In developing an equitable wage and salary administration plan, the value of each office job in relation to all other jobs must be determined by job evaluation. The person in charge of evaluating the jobs must determine which of the basic methods – ranking, job classification, factor-comparison, or point-factor should be used. A company must also decide whether to design its own evaluation plan or turn to outside professional associations or consultants for help in studying and evaluating jobs and implementing the selected method.

1. CHAPTER 9
ANALYZING OFFICE JOBS

2.  JOB ANALYSIS, the gathering of information about specific job and
determining the principal elements involved in performing it.
– Job Description, an outline of the information obtained from the job
analysis, which describes the content and essential requirements of a
specific job or position.
– Job Specification, a detailed record of the minimum job requirements
explained in relation to the job factors.
 JOB EVALUATION, the process of appraising the value of each job
in relation to other jobs in order to set a monetary value for each
specific job.
 WORK MEASUREMENT & SETTING WORK STANDARDS, the
procedure for determining the time required to complete each job or
task and for setting up criteria by which the degree of work
performance may be measured.
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TECHNIQUES OF USING STRUCTURED
QUESTIONAIRES
Position Analysis Questionaire (PAQ), a very widely used
computerized system, analyzes and documents only
those activities performed by the worker.
Comprehensive Occupational Data Analysis Programs
(CODAP), this collection is computer software products is
designed to analyze and report job information that has
been collected through questionnaires.
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4.  Interview Method, requires the job analyst to spend time
in meeting with the employee and the employee’s
supervisor in order to gather information about the job.
Observation Method, permit the analyst to obtain job
information firsthand and to become acquainted with the
working conditions, the equipment used, and the
requirements for special skills, such as finger dexterity.
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5. Combined Approach
Critical Incident Technique (CIT), incidents describe
behaviors that are based observed to be critical to job
performance and that reflect particularly outstanding or
poor performance.
Functional Job Analysis (FJA), to analyzing jobs, would
examine the interactions among the work, the workers,
and the organization.
Job Element Method (JEM), concerned with identifying
the elements that workers use in performing their jobs.
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6. NONQUANTITATIVE METHODS
Jobs are evaluated according to their relative or estimated difficulty.
Ranking Method, the simplest and oldest method of determining
the economic value of a job.
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 Card Ranking Method using a index card. To job evaluation
provides an effective analysis of jobs without the influence of
established, historical precedents and appears more like
independent survey based upon sound operations.
 Paired Comparison Method rank each job against another job
of comparable ranking on the basis of the total difficulty of the
job.
Job Classification Method, used by civil service authorities in
evaluating office and clerical workers and in granting periodic salary
increases.
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7. QUANTITATIVE METHODS
Jobs are grouped according to mental, physical, skill, and experience requisites.
Factor-Comparison Method, also known as key-job system and the job-to-money
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method.
 Mental requirements
 Skill requirements
 Physical requirements
 Responsibility
 Working conditions
Point Factor Method, each of the basic factors is divided into degrees, ans
points are assigned to each factor and its degrees.
 Skill (Education & Job Knowledge, Experience & Training, Initiative & Ingenuity)
 Effort (Physical Demand, Mental and/or Visual Demand)
 Responsibility (For Equipments/Tools, For Materials/Product, For Safety of
Others, For Work of Others)
 Job Conditions (Working Conditions, Unavoidable Hazards)
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8. Page  8
In developing an equitable wage and salary
administration plan, the value of each office job in relation
to all other jobs must be determined by job evaluation. The
person in charge of evaluating the jobs must determine
which of the basic methods – ranking, job classification,
factor-comparison, or point-factor should be used. A
company must also decide whether to design its own
evaluation plan or turn to outside professional associations
or consultants for help in studying and evaluating jobs and
implementing the selected method.
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