Work analysis is a systematic process of examining the various activities, duties, responsibilities, procedures, skills, time requirements, and working conditions associated with jobs performed in an organisation. In the context of libraries and information centres, work analysis involves studying what work is being performed, how it is performed, who performs it, what resources are required, how much time is needed, and whether the existing methods are efficient. It provides a factual basis for understanding the nature and volume of library work and for organising human and material resources effectively. A library performs a wide range of activities, including acquisition of documents, technical processing, classification, cataloguing, indexing, circulation, reference services, preservation, serials management, digital resource management, user education, information retrieval, and administrative work. Each activity consists of several individual tasks. Work analysis studies these tasks in a systematic manner and helps library managers identify the relationship between different jobs and activities. Work analysis generally begins with the identification of the work to be studied. The library manager determines the department, section, service, or particular job that requires analysis. Information may then be collected through observation, interviews, questionnaires, work diaries, records, and discussions with employees. Existing rules, procedures, manuals, statistics, and performance reports can also provide useful information. The collected information is analysed to determine the nature, quantity, frequency, complexity, and time requirements of different tasks. One important purpose of work analysis is to understand the actual distribution of work among employees. In a library, some employees may have excessive workloads while others may not be fully utilised. Work analysis makes such imbalances visible. For example, if the circulation section receives a large number of users during particular hours, the manager can determine whether sufficient staff are available at those times. Similarly, analysis of cataloguing work can indicate whether the number of staff is appropriate for the volume of newly acquired documents. Work analysis is closely associated with effective manpower planning. Libraries need employees with different levels and types of knowledge and skills. Professional librarians may be required for classification, cataloguing, reference services, information management, and research support, while technical and support staff may perform routine processing and administrative tasks.