Job Evaluation & Description

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JOB EVALUATION / GRADESTRUCTURE

UnitI

- by V. Sawankar


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Meaning

A job evaluation is a systematic way of determining thevalue/worth of a job in relation to other jobs in an organization.

Job evaluation provides a base for ranking or grading different

jobs and developing a pay structure for them.

The objective of job evaluation is to determine which jobs should

get more pay than others.

Job evaluation may be defined as a process of assigning value for

each job in a job hierarchy so as to find out a relative remuneration

for different jobs


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Meaning

Job evaluation provides a basis for ranking or grading different

jobs and developing a pay structure for them.

Job evaluation may be defined as a process of assigning valuefor each job in a job hierarchy so as to ascertain and determine

a relative remuneration for different jobs.

It takes into account the demands of the job in terms of effortsand abilities.


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Objective Of Job Evaluation

To Provide rational wage structure.

To compare job and pay structure with other organisation or

industry standards.

To reduce pay grievance.

To provide an incentive for employees to strive for higher

leveljobs.

To have source of information for wage negotiation


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Job Evaluation Method

Non Quantitative

methods

Quantitative

methods

Job as a Whole is consider.Judging and comparing witheach other

Requirement and elements of

job are consider.


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Ranking or Job Comparison

Jobs are arranged from highest tolowest, in order of their value or merit

to the organization.

The job at the top of the list has the

highest value and obviously the job atthe bottom of the list will have the

lowest value.

Jobs are usually ranked in eachdepartment and then the departmentrankings are combined to develop an

organizational ranking.

The variation in payment of salariesdepends on the variation of the nature

of the job performed by theemployees.

Its have disadvantage in big organizationsbecause rankings are difficult to develop in alarge, complex organization. Moreover, thiskind of ranking is highly subjective in natureand may offend many employees. Therefore,

a more scientific and fruitful way of jobevaluation is called for.


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Ranking Method of University Job

Ranking Order Pay Scale

Professor

Associate Professor

Lecturer / Asst Professor

Rs. 16,400-450-20900

Rs. 12000-420-18300

Rs. 8000-275-13800


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Job Classification or Grading Method

According to this method, apredetermined number of jobgroups or job classes are

established and jobs are assignedto these classifications. Following

is a brief description of such aclassification in an office.

Class I - Executives: Furtherclassification under this categorymay be Office Manager, Deputy

office manager, Officesuperintendent, Departmental

supervisor, etc.

Class II - Skilled workers: Underthis category may come the

Purchasing assistant, Cashier,Receipts clerk, etc.

Class III - Semiskilled workers:Under this category may come

Steno typists, Machine-operators,Switchboard operator etc.

Class IV - Unskilled workers: Thiscategory comprises, File clerks,

Office boys, etc.


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Job Classification or Grading

Method

Administration

AD 1

Admin Director

AD 2

Office Manager

AD 3Secretary

AD 4

Receptionist

Sales & Marketing

SM 1

Sales Director

SM 2

Sales Manager

SM 3

Sales Officer

SM 4

Executive

Human Resource

HR 1

Hr Director

HR 2

HR Manager

HR 3

HR Officer /Recruiter

HR 4

HR Consultant


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Job Classification or GradingMethod


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Factor Comparison Method

It is the most complex method of all, it is consistent and appreciable.

Under this method, instead of ranking complete jobs, each job isranked according to a series of factors.

These factors include mental effort, physical effort, skill needed,responsibility, supervisory responsibility, working conditions andother such factors (for instance, know how, problem solving abilities,accountability, etc.).

Pay will be assigned in this method by comparing the weights of thefactors required for each job, i.e., the present wages paid for key jobsmay be divided among the factors weighted by importance


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Example of Factor Comparison

Method


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Point Method

The point method is widely

used.

It requires identifying severalcompensable factors

Each factor is assigning a pointvalue. This helps to find the

relative worth of a job

Once the worth of job in terms oftotal points is expressed, the

money value is assigned to points.


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Point Method

Point Rating Job Grade Pay Scale

100 - 150 1 900 - 1800

150 - 200 2 1400 -2200

200 - 250 3 1700 - 2700

250 - 300 4 2400 - 4200

300

350 5 3200 - 5200


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JOB ANALYSIS


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What is Job Analysis?

JOB

Job is the collection of the task that can be

performed by a single employee to contribute

to production of some goods or services

provided by organization.


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Job Analysis Job Duties

Job Responsibilities


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Meaning

Job analysis is a formal anddetailed examination of jobs.

It is a systematic investigation ofthe tasks, duties andresponsibilities necessary to do a

job.

A task is an identifiable workactivity carried out for a specificpurpose, for example, typing aletter.

A Duty is a larger work segmentconsisting of several tasks (whichare related by some sequence ofevents) that are performed by anindividual, for example,Recruitment, selection, payroll,

induction etc.

Job responsibilities areobligations to perform certaintasks and duties.

JobAnalysis


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Definition

According to Edwin Flippo

Job analysis is the process of studying and collectinginformation relating to the operations and responsibilities of aspecific job.


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Nature of Job Analysis

1. Systematic way of gathering and analyzing

information about job.

2. Develop Jobs.

3. Identifies Job Factors and Duties.

4. Redesigns Job


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HRP

Recruitment

Selection

Placement

Training

CounsellingEmployee Safety

PerformanceAppraisal

Job design &Redesign

Job Evaluation


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Uses Of Job Analysis

Human resource planning: Job analysis helps inforecasting human resource requirements in terms ofknowledge and skills.

Recruitment: Job analysis is used to find out how and

when to hire people for future job openings.

Selection: Without a proper understanding of what is tobe done on a job, it is not possible to select the right person.

Placement:After selecting people, we have to placethem on jobs best suited to their interests, activities andaptitude.

Training: If there is no proper job analysis it will lead to

confusion and proper training cannot be initiated.


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Counseling: Managers will be in a position to counsel employees

about their careers when they understand the different jobs in anorganization.

Employee safety: A job analysis will indicate unsafeconditions associated with a job.

Performance appraisal: Only on a proper job analysisbeing made available will it be possible to assess or compare

individuals.

Job design and redesign: Once the jobs are understoodproperly, it is easy to locate weak spots and undertake remedial steps.

Job evaluation: Job analysis helps in finding the relative worthof a job, based on criteria such as degree of difficulty, type of work

done, skills and knowledge needed, etc.

Cont.


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Methods Of Collecting Job Analysis

Information


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INTERVIEW

Information sources

Individual employees

Groups of employees

Supervisors with knowledgeof the job

Interview formats

Structured (Checklist) Unstructured

Advantages

Quick, direct way to find

overlooked information

Disadvantages

Distorted information


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QUESTIONNAIRES

Information source Have employees fill out

questionnaires

Questionnaire formats Structured checklists

Opened-ended questions

Advantages Quick and efficient way to

gather information from

large numbers of employees

Disadvantages Expense and time consumed

in preparing and testing the

questionnaire


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Quantitative Job Analysis Techniques

The position analysis questionnaire (PAQ)

Questionnaire to collect quantifiable data concerning the duties

and responsibilities of various jobs.

The Department of Labor (DOL) procedure

Standardized method by which different jobs can be

quantitatively rated, classified, and compared.

Functional job analysis

The extent to which instructions, reasoning, judgment, and

mathematical and verbal ability are necessary for performing

job tasks.


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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 entirejob cycle

Of little use if job involves a

high level of mental activity


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PARTICIPANT DIARY

Information source Workers keep a

chronological diary/ log of

what they do and the time

spent in each activity

Advantages Produces a more complete

picture of the job

Employee participation

Disadvantages Distortion of information

Depends upon employees toaccurately recall their

activities

W iti J b D i ti


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Writing Job Descriptions

Job

Identification

Job

Summary

Responsibilities and

Duties

Authority of the

Incumbent

Standards of

Performance

Working Conditions

Job

Specifications

Sections of a Typical

Job Description

Th J b D i ti


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The Job Description

Job Identification

Job title

Preparation date

Job Summary

General nature of the job

Major functions/activities

Relationships

Reports to:

Supervises: Works with:

Outside the company:

Responsibilities & Duties

Major responsibilities and

duties (essential functions)

Decision-making authority

Direct supervision

Budgetary limitations

Standards of Performance

& Working Conditions

What it takes to do the job

successfully

OR / The Job Description


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OR / The Job Description

1. Job Identification Information

(Includes the job title, department & level)2. Position Supervisor

(Includes to whom the position reports)

3. Job Summary/ Scope of Job

(Provides a brief description of the scope of a job, explains

main duties of the position)

4. Responsibilities / Duties / Content

(list of duties , how these are performed & what standard of

performance is required. often start with "action verbs-for

example; "cook," "serve or "prepare)

5 Authority


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5. Authority

(Describes any limits to the employee's authority)

6. Job Specifications(Includes background, education, or skills a person should

bring to the job or mental, emotional or physical skills

associated with the position)

7. Job Setting Information

(Includes physical description of the primary locations of

the job, such as; kitchen or dining room)

8. Publication Information

(Who wrote the description, who is responsible for its

content & date it was approved or published)


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Job Identification Summary

Job Title

Job Code

Document Author,

Approvals, And Date

Job Location

Job Grade

Title Of

Supervisor

Pay Range

Job Evaluation & Description

Documents

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