Job Analysis vs Job Evaluation

Job analysis and job evaluation are two issues that are very important for HR professionals in any
organization. People are often confused between these two concepts and treat them as being same. The
fact is they pertain to totally different aspects of a job and enable one to know not just different roles and
responsibilities associated with a job but also the worth of a job in comparison with other jobs in an
organization. Let us take a closer look at these terms and what they really mean to an employee and the
management of an organization.
What is Job Evaluation?
There are many jobs inside an organization and they are ranked in terms of their relative importance. The
point to remember is that it is jobs according to their content and not those who are holding them that are
ranked in job evaluation. Objectives of any job evaluation program should be well documented so that
there is no untoward bias while evaluating jobs. The program finally ends with deciding the wages and
perks associated with different jobs in an organization.
What is Job analysis?
Job analysis is a part of any job evaluation program but actually precedes job evaluation. Job analysis is
vital to rank it in a hierarchy of jobs which is what job evaluation aims it. Job analysis is the process of
gathering all information and data about a job so as to be able to successfully indulge in job description
and its specification.
Job analysis is important from the point of view of prospective employees as well. A job analysis gives in
detail the skills required to perform a job, the qualifications, physical and mental demands, education,
experience, various responsibilities associated with the job (such as responsibility towards machines and
equipments as well as responsibility towards safety of other around), and working conditions with the
hazards associated with the job.
What is the difference between Job Evaluation and Job Analysis
Despite being a part of the broader job evaluation process, job analysis is an important program
in itself.
While job evaluation aims at finding the net worth of different jobs in an organization with the
aim of finding salaries and wage differentials, job analysis tries to find out everything about a
specific job including the role, responsibility, working conditions, skills required, demands and
hazards associated with a job.
Management of any organization always endeavors to make the salaries and wages associated
with jobs attractive so as to able to compete with other companies in luring better talent.

A learning organization is the term given to a company that facilitates the learning of its members
and continuously transforms itself.[1] Learning organizations develop as a result of the pressures
facing modern organizations and enables them to remain competitive in the business environment.
[2]
A learning organization has five main features; systems thinking, personal mastery, mental
models, shared vision and team learning

Characteristics[edit]
There is a multitude of definitions of a learning organization as well as their typologies. According
to Peter Senge, a learning organization exhibits five main characteristics: systems thinking, personal
mastery, mental models, a shared vision, and team learning. [3]
Systems thinking. The idea of the learning organization developed from a body of work
called systems thinking.[7] This is a conceptual framework that allows people to study businesses as
bounded objects.[3] Learning organizations use this method of thinking when assessing their
company and have information systems that measure the performance of the organization as a

whole and of its various components.[7] Systems thinking states that all the characteristics must be
apparent at once in an organization for it to be a learning organization. [3] If some of these
characteristics are missing then the organization will fall short of its goal. However
OKeeffe[2] believes that the characteristics of a learning organization are factors that are gradually
acquired, rather than developed simultaneously.
Personal mastery. The commitment by an individual to the process of learning is known as
personal mastery.[3] There is a competitive advantage for an organization whose workforce can learn
more quickly than the workforce of other organizations. [8] Individual learning is acquired through staff
training, development and continuous self-improvement,[9] however learning cannot be forced upon
an individual who is not receptive to learning.[3] Research shows that most learning in the workplace
is incidental, rather than the product of formal training, [2] therefore it is important to develop a culture
where personal mastery is practiced in daily life.[3] A learning organization has been described as the
sum of individual learning, but there must be mechanisms for individual learning to be transferred
into organizational learning.[8]
Mental models. The assumptions held by individuals and organizations are called mental models.
[3]

To become a learning organization, these models must be challenged. Individuals tend to espouse

theories, which are what they intend to follow, and theories-in-use, which are what they actually do. [3]
[7]

Similarly, organizations tend to have memories which preserve certain behaviours, norms and

values.[10] In creating a learning environment it is important to replace confrontational attitudes with

an open culture[9]that promotes inquiry and trust.[2] To achieve this, the learning organization needs
mechanisms for locating and assessing organizational theories of action. [7] Unwanted values need to
be discarded in a process called unlearning.[10] Wang and Ahmed[8] refer to this as triple loop
learning.
Shared vision. The development of a shared vision is important in motivating the staff to learn, as it
creates a common identity that provides focus and energy for learning. [3]The most successful visions
build on the individual visions of the employees at all levels of the organization, [9] thus the creation of
a shared vision can be hindered by traditional structures where the company vision is imposed from
above.[2] Therefore, learning organizations tend to have flat, decentralized organizational structures.
[7]

The shared vision is often to succeed against a competitor,[8] however Senge[3] states that these

are transitory goals and suggests that there should also be long term goals that are intrinsic within
the company.
Team learning. The accumulation of individual learning constitutes Team learning.[2] The benefit of
team or shared learning is that staff grow more quickly[2] and the problem solving capacity of the
organization is improved through better access to knowledge and expertise. [9] Learning organizations
have structures that facilitate team learning with features such as boundary crossing and openness.
[7]

Team learning requires individuals to engage in dialogue and discussion; [2] therefore team

members must develop open communication, shared meaning, and shared understanding.

[2]

Learning organizations typically have excellent knowledge management structures, allowing

creation, acquisition, dissemination, and implementation of this knowledge in the organization. [8]

Benefits[edit]
The main benefits are;

Maintaining levels of innovation and remaining competitive[9]

Being better placed to respond to external pressures[9]

Having the knowledge to better link resources to customer needs [1]

Improving quality of outputs at all levels[1]

Improving Corporate image by becoming more people oriented[1]

Increasing the pace of change within the organization