JOB ANALYSIS, DESIGN AND EVALUATION

JOB ANALYSIS

the process of systematically determining the essential components of a job – the duties, skills and qualifications required of the employee. Such data may be gathered through interviews with the employees and their respective supervisors, job observations, and the use of a questionnaire

JOB DESCRIPTION

refers to the following: job title, division and department, nature of the job, duties and responsibilities, methods and tools used, hours of work, the person to whom the employee is accountable, funds or properties responsible for, compensation, benefits and privileges, hazards and risks, and potentials for promotion.

JOB SPECIFICATIONS

specification list the needed qualifications of the employee who is supposed to be appointed for the job described. It specifies the educational qualifications, work experience, psychological traits particularly the mental and personality characteristics, health status, special qualification like age, sex, status and special skills.

RANK CLASSIFICATION SYTEM vs.

POSITION CLASSIFICATION

RANK CLASSIFICATION SYTEM POSITION CLASSIFICATION

•it is the person or incumbent of the position or job who is classified. •The person’s official rank in the organization will depend on educational qualifications, training, experiences, achievements and seniority.•The employee is paid in accordance with the rank and not according to the kind of work that is actually performed. •This means that the rank is attached to the person and that is carried to wherever the person is assigned including the salary grade attached to the rank

• Each rank requires certain credentials such as masters or doctorate’s degree, experience and seniority. •The faculty maintains his/her rank regardless of the discipline he/she specializes in and regardless of the courses he/she teaches, whether graduate or undergraduate courses.• it is the position that is classified and not the person or the incumbent. The classification is based on the duties and responsibilities required by the position or the functions that are required to be performed by the incumbents.

Uses of Job Analysisprovides critical inputs to management decision-making particularly in relation to the recruitment and selection of personnelanalysis reveals the areas in which the new employee has to be trained to successfully perform the tasks in the assigned job. provide critical information about work relationships in a particular unit or department as well as among departments in the whole organization.assist management in coming up with standards for work performancealso serve as a tool for evaluating jobs in the organizationmanagement can be guided to determine the movement of employees by promotion, demotion, transfer, layoff, or resignation.

Methods of Job Analysis

The Functional Job Language Technique. you have to interview the employees or workers to ascertain which of the activities they perform could be considered critical in the effective performance in their jobs. Rather than identifying all the relevant employee activities as is done in the functional job language technique, you will identify only those crucial to effective performance

The Critical Incident Technique In this technique, you have to interview the employees or workers to ascertain which of the activities they perform could be considered critical in the effective performance in their jobs. Rather than identifying all the relevant employee activities as is done in the functional job language technique, you will identify only those crucial to effective performance.

The Job Element Technique more of a quantitative procedure used to question a panel of “expert” about the important activities of the employee. You will ask each “expert” about an element to determine its importance in the job to be done. Job element usually human qualities or traits and not behaviors. The “expert” panel is selected by management. This panel usually composed of employees and supervisors performing the same job or within the same job category.

The Positive Analysis Questionnaire Technique To use this technique, you have to prepare a standard questionnaire which will be used to build a profile of any job and rank it relative to others based on certain broad categories as work relationship, work environment or job situation.

Job Designthe process of determining the content, functions, and relationships of jobs in a way which meets the goals and interests of the organization and the employee. The content of a job includes the various tasks to be carried out, the autonomy of the job holder, the routines of the tasks performed, the difficulty of the tasks carried out, and the identity of the job holder. The functions of a job include the work methods employed and the coordination of the work, responsibility, information flow, and authority of the job. The relationships of the job refer to the shared work between and among employees in the agency

Approaches to Job DesignJob rotationA technique used to enhance employee motivation is job rotation. This involves periodically assigning employees to alternating jobs or tasks

Job enlargementThe main purpose of this technique is also to reduce boredom through job enlargement which increases the scope of the work. In other words, the tasks being performed are enlarged such that the methods of operation are changed and in turn, the pace of the work is changed

Employee-centered work designEmployees are encouraged to be involved in redesigning their work to make their work more satisfying. The work changes to be introduced should be designed to accomplish the over-all objectives/goals of the department or unit.Job enrichment

jobs are redesigned in scope and in depth. Scope refers to the dimension of the job concerned with the length of time an employee takes to complete the job

Reengineeringinvolves the processes of restructuring, downsizing, or automating the organization to make it more productive and efficient. Included in the process is the application of new technology to allow employees to work more efficiently and effectively.

Job Evaluationis a systematic process of comparing

jobs to determine their relative worth to the organization. This kind of job

analysis is the basis of a job hierarchy and pay range. The result of this is a pay system with the pay rate for each

job commensurate with its status within the job hierarchy

HR PLANNING, RECRUITMENT AND

SELECTION

HR Planning Begins with a review of the human resources needs in the light of organizational goals and plans for ensuring the employment of competent, qualified and stable work forceClosely related to staffing process where an analysis of the skills level among employees is done in addition to an analysis of the external labor market

HR Planning Forecast the need for the additional personnel over some future period of time

(Estimates the future human resources needs of the organization based on personnel turnover, retirement, promotion and expansion)

Survey the skills levels among the employees and in the job market

(Estimates of future labor supply based on economic projections, population movement, trends in education, and rate of promotion w/in the organization )

Decide on ways to meet the need

Human Resource Planning

The Human Resource Planning Process

Strategic Planning

Forecasting Human Resource

Requirements

Comparison of Requirements and Availability

Forecasting Human Resource

Availability

EXTERNAL ENVIRONMENT

INTERNAL ENVIRONMENT

Demand=

Supply

Surplus of

Workers

Shortage of Workers

NoAction

Restricted Hiring,Reduced Hours;Early Retirement

Layoff

Recruitment

Selection

RECRUITMENT AND SELECTION PROCESS

RECRUITMENT - refers to the process of attracting

applications from peopleSELECTION

- process of measuring and assessing the characteristics of applicants and choosing those persons who are most likely to succeed on the job

FACTORS AFFECTING THE RECRUITMENT PROCESS

ORGANIZATIONAL FACTORS - Perception about the organization

- Growth opportunities- Reward system- Leadership and management style

EXTERNAL FACTORS- Supply and Demand of Labor- Social attributes on particular type of employment

RECRUITMENT W/IN & OUTSIDE THE ORGANIZATION

SELECTION PROCESSSelecting the best candidates among the applicants on the basis of certain factors which range from the concrete and measurable to the abstract and personal like leadership and potential.SELECTION TEST- Measures of Proficiency, achievement or knowledge- Measures of aptitude or potential- Measures of mental ability - Measures of interest- Measures of personality - Measures of substance abuse