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Job Requirements

Job Specification

Statement of the needed knowledge, skills, and

abilities (KSAs) of the personwho is to perform

the job

Job Description

Statement of the tasks, duties, and responsibilities

(TDRs) of ajobto be performed

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Job Requirements

Relationship of Job Requirements

to Other HRP Functions

Recruitment

Selection

Performance

Appraisal

Training and

Development

Compensation

Management

Determine recruitment qualifications

Provide job duties and job specifications for

selection process

Provide performance criteria for evaluating

employees

Determine training needs and develop

instructional programs

Provide basis for determining employees

rate of pay

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Process of Job Analysis

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COMPONENTS OF JOB ANALYSIS

6/21/2013By:Saniya Chawla,Faculty

Associate,LBSIM

4

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Types of Information Collected

Work

activities

Human behaviorsHuman

requirements

Job

context

Machines, tools,

equipment, and

work aids

Performance

standards

Information

Collected Via

Job Analysis

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JOB ANALYSIS MATRIX

6/21/2013By:Saniya Chawla,Faculty

Associate,LBSIM

8

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Steps in Job Analysis

1

2

3

4

5

Steps in doing a job analysis:

Review relevant background information.

Decide how youll use the information.

Select representative positions.

Actually analyze the job.

Verify the job analysis information.

6 Develop a job description and job specification.

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Gathering Job Information

Interviews

Questionnaires

Observation

Diaries

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Methods of Collecting Job Analysis

Information: The Interview

Information Sources

Individual employees

Groups of employees

Supervisors with knowledgeof the job

Advantages

Quick, direct way to find

overlooked information

Disadvantages

Distorted information

Interview Formats

Structured (Checklist)

Unstructured

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Job Analysis Questionnaire for

Developing Job Descriptions

Note: Use a questionnairelike this to interview job

incumbents, or have them

fill it out.

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Job Analysis Questionnaire for

Developing Job Descriptions

(contd)

Note: Use a questionnaire

like this to interview job

incumbents, or have them

fill it out.

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Information: Questionnaires

Information Source

Have employees fill out

questionnaires to describe

their job-related duties and

responsibilities

Questionnaire Formats

Structured checklists

Open-ended questions

Advantages

Quick and efficient way to

gather information from

large numbers of employees

Disadvantages

Expense and time consumed

in preparing and testing the

questionnaire

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Information: Observation

Information Source

Observing and noting the

physical activities of

employees as they go about

their jobs

Advantages

Provides first-hand

information

Reduces distortion of

information

Disadvantages

Time consuming

Difficulty in capturing entire

job cycle

Of little use if job involves a

high level of mental activity

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Information: Participant Diary/Logs

Information Source

Workers keep a chronological

diary/ log of what they do

and the time spent on each

activity

Advantages

Produces a more complete

picture of the job

Employee participation

Disadvantages

Distortion of information

Depends upon employees to

accurately recall their

activities

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Writing Job Descriptions

JobIdentification

Job

Summary

Responsibilities and

Duties

Authority of the

Incumbent

Standards of

Performance

Working Conditions

Job

Specifications

Sections of a Typical

Job Description

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The Job Description

Job Identification

Job title

Preparation date

Preparer

Job Summary General nature of the job

Major functions/activities

Relationships

Reports to: Supervises:

Works with:

Outside the company:

Responsibilities and Duties

Major responsibilities and

duties (essential functions)

Decision-making authority

Direct supervision

Budgetary limitations

Standards of Performance

and Working Conditions

What it takes to do the jobsuccessfully

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Writing Job Specifications

Specifications for

Trained Versus

Untrained Personnel

Specifications Based

on Statistical

Analysis

What traits and

experience are required to

do this job well?

Specifications Based

on

Judgment

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Writing Job Descriptions (contd)

Step 1. Decide on a Plan

Step 2. Develop an Organization Chart

Step 3. Use a Job Analysis/DescriptionQuestionnaire

Step 4. Obtain Lists of Job Duties

Step 5. Compile the Jobs Human Requirements

Step 6. Complete Your Job Description

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Writing Job Specifications (contd)

Steps in the Statistical Approach

Analyze the job and decide how to measure jobperformance.

Select personal traits that you believe should predictsuccessful performance.

Test candidates for these traits.

Measure the candidates subsequent jobperformance.

Statistically analyze the relationship between thehuman traits and job performance.

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Job Design

Job

Enlargement

Job

Enrichment

Job Design:

Specialization and

Efficiency?

Job

Rotation

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Competency-Based Job Analysis

Competencies

Demonstrable characteristics of a person that enableperformance of a job.

Reasons for Competency-Based Job Analysis

To support a high-performance work system.

To create strategically-focused job descriptions.

To support the performance management process in

fostering, measuring, and rewarding: General competencies

Leadership competencies

Technical competencies

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Competency-Based Job Analysis

(contd)

How to Write Job Competencies-Based Job

Descriptions

Interview job incumbents and their supervisors

Ask open-ended questions about job responsibilities

and activities.

Identify critical incidents that pinpoint success on the

job.

Use off-the-shelf competencies databanks

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The Skills Matrix for One Job at BP

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How Pay is determined?

C ti D i i

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Compensation Decision

Pay for a particular position is set relative to

three groupsPAY-LEVEL DECISION

Employees working on similar jobs in other organizationsOBJECTIVE: to keep the organization competitive in labour mkt

TOOL: Pay Survey

PAY-STRUCTURE DECISIONEmployees working on different jobs within the organization

INVOLVES: valuing each job in the orgn. relative to other jobs

APPROACH: Job Evaluation

INDIVIDUAL PAY DETERMINATIONEmployees working on the same job within the organization

ISSUES: same level same pay, or different

DIFFERENTIATOR: experience, skills, performance, seniority

J b E l ti

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Job Evaluation

A formal process to determine the relative

worth of various jobs in the organization for

pay purpose

A systematic comparison of the worth ofone job with that of another job, resulting

in the creation of a wage or salary hierarchy

unique to the organization

J b E l ti

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Job Evaluation

Relates the amount of pay for each job to

the extent it contributes to organizationaleffectiveness

Forms the basis for designing the

compensation management system in an

organization

b f b E l

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Objectives of Job Evaluation

Some of the objectives are

determine place & position of a job in theorganizational hierarchy

manage internal and external consistency in

the compensations ensure employee satisfaction w.r.t.

compensation

avoid discrimination in wage administration

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Process of Job evaluation

Gaining acceptance.

Creating job evaluation committee.

Finding the jobs to be evaluated.

Analysing and preparing job

description.

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Process of Job evaluation

Selecting the method of evaluation.

Classifying jobs.

Installing the programme.

Reviewing periodically.

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Features of Job Evaluation

It tries to assess jobs, not people.

The standards of job evaluationare relative, not absolute.

The basic information on whichjob evaluations are made is

obtained from job analysis.

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Features of Job Evaluation

Job evaluations are carried out by groups, not byindividuals.

Some degree of subjectivity is always present injob evaluation.

Job evaluation does not fix pay scales, but merelyprovides a basis for evaluating a rational wage

structure.

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Benefits of job evaluation

It tries to link pay with the requirements of the

job.

It offers a systematic procedure for determiningthe relative worth of jobs.

An equitable wage structure is a natural outcomeof job evaluation

An unbiased job evaluation tends to eliminatesalary inequalities by placing jobs having similarrequirements in the same salary range.

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Benefits of job evaluation

Employees as well as unions participate asmembers of job evaluation committee.

Job evaluation, when conducted properly andwith care, helps in the evaluation of new jobs.

It points out possibilities of more appropriate use

of the plants labour force by indicating jobs thatneed more or less skilled workers than those whoare manning these jobs currently.

P i i l f J b E l ti

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Principles of Job Evaluation

Job dimensions have to be properly

selected a job in the organizationalhierarchy manage internal and external consistency in

the compensations

ensure employee satisfaction w.r.t.

compensation

avoid discrimination in wage administration

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Preparation of JE Plan

need for JE, how to go about, methods

Selection of Job Dimensionsbasis for evaluating jobs,

attaching monetary value

Job AnalysisJob description and specification

Classification of Jobsbased on monetary values attached

JOB

E

VA

L

U

AT

I

O

N

PRO

CESS

Implementation of Evaluationeducate employees, implement results

Maintenance

Update & modify results with time

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Job Evaluation System

What is job evaluation?

Job evaluation can be defined as a systematic

procedure designed to aid in establishing paydifferentials among jobs1

__________

1

Compensation: Milkovich, George T. and Jerry M. Newman; BPI/Irwin, 1990; p. 103.

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Job Evaluation Methods

Non-Quantitative

Methods

Quantitative

Methods

Ranking

Method

Job

Classification/

Grading

Point Rating

Method

Factor

Comparison

Method

Non Quantitative Techniques

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Non-Quantitative Techniques

Ranking

used primarily in smaller, simpler organizations

assessment of jobs based on knowledge, skills,effort & other dimensions

involves preparation of JD and then assigningranks that commensurate its worth in theorganization

the evaluator rank-order whole jobs, from the

simplest to the most challenging

Techniques of Ranking

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Techniques of Ranking Relative Ranking

a key or representative job is identified and its worthis determined

other jobs are ranked according to relativeimportance in comparison to the representative job

Paired Comparison each job is compared with every other job and then

ranked

Single Factor Ranking

the single most important factor of a job is identifiedand compared with the single most dimension of jobs

Wh t th Ad t

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What are the Advantagesand Disadvantages of Ranking?

ADVANTAGES-simple method of evaluation

-appropriate for small organizations

-quick and inexpensive method

DISADVANTAGES-not suitable for large organizations

-no definite standard is used for ranking

-JS are not considered-does not indicate the extent of difference between jobs


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Job Classification/Grading

groups a set of jobs together into a grade orclassification

grades are formulated based on nature oftasks, responsibilities, and knowledge and

skills requiredthese sets of jobs are ranked by levels of

difficulty or sophistication

the jobs are classified and graded based ontheir significance and their worth to theorganization

Analyze

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Job Classification

Or

Job Grading

Determine Job Dimensions

for grading

Organizational Structure

Define Job Grades(Grade I, II, III, etc)

Classify Jobs Under

Different Grades

Feedback

Freezing the grades & assigning monetary values to the grades

Quantitative Techniques

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Quantitative Techniques

Point Rating Method

requires evaluators to quantify the value ofthe elements of a job

different scales are might be required toevaluate different jobs

points are assigned to the degree of variouscompensable factors required to do the job

skills required

physical, mental effort needed degree of dangerous working conditions

amount of responsibility

Point Rating Method

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Point Rating Method Determine the Job Factors

JD & JS of a significant sample of jobs are taken up to

determine compensable factors Determine the sub-factors

job factors are sub-divided into sub-factors

Define the degree/profile statements

describes the specific requirements of each sub-factor

written phrases that determine the degree ofimportance associated with each sub-factor

usually five degrees associated with each sub-factor

Point Rating Method

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Point Rating Method Assign Points

on the basis of importance of each factor, sub-factor

and degree in the job maximum points that can be allotted to each job

factor fixed and are distributed across different jobfactors

Preparation of a Chart

Applying the Point System

comparing the JD of each job with the standard point

manual, final points are determined these point help in determining the pay scale for each

job

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