integ: iop (job analysis and evalutation)

Job Analysis

• process of describing a position in its entirely from job duties and compensation to working environment 

• Also known as work analysis

• The foundation for almost all human resources activities

• Provides the information needed to write a job description, select employees, evaluate performance, or conduct training programs

Talent Management

process of planning, recruiting, selecting, developing, managing, and compensating employees

Job enrichment

• redesigning jobs in a way that increases the opportunities for the worker to experience feelings of responsibility, achievement, growth, and recognition

• does so by empowering the worker through (for instance) giving the worker skills and authority to inspect the work instead of having supervisors do it instead

Job enlargement

• assigning workers additional same-level activities

• ex: people who previously only printed tags must now attach the tags to parcels as well

Job rotation

systematically moving workers from one job to another   

Job Description

• Known as the product of a job analysis

• What the job is all about, the needed skills and competencies, scopes and limits

• “What does this job do?”

Employee Selection

• Helps determine whether a particular applicant possess the right qualifications to carry out the job

• “Who is the best person for the job?”

Training

• Helps identify what skills to teach the person selected for the job

• “How do we help employees improve?”

Manpower Planning

• Process of determining worker mobility within an organization (climbing the corporate ladder)

• Helps avoid Peter Principle

• “Do we have enough right people for the future?”

Performance Appraisal

• Use of specific, job-related categories

• Serve as an excellent source of employee training and counseling

• “How well are you doing your job?”

• example: A supervisor rates a sales employee based on:

  • Monthly sales targets

  • Customer feedback

  • Attendance and effort

Job Classification

• Classifying jobs into groups based on similarities in requirements and duties

• Useful for determining pay levels, transfers, and promotions

• “Which jobs are similar to each other?”

• In government work:

  • Clerical jobs → Clerk I, Clerk II, Clerk III

  • Technical jobs → Engineer I, Engineer II

Job Evaluation

• Can be used to determine the worth of a job

• “How important or valuable is this job?”

• A surgeon is paid more than a receptionist because:

  • Higher skill level

  • Greater responsibility

  • Higher risk

Job Design

• Determine the optimal way in which a job should be performed

• “How should the job be organized?”

• A call center job is designed to include:

  • Handling calls

  • Solving customer problems

  • Using scripts and systems

Compliance with Legal Guidelines

• Any employment decision must be based on job-related information

• For a job analysis to withstand legal scrutiny, it is essential that the job analysis process and results be well documented

Organizational Analysis

Job analysis interviews can help discover lapses in organizational communication and correct problems / help an organization function better

Peter Principle

idea that organizations tend to promote good employees until they reach the level at which they are not competent; highest level of incompetence

Work Activities

• the how, why, and when of performing work tasks

• actual tasks and actions employees perform in a job

• Organized by dimensions such as similar activities, KSAOs, and temporal order

• Use task statements (easy to understand and list only 1 activity per statement)

Human Behaviors

behaviors needed for the job

Machines, tools, equipment, and work aids

tools used, materials process, knowledge dealt with or applied, and services rendered in a job

Performance Standards

• job’s performance standards in terms of quantity or quality levels for each job duty

• “What level of performance is expected from the employee?”

• They usually specify:

  • Quantity → how much work is done

  • Quality → how well the work is done

  • Time → how fast work is completed

  • Cost → how efficiently resources are used

  • Behavior → how the employee acts at work

Job Context

• physical working conditions, work schedule, incentives, number of people with whom the employee would be working with

• Describes the environment in which the employee works

• Includes work schedule, degree of supervision, and ergonomic information

Human Requirements

• knowledge or skills and required personal attributes

• “What kind of person is needed to do this job well?”

• main components: KSAOs

Job Description

• a relatively short summary of a job

• Should be about two to five pages in length 

• Must describe a job in enough detail that decisions about activities such as selection and training can be made

• Updated when work tasks change significantly

• The phrase “and performs other job-related duties as assigned” should be included

Types of Information in a Job Analysis

Work Activities

Human Behaviors

Machines, tools, equipment, and work aids

Performance Standards

Job Context

Human Requirements

KSAO

knowledge, skills, ability, and other characteristics

Job Specifications

• a list of human traits and experience that are required to perform the job 

• Shows what kind of person to recruit and for what qualities that person should be tested

• May be a section of job description or a separate document

• ex: Education and experience, Skills, abilities, and knowledge, Physical demands, Personality traits and competencies

Who will Conduct the Job Analysis?

• Internal Department

  • Human Resources

  • Compensation

  • Training

  • Engineering

• Internal Task Force (coalition)

• Supervisors

• Employees

• Consultants

• Interns/class projects

How often should a Job Description be Updated?

• If the job changes significantly

• Common in high-tech jobs

Job Crafting

process in which employees unofficially change their job duties to better fit their interests and skills

SME Conferences

a larger number of employees are interviewed together

Ammerman Technique

job analysis technique in which a group of job experts identify the objectives and standards to be met by ideal worker

Task Analysis

• process of identifying the tasks for which employees need to be trained

• for work design and writing job descriptions

The Idea Compensation

• Attract and retain employees

• Motivate current employees 

• Provide security

• Equitable

• In compliance with legal guidelines

Internal Pay Equity

• equal pay WITHIN an organization

• “Are employees paid fairly compared to each other here?”

• ex:

  • Two employees have the same job and experience

  • One earns ₱30,000, the other ₱40,000

Compensable Factors

• factors that differentiate the relative worth of jobs

• Responsibility

• Complexity/difficulty

• Skill needed

• Physical demands

• Work environment

External Pay Equity

• equal pay OUTSIDE the organization

• Worth is based on external market 

• Determined through salary surveys

• Information obtained

  • Salary range

  • Starting salary

  • Actual salaries paid

  • Benefits

• “Are we paying employees competitively in the job market?”

• EX:

  • A software developer earns ₱40,000/month in your company

  • Other companies pay ₱45,000 for the same job

Comparable Worth

idea that jobs requiring the same level of skill and responsibility should be paid the same regardless of supply and demand

Organization Chart

• shows the title of each supervisor’s position by means of connecting lines, accountability for departments, authority systems, and communication lines

• shows who’s in charge, who works under whom, and how the company is organized