Job Analysis: AAPS’ Paralysis
This case study enables a discussion on the concept of job analysis and the allied concepts of job description and job specification. It attempts to bring out the significance of job analysis through four instances where there was either lack of job analysis, inadequate job analysis or outdated job analysis. Anoop Singh, Aditya Sharma, Pooja Thakur and Sarika Bakshi (AAPS) were on the verge of quitting their jobs as erroneous job analysis had left them dissatisfied. The case study poses the dilemma of how to disentangle job analysis related issues. It facilitates a discussion on the role of job analysis, failure of job analysis and its repercussions, and the relevance of integrating job analysis into a job role. It highlights that job analysis, though a seemingly theoretical and an unimportant HR practice, could deeply impact several other allied HR decisions, if it is inadequate or incomplete.
Prerequisite Conceptual Understanding
- • Gary Dessler and Biju Varkkey, “Job Analysis”, Human Resource Management, 12th Edition, Dorling Kindersley (India) Pvt. Ltd., 2011 – To understand the concept of job analysis and its inter-linkage with job description and job specification
Case Positioning and Setting
This Caselet can be used for MBA course in:
- • Human Resource Management – To teach the concept of job analysis and its inter-linkage with job description and job specification
- I. Using the framework (illustrated in assignment question number I given in the case study), what's your analysis of each of the four situations presented in the case study? More specifically, how do you relate each of the four situations to the broad contours of job analysis presented in the framework?
- II. Identify the ideal solution to the problems being faced by Anoop Singh, Aditya Sharma, Pooja Thakur and Sarika Bakshi. What would be your suggestion to the respective HR heads to ensure that such situations don’t recur?
- III. .....................
Suggested Reading for the Faculty
The following articles are suggested to broaden the theoretical constructs of Job Analysis and also to provide a broad framework for meaningful classroom analysis:
- • Robert Simons, “Designing High-Performance Jobs”, Harvard Business Review, July-August 2005 – To identify the ways in which jobs can be made high performing by empowering the employees
- • “21st-Century Job Descriptions”, Harvard Management Communication Letter, February 2001 – To discuss the criteria for developing relevant job descriptions
This case study is an attempt to sensitize the students/participants to the nuances of job analysis and its allied concepts’ (job description, job specification, recruitment and selection, performance appraisal, job evaluation, etc.) organizational implications. While job analysis is generally perceived as just a theoretical HR function, this case study highlights how employees can be subjected to undue anxiety leading to (probable) exit if due diligence has not been carried out. Accordingly, this case study can be orchestrated in the classroom on the following lines [Exhibit (TN)-I]: .......................