rahil presentation job

8/7/2019 rahil presentation job

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Name Roll No.

Faizan Ali Sayed 201

Mitesh Jain 220

Jayesh Kanojia 224

Rahil Shaikh 246

Deepali Uparkar 252

Pallavi Rawat 257

GROUP 2


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MeaningJob analysis is the process

of collecting job relatedinformation. Such

information helps in thepreparation of job

description and jobspecification.

The focus is on the

job but not on theindividual holding thejob. However

individuals areconsulted.

Job analysis is useful

for several purposes,such as personnelplanning, performanceappraisal and the likes


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STRATEGIC CHOICESWith regards to job analysis, an

organization is required to make at least five

choices.Extent of employee

involvement in job analysis1

Past-oriented versus future-

oriented job analysis2


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T iming and frequency ofthe analysis4

Sources of data job5

Level of details of theanalysis3


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STRATEGIC CHOICES

GATHER INFORMATION

PROCESS INFORMATION

JOB DESCRIPTION

JOB SPECIFICATION

USES OF JOB DESCRIPTION ANDJOB SPECIFICATION

y PERSONNEL PLANNING

y PERFORMANCE APPRAISAL

y HIRING

y TRAINING AND DEVELOPMENT

y JOB EVALUATION ANDCOMPENSATION

y HEALTH AND SAFETY

y EMPLOYEE DISCIPLINE

y WORK SCHEDULING

y CAREER PLANNING


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INFORMATION GATHERING

Who should collect the data?

What type of data is to be collected?

What methods are to be employedfor data collection?

So far as the data to becollected is concerned, it

may be stated that all

details about the jobs needsto be gathered.


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INFORMATIONPROCESSING

O nce the job information has beencollected, it needs to be processed, so

that it would be useful in variouspersonnel functions.

Job-related data would be usefulto prepare job description and

job specification


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J OB DESCRIPTION

Job description implies objective listing ofthe job title, tasks, duties and

responsibilities involved in a job


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J OB EVALUATION

Job analysis describes theduties of a job, authorityrelationships, skills required,conditions of work, andadditional relevant information

Job evaluation on the otherhand, uses the information injob analysis to evaluate eachjob- valuing its components andascertaining relative job worth


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An attempt to determine and compare demands whichthe normal performance of a particular job makes on normalworkers without taking into account the individual abilitiesor performance of the workers concerned

- International Labour Organisation ( I.L.O.)

J ob evaluation is the evaluation or rating of jobs todetermine their position in the job hierarchy. The evaluation

may be achieved through the assignment of points or the useof some other systematic method for essential jobrequirements, such as skills experience and responsibility

-The Bureau of Labour Statistics, U.S.A.


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JOB EVALUATION PROCESS

Job-evaluation process starts with definingobjectives of evaluation and ends with establishingwages and salary differentials.

Job analysis should precede the actual programmeof evaluation. Job analysis provides job related datawhich would be useful in drafting job description andjob satisfaction.


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JOB EVALUATION PROCESS

A job-evaluation programme involves answeringseveral questions. T he major ones are:

W hich jobs are to be evaluated?

W ho should evaluate the jobs?

W hat training do the evaluators need?

H ow much time is involved?W hat should be the criteria for evaluation?

What methods of evaluation are to be employed?


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QUALITATIVE METHODS


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QUALITATIVE METHODS:

Ranking methods-The aim here is to judge a job as a whole and rank itsagainst another job.

Another way of ranking is the Paired Comparisonmethod. Here, the description of each job is written oncards- one job per card. The cards are arranged in astack.

The first two cards are compared and the higher job isplaced on top.

The second of these two cards is compared with thethird card and the higher one, from among the two is


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CASEThere are five jobs identified in a Tikkha-Thandarestaurant- cook, waiter, cleaner, juicewalla, and

cashier. W e have to ranked these jobs by thepaired comparison method. For this, we first pair each job with every other job. W e get nC2 pairs of jobs that is for n jobs we get n(n-1) pairs.For five jobs we have the following ten pairsCook : waiter Cook : cleaner Cook : juicewallaCook : cashier

W aiter : cleaner W aiter: juicewallaW aiter: cashier Cleaner: juicewallaCleaner: cashier Juicewalla : cashier


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Job

Cook

W aiter

Cleaner J uicewalla

Cashier

No. of items

1

3

0

2

4

Rank

4

2

5

3

1

In each pair, underline the job that is more difficult or requires moreresponsibility.The results can be summarized as follows:

The most difficult or responsible job is that of the cashier and the job with the minimum responsibility is that of thecleaner.


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Advantages

I t is simple, inexpensive and fast method.

I t is easy to understand and administer.

Some unions prefer it as it leaves more room forbargaining.

T his method provides a reliable job hierarchywhere the assessors are, from daily contact,familiar with the content of the jobs they examine.


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Disadvantages I t is suitable only for small organizations

where the numbers of jobs are few.

Job may be ranked on the basis of incompleteinformation and subjective judgment.

Each committee member is not likely to know allthe details of the each job.

A ppraising the job as a whole does not allow anyanalysis about individual elements of the job. T hismay reduce the accuracy of the ranking


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Various classes or grades are clearlydefined in advance, and then the jobs arefitted into these grades. Grades aredefined keeping in mind various factors likeskill, effort, responsibility, workingconditions etc.

F ollowing procedure is followed for grading of job:Grades are identified, defined, and put down in a

structured manner.A ll the jobs are described and specified first.Jobs with similar content are grouped together.T he jobs are then fitted into the defined

grades.


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A dvantages & disadvantages

Advantages -I t is a simple and lowcost method of job

evaluation.I t is less subjectivethan the rankingmethod.

Disadvantages -I f grades are notdefined precisely, the

entire process wouldbe in vain.T his method isgenerally suited forsmaller organizations.I t does not considerthe fact that willfactors are not equallyimportant.


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Q UANTITATIVEMETHOD


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It combines the features of ranking and point rating.There is one significant difference between this methodand the other methods; in the other methods, thepoints\rank\ grades given to a job are later merged with awage structure. But in factor comparison method, the jobis ranked along factors that have already been assignedmoney values. H ence the ranking itself directlydetermines the wage level.


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FACTOR COMPARISON

Advantages-It is an extremelysystematic methodof job evaluation.It is easier toevaluate than the

point rating methodIt is more reliablemethod.

Di sadvantage-

It is a complicatedmethod and hencedifficult to apply.

If the bench-markjobs are not correct,

then the entire jobevaluation processwill go wrong.


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The procedure for the factor comparison method-1. Select the bench-mark jobs-

Another feature of the factor comparisonmethod is the use of bench-mark jobs. The jobs whichcan be clearly defined and analyzed are selected andcalled bench-mark jobs. The bench-mark jobs arerepresentative of the hierarchy in the organization

2. Rank bench-mark jobs are according to factors- as in thepoint rating method, a number of relevant factors areidentified. The bench-mark jobs are now ranked alongeach factor separately.


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J ob Skill Mentalrequirement.

Physical

requirement.

responsibility

W orking

conditions

Cook 1 3 1 3 1

W aiter 3 2 2 2 2

Cashier 2 1 3 1 3


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3 . Allocate monetary values to the factors -

E ach factor for all the bench-mark jobs areassigned money values based on their respective wage rates.This step is taken independent of the previous ranking.

For instances, if the wage rates for the cashier is

60, then say 14 is allocated for skill, 16 for mental ability, 4 for physical ability, 20 for Responsibility, and 6 for workingconditions. Similarly, we aasigned the money values for theCooks job. A wage rate of 25 money units may be assignedas 5 for skill, 2 for mental ability, 8 for physical ability, 3 for responsibility and 7 for working condition.


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4.

Rank the remaining jobs -The concept of each job is analyzed andcompared with bench-mark job against all the factorsseparately. For instances, the physical ability

requirements of a juicewalla may be less than the cookbut more than the cashier. Hence, he will receive say 6money units for physical ability. In this way look at all thefactors and arrive at the total wage for each job.


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INTRODUCTION

Point rating method-

T he point rating starts with identificationof compensable factors relevant to a job.

Each factor contributes a certain number

of points to the job. T he total points thus obtainedby the job help in establishing the relative worth of

that job.


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Procedure for Point Rating Method:1. Analyze each job to get the job description and

job specifications2. Select and define the factors relevant to the job.

These factors are broadly classified as follows:

Skill: This includes education, experience,manual dexterity, etc.Effort: This includes physical, mental and visual

efforts, alertness, concentration required etc.Responsibility: This includes responsibility for equipment, for material, for prevention of

monetary loss, for the safety of others etc.


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3. Each factor is now graded into various

degrees. For instance, education can bedivided into degrees as follows:

3rd degree:Basic computer knowledge.

4thdegree:I n depth knowledge of computer

programming and analysis (Computerengineer/Systems analyst)


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4. Once the degrees are defined, we allocate pointsto the various degrees. The points can be inarithmetic progression, geometric progression or invariable progression.

FactorsDegrees

1st 2nd 3rd 4th 5th 6th

1. Education2. Experience

3. Visual effort

1015

5

2030

8

3060

15

40120

19

-----240

25

-----------

33


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Advantages & disadvantages

Advantages-It breaks down the job intovarious factors andattributes.It reduces the scope of subjective evaluation.The workersrepresentatives are also

involved in the process.It can be used for evaluating a wide range of jobs.New jobs can be given

points without going through

Disadvantages- The method requires a lot of

manpower and time to beset up.

Relevant factors must beidentified and defined veryclearly.

Smaller firms may not find it

worthwhile to undertake theprocess.


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I tro ctioO rganization that provide more opportunities or

employees to use their skills, do a variety o tasks and have morein luence over their ork. lexible approach can be providedthrough ob rotation or cross training.

mployee is kept in ormed o vacancies, placements andother details through J ob otation irculars. This circular isdistributed to all departments. Interested sta should ensurethrough regular department communication medium. It is

important or employee to get variety o experience. This givesemployees exposure to number o other areas o activities in anorganization. ue to change in activity the employee getsopportunity to take decisions in better ay. His kno ledge

improves. This is bene it or organization.


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J ob rotations can benefit both employees and theemployers

E mployees learn new skills and face less boredom fromperforming similar tasks.

1

Greater variety and wide range of tasks make work moreinteresting and challenging

Job rotation is believed to boost innovation3


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Job Evaluation helps to evaluate and identify theindividuals ability, skills and knowledge, hisexperience & his qualification.

It helps the organization to select the best of

individual. Job evaluton methods such as qualitative &

quatitative methods helps to rank/grade/compare

etc.Before evaluating the job we have to analyze thejob.

Job Evaluation Aims To Be Objective And Fair.

CONCLUSION


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Thank You

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