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Job analysis powerpoint CHAPTER 6 ito ung report nmin

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Job analysis powerpoint CHAPTER 6 ito ung report nmin

Job analysis powerpoint CHAPTER 6 ito ung report nmin

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  • 1. Job Evaluation and Job Analysis Mary Rose Miguel Ritze Mae Belmonte Geneveive Lara John Edward Reynoso
  • 2. What is job analysis?Job analysis is a formal and detailed examination of jobs. It is a systematic investigation of the tasks, duties and responsibilities necessary to do a job. A task is an identifiable work activity carried out for a specific purpose, for example, typing a letter. a duty is a larger work segment consisting of several tasks (which are related by some sequence of events) that are performed by an individual, for example, pick up, sort out and deliver incoming mail. job responsibilities are obligations to perform certain tasks and duties.
  • 3. Nature of job analysis
  • 4. Uses of job analysis• Good human resource managements demands of both the employee and employer a clear understanding of the duties and responsibilities to be performed on a job.• A) human resource planning: job analysis helps in forecasting human resource requirements in terms of knowledge and skills.• B) recruitment: job analysis is used to find out how and when to hire people for future job openings.• C) selection: without a proper understanding of what is to be done on a job, it is not possible to select the right person.• D) placement and orientation: after selecting people, we have to place them on jobs best suited to their interests, activities and aptitude.• E) training: if there is any confusion about what the job is and what is supposed to be done, proper training efforts cannot be initiated.
  • 5. • f) counselling: managers can properly counsel employee about their careers when they understand the different jobs in the organization.• G) employee safety: a thorough job analysis reveals unsafe conditions associated with a job.• H) performance appraisal: by comparing what an employee is supposed to be doing (based on job analysis) to what the individuals has actually done, the worth of that person can be assessed. Ultimately every organization has to pay a fair remuneration to people based on their performance.• I) job design and redesign: once the job are understood properly, it is easy to locate weak spots and undertake remedial steps. We can eliminate unnecessary movements, simplify certain steps and improve the existing ones through continuous monitoring.• J) job evaluation: job analysis helps in finding the relative worth of job, based on criteria such as degree of difficulty, type of work done, skills and knowledge needed etc. This, in turn, assists in designing proper wage policies, with internal pay equity between jobs.
  • 6. Methods of collecting job analysis data1. Job performance: in this method, the job analysis actually performs the job in this question. He analyst thus receives first-hand experience of contextual factors on the job including physical hazards, social demands, emotional pressures and mental requirements. This method is useful for jobs that can be easily learned.2. Personal observation: the analyst observe the workers doing the job. The jobs performed the pace at which activities are done, the work ling conditions etc,,. Are observed during a complete work cycle. During observation, certain precautions should be taken.• The analyst must observe average workers during average conditions.• The analyst should observe without getting directly involved in the job.• The analyst must make note of the specific job needs and not the behaviours specific to particular workers.• The analyst must take sure that he obtains a proper sample for generalization. - This method allows for a deep understanding of job duties. It is appropriate for manual, short period job activities. On the negative side, the method fails to take note of the mental aspects of job.
  • 7. 3. Critical incidents: critical incidents technique (CIT) is a qualitative approach to job analysis used to obtain specific, behaviourally focused descriptions of work or other activities. Here the job holders are asked to describe several incidents based on their past experience. The incident so collected are analysed and classified according to the job areas they describe. The job requirements will become clear once the analyst draws the line between effective and ineffective behaviours of the workers on the job.4. interview: the interview method consists of asking questions to both incumbents and supervisors in either an individual or a group setting. The reason behind the use of this method is that holders are most familiar with the job and can supplement the information obtained through observation. Workers know the specific duties of the job and supervisors are aware of the jobs relationship to the rest of the organization.5. Panel of experts: this method utilizes senior job incumbents and superiors with extensive knowledge of the job.6. Diary method: several job incumbents are asked to keep diaries or logs of their daily job activities according to this method and record the amount of time spent on each activity.7. Questionnaire method: is a widely used method of analysing jobs and work. Here the job holders are given a properly designed questionnaire aimed at eliciting relevant job related information. After completion, the questionnaires are handed over to supervisors. The supervisors can seek further clarifications on various items by talking to the job holders directly. After everything is finalized, the data is given to the job analyst.
  • 8. Functional job analysis (FJA) FJA is a worker-oriented job analysis approach that attempts to describe the whole person on the job.• The first involves the identification of the organization’s goals for the FJA analysis. This analysis describes what should be, as well as, what is.• The 2nd step is the identification and descriptions of tasks, wherein tasks are identified as actions. The task actions may be physical (operating a computer), mental (analysing data) or interpersonal (consulting another person).• The 3rd step deals with analysis of tasks. Each task is analysed using 7 scales. This include 3 worker function scales (data, people, things), a worker instruction scale (degree of supervision imposed) and three scales of reasoning, mathematics and language.• In the 4th step, the analyst develops performance standards to assess the results of a worker’s tasks.• The final step deals with the development of training content needed by the job holder.• FJA is frequently used for government jobs. It provides quantitative score of each job as a function of its complexity in relationship with people, data and things. The results are helpful in fixing wage rates and in developing employee succession plans. On the negative side, FJA takes a lot of time. Training in its use may mean considerable investment of money.
  • 9. Impact of behavioural factors on job analysis• Exaggerate the facts: employees and managers many exaggerate the importance and significance of their jobs during interviews. Because job analysis information is used for compensation purposes, both managers and employees hope that ‘puffing up’ their jobs will result in higher pay levels.• Employee anxieties: most employees fear that job analysis efforts may put them in a ‘straight jacket’ curbing their initiative and latitude to perform. Another reason for the negative attitude is the feeling that ‘as long as someone does not know precisely what I am supposed to be doing, then I am safe’. A searching examination of jobs may uncover employee faults which might have escaped the employer’s attention so far.• Resistance to change: when jobs change in tune with changes in technology, there is an urgent need to revise the job description and job specifications – to make them more meaningful. This would have a significant impact on the safe and secure job worlds in which employees used to live comfortably. Employees resist such changes because when jobs are redefined, they may have to handle difficult task and shoulder painful responsibilities. Toward off such threats, managers must involve employees in the revision process, clearly stating the reasons for incorporating the latest changes.
  • 10. WHAT IS JOB?Identification collects the specificdescription of a position, alongwith skills required to perform theindividual tasks of the position intoa document.
  • 11. The Process of Job Evaluation• Gaining Acceptance: before undertaking job evaluation, top management must explain the aims and uses of the programme to the employee and union.•Creating job evaluation committee: it is not possiblefor a single person to evaluate all the jobs in anorganization.•Finding the job to be evaluated: every job neednot be evaluated.
  • 12. • Analysing and preparing job description: this requires the preparation of a job description and also an analysis of job needs for successful performance.•Selecting the method of evaluation: the mostimportant method of evaluating the jobs must beidentified now, keeping the job factors as well asorganizational demand in mind.•Classifying jobs: the relative worth of variousjobs in an organization may be out afterarranging jobs in order of importance usingcriteria such as skill requirements, experienceneeded under which condition job is performed.
  • 13. • Installing the programme: once the evaluation process is over and a plan of action is ready, management must explain it to employee and put it into operation. Reviewing periodically: In the light of changes in environmental condition jobs need to be examined closely.
  • 14. Process of Job EvaluationJob evaluation is the application of aprocess to identify, analyze and measureeach job againstestablished criteria and weigh the relativevalue of jobs in a uniform and consistentmanner. It isNOT used to obtain a salary increase for theincumbent.
  • 15. Job Evaluation MethodThere are three basic method of job evaluation: (1) ranking (2) classification (3) factor comparison.Ranking Method: Jobs are arranged from highest to lowest in order of their value or merit to the organization.Classification Method: Predetermined number of job groups or jobs classes are established and jobs are assigned to these classifications.
  • 16. Class I- Executives: officer manager, deputy office manager, office superintendent, supervisor etc.Class II- Skilled workers: Purchasing assistant, cashier, Receipts clerk.Class III- Semiskilled workers: stenotypists, machine- operators, switchboard operator.Class IV- Semiskilled workers: Dartaris, file clerks, office boys etc.
  • 17. Factor Comparison method• A more systematic and scientific method of job evaluation is the factor comparison method. It is the most complex method of all, under this method instead of ranking complete jobs, each job is ranked according to a series of factors.------- physical effort, skill needed, responsibility, supervisory responsibility, accountability. Pay will be assigned in this method by comparing the weights of the factors required for each job.
  • 18. Functional Job Analysismethod of job analysis that was developed by the Employment and Training Administration of the United States Department of Labor. FJA produces standardized occupational information specific to the performance of the work and the performer.
  • 19. • Quantitative approach to job analysis that utilizes a compiled inventory of the various functions or work activities that can make up any job and that assumes that each job involves three broad worker functions : data people thingsThe most recent version of FJA uses seven scales to describe what workers do in jobs:1.Things 2.Data 3.People 4.Worker Instructions5.Reasoning 6.Math 7.Language
  • 20. Importance of Job TitleJob Titles badges of authority. Not getting the job title appropriate to the position can undermine your standing both inside your company and with outsiders such as clients. Additionally, not getting the title that you are due can hinder your pursuit of future career opportunities.
  • 21. Job Title ScenarioIn one scenario, an employee gets a de facto promotion, but does not get an upgrade in job title to that of the former incumbent.
  • 22. Importance of Job Evolution• To involve the people occupying the position under evaluation.• Job evaluation is most effective as a participative exercise and this in itself can improve employment relation.• To ensure interation o internal airness external competitiveness
  • 23. Gathering job information About careers is an important part of the career planning process and will help you discover whether a particular career is right for you. Learn about a wide variety of careers and their job duties, employment outlooks, salaries and educational and other requirements.
  • 24. HUMAN RESOURCE MANAGEMENT The function within an organization that focuses onrecruitment of, management of, and providing direction forthe people who work in the organization. Human Resource Management can also be performed by line managers.
  • 25. Role of HR in Job Evaluation• HR directors, and occasionally HR managers, may head up several different departments that are each led by functional or specialized HR staff such as the training manager, the compensation manager, or the recruiting manager.• Human Resources staff members are advocates for both the company and the people who work in the company. Consequently, a good HR professional performs a constant balancing act to meet both needs successfully.
  • 26. The Changing Human Resources RoleThe role of the HR professional is changing. In the past, HR managers were often viewed as the systematizing, policing arm of executive management. Their role was more closely aligned with personnel and administration functions that were viewed by the organization as paperwork.
  • 27. New HR RoleThe role of the HR manager must parallel the needs of his or her changing organization. Successful organizations are becoming more adaptable, resilient, quick to change direction, and customer- centered.
  • 28. Limitation of job evaluation• Job evaluation is not exactly scientific.• The modus operandi of the most the techniques is difficult to understand, even for the supervisors.• The factors taken by the programme are not exhaustive.• There may be wide flucation in compensable factors in view of changes in technology, values and aspiration of employers.• Employees trade union leaders management and the programme operators may assign different weightage to different factors, thus creating grounds for dispute
  • 29. What is included in job evaluation1st the focus of job evaluation upon the job itself, its content or its demand upon the normal, average or standard worker performing it.2nd the reliance of job evaluation upon the exercise of human judgement as the method by which ranking of relative worth or value of different jobs in the family or population is arrived at.
  • 30. What is meant by evaluation?Focused as it is upon the explicit identification of differences between job demands, and ultimately between job values, job evaluation requires that these be established by a form of personal judgement.
  • 31. The End..