Job Evaluation and Workflow Analysis Quiz

HUMAN RESOURCE MANAGEMENT: Job Evaluation and Work Flow Analysis (Group 4) JOB EVALUATION AND WORKFLOW ANALYSIS A sound human resource management program requires knowing the different jobs in the company. The manager and supervisor must get a comprehensive picture of each job in his organization. This involves- what each worker does, how he does it, why he does it and under what conditions he performs his job and what special qualifications each worker must possess to perform his job satisfactory. Analysis of the organizational structure is the vertical and horizontal interconnections among jobs. We must have a thorough understanding of how one job relates to those above the organization and those down the line of the organization and those at the same level of the functional areas Analysis of the organization structure can be a leverage to gain a competitive advantage for the company, but how one does this depends on the firm's strategy and its competitive environment. A major quality program is the need to clearly identity the output requirement for a particular type of job. To design work systems that are maximally efficient, a manager needs to understand the processes required in the development of the products for their work units Without a clear understanding of the tasks necessary to the production of the desired output, it would be difficult to determine whether the work is under staff or over. staff. The Rationale for Job Analysis The conduct of job analysis has behind it several reasons that are vital to human resource management and the supervision of the work to be done by the workers in the shop or the office it is considered as the building block of anything that human resource management does, as any personnel action requires information that is gleaned from job analysis The following are the uses of job analysis: 1. To specify he duties and responsibilities of the position. It examines What the employee will perform, what skills are needed the condition which work shall be done and the range of difficulty or complexity of the action. 2. To provide job-oriented recruitment and selection guides. Those in the recruitment and election of employees must be familiar with the duties and responsibilities of the vacant position. To identify which applicant is most qualified, it is necessary to determine the tasks that will be performed by the individual hired as to skills, knowledge, and abilities. 3. To provide guides in operation-based compensation determination-the process of job evaluation involves the relative peso value of each job to the Organization to set up equitable pay structures. To get the peso value on jobs, is necessary to get information about different jobs, which job deserves higher pay than others. 4. To provide information and tools for career planning and counselling Career planning entails matching individual skills and aspirations that are or may become available in the organization. This matching process requires that those in charge of career planning know the skill requirements of the various jobs. This allows them to guide individuals into job that will fit into their qualifications and where they will be happy and satisfied, Counselling refers to the giving of advice and problems that the employees meet in the performance of their tasks and duties in the positions where they are assigned. 5. To have a guide in the construction of performance evaluation criteria Performance criteria deals with getting information about how well each employee is performing his job in Order to reward those who effective. The information generated by job analysis unveils the aspect of the jobs that are measurable and should logically be evaluated in the performance appraisal of the employee 6. To serve as guide in methods improvement. Job designs consist of different steps or processes. Job analysis provides the information to design the work process most effective in carrying out the tasks. This involves improving methods and developing more efficient systems at work. 7. To obtain background information about working conditions. The environment of work positively affects the productivity and morale of the workers. This information is available in job analysis and could be used by management in positively identifying the hazards and other conditions that affect job performance. 8. To serve as guide in the development of training programs. Almost all employees hired by an organization will require training in their jobs. Some training programs may be more extensive than others Job analysis provides the required information to ensure that the training program will prepare the individual to perform the job effectively. 9. To assist supervisor in the supervision of the employees. Supervisors are provided with precise and detailed description of the jobs under their respective areas or departments, and they can make this serve as bases for judging their performance 10. To provide the conceptual basis for position classifications to the employee who will occupy the position. The bases of any position title are the tasks, duties, and responsibilities of the job. Managers without proper job analysis might assign position titles that are not related to the functions of the position The Job Analysis Program and Organizational Structure Job analysis starts with a careful study of organizational structure. This would reveal the relationships of jobs within the Organization. Organizational structure is often seen in Organizational charts that convey the vertical and horizontal relationship of the two. The type of organizational structure has implications on the design of the jobs. A functional structure needs specialization and the responsibility is focused on specialized skills hence supervision and decision-making become minimal. In a divisional structure, jobs are holistic, and people are working in teams that tend to have greater decision-making and authority. Job analysis is the process of getting detailed information about the tasks, duties and responsibilities of the job as seen in the organizational structure For the company to succeed, it must have detailed information about the requirements of the jobs through careful job analysis program. It must ensure that a match exist between job requirements and the individual aptitudes and qualities to fit into the position in the organization. Management must understand that it is great importance for an organization to match job requirements and people to achieve high-quality performance to be more competitive in today's global marketplace. Job analysis is a continuing program. Organizational structure changes do to the introduction of new technology in order to be competitive in the global economy. Any changes in structure carry additional duties and responsibilities or simplifications of functions. These changes need job redesigning to conform to organizational needs for greater efficiency and productivity. The Role of Human Resources in Job Evaluation Job analysis is not the sole responsibility of the Human Resource Department but a cooperative effort of all operating departments. While it is more of personnel functions, the greater bulk of information must come from the persons who are jobholders of the position. The supervisor or manager must immediately inform the HRD of any changes in the duties and responsibilities of the position due to the introduction of new technology ar changes in the production process that improve production efficiency. This will entail job redesigning or reclassifying of the position that may involve a total change in pay structure due to increased responsibility or exposure to elements of hazard or working conditions. Some companies get the services of management consultants to conduct a job analysis program to be more objective Management consultant is more objective as they have more experience in conducting the job analysis program due to their exposure to different organizational systems. Another reason is that there are managers who try to overstate the functions and duties of the different positions, as they know that they have great implications in the company's pay scale. The other reason is that some HR practitioners are not very much knowledgeable in conducting job analysis as this is a more specialized activity that involves careful study The Gathering of Job Information Job Analyst The study of jobs is the responsibility of the personnel department thru the job analyst who is trained to conduct the job evaluation program. The job analyst studies the duties, responsibilities, and the specification requirements of the job. This involves careful understanding of the conditions around the functions and tasks of the positions A good job analyst must have the following qualifications: 1. Good knowledge of organizational system 2. Good intelligence and analytical skills 3. Good judgment and acumen. 4. Clarity and facility of language 5. Familiarity with organizational and company policies 6. Good personality and good relationships with others in the organization 7. Tact and diplomacy in getting along with others Getting Process in job Information Job analysis starts with a careful understanding of the relationship of the jobs in the organizational structure. This relationship is concerned with the details of the job rather than with the worker who is assigned to do the job. The following factors are important considerations in job analysis: 1. What the job requires the employee to do. Job requirements involves the activities that workers must do the importance of the duties or activities The amount of time that is involved in doing the job and other minor duties required of the job. 2. How effectively does the employee perform his assigned duties and responsibilities? This involves the detail on how the workers perform the assigned tasks, the materials and essential tools and equipment required to do the job, the skills required, and the methods and procedures involved in doing the work 3. Why should the worker do the job? This covers the reason why the employee has to do the tasks assigned to him and the purpose of the job in relation with those of other jobs in the organization. The tasks should justify its contributions to the effective and efficient functions in the organizational work systems. 4. Supervision required in the job. The detail in supervision requires the amount of supervision involved or the assistance needed in carrying out the job, the extent of employee's authority in carrying out the functions and the extent of relationships Of the job with those others in the organizational setup. 5. Working environmental conditions. This deals with the conditions prevailing in the workplace, like exposure to hazards, heat, or other elements that affect the performance of the job This may involve in the conditions of comfort or discomfort while the employee is performing the tasks assigned to him. The importance of a Job Title The correct title of a particular job is very important in the organization. Similar jobs performing similar duties and responsibilities must have the same job titles. The title of the job must show clearly the area of job activity and must show its relationships with the other jobs in the unit or department. The job relationships will provide better job placements in the organizational ladder thereby job inconsistencies can be avoided. The specific titles will clarify the employees line of movement in the organizational structure and they should be grouped in job families in the line and staff organization. Job titles must reflect the major job functions. The company must prepare a list of titles of all jobs and it must use standard terms for easy identification. The following are suggested guidelines in job title selection: 1. The title must be standard used in the industry. 2. It must be suggestive of the nature and function of the jobs 3. It must be different from other jobs based on major duties of employees who hold the position. 4. The job titles must be brief but suggestive of its functions. The Nature of Job Analysis Information Job analysis focuses on the two important data or information that managers must have the right information about the nature of the employees' job. This information is reflective of what the employee does daily, weekly, monthly or annually. It also reflects the conditions or the working environment in the organization. These two important factors are 1. The Job Description The result of any job analysis program is the writing of the job description. The job description contains the tasks, duties, and responsibilities that the job entails. This information is derived from the job analysis report The following are the uses of job descriptions a. It helps identify and distinguish one job from other jobs. b. It is used as a tool in the proper employee recruitment, selection and training It helps establish job relationships within the salary bracket c. it serves as a guide in structural departmentalization d. It could be used as a guide in the horizontal and vertical promotion of employee's thereby developing and promoting morale 2. Job Specification The job specification contains information about the employee's qualifications and traits required in the effective performance of the work assigned. It specifies the qualifications as to education, training, experience and the statement as to the nature of the environment where the employee is assigned This information could be used in the following personnel activities a. It serves as a guide in interviewing applicants b. It is a guide in the proper selection of the employee as to his qualifications for the proposed vacant position c. It is used in the assessment of employees for training and development. vacant JOB DESCRIPTION Position Title-Human Resource Assistant Job Code-HR 002 Department: Human Resources Salary Grade-Pay grade 5 Job Summary Under the direct supervision of the Human Resource Manager assist in the general functions in the recruitment, selection, training, benefits administration, performance appraisal and other related duties inherent in the function of the department Specific Duties and Responsibilities 1. Assists in the processing of application by conducting preliminary interviews to applicants to determine their initial qualification for the position being applied 2. Determines the qualification requirement for the positions and makes reports to the immediate supervisor for the applicants that meet the initial evaluation. 3. Assist in the giving of examination to applicants to determine their suitability to the position being applied for and makes reports of the results. 4. Assist in the orientation program to ascertain that the new employees are properly oriented with company rules and regulations and other company policies. 5. Prepare reports to the Social Security System, Pag-ibig Fund, Philhealth and other government instrumentalities to comply with government requirements as directed by the immediate superior. 6. Assist in the periodic Performance Evaluation of employees and makes records in their HIRS or 201 file for references in terms of salary adjustments or promotion. 7. Assist in Job Evaluation program conducted by the department through the distribution and retrieval of questionnaires for further analysis of the Job Analyst 8. Coordinates with other department on employees requirements such as leave of absence, sick leave notices, maternity leave and other benefits. 9. Does other related duties and assignments that may be required from time to time JOB SPECIFICATIONS 1. Education -College Graduate Major in Human Resource or Psychology 2. Training - On the Job training at the HRD for at least 500 hours 3 Job 3. Location - HRD at usually in air-conditioned room 4. Assignments - May be assigned to liaison work with government offices and may be exposed to traffic and dust Job Analysis Methods There is no best method in job analysis. The method to use depends upon the purpose of the analysis, the time element devoted to it and the amount of money that the company would like to spend for the activity. 1. The Job Questionnaire Method The accuracy of job information is necessary. The job analyst prepares the questionnaire based on the purpose of the job analysis. The form to be used is carefully prepared based on the simple understanding of the employees who will answer them. The set of questions contains information as to its purpose, clear-cut Instructions and the procedure on how to accomplish the questionnaire. The questionnaire is distributed to the supervisor who will then require the employee concerned to answer it the supervisor then reviews the information as to its accuracy. He talks with the employee concerned with the information which he thinks does not conform to his judgment. The corrected questionnaire is then forwarded to the HRD for finalization of the job description. The study of the job information should be continuing process The duties and responsibilities change due to changes in technology and other needs of the organization. Job descriptions should be reviewed annually 2. The Interview Method The interview method is commonly used for blue-collar jobs, as the employee may not be able to answer the questionnaire. The job analyst gets the information by interviewing the employee about his job or the immediate supervisor. To get the more specific data the analyst is guided by a set of facts about the job and records or take notes in the information given by the employee. The analyst gathers information and acquires a personal impression about the job and late these will contribute to the accuracy of his job description. A well-trained job analyst gives the feeling that the job is properly evaluated, and the employees satisfied. 3. The Combination of Interview and Questionnaire Methods Under this method, the job analyst gives the questionnaire and then conducts interview later. The analyst verifies the information from the employees' immediate supervisor thru a structural interview. To verify further information, the analyst interviews the employee concerned The contents of the questionnaire and the verified information are the bases for the writing of the job description. 4. Observation and Interview Method This method is involved in the observation of the worker at the job site and in their station. The observation is noted while the employee is performing the tasks assigned to him. Oftentimes, time and motion study is involved in this activity. After the observation the job analyst interviews both the worker and the supervisor to verify the information gathered through observation and the results of the time and motion study. The results of the interview, observation and time motion study are the bases of the written job description, which will be sent to the supervisor and the employee concerned for final review and final printing. Job Evaluation Job evaluation is a primary method used to determine the relative worth of jobs to the organization. It is a systematic comparison done in order to determine the worth of job relative to another. Conventional Job Evaluation Method A. Ranking Method o simplest and oldest method and the least used job evaluation technique. o Involves ranking each job relative to all other jobs, usually based in overall difficulty rather than the number of compensable factors. B. Job Classification or Job Grading Evaluation Method o Jobs are categorized into groups o Groups are called classes if they contain similar jobs or grades if they contain jobs that are similar in difficulty but otherwise different. o Certain classes or grades of jobs are defined on the basis of differences in duties, responsibilities, skills, working conditions and other job related factors. C. Point System • Requires evaluators to quantify the value of the element of a job. • Points are assigned to the degree of various compensable factors to do the job D. Factor Comparison Method • Similar to the point method but slightly more complex, and it involves a monetary scale instead of a point scale thus, not as popular as the point method. • In conducting job evaluation, the following must be taken into considerations. 1. Consistency – this is to establish reliability. It is achieved when two people evaluating the same jobs provide similar ratings made by one person on two different occasions are similar 2. Freedom from bias- the process should be free of political considerations or personal biases. Those making the evaluation should be objective. 3. Correctability – firms should provide mechanism to modify inaccurate or out of date evaluations, thus, the needs to periodically review and update job evaluation results. Employees should also be allowed to review the evaluation of their jobs and to appeal the rating if dissatisfied. 4. Representativeness – all employees affected by the process should have their concerns represented. 5. Accuracy of Information – ratings must be based on accurate information that is, those making evaluations should be quite knowledgeable of the jobs being rated.