compiled bycompiled by radha iyerjmpcollege.org/downloads/job_analysis_job design_job...

COMPILED BYCOMPILED BYRADHA IYER

10/09/2014JMP/HRM/UNIT II/RADHA IYER

JOB IS AN ACTIVITY IN WHICH AN INDIVIDUAL IS DIRECTLY INVOLVED.EARNS A LIVINGPRIMARY MEANS OF ACHIEVING GOALS – ECONOMIC, SOCIAL AND CULTURALPERFORM THEIR JOBS ATLEAST FOR EIGHT HOURS A DAY

WHAT IS JOB ANALYSIS?WHAT IS JOB ANALYSIS?

CLEAR UNDERSTANDING OF THE JOB IS CALLED AS JOB STUDY OR JOB ANALYSISPROCESS OF COLLECTING ALL RELEVANT INFORMATION RELATING TO THENATURE OF THE JOB AND QUALITIES AND QUALIFICATIONS REQUIRED FORPERFORMING THE SAME EFFICIENTLY.SYSTEMATIC ANALYSIS OF A JOB IN ORDER TO OBTAIN ALL PERTINENT FACTSABOUT THE JOBPURPOSE IS TO GIVE ALL NECESSARY DETAILS OF THE JOB TO THEMANAGEMENT SO THAT SCIENTIFIC RECRUITMENT CAN BE PERFORMED


ACCORDING EDWIN FLIPPO, “Job Analysis is the process of studying and collecting information relating to the operations and responsibility of a g g p p yspecific job.”

COMPONENTS OF JOB ANALYSIS

JOB DESCRIPTION JOB SPECIFICATION


MEANS DESCRIBING THE DETAILS OF THE JOB TO BE PERFORMED THE DETAILS GIVEN IN JOB DESCRIPTION ARE:J

1. NATURE AND TITLE OF THE JOB2. DUTIES REQUIRED TO BE PERFORMED3 LOCATION OF THE JOB3. LOCATION OF THE JOB4. MACHINES, TOOLS AND MATERIAL REQUIRED TO BE USED5. TYPE OF SUPERVISION RECEIVED AND GIVEN6. RELATION WITH OTHER JOBS IN THE ORGANISATION7. WORKING CONDITIONS FOR THE JOB8. HAZARDS CONNECTED WITH THE JOB9. OPPORTUNITIES FOR PROMOTION

EDWIN FLIPPO DEFINES JOB DESCRIPTION AS, “AN ORGANISED FACTUAL STATEMENT OF THE DUTIES AND RESPONSIBILITIES OF A SPECIFIC JOB. IT SHOULD TELL WHAT IS TO BE DONE, HOW IT IS DONE, AND WHY.”


ALSO CALLED AS MAN SPECIFICATIONIT STATES THE MINIMUM ACCEPTABLE HUMAN QUALIFICATIONS ANDIT STATES THE MINIMUM ACCEPTABLE HUMAN QUALIFICATIONS AND QUALITIES REQUIRED FOR PERFORMING A JOBTHE REQUIREMENTS ARE AS NOTED BELOW:

i. EDUCATIONAL AND PROFESSIONAL QUALIFICATIONSii. PRACTICAL EXPERIENCES REQUIRED, IF ANYiii. PERSONALITY AND MENTAL QUALITIES REQUIREDiv. PHYSICAL FITNESS

INTERPERSONAL RELATIONS SKILLS REQUIREDv. INTERPERSONAL RELATIONS SKILLS REQUIRED

EDWIN FLIPPO DEFINES JOB SPECIFICATION AS, “A STATEMENT OF MINIMUM ACCEPTABLE HUMAN QUALITIES NECESSARY TO PERFORM A JOB PROPERLY.”


JOB TITLE

FUNCTIONS AND DUTIES OF THE JOB

EDUCATION

FUNCTIONS AND DUTIES OF THE JOB

JOB SUMMARY

JOB LOCATION

SKILLS

EXPERIENCEJOB LOCATION

MACHINES AND TOOLS TO BE USED FOR THE CONDUCT OF JOB

WORK ENVIRONMENT OF THE JOB

PHYSICAL FITNESS

SPECIAL QUALITIES REQUIRED FOR PERFORMING THE JOB

WORK ENVIRONMENT OF THE JOB

RISKS AND HAZARDS CONNECTED WITH THE JOB

INTELLIGENCE, JUDGEMENT AND INITIATIVE REQUIRED FOR PERFORMING THE JOB

JOB DESCRIPTION JOB SPECIFICATION

MATERIALS USED IN THE JOB

JO SC O JO S C C O


The following are the purposes:

a. EMPLOYEE HIRING I.E. RECRUITMENT AND SELECTION

b. TRAINING AND DEVELOPMENT OF MANPOWER

c. JOB EVALUATION AND COMPENSATION MANAGEMENT

d. PERFORMANCE APPRAISAL AND WORK STANDARDS

e. COMPUTERISATION OF PERSONNEL INFORMATION SYSTEM

f EMPLOYEE SAFETY AND HEALTHf. EMPLOYEE SAFETY AND HEALTH

g. JOB REDESIGN IN ORDER TO SIMPLIFY THE PROCESS AND METHODS INVOLVED IN IT. SUCH SIMPLIFICATIONS IMPROVES PRODUCTIVITY


1. FACILITATES PROPER PUBLICITY OF JOBS: • Job analysis helps one to place advertisement based on the exact details of job y p p j

with reference to qualifications, qualities etc. • On the details obtained scrutiny of applications and selection of applications

become easy, manageable and quick.2. FACILITATES SELECTION OF PSYCHOLOGICAL TESTS:• Enables the manager to decide on the psychological tests that could be

conducted using the details available.3. FACILITATES PURPOSEFUL PERSONAL INTERVIEWS: • The interviewers may be provided with the details of the candidate,• This would make it easy for the interviewer to decide on the right candidate.4. FACILITATES APPROPRIATE MEDICAL EXAMINATION:• The medical examination is also adjusted based on the details obtained.5.SCIENTIFIC SELECTION, PLACEMENT AND ORIENTATION:• A distinct understanding of the requirements help in matching with the abilities,

interests and aptitudes of people.• Job may be assigned to the person who is best suited for it.


• The orientation can be geared up to help the employees learn the activities , tasks and duties that are required to perform the job more effectively.q p j y

6. FACILITATES PROMOTIONS AND TRANSFERS:• Promotions and transfers become easy, quick and accurate.7. FACILITATES PERFORMANCE APPRAISAL:• Employees could be appraised objectively, if crystal clear standards of

performance for every job is established.8. FACILITATES MANPOWER TRAINING AND DEVELOPMENT:• Training and development programmes help the employees gain skill and• Training and development programmes help the employees gain skill and

knowledge to perform the tasks assigned to them effectively.• The job information is useful for those who administer training and

development programmes.9 FACILITATES INTRODUCTION OF RATIONAL WAGE STRUCTURE9. FACILITATES INTRODUCTION OF RATIONAL WAGE STRUCTURE:• Job analysis indicates the worth of each job.• This information is useful for fixing fair and rational wage rates for different

categories of workers.g


10. FACILITATES DESIGNING AND REDESIGNING OF JOBS: • The information obtained through job analysis helps in designing• The information obtained through job analysis helps in designing,

redesigning of jobs by industrial engineers through time and motion study,work specification, work improvement and work measurement.

11. FACILITATES HUMAN RESOURCE PLANNING:J b l i d i h d d f j b i f ibili i d i• Job analysis determines the demand of job in terms of responsibilities, dutiesand then translates these demands in terms of skill, qualities and otherhuman attributes.

• It also enables to decide about the number and kinds of jobs required.12. FACILITATES JOB EVALUATION:• Job description provides the information to calculate the worth of a job.13. FACILITATES CAREER PLANNING AND EMPLOYEE COUNSELLING:

C l i i l d i i f h f d• Career planning involves determination of career paths of upward movementof individuals.

• Job analysis provides information regarding the opportunities of career pathsand jobs availability.


• In the light of the information, individuals and organization make efforts for appropriate career planning and development.pp p p g p

• As per the suitability, job analysis helps in providing counselling to the employees.

14. PROMOTES EMPLOYEE SAFETY AND HEALTH: J b l i h l i ki i f i i i f d• Job analysis helps in taking preventive measures for maintaining safety andhealth of employees at the workplace by providing useful information abouthazardous and unhealthy environmental and operations conditions in variousjobs.

• Management may take measures to ensure health and safety of workers asper the information supplied by the job analysis.

15. FACILITATES LABOUR RELATIONS:• Helpful to both management and trade unions for collective bargaining• Helpful to both management and trade unions for collective bargaining.• It helps to resolve disputes and grievances relating to workload, work

procedures etc.16. FACILITATES ORGANISATION AUDIT:


• The information obtained through Job analysis reveals instances of poor organization in terms of the factors affecting job design.g g j g

• Hence, constitutes a kind of organizational audit.17. FACILITATES PERSONNEL INFORMATION:• Organisation usually maintains computerized personnel information system.• It helps in• Improving administrative efficiency by speeding up the provision for data by

reducing the resources required to carry out routine administration byfreeing the resources for higher value activities.g g

• Provide decision support-information which gives a factual basis fordecisions concerning the planning, acquisition, development, utilization andremuneration of human resources.


• The components of job analysis are too restrictive in nature and are notdesirable as the job is largely what an individual make of it.j g y

• Job analysis has very limited applicability in high-technology-orientedbusiness organizations.

• Job descriptions impose undue limitations on the development of theindividual in his job.

• Job analysis has limited application because of growing popularity of newconcepts such as team work, empowered teams, employee empowermentetc.


A variety of methods are used for collecting job data. Such methods are:

INTERVIEWSOBSERVATION

JOB DATA QUESTIONNAIRE

JOB PERFORMANCE

CHECKLISTS

TECHNICAL CONFERENCE

DIARY


Minutely observes the workerObserves and records what he does how he does how much time is neededObserves and records what he does, how he does, how much time is neededfor completing the given taskVarious details such as tasks to be performed, the pace at which activitiesare to be carried out, working conditions and hazards involved in the job etc.are observed during the period of job cycleare observed during the period of job cycle

MERITSThe data collected is relevant and correctThis method is suitable for which involve manual standardised and short jobThis method is suitable for which involve manual, standardised and short jobcycle activities e.g. Job Weaver or Job MechanicEasy and simpleBetter results will be available

DEMERITSCertain aspects of the job involving mental process and unforeseensituations are not directly observed


Jobs which do not have observable cycle are not suitable This is suitable only when the job analyst is sincere skilled or properlyThis is suitable only when the job analyst is sincere, skilled or properly trained Time consumingIs inapplicable to jobs which involve high proportion of unobservable mental

i i iactivities


Interviewer interviews the jobholder and his/her supervisor to getinformation about the jobjStructured interview is usedMust make judgments about the information to be included and degree ofimportance

MERITSMERITSIs suitable where observation is not suitableCan be conducted along with observation methodDirect talk with the jobholder to describe what they do as well asDirect talk with the jobholder to describe what they do as well asqualifications needed to perform duties in a competent manner

DEMERITSTime consuming and expensiveTime consuming and expensivePossibility of inaccurate data if the objective is not clearSuccess depends on the a rapport between the analyst and employeeProblem of bias is possibleEffectiveness depends upon the interviewer and the ability of the jobholder


PROCESS OF DECIDING ON THE CONTENTS OF A JOB IN TERMS OF ITS DUTIES ANDRESPONSIBILITIES, ON THE METHODS TO BE USED IN CARRYING OUT THE JOB, IN TERMSOF TECHNIQUES, SYSTEMS AND PROCEDURES AND ON THE RELATIONSHIPS THATSHOULD EXIST BETWEEN THE JOBHOLDER AND HIS SUPERIORS, SOUBORDINATES ANDCOLLEAGUES.JD REFERS TO THE WAY THE TASKS ARE COMBINED TO FORM A COMPLETE JOB.IS A PROCESS WHICH INTEGRATES WORK CONTENTS (TASKS FUNCTIONS RELATIONSHIP)IS A PROCESS WHICH INTEGRATES WORK CONTENTS (TASKS, FUNCTIONS, RELATIONSHIP)THE REWARD (EXTRINSIC AND INTRINSIC) AND THE QUALIFICATIONS REQUIRED (SKILLS,KNOWLEDGE, ABILITIES) FOR EACH JOB IN A WAY THAT MEET THE NEEDS OF EMPLOYEESAND THE ORGANISATION.IT ENABLES IMPROVING TECHNICAL EFFICIENCY AND JOB SATISFACTIONIT ENABLES IMPROVING TECHNICAL EFFICIENCY AND JOB SATISFACTION.ATTEMPTS TO CREATE A MATCH BETWEEN JOB REQUIREMENTS AND HUMANATTRIBUTES.PURPOSE IS TO INTEGRATE THE NEEDS OF AN INDIVIDUAL AND REQURIEMENTS OF ANORGANISATIONORGANISATION.EMPLOYEE NEEDS INCLUDE INTERESTS, CHALLENGE AND ACHIEVEMENT ANDORGANISATIONAL REQUIREMENTS REFER HIGH PRODUCTIVITY, TECHNICAL EFFICIENCYAND QUALITY OF WORK.


ORGANISATIONAL FACTORS

BEHAVIOURAL FACTORS

ENVIRONMENTAL FACTORS

JOB DESIGN


TASK CHARACTERISTICS ERGONOMICS

ORGANISATIONAL FACTORSFACTORS

WORK PRACTICES WORK FLOW


TASK CHARACTERISTICS 1. INTERNAL STRUCTURE OF A JOB COMPRISES OF THREE ELEMENTS:A. PLANNING- DECIDING THE COURSE OF ACTION, TIMING AND

RESOURCES REQUIREDB. EXECUTING – CARRYING OUT THE PLANC. CONTROLLING – MONITORING PERFORMANCE AND TAKING

CORRECTIVE ACTION WHEN REQUIRED

A COMPLETELY INTEGRATED JOB INVOLVES ALL THESE ELEMENTS FOR EACH OF THE TASKS INVOLVED.

HOWEVER, IT IS NOT POSSIBLE FOR ALL TYPES OF JOBS FOR E.G. ASSEMBLY LINE JOBS.


ERGONOMICS1. CONCERNED WITH DESIGNING JOBS INTEGRATING SOCIO-TECHNICAL FACTORS OF THE

JOB AND THE CHARACTERISTICS OF JOBHOLDER SO THAT HE/SHE CAN PERFORM THEJOB EFFICIENTLY.

2. AN ORGANISATION USING THE PRINCIPLES OF ERGONOMICS CAN HAVE BETTERMOTIVATIONAL JOB DESIGNSMOTIVATIONAL JOB DESIGNS.

WORK PRACTICES1 SET WAYS OF PERFORMING WORK1. SET WAYS OF PERFORMING WORK.2. EMPLOYEES AND TRADE UNIONS PLAY AN ACTIVE ROLE.3. EARLIER IT WAS DETERMINED BY TIME AND MOTION STUDY, WHICH SUGGESTS THAT

TYPE OF MOTION REQUIRED IN A TASK AND TIME REQUIRED TO COMPLETE THATMOTION.MOTION.

4. NEW TECHNIQUE (MOST) MAYNARD OPERATING SEQUENCE TECHNIQUE USES ASTANDARD FORMULA TO LIST MOTION SEQUENCES ASCRIBED IN INDEX VALUE.

5. THIS IS AN IMPROVED VERSION OF TIME AND MOTION TECHNIQUE, BUT THE TRADEUNIONS HAVE RESISTEDTHE USE OF IT.


WORK FLOW1. INFLUENCED BY THE NATURE OF THE PRODUCT OF SERVICE.

2. THE PRODUCT OR SERVICE SUGGESTS THE SEQUENCE AND BALANCE BETWEEN JOBS OF THE WORK IS TO BE DONE EFFICIENTLY.

3. FOR E.G. THE FRAME OF A CAR MUST BE BUILT BEFORE THE FENDERS AND THE DOORS CAN BE ADDED LATER


FEEDBACK

BEHAVIOURAL FACTORS AUTONOMYVARIETY

USE OF ABILITIES


FEEDBACKEMPLOYEES MUST RECEIVE MEANINGFUL FEEDBACK ABOUT THEIR PERFORMANCE1. EMPLOYEES MUST RECEIVE MEANINGFUL FEEDBACK ABOUT THEIR PERFORMANCE,PREFERABLY BY EVALUATING THEIR OWN PERFORMANCE.

AUTONOMY1. BEING RESPONSIBLE FOR WHAT ONE DOES.2. FREEDOM TO CONTROL ONES’S RESPONSES TO THE ENVIRONMENT3. JOBS THAT GIVE WORKER AUTHORITY TO MAKE DECISIONS WILL PROVIDE ADDED

RESPONSIBILITIES, WHICH IN TURN INCREASES SENSE OF RECOGNITION AND SELF-ESTEEM.ABSENCE OF AUTONOMY CAN CAUSE EMPLOYEE APATHY OR POOR PERFORMANCE4. ABSENCE OF AUTONOMY CAN CAUSE EMPLOYEE APATHY OR POOR PERFORMANCE

USE OF ABILITIES1. THE INDIVIDUALS MUST USE ABILITIES REQUIRED BY THEM AND THE

ABILITIES THEY VALUE MOST IN ORDER TO PERFORM EFFECTIVELYVARIETY

1. BY BRINGING VARIETY INTO JOBS PERSONAL SPECIALISTS CAN REDUCEERRORS CAUESED BY FATIGUE


TECHNOLOGICAL DEVELOPMENT

SOCIO-CULTURAL EXPECTATIONS

AVAILABILITY OF PERSONNEL

ENVIRONMENTALENVIRONMENTAL FACTORS


TECHNOLOGICAL DEVELOPMENT1 TECHNOLOGY DETERMINES THE NATURE OF JOB DESIGN1. TECHNOLOGY DETERMINES THE NATURE OF JOB DESIGN 2. DIFFERENT TYPES OF TECHNOLOGY USES DIFFERENT JOB DESIGN3. MASS PRODUCTION AND ASSEMBLY LINE THE JOBS ARE HIGHLY INTERDEPENDENT

AND THEREFORE, LATERAL RELATIONSHIPS BECOME MORE IMPORTANT IN ORDERTO OBTAIN EFFECTIVE COORDINATION BETWEEN SPECIALISED GROUPSAVAILABILITY OF PERSONNELAVAILABILITY OF PERSONNELIF TRAINED AND SKILLED PERSONNEL ARE AVAILABLE, JOBS MAY BE MADE MORECOMPLEX AND VARIED WHICH MAY BE MORE MOTIVATINGIF SUCH PERSONNEL IS UNAVAILABLE, SIMPLE AND FRAGMENTED JOB DESIGN ISMORE APPROPRIATEMORE APPROPRIATE.SOCIO-CULTURAL EXPECTATIONS

1. IT MUST BE ABLE TO SATISFY THE REQUIREMENTS OF PERSONNEL WHO JOIN ASWORK FORCE.

2 EVERY SOCIETY THERE ARE EXPECTATIONS FROM JOBS IN THE FORM OF2. EVERY SOCIETY THERE ARE EXPECTATIONS FROM JOBS IN THE FORM OFMONOTONY, OR CHALLENGES, WORK HOURS AND TIME SCHEDULE ETC. AREFORMED ON THE BASIS OF SOCIO-CULTURAL CHARACTERISTICS. HENCE TO BECONSIDERED IN JOB DESIGN.


6 APPROACHESJOB ROTATIONJOB ROTATION

JOBERGONOMICS

JOB ENGINEERING

APPROACHES TO JOB DESIGN

JOB ENLARGEMENT

SOCIO-TECHNICAL

SYSTEMS

DESIGN

JOB ENRICHMENT


Means moving employees from job to job to addvariety and reduce boredom by allowing them toperform a variety of tasks.I thi t i i t i d k iIn this training costs are increased, work isdisrupted as rotated employees take time to adjustto a new set-up and it can demotivate intelligent andto a new set up and it can demotivate intelligent andambitious trainees who seek specific responsibilitiesin their chosen specialty.


Focuses on the tasks to be performed, methods to bed kfl l l t f k lused, workflows among employees, layout of workplace,

performance standards and interdependencies amongpeople and machines.Specialization of labour is the hallmark of job engineering.High level of specialization i) allow employees to learn aHigh level of specialization i) allow employees to learn atask rapidly ii) permit short work cycles so thatperformance can be almost automatic iii) make hiringeasier because low-skilled people can be easily trainedeasier because low-skilled people can be easily trainedand paid relatively iv) reduce the need for supervision –using simplified jobs and standardization.


Refers to the expansion of the number of different tasksperformed by an employee in a single jobperformed by an employee in a single job.It attempts to add somewhat similar tasks to the existingjob so that it has more variety and be more interesting.An enlarged job can motivate an individual for fiveAn enlarged job can motivate an individual for fivereasons: task variety, meaningful work modules, abilityutilization, worker-paced control and performancefeedbackfeedback.Training costs tend to rise. Productivity may fall duringthe introduction of a new system. Unions often argue forincreased pay because of the increased workload Evenincreased pay because of the increased workload. Evenafter enlargement, many jobs may still be routine andboring.


It was first coined by Herzberg.Means adding a few more motivators to a job to makeit more rewarding.A job is said to be enriched, when the nature of the jobis exciting, challenging and creative or gives thejobholder more decision making planning andjobholder more decision making, planning andcontrolling powers.


FEATURES OF AN ENRICHED JOBi. Direct feedbackii. Client relationshipiii. New learningiv. Scheduling own work

U i iv. Unique experiencevi. Control over resourcesvii Direct communication authorityvii. Direct communication authorityviii. Personnel accountability


Refers to expansion of thef k i h

Refers to the improvement of aquality of a job in terms of itrange of tasks in the same

job. Involves addition of atask of the same nature.

quality of a job in terms of itintrinsic worth. Involvesvertical loading of functionsand responsibilities of thej bh ld

Purpose is to reduce themonotony in performingcertain repetitive jobs by

jobholder.Purpose is to make the job morelively, challenging andsatisfying. Satisfies the highercertain repetitive jobs by

lengthening the cycle ofoperation.

y g glevel needs such as egosatisfaction, self expression,sense of achievement andadvancement of the jobholder

JOB ENLARGEMENT JOB ENRICHMENT

advancement of the jobholder.


It may not necessarilycall for acquisition of

It calls for developmentand use of highercall for acquisition of

higher level of skills onthe part of jobholders.It does not reduce the

and use of higherskills, initiative andinnovation on the partof the jobholderIt does not reduce the

need for direction andcontrol of the superior.The jobholder may need

of the jobholder.The jobholder needsless of externalsupervision He usesj y

more supervision in viewof enlargement of thescope of the

ibili i

supervision. He useshis capabilities forself-direction and self-control

JOB ENLARGEMENT JOB ENRICHMENT

responsibilities. control.

JO G JO C


Focuses on organizations as being made upof people with various competencies (thesocial systems) who use tools, machines andtechniques (the technical system) to createtechniques (the technical system) to creategoods or services valued by customers andother stakeholders.


Focuses on minimizing the physical demands andi frisks of work.

Helps ensure that job demands are consistent withpeople’s physical capabilities to perform with leastpeople s physical capabilities to perform with leastrisk.Where jobs are well designed through ergonomics,

k l h i l ff d f iworkers report less physical effort and fatigue,fewer aches and pains and hence fewer healthcomplaints.pOn the cost side, equipments are high and trainingrequirements tend to increase.


Job evaluation is an orderly and systematictechniques of determining the relative worthof the various jobs within the organization soas to develop an equitable wage and salaryas to develop an equitable wage and salarystructure.Prof. Edwin Flippo defines, “Job evaluation asProf. Edwin Flippo defines, Job evaluation asa systematic and orderly process ofdetermining the worth of a job in relation toother jobs.”


Methods of job evaluation

NONNON-QUANTITATIVE

METHODS

QUANTITAVE METHODS


3 types

Job Description

RANKING Pair ComparisonsMETHOD Pair Comparisons

Ranking along a number line


1. RANKING METHOD OR JOB COMPARISONIn this method, each job as a whole iscompared with other jobs.Af i ll j b d fAfter comparison, all jobs are arranged fromthe highest to the lowest in order of theirimportance as judged by dutiesimportance as judged by duties,responsibilities and demands on thejobholder.The techniques used are as follows:


A. JOB DESCRIPTION b d d fA written job description is prepared for

every job.Then studied and analyzedThen studied and analyzed.Differences between them in terms of duties,responsibilities, skill requirements etc are

dnoted.Each job is assigned a rank depending uponits significanceits significance.The average of these ratings is calculated todetermine the final ranking.


B. PAIR COMPARISONSEach job is paired with other jobs in theseries.Th diffi l j b i h i iThe most difficult job in each pair isidentified.Rank is assigned on the basis of the numberRank is assigned on the basis of the numberof times a job is rated more difficult.


C . RANKING ALONG A NUMBER LINE Ranks obtained through job description andpair comparisons are spread along a numberlineline.Each job is then placed along the line on thebasis of its closeness to the highest rankedbasis of its closeness to the highest rankedjob.


The procedure in this method is as follows: 1. Job classes is established.A job class is a group of different jobs of similar

difficulty or requiring similar knowledge anddifficulty or requiring similar knowledge andskills to perform.

2. Each job grade is defined in the form of aj gwritten description.

3. Each job is classified into an appropriate gradedepending on how well its characteristicsdepending on how well its characteristicsmatch the grade definitions. Different wagerate is fixed for each job grade.j g


2 types Quantitative methods

Factor Point rating Comparison

Method


Jobs are divided into component factors.Points or weights are assigned to each factordepending on the degree of its importance ina particular job The total points for a joba particular job. The total points for a jobindicate its relative worth or value.The procedure is as follows:The procedure is as follows:


6 steps

Determine

Selection

Define

Determine

Point method

Determine the

degrees

D imethod Determine relative values

Assign gpoint valuesFind

i tpoint value

Assign money 10/09/2014JMP/HRM/UNIT II/RADHA IYER

Few key jobs are selected and compared in terms of common factors. The procedure is as follows:


Selection and definition

Select key jobs

procedures

Rank Key jobs

procedures

A ti

Decide rates

Evaluate the

Apportion wage rate

remaining jobs


Gaining Acceptance The top management should explain the aims and

uses to employees and unions. Conferences, lettersd b kl t b dand booklets be used.

Constituting Job Evaluation CommitteeEvaluation is done by group of individuals ThereforeEvaluation is done by group of individuals. Therefore,

a committee consisting of experienced and respectedrepresentatives of management and workers andep ese ves o ge e d wo e s doutside experts should be constituted to set the ballrolling


Selection of key jobs for evaluationCertain key jobs may be identified in each

department.Th l d i d il d h h j bThey are evaluated in detail and the other jobs

are compared with key jobs.While selection care must be taken to ensureWhile selection, care must be taken to ensure

that they represent the type of workperformed in that department.p p


Job descriptionIs the product of job analysis.It defines the title of the job, analyses the job into its

constituent tasks and records how, when and whythese are done, states the responsibilities involvedand conditions of employment for each joband conditions of employment for each job.Selecting the method of evaluation

The method that best suits the job and theThe method that best suits the job and theorganization is chosen, in this step.

For accuracy, more than one method may be used.y, y


Classifying jobsThe comparative worth of various jobs are

found on the basis of mental and manualskills experience efforts and initiativeskills, experience, efforts and initiative,working conditions, responsibilities involvedand supervision required.and supervision required.

Weights are then assigned and totaled. Theworth determined in this way is thenconverted into monetary values.


Installing the programmeO h l d l fOnce the evaluation is over and a plan of action

is ready, management must explain it toemployees and put into operation.employees and put into operation.Periodic review

A periodic review will help the management tod j b d i i i h k fupdate job description in the wake of

technological and other changes.It also assures the feelings of employees whoIt also assures the feelings of employees who

believe that their work was not properlyevaluated.


compiled bycompiled by radha iyerjmpcollege.org/downloads/job_analysis_job design_job...

Documents