JOB ANALYSIS, JOB

DESIGN AND JOB

EVALUATION

Job Analysis

Job Analysis

Job Analysis is a systematic

exploration of the activities within a
job.
It defines and documents the duties,
responsibilities and accountabilities of a
job and the conditions under which a
job is performed.

Definition

Job analysis is the process of studying

and collecting information relating to the
operations and responsibilities of a
specific job. The immediate products of
the analysis are job descriptions and job
specifications- Edwin & Flippo

Continued

Job Description

Called as Position Description

Written statement of what jobholder does, how it is

done, under what conditions and why.

Common format: title; duties; distinguishing

characteristics; environmental conditions; authority
and responsibilities.

Used to describe the job to applicants, to guide new

employees, and to evaluate employees.

Job Specification

Also known as man or employee specifications.

States minimum acceptable qualities and
qualifications necessary to perform the job.
Used to select employees who have the
essential qualifications.
Basic Contents: education, experience, age,
physical, mental and social characteristics.

Methods of Collecting Job

Data

Quantitative Methods

Position Analysis Questionnaire (PAQ)

Management Position Description Questionnaire (MPDQ)

194 items each in the questionnaire (done by the job analyst)

It provides quantitative score/profile of any job on the basic activities.

274 items with 15 sections in the questionnaire (mainly to analyze

managerial positions)

Functional job analysis (FJA)

Worker oriented job analysis

Mainly used for government jobs
It tries to examine the fundamental components of data, people
and things.

Job Design

Job Design

It is the process of determining the specific tasks

and responsibilities to be carried out by each
member of the organization and/or teams.
It is the deliberate and systematic attempt to
structure the technical and social aspects of work.
The main objective of Job Design is to integrate:
Needs of Employees
Requirements of Organizations

It helps in determining what, how, how many

and in which order are the tasks to be done.

Factors Affecting Job Design

Organizational Factors

Environmental Factors

Behavioral Factors

Organizational Factors

Task Characteristics

Work Flow

Ergonomics

Work Practices

Environmental Factors

Technological developments

Employee abilities and availability

Social and cultural expectations

Behavioral Factors

Feedback

Autonomy

Use of abilities

Variety

Techniques of Job Design

Job Rotation

Movement of an employee from one job to another.

Jobs are not changed, only employees are rotated among

various jobs.

Advantages:
Reduces boredom and monotony.
Broadens employees knowledge and skills
Employee gets an opportunity to do a variety of work and
interact with new people

Disadvantages:
Several monotonous jobs instead of one
Disrupts work routine
Not challenging in nature.

Job Engineering

It focusses on:

the tasks to be performed,

methods to be used,
Workflows among employees
Layout of the workplace
Performance standards
Interdependencies among people and
machines

Specialization of labor is the hallmark of

job engineering

Job Enlargement

It is the process of increasing the scope

of the job by adding more tasks to it.
Also called as horizontal job loading.
Advantages:

Reduces monotony and boredom

Training and developing more versatile
employees.

Job Enrichment

Increasing the workers control over the planning and performance

of a job and participation in setting the organization policy.

It is also called vertical job loading.

It is based on the assumption that in order to motivate employees,

the job itself must provide opportunities for achievement,
recognition, responsibility, advancement and growth.

According to Richard hackman and Greg Oldham, for enriching the

jobs, attention should be paid to :
Skill Variety
Task identity
Task significance
Autonomy and feedback

Work Simplification

Breaking down of jobs into small tasks.

Salient features:
Work is mechanically paced
Employee works only on one part of the product
Time required to train is drastically reduced
Negative Outcomes:
Highly specialized and routine
Boredom
Lack of challenge
Limited interaction

Self Managing Teams

Self directed work team

Quality circle

Production cell

Special purpose team

Job Evaluation

Job Evaluation

It is a systematic, objective procedure

for determining the value of a group of
jobs for the organization
Specify relative value of each job in the
organization.
Used to design equitable compensation
program.

Definition
Job evaluation is an effort to determine
the relative value of every job in a plant
to determine what the fair basic wage
for such a job should be.
-Kimball and Kimball

Objectives of Job Evaluation

To establish impartial judgment

Establish satisfactory wage and salary differentials

To select employees more accurately

To provide management with a basis for proper

control

To determine the rate of pay for each job

Advantages of Job
evaluation
Wage Structure

Scientific base for promotions and

transfers
Improves relations and reduces
grievances
Uniformity
Rates the job not the man
Examines different job structures
Job hierarchy

Techniques of Job
Evaluation

Non quantitative method:

Job ranking method

Job classification method

Quantitative method:

Factor comparison method

The point method

Job Ranking Method

Jobs are arranged or ranked in their importance i.e from

lowest to highest or vice versa.
Committee assesses the worth of each job on the basis
of its title or on its content, if the latter are available.
Job Description can be used for ranking different jobs.
Ranked jobs are classified into groups, and jobs under
particular groups may receive the same salary or salary
range.
Paired comparisons is also a technique for job
evaluation

Example
Rank
Monthly Salaries
1. Accountant
Rs. 3000
2. Accounts clerk
Rs. 1800
3. Purchase Assistant Rs.1700
4. Machine Operator Rs. 1400
5. Typist
Rs. 900
6. Office Boy
Rs. 600

Job Classification Method

As in the ranking method, the Job-grading

method does not call for a detailed or
quantitative analysis of job factors.

Facts about the job are collected and matched

with the grades which have been established by
the raters (Committee)

Grades are arranged in the order of their

importance .

Lowest grade may cover jobs requiring greater

Example

Class I: Executives: Further classification under this

method may be Office manager, Deputy office
manager, office superintendent, etc.

Class II: Skilled workers: Under this category may

come cashier, receipts clerk, etc.

Class III: Semiskilled workers: Under this category may

come machine operators, switchboard operators, etc.

Class IV: Unskilled workers: File clerks, office boys, etc.

Factor Comparison Method

Under this method, one begins with selection of factors.

Key jobs are selected and compared in terms of

common factors.

Each factor is ranked individually with other jobs.

Procedure:

Select and define the factors

Select key jobs

Rank key jobs by factors

Decide rates for key jobs

Apportion the wage rate

Evaluate remaining jobs

Continued
E.g.:Each job is ranked several times like,
1. Skill requirements,
2. Physical exertion,
3. Responsibility, and
4. Job conditions

Point Ranking Method

PRM is one of the most widely used JE Plan.

It involves identifying number of factors ,sub factors and

degree to which these factors are present in Job

Points are assigned for degree of importance of each factor

Grand Total of these points ,classify the Job Worth

Procedure:

Determine job to be evaluated

Select the factors

Define the factors

Determine the degrees

Determine the relative values of job factors

Assign point values of the job

Assign money value

Example
Job
Factor

Degree of Factor

Weight

5
500

1. Education

50%

100

200

300

400

2. Responsibility

30%

75

150

225

300

3. Physical
effort

12%

24

48

72

96

4. Working
conditions

8%

25

51

80

120

Process of Job
evaluation

Gaining acceptance
Constituting Job Evaluation committee
Selecting key jobs for evaluation
Job analysis and Job description
Selecting method of evaluation
Classifying jobs
Installing the programme
Periodic review

CASE STUDY

Case 1
Name of the organization APOLLO HOSPITAL
Apollo Hospital has been growing in size as it offers quality, prompt-caring services to
the patients. Dr. Chandrashekar the Administrator is a person with good medical
knowledge but lacks knowledge and skills involved in human resources management.
The hospital has large quantities of medicine, equipment, spare parts of important
machines installed in the hospital.
As usual, the Hospital has employed a
storekeeper with no previous experience of Hospital Stores. Mr. Ramakant the
storekeeper was working earlier in an engineering firm and had sufficient knowledge
of such stores. Ramakant reports to the purchase Executive whose job is to order
requisite materials for requirements of the entire Hospital, Dr. Chandrashekhar has
been receiving various complaints from the staff and doctors of non-availability of
medicines, drugs, spares of equipment and other consumables required in the
Hospital having 500 beds. Since the hospital so far did not employ a qualified
Personnel Manager, the administrators are not aware of the job analysis procedures,
nor do they have job description and job specification of any of the jobs being
performed.
Questions:
(1) Write down the job analysis, job description and job specification of a storekeepers
job.
(2) How would you go about in developing a standard job description and specification?
(3) Which are the staff members from whom you would collect useful information and
requirements of this job?

Case Study 2
In August 2004, tropical storm Charley hit North Carolina and the Optima Air
Filter Company. Many employees homes were devastated and the firm found that
it had to hire almost 3completely new crews, one for each of its shifts. The
problem was that the Old-timers had known their jobs so well that no one had
ever bothered to draw up job descriptions for them. When about 30 new
employees began taking their places, there was general confusion about what
they should do and how they should do it. The storm quickly became old news to
the firms out-of state customers- who wanted filters, not excuses. Phil Mann, the
firms President, was at his wits end. He had about 30 new employees,10 oldtimers, and his original factory supervisor, Maybelline. He decided to meet with
Linda Lowe, a consultant from the local universities business school. She
immediately had the old-timers fill out a job questionnaire that listed all their tasks,
duties & responsibilities. Arguments ensued almost at once- Both Phil &
Maybelline thought the old-timers were exaggerating to make themselves look
more important, and the old-timers instead that the list faithfully reflected their
duties. Meanwhile, the customers clamored for their filters.
Questions:
Should Phil & Linda ignore that old-timers protests and write up the job
descriptions as they see fit? Why? Why not?
How would you go about resolving the differences?
How would you have conducted the job analysis? What should Phil do now?