Job analysis powerpoint CHAPTER 6 ito ung report nmin

1. Job Evaluation and
Job Analysis
Mary Rose Miguel
Ritze Mae Belmonte
Geneveive Lara
John Edward Reynoso

2. What is job analysis?
Job analysis is a formal and detailed examination of jobs.
It is a systematic investigation of the tasks, duties and
responsibilities necessary to do a job.
A task is an identifiable work activity carried out for a
specific purpose, for example, typing a letter.
a duty is a larger work segment consisting of several
tasks (which are related by some sequence of events)
that are performed by an individual, for example, pick
up, sort out and deliver incoming mail.
job responsibilities are obligations to perform certain
tasks and duties.

3. Nature of job analysis

4. Uses of job analysis
• Good human resource managements demands of both the employee and
employer a clear understanding of the duties and responsibilities to be
performed on a job.
• A) human resource planning: job analysis helps in forecasting human resource
requirements in terms of knowledge and skills.
• B) recruitment: job analysis is used to find out how and when to hire people for
future job openings.
• C) selection: without a proper understanding of what is to be done on a job, it
is not possible to select the right person.
• D) placement and orientation: after selecting people, we have to place them
on jobs best suited to their interests, activities and aptitude.
• E) training: if there is any confusion about what the job is and what is
supposed to be done, proper training efforts cannot be initiated.

5. • f) counselling: managers can properly counsel employee about their careers
when they understand the different jobs in the organization.
• G) employee safety: a thorough job analysis reveals unsafe conditions
associated with a job.
• H) performance appraisal: by comparing what an employee is supposed to
be doing (based on job analysis) to what the individuals has actually
done, the worth of that person can be assessed. Ultimately every organization
has to pay a fair remuneration to people based on their performance.
• I) job design and redesign: once the job are understood properly, it is easy to
locate weak spots and undertake remedial steps. We can eliminate
unnecessary movements, simplify certain steps and improve the existing ones
through continuous monitoring.
• J) job evaluation: job analysis helps in finding the relative worth of job, based
on criteria such as degree of difficulty, type of work done, skills and
knowledge needed etc. This, in turn, assists in designing proper wage
policies, with internal pay equity between jobs.

6. Methods of collecting job
analysis data
1. Job performance: in this method, the job analysis actually performs the job in
this question. He analyst thus receives first-hand experience of contextual
factors on the job including physical hazards, social demands, emotional
pressures and mental requirements. This method is useful for jobs that can be
easily learned.
2. Personal observation: the analyst observe the workers doing the job. The jobs
performed the pace at which activities are done, the work ling conditions
etc,,. Are observed during a complete work cycle. During observation, certain
precautions should be taken.
• The analyst must observe average workers during average conditions.
• The analyst should observe without getting directly involved in the job.
• The analyst must make note of the specific job needs and not the behaviours
specific to particular workers.
• The analyst must take sure that he obtains a proper sample for generalization.
- This method allows for a deep understanding of job duties. It is appropriate
for manual, short period job activities. On the negative side, the method fails
to take note of the mental aspects of job.

7. 3. Critical incidents: critical incidents technique (CIT) is a qualitative approach to
job analysis used to obtain specific, behaviourally focused descriptions of
work or other activities. Here the job holders are asked to describe several
incidents based on their past experience. The incident so collected are
analysed and classified according to the job areas they describe. The job
requirements will become clear once the analyst draws the line between
effective and ineffective behaviours of the workers on the job.
4. interview: the interview method consists of asking questions to both incumbents
and supervisors in either an individual or a group setting. The reason behind
the use of this method is that holders are most familiar with the job and can
supplement the information obtained through observation. Workers know the
specific duties of the job and supervisors are aware of the jobs relationship to
the rest of the organization.
5. Panel of experts: this method utilizes senior job incumbents and superiors with
extensive knowledge of the job.
6. Diary method: several job incumbents are asked to keep diaries or logs of their
daily job activities according to this method and record the amount of time
spent on each activity.
7. Questionnaire method: is a widely used method of analysing jobs and work.
Here the job holders are given a properly designed questionnaire aimed at
eliciting relevant job related information. After completion, the questionnaires
are handed over to supervisors. The supervisors can seek further clarifications
on various items by talking to the job holders directly. After everything is
finalized, the data is given to the job analyst.

8. Functional job analysis (FJA)
FJA is a worker-oriented job analysis approach that
attempts to describe the whole person on the job.
• The first involves the identification of the organization’s goals for the FJA analysis. This
analysis describes what should be, as well as, what is.
• The 2nd step is the identification and descriptions of tasks, wherein tasks are identified as
actions. The task actions may be physical (operating a computer), mental (analysing
data) or interpersonal (consulting another person).
• The 3rd step deals with analysis of tasks. Each task is analysed using 7 scales. This include 3
worker function scales (data, people, things), a worker instruction scale (degree of
supervision imposed) and three scales of reasoning, mathematics and language.
• In the 4th step, the analyst develops performance standards to assess the results of a
worker’s tasks.
• The final step deals with the development of training content needed by the job holder.
• FJA is frequently used for government jobs. It provides quantitative score of each job as a
function of its complexity in relationship with people, data and things. The results are
helpful in fixing wage rates and in developing employee succession plans. On the
negative side, FJA takes a lot of time. Training in its use may mean considerable
investment of money.

9. Impact of behavioural factors
on job analysis
• Exaggerate the facts: employees and managers many exaggerate the
importance and significance of their jobs during interviews. Because job analysis
information is used for compensation purposes, both managers and employees
hope that ‘puffing up’ their jobs will result in higher pay levels.
• Employee anxieties: most employees fear that job analysis efforts may put them in
a ‘straight jacket’ curbing their initiative and latitude to perform. Another reason for
the negative attitude is the feeling that ‘as long as someone does not know
precisely what I am supposed to be doing, then I am safe’. A searching
examination of jobs may uncover employee faults which might have escaped the
employer’s attention so far.
• Resistance to change: when jobs change in tune with changes in technology,
there is an urgent need to revise the job description and job specifications – to
make them more meaningful. This would have a significant impact on the safe and
secure job worlds in which employees used to live comfortably. Employees resist
such changes because when jobs are redefined, they may have to handle difficult
task and shoulder painful responsibilities. Toward off such threats, managers must
involve employees in the revision process, clearly stating the reasons for
incorporating the latest changes.

10. WHAT IS JOB?
Identification collects the specific
description of a position, along
with skills required to perform the
individual tasks of the position into
a document.

11. The Process of Job Evaluation
• Gaining Acceptance: before undertaking job
evaluation, top management must explain the aims
and uses of the programme to the employee and
union.
•Creating job evaluation committee: it is not possible
for a single person to evaluate all the jobs in an
organization.
•Finding the job to be evaluated: every job need
not be evaluated.

12. • Analysing and preparing job description: this
requires the preparation of a job description and
also an analysis of job needs for successful
performance.
•Selecting the method of evaluation: the most
important method of evaluating the jobs must be
identified now, keeping the job factors as well as
organizational demand in mind.
•Classifying jobs: the relative worth of various
jobs in an organization may be out after
arranging jobs in order of importance using
criteria such as skill requirements, experience
needed under which condition job is performed.

13. • Installing the programme: once the evaluation
process is over and a plan of action is ready,
management must explain it to employee and
put it into operation.
Reviewing periodically: In the light of
changes in environmental condition jobs need
to be examined closely.

14. Process of Job Evaluation
Job evaluation is the application of a
process to identify, analyze and measure
each job against
established criteria and weigh the relative
value of jobs in a uniform and consistent
manner. It is
NOT used to obtain a salary increase for the
incumbent.

15. Job Evaluation Method
There are three basic method of job evaluation:
(1) ranking (2) classification (3) factor
comparison.
Ranking Method: Jobs are arranged from
highest to lowest in order of their value or
merit to the organization.
Classification Method: Predetermined number
of job groups or jobs classes are established
and jobs are assigned to these classifications.

16. Class I- Executives: officer
manager, deputy office
manager, office superintendent,
supervisor etc.
Class II- Skilled workers:
Purchasing assistant, cashier,
Receipts clerk.
Class III- Semiskilled workers:
stenotypists, machine-
operators, switchboard
operator.
Class IV- Semiskilled workers:
Dartaris, file clerks, office boys
etc.

17. Factor Comparison method
• A more systematic and scientific method of
job evaluation is the factor comparison
method. It is the most complex method of all,
under this method instead of ranking
complete jobs, each job is ranked according to
a series of factors.------- physical effort, skill
needed, responsibility, supervisory
responsibility, accountability. Pay will be
assigned in this method by comparing the
weights of the factors required for each job.

18. Functional Job Analysis
method of job analysis that was developed by the Employment and
Training Administration of the United States Department of Labor.
FJA produces standardized occupational information specific to the
performance of the work and the performer.

19. • Quantitative approach to job analysis that
utilizes a compiled inventory of the various
functions or work activities that can make up
any job and that assumes that each job
involves three broad worker functions :
data people things
The most recent version of FJA uses seven scales
to describe what workers do in jobs:
1.Things 2.Data 3.People 4.Worker Instructions
5.Reasoning 6.Math 7.Language

20. Importance of Job Title
Job Titles badges of authority. Not getting the
job title appropriate to the position can
undermine your standing both inside your
company and with outsiders such as clients.
Additionally, not getting the title that you are
due can hinder your pursuit of future career
opportunities.

21. Job Title Scenario
In one scenario, an employee gets a de facto
promotion, but does not get an upgrade in job
title to that of the former incumbent.

22. Importance of Job Evolution
• To involve the people occupying the position
under evaluation.
• Job evaluation is most effective as a
participative exercise and this in itself can
improve employment relation.
• To ensure interation o internal airness external
competitiveness

23. Gathering job information
About careers is an
important part of the
career planning process
and will help you
discover whether a
particular career is right
for you. Learn about a
wide variety of careers
and their job duties,
employment outlooks,
salaries and educational
and other requirements.

24. HUMAN RESOURCE
MANAGEMENT
The function within an organization that focuses on
recruitment of, management of, and providing direction for
the people who work in the organization. Human Resource
Management can also be performed by line managers.

25. Role of HR in Job Evaluation
• HR directors, and occasionally HR managers, may
head up several different departments that are
each led by functional or specialized HR staff such
as the training manager, the compensation
manager, or the recruiting manager.
• Human Resources staff members are advocates
for both the company and the people who work
in the company. Consequently, a good HR
professional performs a constant balancing act to
meet both needs successfully.

26. The Changing Human Resources
Role
The role of the HR professional is changing. In the past, HR managers were
often viewed as the systematizing, policing arm of executive management.
Their role was more closely aligned with personnel and administration
functions that were viewed by the organization as paperwork.

27. New HR Role
The role of the HR manager must parallel the needs of his or her
changing organization. Successful organizations are becoming more
adaptable, resilient, quick to change direction, and customer-
centered.

28. Limitation of job evaluation
• Job evaluation is not exactly scientific.
• The modus operandi of the most the techniques is
difficult to understand, even for the supervisors.
• The factors taken by the programme are not
exhaustive.
• There may be wide flucation in compensable factors in
view of changes in technology, values and aspiration of
employers.
• Employees trade union leaders management and the
programme operators may assign different weightage
to different factors, thus creating grounds for dispute

29. What is included in job evaluation
1st the focus of job evaluation upon the job
itself, its content or its demand upon the
normal, average or standard worker
performing it.
2nd the reliance of job evaluation upon the
exercise of human judgement as the method
by which ranking of relative worth or value of
different jobs in the family or population is
arrived at.

30. What is meant by evaluation?
Focused as it is upon the explicit identification of
differences between job demands, and
ultimately between job values, job evaluation
requires that these be established by a form of
personal judgement.

31. The End..