JOB ANALYSIS

WORK FLOW IN ORGANIZATIONS

• Through work flow design, managers analyze
the tasks needed to produce a product or
service.
• With this information, they assign these tasks to
specific jobs and positions.
• A job is a set of related duties. A position is the
set of duties performed by one person.
• A school has many teaching positions; the
person filling each of those position is
performing the job of a teacher.
 Definition

• Job Analysis is a process to identify

and determine in detail the particular

job duties and requirements for a given
job.

• It is the study of each and every

component of a job.
 Purpose of Job Analysis

• Determining Training Needs

• Recruitment & Selection

• Compensation

• Performance Appraisal
 What Should be Analyzed?
• Fundamental Purpose of the Job
• Work elements in the Job
• General importance of each job element
• Approximate time spent on each task or specific area of
responsibility
• Scope of the job and its impact on the operation
• Inherent authority (formal & informal latitude)
• Working Relationships
• Specific methods, equipment or techniques that are required for the
job
• Job Climate (Objectives & Work environment)
• Job Conditions (Physical effort, hazards, discomfort, chasing of
deadlines, travel requirement, creativity, innovation etc.
 What aspects of a Job are analyzed?

• Duties and Tasks

• Environment

• Tools and Equipment

• Relationships

• Requirements
 Methods of Job Analysis
• Superior interviews
• Expert panels
• Staff Analysts
• Individual Line Manager
• Direct Observations
• Structured/Job Questionnaires
• Position Analysis Questionnaire (PAQ)
• A Structured JA checklist that includes 194 items or job elements
used to rate a job.
– Information Input
– Mental Process
– Work Output
– Relationships with other workers
– Job context and work satisfaction
– Other characteristics
 Applications of Job Analysis

• Job Description

• Job Specification

• Job Evaluation

• Job Design
Job Enrichment Model

Job Characteristics Model

 Job Description
• It is a written statement of duties and
responsibilities that are to be performed by the
job incumbent.

• It contains Job title, job identification section, job

duties section.

• Should Employees see their Job Descriptions?

Job Title: ....................................... Company Job Code: .......................................
Division/Department ....................................... Reports to: .......................................
Salary Grade/Band: .......................................

SUMMARY
This section provides an overall summary of the job.

PRIMARY RESPONSIBILITIES
This section provides the primary functions of the job. The responsibilities are usually in order of importance and/or time
spent. This list may also be used to define "essential functions" for the purposes of the Americans with Disabilities Act.
Therefore, duties listed here should be considered "essential". If an applicant cannot perform most if not all of the essential
functions, the applicant will not be considered for the position.

ADDITIONAL RESPONSIBILITIES
This section provides additional functions of the job. The responsibilities are usually desired but not required. These duties
are not "essential functions"; therefore, even if an applicant can not perform these duties, the applicants will still be
considered for the position.

KNOWLEDGE AND SKILL REQUIREMENTS

This section provides specific knowledge and skill requirements such as sales techniques, facilitation skills, generally
accepted accounting principles, and physical requirements. The number of years experience and/or education requirements
are also listed here.

WORKING CONDITIONS
This section contains information on working conditions out of the ordinary such as extensive travel, high noise levels, and
frequent lifting of over X pounds.
 Job Specification
• It is a written statement of qualifications and
skills an individual must possess in order to
perform the duties and responsibilities contained
in the job description.
• It covers skills required to perform the job and
physical demands the job places upon the
employee performing it.
Job Evaluation
 Job Evaluation
• Process of determining the worth of one job in
relation to another without regard to personalities. It
analyses and assesses the content of jobs, to place
them in some standard rank order.

• End Result:
 Fair and logical remuneration system
 Systematic and reliable data for working out wage and
salary scales.
 ↓ wage grievances and dissatisfaction
 ↑ output and morale
 Job Evaluation – Steps
• Examination of Job (Job assessment)
• Preparation of Job description
• Preparation of Job analysis
• Comparison with other jobs
• Arrangement of jobs in a progression
• Relating the progression of jobs to a
money scale (Pricing Job Value)
 Job Evaluation – Types & Limitations
Types:
• Ranking
• Classification
• Points Rating
• Factor Comparison
• Hay guide chart-profile method
Limitations:
• Minimum Wages Act (1948),
• Capacity to pay,
• Inter-industry wage variation,
• Inter-regional wage variation,
• Collective bargaining agreement etc.
 Ranking Method
• Simplest method
• Raters examine
description of each
job
• Jobs arranged in
order according to
value

9-16
 Classification Method
• Define number of classes or
grades to describe group of jobs
• Compare job description with
class description
• Class description that most
closely agrees with job
description determines job
classification
9-17
 Factor Comparison Method
• Five universal job factors - Mental
requirements, skills, physical
requirements, responsibilities, and
working conditions
• Raters need not keep entire job in mind
as they evaluate; instead, they make
decisions on separate aspects or factors
of job
9-18
 Point Method
• Numerical values assigned to
specific job components
• Sum of values gives quantitative
assessment of job’s relative
worth
• Job factors selected according to
nature of specific group of jobs
9-19
 Procedure for Establishing Point
Method of Job Evaluation
Select Job Cluster

Identify Compensable Factors

Determine Degrees and Define Each

Compensable Factors

Determine Factor Weights

Determine Factor Point Values

Validate Point System

9-20 © 2008 by Prentice Hall
 A Point Method Example
1. Select Job Cluster - Assume we are
going to develop point system for the
administrative job cluster
2. Identify Compensable Factors - Assume
compensable factors identified are
education, job knowledge, contacts,
complexity of duties, and initiative

9-21
 A Point Method Example (Cont.)
3. Determine Degrees and Define Each
Compensable Factors - In administrative
job cluster, Education, Job Knowledge,
and Initiative have been determined to
have five degrees; Contacts has four;
and Complexity of Duties has three

9-22
 A Point Method Example (Cont.)
FACTOR: CONTACTS
Level (Degrees) Points

IV Usual purposes of contacts are to discuss problems and possible 90

solutions, to secure cooperation or coordination of efforts, and to get
agreement and action; more than ordinary tact and persuasiveness
required.
III Usual purposes of contacts are to exchange information and settle 66
specific problems encountered in course of daily work.
II Contacts may be repetitive but usually are brief with little or no 42
continuity.
I Contacts normally extend to persons in immediate work unit only. 18

9-23 © 2008 by Prentice Hall

 A Point Method Example (Cont.)
FACTOR: COMPLEXITY OF DUTIES

III Performs work where only general methods are available.

Independent action and judgment are required regularly to analyze
fact, evaluate situations, draw conclusions, make decision, and
take or recommend action. 85

II Performs duties working from standard procedures or generally

understood methods. Some independent action and judgment are
required to decide what to do, determine permissible variations
from standard procedures, review facts in situations, and
determine action to be taken, within limits prescribed. 51

I Little or no independent action or judgment. Duties are so

standardized and simple as to involve little choice as to how to do
them. 17

9-24
 A Point Method Example (Cont.)
4. Determine Factor Weights - Assume
the committee believes that education
is quite important for administrative job
cluster and sets the weight for
education at 35%. The weights of other
four factors were determined by the
committee to be:
Job Knowledge—25
Contacts—18
Complexity of Duties—17
Initiative—5
The percent total is 100%
9-25
 A Point Method Example (Cont.)
5. Determine Factor Point Values -
Committee determines total number of
points for the plan. Number may vary,
but 500 or 1,000 points may work well.
Committee has determined that a 500
point system will work.

9-26
 Job Evaluation Worksheet
(500-Point System)
Degree of Factor

Job Factor Weight 1 2 3 4 5

Education 35% 35 70 105 140 175

Job Knowledge 25% 25 50 75 100 125

Contacts 18% 18 42 66 90

Complexity of Duties 17% 17 51 85

Initiative 5% 5 10 15 20 25

9-27
 A Point Method Example (Cont.)
6. Validate Point System - Each committee
member should take a random sample of
jobs within chosen job cluster and
calculate weights for each job selected
Point total for Administrative 2 job is
determined to be 239 points

9-28
 Job Evaluation Worksheet for
Administrative 2 Position
Degree of Factor

Job Factor Weight 1 2 3 4 5

Education 35% 35 70 105 140 175

Job Knowledge 25% 25 50 75 100 125

Contacts 18% 18 42 66 90

Complexity of Duties 17% 17 51 85

Initiative 5% 5 10 15 20 25

Total Job Value 239

9-29
 Job Pricing
• Placing dollar value on worth of job
• Pay grades - Grouping of similar jobs to
simplify pricing jobs
• Wage curve - Fitting of plotted points to
create smooth progression between pay
grades
• Pay ranges - Minimum and maximum pay
rate with enough variance between to
allow for significant pay difference
9-30
 Job Pricing (Cont.)
• Broadbanding - Collapses many pay
grades into few wide bands to improve
effectiveness
• Single rate system - Pay ranges not
appropriate for some workplace conditions
such as some assembly lines
• Adjusting pay rates - Overpaid and
underpaid jobs

9-31
 Scatter Diagram of Evaluated Jobs Illustrating
Wage Curve, Pay Grades, and Pay Ranges
Average Pay per Hour (Current Rates or Market Rates)

$19.80
5
18.50 4

17.20 3
r ve
15.90 Cu 2 Pay Ranges for
a ge Pay Grades
14.60 W
14.00 1
13.30
12.90
12.00
100 200 300 400 500
Evaluated Points
1 2 3 4 5
Pay Grades
Summary
Evaluated Points Pay Grade Minimum Midpoint Maximum
0- 99 1 $12.00 $13.30 $14.60
100-199 2 13.30 14.60 15.90
200-299 3 14.60 15.90 17.20
9-32 300-399 4 17.20
5 17.20 18.50 19.80
 Broadbanding
• Technique that collapses many
pay grades (salary grades) into
few wide bands to improve
organizational effectiveness
• Lateral employee development
• Develop employee skills and
encourage team focus
• Employee attention directed
away from vertical promotional
9-33
opportunities
 Broadbanding and Its Relationship to
Traditional Pay Grades and Ranges

Grade 5
Average Pay Per Hour

Grade 4

Grade 3
Grade 2 Band B

Grade 1

Band A

Low High
Job Worth
9-34
 Job Design
• It is concerned with structuring jobs in order
to improve organization efficiency and
employee job satisfaction.
• It is concerned with changing, modifying and
enriching jobs in order to capture the talents
of employees while improving organization
performance.
 Job Enrichment

• Enhancing a job by adding more

meaningful tasks and duties to make
the work more rewarding or satisfying.
• It raises self esteem.
 Job Characteristics Model
• It proposes three psychological states of a
job holder. A motivated, satisfied
employee experiences,
• Meaningfulness
• Responsibility
• Knowledge of results
 Core Job Dimensions
• Skill Variety
•Meaningfulness
• Task Identity
• Task Significance •Responsibility

• Autonomy
Knowledge of results
• Feedback
 ERGONOMICS
• It attempts to accommodate the human
capabilities and limitations of those who
are to perform a job.
• It is concerned with adapting the entire job
system – the work, the work environment,
the machine and equipments and
processes to match human
characteristics.
• It reduces physical stress and injuries.
 Job Element Method
• Job element method is a method of job
analysis, developed by Ernest Primoff.
• like the critical incident technique, focuses on
satisfactory workers
• attempts to identify the characteristics of
satisfactory workers (job elements)
• JEM method focuses on work behaviors and
the results of this behavior rather than more
abstract characteristics.
 Process of JEM method
• The steps to perform a Job Element job analysis are:
• Step 1: Select a group of experts
– JEM is usually conducted by a professional analyst, who
are project leader, and a team of six subject matter
experts (SMEs), who are usually incumbents and
supervisors.
• Step 2: Conduct brainstorming sessions to identify
job elements
– SMEs will make a list of element of job.
When all of the elements have been listed, the analyst
asks the SMEs to provide sub-elements. Sub-elements
are specific behavioral examples that illustrate the
meaning of the element
• Step 3: Assign weights to each of the
elements based on the following criteria
• Trouble Likely If Not Considered (T ): the trouble
likely to occur if the element is not considered; and
• Practical (P): practicality–the effect of including
the job element on the organization’s ability to fill
job openings.
• Barely Acceptable (B): proportion of barely
acceptable workers who have the job element;
• Superior (S): effectiveness of the element in
picking a superior worker;
• Step 4: Derived scales is process of
delivering scale values from the expert
ratings
• Step 5: Assigning elements to categories
– Categories includes
• E = Element,
• S = Significant
• SU = belement,
• RS = Rankable- Screenout,
• TS = Training Subelement,
• SC = Screenout