GREAT

2. JOB ANALYSIS,
EVALUATION, &
DOCUMENTATIO
N
Prepared By:
Muhammad Anwar Arqam
SLIDES’ WORK
DISTRIBUTION
Starting & Ending 2
Title, Reading
Material, &
Learning
Outcomes
3
Diagrams 4
Tables & Allied 2
TEXT 18/29

3. READING MATERIAL
 Book: THE COMPENSATION
HANDBOOK
 Authors: LANCE A. BERGER and
DOROTHY R. BERGER
 Chapters #: 8
 Internet Resources

4. LEARNING
OUTCOMES
 To Understand Role Of Job Analysis,
Evaluation & Documentation
 To Understand Contemporary Methods Of
Job Evaluation
 To Understand Implications Of Computer
Assisted Job Evaluation Techniques

5. JOB ANALYSIS
Gathering & Analyzing Information About
 Contents & Human Requirements Of Job
 Conditions Under Which Job Is Performed
1. To Determine Placement Of Jobs
2. To Know Relative Importance To Other Jobs
3. To Assess Job, But Not Person Doing Job.

7. JOB EVALUATION
Comparing Jobs Internally To Determine
Appropriate Pay Rates & Structure
Determining Relative Value/Worth Of Jobs
Minimizing Subjectivity/Biasness
Enabling Rational, Consistent, & Transparent
Decisions About Roles

10. JOB DOCUMENTATION
 Central Object Of Job Management
Standard
 Centrally Manage & Schedule In Detail
Background Processing Of Entire System
 Documentation Specialist Manages
Office Documents & Archived Documents.

12. DOMINANT METHODS USED IN JOB
EVALUATION

13. TAYLOR’S CONTRIBUTION TO JOB
ANALYSIS
Emphasis On Management’s Responsibility To:
 Use Scientific Methods Of Observation &
Planning To Define & Organize Tasks In Job
 Recruit & Select People Having Continuing
Training To Perform Required Tasks.

14. COMPONENTS OF GRIFFENHAGEN’S EVALUATION
PLAN
1. Classification: Outline Through Which Positions In
Enterprise Are Grouped Into Classes
2. Class Specification: Identifies Qualities Of Each
Class Of Positions That Are Important For
Personnel Administration
3. Classification Rules: For Applying & Administering
Plan
→Position = Job: Group Of Duties

15. CLASS SPECIFICATION
DOCUMENTS
1. Title Of Class & All Positions, Assigned
2. General Description Of Duties Common To Positions In
Class, With Illustrations Of Actual Work Performed
3. Identification Of Qualifications Required, Both Necessary &
Desirable
4. Information Regarding Lines Of Promotion, Preferably
Showing Next Higher & Next Lower Rank
5. Compensation Information For Class
6. Other Facts Or Memoranda Relating To Class Within
Personnel Administration Process

16. FRAMEWORK OF CLASSIFICATION METHOD

17. RANKING METHOD
Whole-Job, Nonquantitative Grading Process
Likewise Card-Sorting System
Jobs Are Ranked According To Perceived
Relative Values Of Each Job In Organization
Used For Purposes Of Pay Determination
Viable For Establishing Formal Compensation
Program.

18. THE POINT METHOD
• Most Widely Used Of 4 Dominant Methods
• Quantifying Judgments Of Various Aspects Of Jobs By
Assigning Points
• More Scientific Method
Steps Of Point Method
1. Common Factors Are Identified (Compensable Factors)
2. Factors Are Defined & Weighted To Reflect Their
Perceived Importance In Organization

19. 3. Each Factor Is Analyzed To Determine Different
Levels Of Job Content
4. Degrees For Each Factor Are Quantified Using
Relative Weightings Of Factors
5. Using Predetermined Points & Job Requirements For
Degrees Of Each Factor
6. Each Job Acquires A Total Job Content Point Value
7. Titles Of Positions Are Hierarchically Arranged
According To Their Total Point Values
8. Groupings Of Total Points Are Tested To Develop
Appropriate Job Grades.

20. FACTOR COMPARISON
METHOD
1. General Purpose Of Work
2. Personal Duties & Their Frequency Of Performance
3. Instructions Received
4. Type Of Responsibility
5. Reports Prepared
6. Equipment Used
7. Contacts With Others, Including Purpose
8. Minimum Education & Experience Required
9. Working Conditions.

21. POSITION ANALYSIS QUESTIONNAIRE
(PAQ)
Traditional Focus In Job Evaluation
Subjective Judgments Of Compensable Factors
Measured In Statistical Determinations
How Market Place Is Actually Valuing Worker
Characteristics
Copyrighted In 1969 By Purdue Research Foundation
 6 Divisions, 187 Job Elements
One Division Consists Of 35 Job Elements.

22. BENEFITS OF COMPUTER-ASSISTED JOB
EVALUATION
1. Reduced Time In Collecting Job Content Data
2. Consistency In Quality Of Data Gathered
3. Computer-Generated Job Descriptions
4. Reduced Use Of Job Evaluation Committees
5. Relatively Low-Cost Maintaining Of Database
6. Reduced Staffing Costs.

23. HISTORIC & CONTEMPORARY
USES OF JOB DOCUMENTATION
Recruitment
Orientation
Training
Performance Assessment
Building Career Ladders
Prohibiting Employment Discrimination

24. USEFULNESS OF TRADITIONAL METHODS
OF JOB EVALUATION
Pay Workers Based On:
(1)Competencies: Knowledge, Skills, Abilities,
Participation On Work Teams
(2)Market Pricing Of Jobs
(3)Banding Together Jobs Having Common
Characteristics Into Separate Compensation Bands

25. RESEARCH FINDINGS
Point-Factor Systems Are Very Reliable
Total Point Values Are More Reliable Than Point
Values For Each Factor
Competency Pay Is Not Used Very Often
Skill-Based Pay Works Well Under Certain Conditions
Most Work Evaluation Systems Have Not Been
Evaluated.

26. DRAFT GUIDELINES FOR
EVALUATION
1. Use Single Job Evaluation System For All
Employees
2. Attributes Of Jobs Compensation Should Be Explicit
& Public
3. Factors Chosen For Factor-Based Plans Should Be
Free Of Racial Or Gender Bias
4. Integrity Of Job Evaluation Plan Should Be Protected:
a) Clear & Complete Documentation, Distributed For
All To Read

27. b) Good Training For All Using Plan
c) Regular, Documented Audits
d) Formal Appeals Process Open To All Employees
e) Committees Representing All Employee Groups
6. Evaluation Of Specific Jobs Should Be Capable Of
Demonstrated.

28. FINDINGS OF NATIONAL ACADEMY OF
SCIENCES (1977)
1. No Universal Standard Of Job Worth Exists
2. Existing Wage Rates Of Labor Markets Do Not
Provide Relative Worth Of Jobs Free Of Discriminatory
Practices
3. When Used Under Certain Guidelines, Job Evaluation
Plans Can Provide Measures Of Job Worth Useful In
Identifying & Reducing Wage Discrimination.