TOPIC-3-IO.pdf

TOPIC 3: JOB ANALYSIS AND EVALUATION 7. JOB EVALUATION JOB ANALYSIS OR “WORK ANALYSIS” Job analysis information can also be used to determine the worth of a job. A systematic process...

TOPIC 3: JOB ANALYSIS AND EVALUATION 7. JOB EVALUATION JOB ANALYSIS OR “WORK ANALYSIS” Job analysis information can also be used to determine the worth of a job. A systematic process for collecting and analyzing information about the job. to avoid duplication or redundancy... "To carefully analyze what qualifications are needed 8. JOB DESIGN for the job, or to determine if the job itself is necessary." Can be used to determine the optimal way in which a job should be performed. HOW TO DO JOB ANALYSIS? Job Design Approaches IMPORTANCE OF JOB ANALYSIS Job 1. WRITING JOB DESCRIPTIONS Simplification Summary of the tasks and job requirements Job Job Simply the description of the job... Job Rotation Enlragement Design 2. EMPLOYEE SELECTION Job By identifying requirements, it is possible to select Enrichment tests or develop interview questions that will determine whether a particular applicant possesses the requirements of the job. Job Simplification 3. TRAINING a method of breaking down or simplifying complex Lists of job activities that can be systematically used job into multiple, individual jobs and then assigning to create training programs. each individual task to individual person. 4. PERSONPOWER PLANNING Simple, Easier, Adaptable, Doable One important but seldom employed use of job Job Rotation analysis is to determine worker mobility within an organization. - Employees perform different tasks - level of flexibility/adaptability - To reduce boredom and provide relief from repetitive movements “Your knowledge is what gets you in the door, but it's your character—especially your ability to adapt and Job Enlargement be flexible—that keeps you there.” - Giving more responsibilities to employee 5. PERFORMANCE APPRAISAL - Combining two or more simplified jobs The regular review of an employee's job performance and overall contribution to a company. Orders payment + Handling customer complaints 6. JOB CLASSIFICATION Monitor the stocks in the market The process of categorizing jobs into groups based on Job Enrichment their duties, responsibilities, skills, and qualifications. - Focuses on making the job more meaningful and Each classification is usually associated with a specific challenging by giving the employee more control, pay grade, benefits, and career development responsibility, and decision-making power opportunities. - Opportunity to decide how to do their jobs. The position requires specialized skills in research methodologies, data analysis, and academic writing— Orders payment + Control, Freedom, Decision- areas that are different from her HR expertise. making = Meaning fulfillment Outcome: Despite her strong performance in HR, 9. COMPLIANCE WITH LEGAL GUIDELINES Sarah struggles with the technical aspects of research. She finds it challenging to apply complex research Any employment decision must be based on job- methodologies, interpret statistical data accurately, related information. and write comprehensive research reports. Her lack of SCENARIO: Imagine an employee in the HR experience and training in research results in a department reports that they’ve experienced gender- significant decrease in her effectiveness and based discrimination from a colleague. productivity in this new role. 10. ORGANIZATIONAL ANALYSIS The mismatch between the employee's existing skills and the demands of the new role can lead to During the course of their work, job analysts often challenges in performance and productivity, become aware of certain problems within an ultimately demonstrating the organization. Peter Principle: “promoting someone to their level of ABC COMPANY – HIGH TURNOVER incompetence.” Step 1: Identify the Problem – High turnover WRITING A GOOD JOB DESCRIPTION Step 2: Data Collection – Employee survey, exit 1. JOB TITLE interview, market research If the job title indicates the true nature of the job, Step 3: Analyze Organizational Structure and Culture - potential applicants for a position will be better able bureaucratic to determine whether their skills and experience Step 4: Evaluate Processes and Workflows – working match those required for the job. 24/7, repetitive tasks. 2. BRIEF SUMMARY Step 5: Provide Recommendations – flexible working The summary should only be a paragraph in length hours, promotion, wellness programs, WHF setup. but should briefly describe the nature and purpose of Step 6: Implement Changes and Monitor Results – the job. to know the expectations needed monitor if effective. in the job.. The Peter Principle – the idea that people will be 3. WORK ACTIVITIES promoted up to a point where they are no longer Lists the tasks and activities in which the worker is qualified, leaving a company full of incompetent involved. employees. 4. TOOLS AND EQUIPMENT USED Scenario: Sarah has been a highly successful HR Manager at ABC Corporation. She has a strong track Lists all the tools and equipment used to perform the record in employee relations, recruitment, and work activities in the previous section. training. Her success in managing human resources 5. JOB CONTEXT. has made her a standout performer every year. Describes the environment in which the employee Due to her excellent performance. The CEO decided works and should mention - stress level, work to promote Sarah and become the new head of the schedule, physical demands, level of responsibility, Research Laboratory. This new role involves temperature, number of co-workers, degree of conducting complex research studies, analyzing data, danger, and any other relevant information. and providing insights based on empirical evidence. RJP – Realistic Job Preview degree, bachelor's degree). For factors such as responsibility, a considerable amount of time and For the applicants, it’s an advantage to know discussion may be required to determine the levels. someone currently working in the company that they are applying for. -->Pros & Cons Factors No sugar coating, use realistic job preview Education (200 points possible) 6. WORK PERFORMANCE High school education or less, Two years of college, Bachelor's degree, Master's degree, Ph.D. Contains a relatively brief description of how an employee’s performance is evaluated and what work Responsibility (300 points possible) standards are expected of the employee. Makes no decisions, Makes decisions for self, 7. COMPENSATION INFORMATION. Makes decisions for 1-5 employees, Makes decisions for more than 5 employees Should contain information on the salary grade, whether the position is exempt, and the compensable Physical demands (90 points possible) factors used to determine salary. Lifts no heavy objects, Lifts objects between 25 and 8. JOB COMPETENCIES. 100 pounds, Lifts objects more than 100 pounds These are the knowledge, skills, abilities, and other Step 3: Determining the Factor Weights characteristics (KSAOs) that are necessary to be successful on the job. Because some factors are more important than others, weights must be assigned to each factor and JOB EVALUATION to each level within a factor. Here is the process for doing this: How much employees in a position should be paid to determine the worth of a job. Determining Internal Pay Equity Internal pay equity, involves comparing jobs within an organization to ensure that the people in jobs worth the most money are paid accordingly. Step 1: Determining Compensable Job Factors The first step in evaluating a job is to decide what factors differentiate the relative worth of jobs. Possible compensable job factors include:  Level of responsibility Determining External Pay Equity  Physical demands  Mental demands With external pay equity, the worth of a job is  Education requirements determined by comparing the job to the external market (other organizations). External equity is  Training and experience requirements important if an organization is to attract and retain  Working conditions employees. Step 2: Determining the Levels for Each Compensable Factor For a factor such as education, the levels are easy to determine (e.g., high school diploma, associate's 1. SALARY SURVEY A questionnaire sent to other organizations to see how much they are paying their employees in positions similar to your organization. 2. MARKET POSITION The organization can decide where it wants to be in relation to the compensation policies of other organizations. 3. DIRECT/INDIRECT COMPENSATION The amount of money being paid to the employees (Direct Compensation). Employees are also compensated in other ways, such as insurance, bonuses, SSS, GSIS, and other “perks” (Indirect Compensation).