Job Analysis and Evaluation

Definition Job - Consists of a group of tasks that must be performed for an organization to achieve its goals Position - Collection of tasks and responsibilities performed by one person; there is a position for every individual in an organization Job analysis - Systematic process of determining the skills, duties, and knowledge required for performing jobs in an organization Job description – document providing information regarding tasks, duties, and responsibilities of job Job specification – minimum qualifications to perform a particular job Process of defining a job in terms of its component tasks or duties and the knowledge or skills required to perform them Job satisfaction - has been defined as a pleasurable emotional state resulting from the appraisal of one’s job; an affective reaction to one’s job; and an attitude towards one’s job.

Definition(cont.. Job design - The process of job design has been defined as, “...specification of the contents, methods, and relationships of jobs in order to satisfy technological and organizational requirements as well as the social and personal requirements of the job holder.” (Buchanan, 1979) Job Evaluation - An assessment of the relative value of jobs to determine appropriate compensation Although it is true that different meanings are assigned to the terms job analysis, job specification and job evaluation, for the practical purposes of industrial psychologists these terms may be regarded as relatively similar.

Types of Job Analysis Information Considerable information is needed, such as: Worker-oriented activities Machines, tools, equipment, and work aids used Job-related tangibles and intangibles Work performance Job content Personal requirements for the job

Summary of Types of Data Collected Through Job Analysis Work Activities – work activities and processes; activity records (in film form, for example); procedures used; personal responsibility Worker-oriented activities – human behaviors, such as physical actions and communicating on the job; elemental motions for methods analysis; personal job demands, such as energy expenditure Machines, tools, equipment, and work aids used Job-related tangibles and intangibles – knowledge dealt with or applied (as in accounting); materials processed; products made or services performed Work performance – error analysis; work standards; work measurements, such as time taken for a task Job context – work schedule; financial and nonfinancial incentives; physical working conditions; organizational and social contexts Personal requirements for the job – personal attributes such as personality and interests; education and training required; work experience

Zerg (1943) concludes that there are approximately 20 user for this type of information. He mentions the following specific uses: 1. Job grading and classification 2. Wage setting and standardization 3. Provision of hiring specifications 4. Clarification of job duties and responsibilities 5. Transfers and promotions 6. Adjustment of grievances (real cause for complaint) 7. Establishment of a common understanding between various levels of workers and management Uses and Value of Job analysis

Uses and Value of Job analysis(cont. 8. Defining and outlining promotional steps 9. Investigating accidents 10. Indicating faulty work procedures or duplication of effort 11. Maintaining, operating, and adjusting machinery 12. Time and motion studies 13. Defining limits of authority 14. Indicating cases of individual merit 15. Indicating causes of personal failure 16. Education and training 17. Facilitating job placement 18. Studies of health and fatigue (tiredness) 19. Scientific guidance 20. Determining jobs suitable for occupational therapy

Job analysis Methods Morsh (1964), for example, has listed nine (9) techniques, each with its own special advantages. 1. Questionnaire Method 2. Check list method 3. Individual Interview Method 4. Observation Interview Method 5. Group Interview Method 6. Technical Conference Method 7. Diary Method 8. Work participation Method 9. Critical Incident Method

Job Evaluation >Job Evaluation Defined “An assessment of the relative value of jobs to determine appropriate compensation”

ORG434: Advanced HRM11 Job Evaluation The process of determining how much a job should be paid, balancing two goals ◦ Internal Equity: Paying different jobs differently, based on what the job entails ◦ External Competitiveness: Paying satisfactory performers what the market is paying

Pay structure design Manage relativities Develop performance mgt. Competency framework Harmonize after merger Facilitate career moves Compare with market rates Provide for equal pay Create equitable structure Assimilate new jobs Per cent of organizations WHY USE JOB EVALUATION?

4 fundamental JE methods: Ranking – whole job is compared against other whole jobs on some general notion of value / job content Classification – concepts of value / work content are divided into categories / classes & jobs are slotted into these categories Factor comparison – content & value are broken down into factors & jobs are evaluated by the degree of each factor the job possesses. Point plan – ……..

Job Satisfaction Job satisfaction – a set of attitudes toward work It is what most employees want from their jobs Job satisfaction affects absenteeism and turnover, which affect performance Job satisfaction survey – process of determining employee attitudes about the job and work environment

Need Fulfillment: Need Fulfillment: Satisfaction is based on the extent to which a job satisfies a person’s needs. Discrepancies: Discrepancies: Satisfaction is determined by the extent to which an individual receives what he or she expects from a job. Value Attainment: Value Attainment: Satisfaction results from the extent to which a job allows fulfillment of one’s work values. Equity: Equity: Satisfaction is a function of how “fairly” an individual is treated at work. Trait/Genetic Components: Trait/Genetic Components: Satisfaction is partly a function of personal traits and genetic factors. Causes of Job Satisfaction

Improving job satisfaction may lead to better human relations and organizational performance by creating a win-win situation.

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