Job Design and Job Evaluation

Job Design

• Job design: involves systematic attempt to organise tasks, duties and responsibilities into a unit of work to achieve certain objectives.

• The process by which managers decide how to divide tasks into specific jobs.

Objectives Of Job Design

• Greater Job Satisfaction

• Increased Performance

• Reduced Absenteeism & Turnover

• Greater Profitability

• Job Rotation : Moving Employee from one job to another to add variety and reduce boredom by allowing them to perform on variety of task at the same level.

• Job Enlargement: ( Horizontal ) refers to expansion of number of different task performed by an employee in a single job. Assigning additional same level activities . It can motivate an employee as by task variety, ability utilization etc.

• Job Enrichment: ( Vertical ) It simply means adding a few more motivators to a job to make it more rewarding. When the nature of job is exciting, challenging and creative or gives the job holder more decision making powers, planning and controlling powers.

• Dejobbing : Broadening the responsibility of the companies job and encouraging employees not to limit themselves to what's on their job description

Example

Kumar Duties and Responsibilities.• Scheduling his sub -ordinate salesmen for sales + Making Reports of Sales

+ Listening to consumer responses and feedbacks and forwarding them to the seniors.

• New Job Designed : Job Enlargement • Listening to consumer responses and feedbacks and forwarding them to

the seniors. + Trained to guide and suggest unsatisfied consumers.

New Job Designed : Job Enrichment • Scheduling his sub-ordinate salesmen + Target was given to him with

adequate powers to achieve it

Job Evaluation - Definition

• Job evaluation is a systematic way of determining the value/worth of a job in relation to other jobs in an organisation.

• The purpose of job evaluation is to find the relative worth of a job and determine what a fair wage for such a job should be.

• Job evaluation, it should be noted, begins with job analysis (a systematic way of gathering information about a job) and ends at that point where the worth of a job is ascertained for achieving pay equity between jobs

Factors that Job evaluation generally considers while evaluating the job.

• Specific Training needs , qualification and requirements to perform the task.

• Requisite knowledge and skills to perform the job. • Complexity and intricacy of the task • Interaction with different departments of the organization

to promote interaction.• Problem solving skills and independent judgment for

promptness.• Accountability and responsibility for fault- free activities • Degree of supervision required for the job.• Multitasking and multi-skill • Working conditions

Ranking method:

• The job ranking method arranges jobs form highest to the lowest level in order of there merit or value to the organization .

• They are often arranged in numerical order on the basis of the importance of the job, duties and responsibilities to the organization.

• Jobs are examined as a whole rather than on the basis of important factors.

• This method, though easy to understand, is highly subjective in nature and depends on the perception of the evaluator

Steps in job ranking:

1. Obtain job information.

2. Select and group jobs.

3. Select compensable factors.

4. Rank jobs.

5. Combine ratings.

Job Ranking in a Hospital

1. Office manager Rs 430,000

2. Chief nurse 425,000

3. Bookkeeper 340,000

4. Nurse 325,000

5. Cook 310,000

6. Nurse’s aide 285,000

7. Orderly 255,000

Ranking Order Annual Pay Scale

Classification method:

• The job classification method slots jobs into pre established grades.

• Raters categorize jobs into groups or classes of jobs that are of roughly the same value for pay purposes.

• Higher-rated grades demand more responsibilities, tougher working conditions and varied job duties. – Classes contain similar jobs.

– Grades are jobs similar in difficulty but otherwise different.• Mechanics, welders, electricians, and machinists

– Jobs are classed by the amount or level of compensable factors they contain.

Point Method

– Identifying the degree to which each compensable factor is present in the job.

– Awarding points for each degree of each factor.

– Calculating a total point value for the job by adding up the corresponding points for each factor.

Sample Definitions of Five Factors Typically Used in Factor Comparison Method : In this method, jobs are ranked according to five factors . It is a refined form of

ranking method

1. Mental Requirements

Either the possession of and/or the active application of the following:

A. (inherent) Mental traits, such as intelligence, memory, reasoning, facility in verbal expression, ability to get along with people, and imagination.

B. (acquired) General education, such as grammar and arithmetic; or general information as to sports, world events, etc.

C. (acquired) Specialized knowledge such as chemistry, engineering, accounting, advertising, etc.

2. Skill Requirements

A. (acquired) Facility in muscular coordination, as in operating machines, repetitive movements, careful coordinations, dexterity, assembling, sorting, etc.

B. (acquired) Specific job knowledge necessary to the muscular coordination only; acquired by performance of the work and not to be confused with general education or specialized knowledge.It is very largely training in the interpretation of sensory impressions.

Examples

1. In operating an adding machine, the knowledge of which key to depress for a subtotal would be skill.

2. In automobile repair, the ability to determine the significance of a knock in the motor would be skill.

3. In hand-firing a boiler, the ability to determine from the appearance of the firebed how coal should be

shoveled over the surface would be skill.

Sample Definitions of Five Factors Typically Used in Factor Comparison Method (cont’d)

3. Physical Requirements

A. Physical effort, such as sitting, standing, walking, climbing, pulling, lifting, etc.; both the amount exercised and the degree of the continuity should be taken into account.

B. Physical status, such as age, height, weight, sex, strength, and eyesight.

4. Responsibilities

A. For raw materials, processed materials, tools, equipment, and property.

B. For money or negotiable securities.

C. For profits or loss, savings or methods’ improvement.

D. For public contact.

E. For records.

F. For supervision.

1. Primarily the complexity of supervision given to subordinates; the number of subordinates is a secondary feature. Planning, direction, coordination, instruction, control, and approval characterize this kind of supervision.

2. Also, the degree of supervision received. If Jobs A and B gave no supervision to subordinates, but A received much closer immediate supervision than B, then B would be entitled to a higher rating than A in the supervision factor.

To summarize the four degrees of supervision:

Highest degree—gives much—gets little

High degree—gives much—gets much

Low degree—gives none—gets little

Lowest degree—gives none—gets much

5. Working Conditions

A. Environmental influences such as atmosphere, ventilation, illumination, noise, congestion, fellow workers, etc.

B. Hazards—from the work or its surroundings.

C. Hours.

Job (Factor) Comparison Scale

Mental Requirements Physical Requirements Skill Requirements Responsibility Working Conditions

0.20 Crane Operator Crane Operator

0.30 Punch Press Operator

0.40 Welder Sec. Guard Sec. Guard Welder

0.50

0.60 Sec. Guard

0.70

0.80 Punch Press Operator

0.90

1.00 (Plater)

1.10

1.20 Sec. Guard

1.30 Punch Press Operator

1.40 Crane Operator Sec. Guard (Inspector) (Plater)

1.50 (Inspector) (Inspector)

1.60 Punch Press Operator

1.70 (Plater)

1.80 Crane Operator (Inspector)

1.90

2.00 Crane Operator Punch Press Operator Welder

2.20 (Plater)

2.40 (Inspector) (Plater)

2.60

2.80

3.00 Welder

3.20

3.40

3.60

3.80

4.00 Welder