Job Evaluation & Workflow - Part 2

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Job Evaluation & Workflow - Part 2

  1. 1. Chapter 6 JOB EVALUATION AND WORK FLOW
  2. 2. A Sound Human resource management program requires the different jobs in the company. This involves: •What each worker does •How he does it •Why he does it •Under what conditions he performs the job •What special qualifications each worker must posses to perform his job satisfactorily.
  3. 3. THE RATIONALE FOR JOB ANALYSIS  The conduct of job analysis has behind its several reasons that are vital to human resource management and the supervision of the work to be done by the workers in the shop or the office. It is consider as the building block of anything that human resource management does, any personnel requires information that is gleaned from job analysis.
  4. 4. THE FOLLOWING ARE THE USES OF JOB ANALYSIS:         To specify the duties and responsibilities of the position. To provide job-oriented recruitment and selection guides. To provide guides in operation-based compensation determination. To provide information and tools for career planning and counseling. To have a guide in the construction of performance evaluation criteria. To serve as guide in methods improvement. To obtain background information about working conditions. To serve as a guide in the development of
  5. 5. THE JOB ANALYSIS PROGRAM AND ORGANIZATIONAL STRUCTURE  Job analysis starts with a careful study of the organizational structure. This would reveal the relationships of jobs within the organization.
  6. 6.  Job analysis is the process of getting detailed information about the task, duties and responsibilities of the job as seen to organizational structure. For company to succeed, it must have detailed information about the requirements of jobs through a careful job analysis program.
  7. 7.  Job analysis is a continuing program. Organization structure changes due to the introduction of a new technology in order to be competitive in the global economy. Any changes in structure carry additional duties and responsibilities or simplifications of functions. These changes need job redesigning to conform to organizational needs for greater efficiency and productivity.
  8. 8. THE ROLE OF HUMAN RESOURCE IN JOB EVALUATION     Job analysis is not the sole responsibility of the Human Resource Department but a cooperative effort of all operating departments. While it is more of personnel function, the greater bulk of information must come from the persons who are job holder of the position. The supervisor or manager must immediately inform the HRD of any changes in the duties and responsibilities of the position due to the introduction of new technology or changes in the production process that improve that production efficiency. This will entail job redesigning or reclassifying of
  9. 9. Some companies get the service of management consultants to conduct a job analysis program to be more objective.  Management consultants are more objective as they have more experience in conducting the job analysis program due to their exposure to different organizational system.  Another reason is that their managers who try to overstate the functions and duties of different position, as they know that they have great implications in the company’s pay scale. 
  10. 10. GATHERING OF JOB INFORMATION THE JOB ANALYST The study of jobs is the responsibility of the personnel department thru the job analyst who is trained to conduct job evaluation program.  The job analyst studies the duties, responsibilities, and specification requirements of the job.  This involves careful understanding of the conditions around the functions and tasks of the positions. 
  11. 11. A GOOD JOB ANALYST MUST HAVE THE FOLLOWING QUALIFICATIONS: Good knowledge of organization system  Good intelligence and analytical skills  Good Judgment and acumen  Clarity and facility of language  Familiarity with organizational and company policies  Good personality and good relationships with others in the organization  Tact and diplomacy in getting along with others 
  12. 12. GATHERING PROCESS IN JOB INFORMATION Job analysis starts with a careful understanding of the relationship of the jobs in the organizational structure.  This relationship is concerned with the details of the job rather than with the worker who is assign to do the job. 
  13. 13. THE FOLLOWING FACTORS ARE IMPORTANT CONSIDERATIONS IN JOB ANALYSIS:  What the job requires the employee to do. Job requirements involve the activities that workers have to do, the importance of the duties or activities, the amount of time that is involved in doing the job and the other minor duties required of job.  How effectively does the employee perform his assigned duties and responsibilities? This involves the details on how the workers perform
  14. 14. Why should the worker do the job? This cover the reason why the employee has to do the task assigned to him, and the purpose of the job in relation with those of other jobs in the organization. The task should satisfy its contributions to the effective and efficient functions in the organizational work systems.  Supervision required in the job. The details of supervision requires the amount of supervision involved, or the assistance needed in carrying out the job, the extent of employee’s authority in carrying out the functions, and the extent of relationships of the job with those of others in the organization setup. 

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