Job AnalysisJob Design

Job Evaluation

Presented by –

Yash TanejaTushar GuptaDeeksha UplakshPoojitha KolatiRanganath 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 • Observer’s Difference of mental disposition. • Analyst’s caliber should match employee’s

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. • Analyst’s caliber should match employee’s

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 analysisInvolves 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 labouro Ability to payo Industrial parityo 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 selectedShould represent each of the main level of

jobs covering all occupationsSize of sample varies depending upon the

employee numberAtleast 25% of distinct jobs at each level to

be includedHigher 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 employedCollecting all facts accuratelyLooking for distinguishing features of jobs

and relationship to other jobsMust be conducted systematically based on

accurate and factual informationThe 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

factorsDisadvantage – complicated, expensive

Wage Survey

Select key jobs; sample of jobs createdSample of firms in the labour-market areaObtain appropriate wage informationJob 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 descriptionPitfallsPromotes internal focus, not customer oriented.Not suitable for forward looking organizations

that do trimmingWage 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!