Job-Oriented Analysis and Task Statements

This assignment requires completing a job-oriented analysis information sheet, including details on the job title, summary, responsibilities, authority of incumbent, working conditions, and standards of performance. Additionally, it involves creating task statements with associated KSAOs (Knowledge, Skills, Abilities, and Other) for tasks such as operating staff, meeting client satisfaction, and marketing and expansion planning. The assignment also requires identifying task dimensions (importance and time spent on each task) and determining the relative importance of each task. Finally, it involves using this data to complete the job description and job specification.

Running head: JOB ANALYSIS AND ITS SPECIFICATIONS
JOB ANALYSIS AND ITS SPECIFICATIONS
Name of the Student
Name of the University
Author Note

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JOB ANALYSIS AND ITS SPECIFICATIONS
Introduction:
The process of job analysis includes the identification and determination of the
responsibilities and duties of a person holding the job post. The analysis gives a critical review of
the job role and its importance from data collection about the job role. Job analysis includes
interview from a superior and an incumbent describing the task and behaviour of the job
role(Yoouet al. 2013.). A job analysis is done to get information about the job role and its
importance in the market. An analysis gives idea about the requirement and competencies about
the job post. It establishes an idea about the job and helps people to assess the job role (Kang and
Ritzhaupt 2015). The discussion will analyze the job role of a fitness director of Good Life
Health Club. The study will critically analyze and compare the job role with relevant sources
taken from the internal sources of the organization.
The paragraph will discuss about the job role of the fitness director. The Good life Health
Clubs is a popular and growing health centre in Australia. They target to expand across the
country and convince the country people to lead to a healthy life. They plan to reduce disease
and illness and create a healthier lifestyle for the people.They tend to provide good lifestyle and
well-being for their clients. They are using advanced equipments and technologies for the clients
and tend to provide best services to the clients. The fitness director of this organization requires
to manage the staffs of the organization; he develops the fitness programmes with respect to the
healthcare facilities. He is the director and thus he faces all the reporting and issues.The director
is responsible for creating programs and developing skills for increasing the demand for fitness
in the society. The role of the director is to instruct the staff and facility for proper working and
maintenance. He is also responsible for the equipments required in the fitness centre. The

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JOB ANALYSIS AND ITS SPECIFICATIONS
director is also responsible for the exercise and physical activities that the clients will be doing.
The director has to monitor whether the instructors are instructing correct advice to the clients or
not. He has to keep a note on the personalised training programs for few clients and check
whether their requirements are met or not.
Analysis on basis of job orientation:
The role of the director is to conduct the work in the fitness centre. He plays a vital role
in conducting the activities and monitoring the staffs. The director is responsible for every single
decision and action in the organisation. He has to keep a note on the activities and exercises of
the clients as their requirements. The clients might have few specifications for workouts. As the
incumbent is unaware of the organization structure, he must be introduced to organization rules
and systems. The incumbent has to develop skills to conduct the staffs and become familiar with
them (Ghobakhloo and Hong Tang 2013). They have clients who come only to meet few
physical issues met by them; this might include muscle pain, cramps, overweight, fatty
belly,extra fat on specified areas. There are clients who come to reduce only the specific areas
which has to be reduced by special workouts. The incumbent has to deal with these clients and
suggest them as per requirement. The director has to keep a note that the clients are provided
with required service and are satisfied (Cheng et al. 2013). The director has to deal with daily
issues faced by the staff, clients. He has to create a place of confidence and stability to increase
the client, run the organization, prevent any chaos and focus on the well-being of the clients.
Thus, the incumbent will be solely responsible for the well-management of the organization and
must know how to face the issues in the organization.

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JOB ANALYSIS AND ITS SPECIFICATIONS
Analysis on basis of job competency:
The director must have sufficient knowledge about the physical activities and exercises
that are conducted in the centre. Being a director he must be well aware about the required steps
needed to be taken or betterment of health and fitness standard of an individual. The supervisor
has to inform the incumbent about the working and role of the director. The director must know
about the diet plans necessary to meet the client’s issues. He must be well aware of the
restrictions that the clients must follow. At the same time being a director he must know how to
manage the workers working under him. He must maintain a good conduct and communication
term with them. He has to face the problems of the workers and take necessary steps to solve
them. The director should also know marketing and public relation skills to increase the clients
of the organisation (Bakker and Demerouti 2014). He has to build a relation with the clients and
motivate them to continue their workout. The supervisor should make the incumbent informed
about the management and role to meet the requirement of a director.
Differences between job oriented analysis and competence analysis-
The job oriented analysis is for the incumbent who does not have any idea about the
organization. He has to be introduced to the workers and clients of the organization. The director
has to know his duties in the organization. He must get aware of the working pattern of the
organization. On the other side job competency analysis includes the role specification of the
director. The director is expected to know about the management skills, wellness processes,
public relation management, staff management (Chiu, Balkundiand Weinberg2017).
Data collection:
The data was collected from the Fitness director and Managing director. The data collection
method was conducted by interview.

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JOB ANALYSIS AND ITS SPECIFICATIONS
The method was appropriate because it included a detailed interview of the incumbent and the
supervisor in the organization. The other method for collecting data could have been influence
confusing and irrelevant as the person who are in the post would know better than anyone else in
the organization.The data was accurate and helped to analyze the role of the post in a better way.
The method includes a detailed investigation about the job role, skills and knowledge required to
fill the post (Freivalds and Niebel 2013). The analysis highlighted the requirement for the skills
for a Fitness director. the incumbent must be well aware about the role and the supervisor should
analyze him on that basis. The interview clearly stated if any issues are faced by the posts in the
organization, it also showed a detailed interview on the posts showing the risk, impact of the
organization on the post (Miles,Huberman and Saldana 2013). This method for data collection
was qualitative and gave accurate data instead of providing trash results. The results can be relied
on and on this basis recommendations can also be given.
The supervisor and the incumbent were interviewed as they were the mentioned posts
that played a vital role for this post. Apart from them no one else was interviewed because others
would not have a clear idea about the post and information related to it. Hence, to avoid any trash
information , the survey was done on the Managing director and the Fitness director. The
information that been collected are completely based on true experience faced by the directors.
Recommendation:
TheManaging director is suggested to maintain a good term with the fitness director as he
will be solely responsible for the client satisfaction and company image in the market. The
managing director has a superior power yet he does not have skilled knowledge about fitness and

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JOB ANALYSIS AND ITS SPECIFICATIONS
cannot recommend the clients as per their requirement. The managing director can increase his
knowledge in fitness life, that might help him to serve the clients in emergency situation.
The fitness director must keep in mind his role in the organization. The director should be
well aware of the company working system. He must have expertise knowledge about staff
management, organizational behaviour, service quality for internal management. He should also
keep good knowledge about the marketing strategies, advertisement, demand creation for the
organization in the market. The director must have a strong hold on the staff and regulate the
instructions given by the instructors, he should personally meet the demand of the premium
clients and critical issues.
Conclusion:
Thus, it can be concluded with the note that job analysis is required in every field. The
requirement for job analysis is very important as the analysis clears the job role and demand in
the market. The role of the employee is clearly mentioned in the analysis, along with which the
impact and importance are also discussed in job analysis. The study has shown the job analysis
of a fitness director of a reputed organization. The organization is reputed among the Australian
citizen's and hence the director has an important role in the organization. The director is solely
responsible for the staff management, operations of the organization, client satisfaction, business
expansion of the organization. The fitness director has to report to the management director who
supervises the work of the fitness director. The study has shown a clear analysis on the job role
of the management director and the fitness director along with their role in the company.

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References:.
Bakker, A.B. and Demerouti, E., 2014. Job demands–resources theory. Wellbeing.
Cheng, J.W., Lu, K.M., Chang, Y.Y. and Johnstone, S., 2013. Voice behavior and work
engagement: the moderating role of supervisor‐attributed motives. Asia Pacific Journal of
Human Resources, 51(1), pp.81-102.
Chiu, C.Y.C., Balkundi, P. and Weinberg, F.J., 2017. When managers become leaders: The role
of manager network centralities, social power, and followers' perception of leadership. The
Leadership Quarterly, 28(2), pp.334-348.
Freivalds, A. and Niebel, B., 2013. Niebel's Methods, Standards, & Work Design. Mcgraw-Hill
higher education.
Ghobakhloo, M. and Hong Tang, S., 2013. The role of owner/manager in adoption of electronic
commerce in small businesses: The case of developing countries. Journal of small business and
enterprise development, 20(4), pp.754-787.
Kang, Y. and Ritzhaupt, A.D., 2015. A job announcement analysis of educational technology
professional positions: Knowledge, skills, and abilities. Journal of Educational Technology
Systems, 43(3), pp.231-256.
Miles, M.B., Huberman, A.M. and Saldana, J., 2013. Qualitative data analysis. Sage.
Sun, L.Y., Pan, W. and Chow, I.H.S., 2014. The role of supervisor political skill in mentoring:
Dual motivational perspectives. Journal of Organizational Behavior, 35(2), pp.213-233.

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JOB ANALYSIS AND ITS SPECIFICATIONS
Yoou, S.K., Kwon, H.R., Park, H.J., Shin, S.D., Choi, E.S. and Uhm, T.H., 2013. Job analysis of
paramedic on the developing a curriculum method. The Korean Journal of Emergency Medical
Services, 17(3), pp.115-137.

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Appendix:
Competency-based job analysis information sheet
This is based on Dessler (2003) Human Resource Management (9th edn.), New Jersey: Prentice
Hall, chapter 3 and the textbook, Heneman et al (2015), chapter 4.
1. Job title: Managing director
Business type: Fitness organization Industry: Fitness
2. What is the overall purpose of the job?
To supervise the managerial posts and build good relation with the stakeholders.
3. What are the organisation’s strategic goals that are relevant to this position?
To increase the clients
Hire efficient managers for management
Improve the service quality
Expand the business
4. How does the performance of an incumbent of this position affect the achievement of the
organisation’s goals?
The incumbent must fulfil all the responsibility of the fitness director and maintain the system
functioning smooth and chaos free.
5. How does this position affect the achievement of the organisation’s goals?
The organization is highly dependent on this post. The organizational clients are faced by this post
and hence this post determines the service quality and customer satisfaction of the organization.
6. What does the incumbent need to be able to do to achieve the goals for the position? Present them
as a task statement with one of these attributes (Leading; Supporting; Presenting; Analyzing;
Creating; Organizing; Adapting; Performing)in each statement.
Attribute What does the incumbent need to be able to do?

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1organize Organize the work style
2performing Manage the staff
3support Regulate the system
4analyzing Recruit efficient staff
5presenting Meet customer requirements
6 creating Demand for fitness
7 adapting The staff's demand and issues must be faced
7. Look over that table from Question 6. You have identified certain activities and outcomes that the
employee needs to achieve. What knowledge, skills and experience is needed to achieve that
competency?
Attribute What knowledge and skills and experience is needed?
1organize Skilled knowledge on human management and time management
2manage Strategies for staff management
3regulate Skilled knowledge about fitness
4recruit Judgement capacity
5
Other useful data to collect
8. Does the incumbent supervise anyone? No (If no, go to Question 10)
9. How many people? _____
10. What positions are supervised? List job titles of supervised positions and number of people
supervised in each position.
______________________________________________________________

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JOB ANALYSIS AND ITS SPECIFICATIONS
11. Is the incumbent performing duties that he/she considers unnecessary? If so, describe.
No_
12. Is the incumbent performing duties not presently included in the job description? If so, describe.
No
13. Education. Review the Table in Question 7. What is the minimum skill level needed for the position?
No formal education required Apprenticeship
 Basic literacy Bachelor’s degree
High school completion Graduate Certificate or diploma
Diploma from a TAFE or RTO Masters degree
Associate Diploma from a TAFE or RTO Doctorate
Other
______________________________________________________________
14. Experience. Review the Table in Question 7. What is the minimum amount of experience needed to
perform the job?
Skilled knowledge is required more than experience
Contextual factors
15. Location of the job _______________________________
Outdoor  Indoor
Underground Pit
Scaffold Other (specify)
______________________________________________________________
16. Environmental conditions. Rate on a scale of 0 to 10 for frequency and level of difficulty and risk (1 –
not an issue, 10 – extremely hazardous) experienced by the incumbent
Dirt 1 Dust 3

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Heat 6 Cold 5
Noise 4 Fumes 4
Odour 7 Wetness/humidity 6
Vibration 4 Sudden temperature changes 7
Darkness or poor lighting 1 Other (specify)
______________________________________________________________
17. Health and safety. Rate on a scale of 0 to 10 for frequency and level of difficulty and risk (1 – not an
issue, 10 – extremely hazardous) experienced by the incumbent
Elevated workplace 1 Mechanical hazards 5
Explosives 1 Electrical hazards 6
Fire hazards 2 Radiation 5
Other (specify)
______________________________________________________________
18. Machines, tools, equipment and work aids/ describe briefly what machines, tools, equipment, or
work aids the incumbent works with on a regular basis.
Laptop, CCTV, smart phone.
19. How will performance be measured? Describe.
The income of the organization and feedback from stakeholders will determine the performance

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Competency-based Job Description and Specification
This is based on Dessler (2003). Human Resource Management (9th edn.), New Jersey: Prentice Hall, chapter 3
Job Description
Job title:
Managing Director
Job summary: Management and supervising
Responsibilities
and duties:
Managing the communication with the stake holders
Fixing of organizational goals
Taking organizational decisions
Authority of
supervisor
(if relevant)
Supervising the managerial heads
Recruiting the managerial heads
Standards of
performance
(if necessary)
High quality performance
Efficient work
Working
conditions
(if relevant)
Being the managing director, he can work in any conditions.

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JOB ANALYSIS AND ITS SPECIFICATIONS
Job Specification
‘The job specification takes the job description and answers the question, “What human traits
and experience are required to do this job well?” It shows what kind of person to recruit and for
what qualities that person should be tested.’ – Dessler p. 76
Knowledge 1. Management
2. Marketing
3. Selection
Skills 1. Efficiency
2. Dedication
Abilities 1. Knowledge about management
2. Efficient work style
Other 1.
2.

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JOB ANALYSIS AND ITS SPECIFICATIONS
job analysis information sheet
This is based on Dessler (2003) Human Resource Management (9th edn.), New Jersey: Prentice
Hall, chapter 3 and the textbook, Heneman et al (2015), chapter 4.
20. Job title: Fitness director
Business type: Fitness organization Industry: Fitness
21. What is the overall purpose of the job?
To operate the staff, regulate the daily working of the organization and handling the client
requirement.
22. What are the organisation’s strategic goals that are relevant to this position?
Improvement of service, staff management, hiring efficient workers.
23. How does the performance of an incumbent of this position affect the achievement of the
organisation’s goals?
The organization solely depends on the fitness director for his management and fitness skills.
24. How does this position affect the achievement of the organisation’s goals?
The position determines the service quality and hence, it reflects the customer feedback about the
organization.
25. What does the incumbent need to be able to do to achieve the goals for the position? Present them
as a task statement with one of these attributes (Leading; Supporting; Presenting; Analyzing;
Creating; Organizing; Adapting; Performing)in each statement.
Attribute What does the incumbent need to be able to do?
1leading The organization to a higher goal
2supporting The staff for better performance
3presenting The clients with best service
4analysing The efficient staff

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5creating Awareness about fitness
6organizing The staff and operational managers
7adapting The clients requirement and demands
8performing The best service
26. Look over that table from Question 6. You have identified certain activities and outcomes that the
employee needs to achieve. What knowledge, skills and experience is needed to achieve that
competency?
Attribute What knowledge and skills and experience is needed?
1management Management skills
2organization Staff handling skill
3expansion Marketing skills
4
5
Other useful data to collect
27. Does the incumbent supervise anyone? No (If no, go to Question 10)
28. How many people? _____
29. What positions are supervised? List job titles of supervised positions and number of people
supervised in each position.
30. Is the incumbent performing duties that he/she considers unnecessary? If so, describe.
no_
31. Is the incumbent performing duties not presently included in the job description? If so, describe.
no
32. Education. Review the Table in Question 7. What is the minimum skill level needed for the position?

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JOB ANALYSIS AND ITS SPECIFICATIONS
No formal education required Apprenticeship
 Basic literacy Bachelor’s degree
High school completion Graduate Certificate or diploma
Diploma from a TAFE or RTO Masters degree
Associate Diploma from a TAFE or RTO Doctorate
Other
______________________________________________________________
33. Experience. Review the Table in Question 7. What is the minimum amount of experience needed to
perform the job? __________
Contextual factors- skilled knowledge about fitness
34. Location of the job _______________________________
Outdoor  Indoor
Underground Pit
Scaffold Other (specify)
______________________________________________________________
35. Environmental conditions. Rate on a scale of 0 to 10 for frequency and level of difficulty and risk (1 –
not an issue, 10 – extremely hazardous) experienced by the incumbent
Dirt 2 Dust 2
Heat 5 Cold 8
Noise 4 Fumes 7
Odour 7 Wetness/humidity 6
Vibration 7 Sudden temperature changes 7

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JOB ANALYSIS AND ITS SPECIFICATIONS
Darkness or poor lighting 1 Other (specify)
______________________________________________________________
36. Health and safety. Rate on a scale of 0 to 10 for frequency and level of difficulty and risk (1 – not an
issue, 10 – extremely hazardous) experienced by the incumbent
Elevated workplace 1 Mechanical hazards 3
Explosives 1 Electrical hazards 5
Fire hazards 1 Radiation 4
Other (specify)
______________________________________________________________
37. Machines, tools, equipment and work aids/ describe briefly what machines, tools, equipment, or
work aids the incumbent works with on a regular basis.
laptop and smart phone
38. How will performance be measured? Describe.
_customer feedback and growth in business.

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JOB ANALYSIS AND ITS SPECIFICATIONS
Job Description and Specification
This is based on Dessler (2003). Human Resource Management (9th edn.), New Jersey: Prentice Hall, chapter 3
Job Description
Job title:
Fitness Director
Job summary:
Responsibilities
and duties. List
competencies here.
Management skills
Public relation skills
Staff recruitment capability
Marketing knowledge
Authority of
incumbent
(if relevant)
Recruitment
Analysis
Management
Supervising
Standards of
performance
(if necessary)
High standard of performance
Sufficient knowledge about fitness
Working
conditions
Organised working style

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JOB ANALYSIS AND ITS SPECIFICATIONS
(if relevant)