The document discusses job analysis and evaluation. It defines job analysis as identifying the criteria for successful job performance, including key tasks, skills, and abilities. It notes that job analysis provides the foundation for HR functions like job descriptions, selection, training, and performance appraisals. Job analysis can be either job-oriented, focusing on tasks, or worker-oriented, focusing on required skills and abilities. Common methods of job analysis include interviews, questionnaires, observation, and logbooks/diaries. Job evaluation judges the relative worth of jobs to determine fair compensation, based on factors identified in job analysis like skill, effort, responsibility, and working conditions.

1. Job Analysis and Evaluation Do it or else Amit Pandey

2. Job Analysis The identification of criteria necessary for successful performance in a given job Identifies KSAs Job tasks to perform Skills required Abilities needed

3. Why Bother?? The Job Analysis provides the foundation for almost everything HR is involved in. Job Descriptions Employee Selection Training Performance Appraisals Job Classification Job Evaluation Job Design

4. Job vs. Worker Oriented Analyses Job-Oriented analysis of tasks necessary to complete the job more concrete e.g. college student attend lectures take notes read text write papers do homework Worker-Oriented analysis of the skills and abilities required intelligent self-motivated able to work alone able to integrate diverse information good long-term memory time-management skills

5. Sources of Job Information SMEs (Subject Matter Experts) people who have in-depth knowledge of specific job under analysis, job skills, and abilities Job Incumbent Supervisors Job Analyst

6. Methods of Job Analysis Interviews Structured Questionnaire / Inventory Direct Observation Logbooks / Work Diaries

7. Interviews Most commonly used method very adaptable Usually conducted with job incumbents technical experts supervisors Questions like: what are your most typical duties? How long do they take? How do you do them? Con: people may misrepresent/exaggerate job

8. Questionnaire/Inventory Lists of many (>200) job characteristics and activities rated in term of frequency and importance method is most useful for comparing jobs D 2 - measure of similarity found job of “housewife” is most similar to “patrolman”! very commonly used (esp. with interviews)

9. PAQ Example of “Sources of Job Information” Rate the extent to which each is used by the worker as a source of information in performing the job: Extent of Use: N - Does not apply 1 - Very infrequent 2- Occasional 3 - Moderate 4 - Considerable 5 - Very substantial 1.___ Written materials (books, reports, articles). 2.___ Quantitative materials (graphs, tables of numbers) 3.___ Measuring devices (calipers, tire pressure gauges, thermometers) 4.___ Features of nature (landscapes, geological samples, cloud formations)

10. Observation Unobtrusive method camera; video; audio Excellent for understanding and appreciating conditions under which job is performed Allows analyst to experience aspects of job that worker may not be aware of Not as good for understanding why behaviors do/do not occur

11. Logbook / Worker Diaries Worker makes systematic entries in book outlining activities May be useful for jobs that are difficult to observe But, not commonly used too much variance in writing skills can exaggerate tasks performed Can be done with beepers

12. Typical Job Analysis Read any info available re: job training manuals job descriptions equipment manuals Interview middle managers pick up lingo understand job importance acc. to management get feel for job develop questions for later interviews

13. Typical Job Analysis cont. Observe 3 or 4 people doing job Schedule interviews with incumbents and supervisors Distribute questionnaires/inventories re: job duties Combine/compile info (most imp.) must summarize using all info. no standard procedure; uses creativity

14. Why do we do Job Analyses? Reduce Role Conflict and Ambiguity reduce discrepancy between what organization thinks job is and what job is in reality Design and Evaluation of Training focus training on most difficult and/or most frequent elements of job Performance Appraisal criteria for appraisal should be matched with most important elements of job

15. Why Job Analysis? Job Design simplify job with too many disparate activities Personnel Selection once KSAs are identified, job requirements can be generated items on job tests can be written based on JA e.g., if job requires high intelligence, give intelligence test

16. Why Job Analysis? Compliance with Civil Rights Legislation CRA of 1964, 1991, Age Discrimination Act, Americans with Disabilities Act if discrimination occurs, must be justifiable business practice JA is necessary, but not sufficient component Job Evaluation judges relative worth of jobs in an organization sets fair compensation rates

17. Job Evaluation Market Perspective (External Equity) how difficult is it to fill the position Ex: I/O Psychologist vs. Clinical Psychologist not an assessment of value Based on Job Analysis (Internal Equity) skill effort responsibility working conditions education requirements

18. Comparable Worth Equal Pay Act of 1963 “ equal pay for equal work” but, not very effective in reducing pay disparity between men and women (62%) different job titles even though same tasks! clerk-typist vs. storekeeper WA found guilty of paying 14,000 women employees 20% less than men Equal pay for comparable work based on job tasks , not titles

19. How are these different? Job Analysis Job Evaluation Performance Evaluation