates at right place and at right time.
Here are certain factors regarding Job Design as organizational factors, environmental
factors and behavioral factors, proper mobilization of these factors results in job
satisfaction and high productivity.
some of the approaches related to job design as job rotation, job enlargement job
enrichment,
job engineering and human approaches, proper guideline and good
understanding what what exactly this terms means can help employee retention and
interest toward work and working environment.
Division of workforce as per their specification like KSAs helps forming a team to
perform specific task which saves time and cost.
In an Organization everything should be systematic, updated system, departmental

and structured so that work flow smoothly without any disturbance and conflict.
In most of the organization they plan bigger and make strategies but during the period
of implementation it goes wrong or incomplete. So for this one should have proper
mission, vision, and goal. Here lacks proper guidelines, monitoring and controlling. It
should be in such an order that after completion of first portion then only we go for
the second portion.
90
CHAPTER - 5
SUMMARY, CONCLUSION, RECOMMENDATION
1.1 Summary
Summary includes overall contents of the chapters in brief as.
Chapter-1 deals with the general information regarding the background of the study
in context of Nepalese organization how they are implementing and updating their
system as compared to other countries. It also which deals with the organization under
which research is conducted. i. e. Airtel. it also involves Objective of company
(mission, vision, and goal). Some of the other tropics under it are significance of
study, statement of problem and limitation related to it.
Chapter-2 deals with the literature review under which conceptual review, review of
thesis, review of articles and their recommendation, finding and research gap are
important tropics which we have to deal with.
Chapter-3 This unit is related to the methodology and process of research. It gives
the meaning of research, what is the design types used, concern with number of
sample taken, sources of data whether it is primary or secondary and data collection
techniques.
Chapter-4 This unit deals with the data presentation and analysis section. Under this
data processing procedure is the main heading which consists of editing, coding,
91
tabulation, transcription, classification and graphs. Major finding and reporting are
also included in it.
Chapter-5 This is the final unit which summarizes, conclude and recommend
research work for the future studies. After this bibliography and appendixes are
inserted.
1.2 Conclusion
Job Analysis is an organized study of a job to categorize its major components. The
job analysis process normally observe the job which is being carried out, asking
employees and supervisors questions about the job, tasks, working conditions and KSAs
(Knowledge, Skills and Abilities). In an increasingly competitive and turbulent market,
organizations are largely dependent on their employees for success. The challenge of
identifying the right man for the right job, individuals to fulfill organization need. A large
number of potential workforces are available in the employment market but the challenge
for organizations is to identify and select those candidates who could perform effectively
and efficiently. The research highlighted that the starting point in any recruitment process
is an accurate analysis of the job.
This important aspect of human resource management was being ignored particularly in
public sector jobs. Selection and the assessments chosen for the selection process should
be done on the basis of the requirements of the job. Knowledge is essential on part of the
organization in terms of what constitutes good job performance; what kind of knowledge,
skills and abilities are required and what measures would be effective in assessing these.
Despite of the limitations mentioned above, the results of this study move about the field
of human resource management forward by empirically viewing a link between HR
practices like job analysis, job design, job evaluation, job security , job succession
planning and job performance. Impact of job analysis on job performance reflects that job
analysis is in reality a foundation of human resource practices and an imperative
management practice to develop competitive advantage.
92
The implications of the typical event of the job analysis and other human resource
practices on job performance measures were found remarkable. Altogether this research
makes an effort signifying a substantial positive contribution by Job analysis to job
performance. Generally, the findings of this study were found reliable with the studies
conducted in western countries on the contribution of human resource practices related to
the job performance. The worth of present study lies in the reality that it offers a requisite
rationale of theoretical models built on the basis of studies conducted in the western
organizations.
1.3 Recommendation
Despite the strengths and limitations of current study, the study was capable of
providing a well-designed direction for future research. One prospect for future research
would be to broaden the current model with these human resources practices and their
impact on organizational performance instead of employee job performance. The present
study may serve as a drive for human resource professionals and practitioners alike to
undertake such studies.
Future research directions may include:
To improve peripheral strength, future research efforts should get hold of a

representative sample from more organizations.
Impact of Job Analysis on Job Performance with the intervening role of training.
Impact of Job Analysis on Job Performance with the intervening role of human
resource information system.
Future research should seek out further job performance outcomes from larger
samples with enlarged statistical power.
Future research should look for developing entire measures of employee job
performance tapping numerous proportions of their job quality.
Bowen & Ostroff discussed in 2000 that future research should observe the strength of the
human resource practices of job quality and their survival.
McDuffie, (1995) stressed that high performance human resource practices like
recruitment and selection processes, job analysis and performance evaluation systems
93
were theorized to impact job performance. It was the usefulness of such human resource
practices in conveying the organization's goals and the value which places in the
employees.
Bowen & Ostroff further discussed in 2000 that the common assurance should be
stronger when the human resource process was clear and practices successfully
communicated the significance of employees to the organization. Thus, future research
should observe the outcome of booming execution of human resource practices and the
survival of assured practices on employee's job excellence and reliability.
Contribution of this study was in designing a conceptual model, graphically depicting the
association with job analysis, job design, job evaluation, job security and job succession
planning with job performance. Future studies by the researchers having keen interest in
the association of these constructs can use this model to prepare new research or increase
the generalize ability of this study in diverse sectors.
94
95
Bibliography
Books
Anderson, g. J. (1979). a quantitative approach to measurement job context. procedure
and pay off personal psychology , 341-357.
W.B., A. (1966). Computaton of group Job Description from occupational survey data.
san antoboio: personal research laboratory.
sidney gael,NYNEX CORPORATION. (1988). the job analysis handbook for business,
industry and govermental .
Sons, J. W. (2009). A Practical Guide to Job Analysis. 989 Market Street, San Francisco,
CA 94103-1741: Pfeiffer.
Thesis:
Zafar, M. U. (2005). Job Analysis practices . Pakistan.
Articles:
(http://EzineArticles.com/?expert=Kanakdurgaprasad_Dinanath_Irabatti)
(http://cirrie.buffalo.edu/encyclopedia/en/article/268/)
(http://www.hrcrossing.com/article/270027/Job-Analysis-in-Human-Resources/)
Websites:
http://www.ntc.net.np/
(http://www.ehow.com/info_8487449_questionnaire-methods.html)
(http://www.ipacweb.org/conf/02/french.pdf)
(http://www.humanresources.hrvinet.com/practical-problems-with-job-analysis/)
(http://www.job-analysis.net/G000.htm)
(http://www.centrorisorse.org/analysis-and-job-design.html)
(http://www.shrm.org/TemplatesTools/hrqa/Pages/conductjobanalysis.aspx)
(http://www.explorehr.org/articles/HR_Planning/Job_Analysis.html)
(http://www.indiastudychannel.com/resources/114615-About-Job-Analysis-Howperformed.aspx)
(http://www.eridlc.com/index.cfm?fuseaction=textbook.chpt10)
(http://www.indiastudychannel.com/resources/114615-About-Job-Analysis-Howperformed.aspx)
(http://edweb.sdsu.edu/people/arossett/pie/Interventions/jobdesign_2.htm)
(http://www.hrcrossing.com/article/270027/Job-Analysis-in-Human-Resources/)
(http://www.shrm.org/templatestools/hrqa/pages/conductjobanalysis.aspx)
(http://smallbusiness.chron.com/can-hr-gather-accurate-job-analysis-38578.html)
(http://smallbusiness.chron.com/can-employers-use-strategic-job-analysis-37862.html)
(http://www.cpms.osd.mil/ASSETS/E7523333D6F348CEA28992688BD1545B/Toolkit_J
ob_Analysis_Guide.pdf)
(http://www.uaf.edu/som/about/faculty/ba/jacob-joseph/307c06a.f06cde.doc)
(http://www.slideshare.net/aasthatyagi/job-analysis-design-presentation)
(http://psychology.ucdavis.edu/sommerb/sommerdemo/sampling/types.htm)
(http://wiki.answers.com/Q/List_three_characteristics_good_sample)
(http://library.uvic.ca/instruction/research/primvsec.html)
(http://www.globusz.com/ebooks/MarketingResearch/00000018.htm)
(http://libguides.usc.edu/content.php?pid=83009&sid=818072)
(http://kalyan-city.blogspot.com/2011/09/what-is-job-design-meaning-importance.html)
APPENDIX 1
Questionnaires are prepared to justify the requirement of statement of problem from

central office,
Questionnaire:
1) What are/is the product and services provided by your organization?
-----------------------------------------------------------------------------2) What is the size (operational wise) of your company?
a) large
b) medium
c) small
3) What is your designation?

-------------------------------------------------------------------------------4) How often job analysis helped in selection right people at right time?
a) always
b) often
c) seldom d)
never
5) How technological play their role in change in your organization environment?

a) always
b) often
c) seldom d) never
6) What is the level of change in your organization environment?

a) high dynamic b) moderate
c) low
d) no change
7) Does job rotation help in align competencies when required?

a) always
b) often
c) seldom
d) never
8) When your structure changes do you require new jobs to face these changes?
a) always
b) often
c) seldom
d)never
9) What is the level of understanding between your team members?

a) high
b) medium c) low
d) neutral
10) Do you consider personal interest related to his/her while job analysis?
a) always
b) often
c) seldom
d) never
11) Are you satisfied with the wages /salary you are paid for?
a) high satisfied
b) satisfied
c) neutral
d) not satisfied
12) How often working hours is considered while doing his/her job analysis?
a) always
b) often
c) seldom
d) never
13) Are you satisfied with the post you are appointed as per your qualification?
a) highly satisfied
b) satisfied
c) not satisfied d) neutral
14) If personal interest matches with his/her job then it result in?
a) job satisfaction
b) neutral
c) dissatisfaction
15) Does good working environment leads to Job Satisfaction?

a) highly b) medium c) low
d) neutral
16) Department and structuring leads to systematic arrangement of organization?

a) strongly agree b) agree
c) neutral
d) disagree
17) My job itself provides feedback on how well I am performing.

a) strongly Agree b) agree
c) neutral
d) disagree
18) How often job rotation helped in identifying your knowledge, skills and ability?
a) always b) often c) seldom d) never
19) My work influences day to day company success.
a) always b) often c) seldom d) never

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Sikkim Manipal University

Directorate of Distance Education

Authorized learning centre (code 1537)

Submitted in partial fulfillment of the requirement for the

Sikkim Maniple University

JOB ANALYSIS AND JOB DESIGN

I hereby declare that the Project Report entitled

Date: July 2012

BIJAYA KUMAR SHAH

The Project Report of BIJAYA KUMAR SHAH

JOB ANALYSIS AND JOB DESIGN

Certificate from (Managing Director)

This is to certify that the project report entitled

Certificate from Director (Administration)

This is to certify that the project report entitled

Er. Pankaj Jalan

Certificate from Director (Academics)

This is to certify that the project report entitled

Masters of Business Administration (MBA)

Er. Prakash Kumar

Certificate from (Chief Academic Advisor)

This is to certify that the project report entitled

JOB ANALYSIS AND JOB DESIGN

Prof. Dr. Mahendra Singh

Certificate from (Program co-ordinator)

This is to certify that the project report entitled

Uday Kant Jha

Certificate from (Internal Examiner Controller)

This is to certify that the project report entitled

Submitted in partial fulfillment of the requirements for the degree of

Project Work Evaluation Sheet

11. Remark of study centre:

Project Work Evaluation Sheet

1. Name of student: Bijaya Kumar Shah

14. Remarks of External Examiner:

HEAD OF THE DEPARTMENT

Key Steps in Job Analysis Process

Input- output model of job analysis

Importance of Job Analysis

Questions Job Analysis Should Answer

Conducting Job Analysis

Reasons for Conducting Job Analysis

Uses of Job Analysis

Job Specification and Job Description

Challenges in Conducting a Job Analysis

Summary of Types of Data Collected

Through Job Analysis

Timeliness of Job Analysis

Job Analysis for Team Members

Job Analysis and the Law

Building Blocks of Job Analysis Methods

Work Function and the Level of Difficult

Interdependencies in Job and organization

Principles of Job Design

Objectives of job design

Typical Job Design Process

Characteristics of a well-designed job

Job classification, its needs and importance

Need for Job Classification

When and where is a Job Classification

Job Design factors

Job Design for Team