Job Analysis

Job Design
Job Evaluation
Presented by

Yash Taneja
Tushar Gupta
Deeksha Uplaksh
Poojitha Kolati
Ranganath Arumugam







JOB ANALYSIS

Job analysis is the process of studying jobs to
gather, analyze, synthesize and report information
about job responsibilities and requirements and the
conditions under which work is performed.
Modified from Heneman and Judge (2009)

Key factors :
Describe
Differentiate
Evaluate consistently
Advantages of Job analysis
Job analysis aims to answer questions :

Why does the job exist?

What physical and mental activities does the worker
undertake?

When is the job to be performed?

Where is the job to be performed?

How does the worker do the job?

What qualifications are needed to perform the job?

Methods of Job Analysis

Direct observation

Interview of existing post holder

Interview of immediate supervisor

Questionnaires

Previous studies

Work diaries

Manager trying the job



Methods of Job Analysis: Observation
Information Source :
Observing and noting the physical activities of
employees as they go about their jobs

Advantages :
Provides first-hand information
Reduces distortion of information

Disadvantages :
Time consuming
Difficulty in capturing entire job cycle
Of little use if job involves a high level of mental
activity
Observers Difference of mental disposition.
Analysts caliber should match employees caliber


Methods of Job Analysis: The Interview
Information Sources :

Individual employees (existing job holder)

Immediate boss (Supervisors )

Interview format :

Structured

Unstructured

.
The Interviews:
Advantages :
Quick, direct way to find overlooked information
required.

Disadvantages :
Exaggeration or depreciation of importance of job
In case of supervisor, he may not be interesting in
the JD of the subordinates.
Attitude may not be supportive.
Difference in perception, attitude and aptitude of
the interviewee.
Lack of communication.
Analysts caliber should match employees caliber.
Methods of Job Analysis: Questionnaires
Information Source:

Have employees fill out questionnaires to
describe their job-related duties and
responsibilities.

Questionnaires format:

Structured checklist ( to identify the task
performed)

Open ended questions
Questionnaires :
Advantages :

Quick and efficient way to gather information
from large numbers of employees
Quick and economical to use

Disadvantages :

Expense and time consumed in preparing and
testing the questionnaire.
Becomes less useful where the employees lack
verbal skills.
Methods of Job Analysis: Previous studies
Information source:
Past record of any employee.
The analyst keeps the past record of the employees and
keeps the previous experiences and issues related to
the job analysis process of the organization.

Advantages :
Easy to use this method.
Helps to find out that whether it is beneficial or
not

Disadvantages :
Wrong assessment of previous post
Bad performance of previous employee

Methods of Job Analysis: Work Diaries
Information Source :
Workers keep a chronological diary/ log of what
they do and the time spent on each activity.

Advantages :
Produces a more complete picture of the job
Employee participation
Maintained on daily basis.

Disadvantages :
Distortion of information
Depends upon employees to accurately recall
their activities
Methods of Job Analysis: Manager trying the job
This method is used to check the new post.
In this method the manager start a new job to
check that whether this job is beneficial or not.

Advantages:
Very fruitful if the manager is an experienced
analyst and strategic risk taker.

Disadvantages:
Very expensive
Risky
Time consuming
Job Design
The logical sequence to job analysis
Involves the conscious efforts to organise tasks, duties
and responsibilities into a unit of work to achieve certain
objectives
Steps involved



Traditionally, the practice has been to simplify the tasks
to be performed
Has a critical impact on organisation & employee
objectives
Specification
of Individual
tasks
Specification
of methods of
performing
Combination
of tasks into
specific jobs
Factors affecting Job Design
Organisational
Factors
Characteristics
of tasks
Work Flow
Ergonomics
Work practices
Environmental
Factors
Employee
Ability &
Availability
Socio-cultural
Expectations
Behavioural
Factors
Feedback
Autonomy
Use of Abilities
Variety
Various approaches to Job Design
Impact Dimension
Factors beyond the
immediate job
Factors like rewards, work
conditions, team composition
etc.




Complexity
Dimension
Involvement of individuals
with diverse competencies
High on decision making
competency
Various approaches to Job Design
Moving employees from job to job to add variety
Reduces boredom & disinterest through diversity in work
Mere substituting one zero for another zero
Job Rotation
Specialization of labour is the hallmark of job engineering
Short work-cycles permit automatic performance and zero mental effort
Results in cost saving, yet monotonous, repetitive and boring jobs
Job
Engineering
Expansion of the number of different tasks performed in a single job
Motivates employees by giving task variety, meaningful work modules, work
paced control as well as performance feedback
Job
Enlargement
Simply means adding a few more motivators to a job to make it more rewarding
Enriched job is one which provides direct feedback, new learnings, unique
experiences, control over resources & personal accountability
Job
Enrichment
Contemporary Issues in Job Design
Telecommunicating

Alternative Work Pattern

Technostress

Task Revision

Knowledge Work
JOB EVALUATION
Process of accessing and analyzing various jobs
systematically to ascertain their relative worth in the
organization.
Involves rating of jobs only.
Evaluated on basis of content and importance.
Hierarchy is established so that salary differentials
can be framed.
Different from performance appraisal as it involves
the assessment of job holders.
Job Evaluation Process

Process of Job evaluation is universal i.e. relevant to
all job organizations.
If Job evaluation is not followed other factors that
count are-
o Demand and supply of labour
o Ability to pay
o Industrial parity
o Collective bargaining
Gaining acceptance
Creating job evaluation committee
Finding jobs to be evaluated
Analyzing and preparing job
description
Selecting method of evaluation
Classifying Jobs
Installing the programme
Reviewing periodically
Jobs to be evaluated
Sample of benchmark jobs selected
Should represent each of the main level of jobs
covering all occupations
Size of sample varies depending upon the employee
number
Atleast 25% of distinct jobs at each level to be
included
Higher the proportion, better the job evaluation
Who does the evaluation
Evaluation committee appointed for the process
HR Specialist acts as the chairman of committee
Members include Heads of various departments,
representatives of employees and a specialist from
National Productivity Council
Senior executive handles the committee work and
advises further to the board on salary development.

Training and timing and criteria for evaluation
Job evaluation committee needs to be trained on
various issues like timeline of work, confidentiality,
promotion policy, conflict of opinions etc
Enough time needs to be given to the process for its
efficiency and its re-evaluation if necessary.
Responsibility, skills, effort, working conditions etc
are the major criteria used. It varies across jobs.
Conducting Job Evaluation
Rating the job and not the person employed
Collecting all facts accurately
Looking for distinguishing features of jobs and
relationship to other jobs
Must be conducted systematically based on accurate
and factual information
The result must be fair and unbiased to individuals
being affected
Methods of Job Evaluation
Analytical Non-Analytical
Point Ranking method Ranking method
Factor Comparison method Job-grading method
Ranking Method
Simplest,
inexpensive,
expedient
Worthiness
decided on title
as a whole
No yardstick for
evaluation
Job - grading
Does not call for
qualitative
analysis
Yardstick in the
form of job
classes or grades
Facts matched
against grades
Disadvantages of Job -
grading
Vague
Inclusion of a job in a
particular grade is not
justifiable and clearly
demarcated
Different class schedules to
be prepared for different
jobs.
Analytical Methods Point Ranking Method
Advantages
Worthiness of job is
decided on the basis of
various split factors not
as a whole
Systematic procedure
Easy to explain to
employees
Simple to administer
Defects
Employees may disagree
with factors and degrees
employed
Range of points allotted
and matching with job
grades
Analytical Methods Factor Comparison Method
Constant factors mental requirements, skill
requirements, physical exertion, responsibility, job
conditions.
All jobs are ranked factor wise.
Points assigned to each factor; sum of all points for a
job is considered.
Advantage all jobs evaluated with same factors
Disadvantage complicated, expensive
Wage Survey
Select key jobs; sample of jobs created
Sample of firms in the labour-market area
Obtain appropriate wage information
Job content, qualities of personnel, compensation to
be analyses and compared.
Employee Classification
Process of assigning job title to every employee in the
organisation
Job analysis -> Job evaluation -> Job description
Pitfalls
Promotes internal focus, not customer oriented.
Not suitable for forward looking organizations that do
trimming
Wage and salary fixation is elaborate, replaced by
adopting going rates.
Encourages advance in position but actual opportunities
might be limited.

Alternative to Job Evaluation
New basis for job evaluation How well an
employee can make a decision
Decision Bank Method propounded by Thomas T.
Paterson in 1970 refined by EY.
Decision Making is the basis of evaluation from line
men to supervisory or non-supervisory.
Thank You!