Job analysis, job design, job descriptions, and job evaluations are important human resource processes. Job analysis identifies the tasks and requirements of a job. Job design determines how work is performed. Job descriptions define duties and expectations. Job specifications list qualifications. Job evaluation establishes the relative value of jobs through systematic analysis of factors like skills, responsibilities, and decisions. Together, these processes help define jobs and compensation.

1. Job analysis and job designs
By Sara M. Aljanabi
KAU- 1801395

2. outline
• Definition of job and job analysis
• Process of job analysis
• Methods of collection data of job analysis
• Importance of job analysis
• Job Description and Job Specifications
• Definition of job design
• Factors affecting job designing
• approaches to job design

3. job
related set of tasks that are
carried out by a person to
fulfil a purpose.

4. Job Analysis is a process to identify and
determine in detail the particular job duties
and requirements and the relative importance
of these duties for a given job.
To create and modify the job.
Job analysis differentiates one job from
another.
It is also referred as job review or job
classification.

5. Process of job analysis
1. Information gathering in wide way by
asking other organization.
2. Job-specific competency determination
3. Developing Job descriptions
4. Developing Job specifications

6. To end products of Job Analysis are Job Descriptions and Job
Specifications:

7. Methods of collection data of job analysis
1. Observation method
2. Interviews
3. Structured questionnaires
4. Logbooks/ Work diaries

8. 1. Observation method
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 behaviours do/do not occur.

9. 2. Interviews
Most commonly used method
Usually conducted with
– technical experts
– supervisors
Questions like:
– what are your most typical duties?
(open question)

10. 3. Structured questionnaires
Long and structured questionnaire to be filled
in by job incumbent.
Has both objective and open-ended questions.

11. 4. Logbooks/ Work diaries
Job incumbents take immediate note of
the activities they perform.

12. Importance of job analysis
1. Facilitates proper publicity of job
2. Selection of psychological test
3. Facilitates purposeful interviews
4. Facilitates appropriate medical examination
5. Facilitates scientific selection placement and orientation
6. Facilitates scientific promotions and transfers

13. Job Description
is a written statement that defines the duties, relationships and results
expected of anyone in the job.
It is an overall view of what is to be done in the job.

14. Job description typically includes:
Job Title
Title of immediate supervisor
Statement of the Purpose of the Job
• Primary Responsibilities
• List of Typical Duties and Responsibilities
• General Information related to the job
– training requirements
– tool use
– transportation
Signature of the person who has prepared the job description

15. Job Specification
is the kind of person it takes to do the job, that is to say, it lists the
qualifications.

16. Job Specification typically includes:
• Degree of education
• Desirable amount of previous experience in similar work
• Specific Skills required
• Health Considerations

17. job design
The process of defining how work will be performed and what tasks will
be required in a given job.
Job design helps to determine:
what tasks are done,
how the tasks are done,
how many tasks are done,
and in what order the tasks are done

18. Factors affecting job designing
Organizational factors
Environmental factors
Behavioural factors

19.  Organizational factors
1. Work flow: In order to perform work in an effective and efficient
manner, the tasks involved in a job need to be sequenced and
balanced.
2. Ergonomics: jobs are designed in such a way to match job
requirements with worker’s physical abilities to perform a job
effectively
3. Work practices: way of doing work based on tradition or collective
wishes of workers.

20.  Environmental factors
1. Employee availability and abilities:
Employee skills, abilities and time of availability
Designing a job that is more demanding and above their skill will lead
to decreased productivity and employee satisfaction.
2. Social and Cultural Expectations:
with increase in their literacy, education, knowledge, awareness, have
raised their expectations from the jobs.
job design now is characterized by the features like work hours, rest
breaks, vacations.

21.  Behavioural factors
As human needs to be satisfied for ensuring productivity at workplace.
Autonomy : Employees should work in an open environment rather
than one that contains fear. It promotes creativity, independence.
Feedback: Each employee should receive proper feedback about his
work performance.
Diversity: A job should carry sufficient diversity and variety so that it
remains as interesting with every passing day.

22. common approaches to job design
Job Enlargement:
is a job design technique wherein there is an increase in the number of
tasks associated with a certain job. In other words, it means increasing
the scope of one's duties and responsibilities. The increase in scope is
quantitative in nature and not qualitative and at the same level.
Job enlargement is a horizontal restructuring method that aims at
increase in the workforce flexibility and at the same time reducing
monotony that may creep up over a period of time

23. Job Rotation:
The practice of periodically shifting workers through a set of jobs in a
planned sequence.

24. Job Enrichment:
Job enrichment allows employees to assume more responsibility,
accountability, and independence when learning new tasks or to allow
for greater participation and new opportunities. Not promotion
job enrichment means improvement in the quality of job such that
employees are more satisfied and fulfilled.
Job enrichment means a vertical expansion in duties and
responsibilities and span of control.

25. Goal of job design
To Meet the organizational requirements such as higher productivity,
operational efficiency, quality of product/service .
To satisfy the needs of the individual employees like interests,
challenges, achievement or accomplishment, etc.
Integrate the needs of the individual with the organizational
requirements.

26. • Improve job satisfaction
• Increase motivation
• Reduce turnover and absenteeism
• Improve productivity & quality
• outlining and organizing tasks, duties and responsibilities.
• outlines the methods and relationships that are essential for the
success of a certain job.

27. Job evaluation
Job evaluation is a systematic process for defining the relative worth or
size of jobs within an organization in order to establish internal
relativities.

28. Aims of job evaluation
• Establish the relative value or size of jobs (internal relativities) based
on fair, sound and consistent judgements.
• Produce the information required to design and maintain equitable
and defensible grade and pay structures.
• Provide as objective as possible a basis for grading jobs within a grade
structure, thus enabling consistent decisions to be made about job
grading.

29. • Enable sound market comparisons with jobs or roles of equivalent
complexity and size.
• Be transparent – the basis upon which grades are defined and jobs
graded should be clear.
• Ensure that the organization meets equal pay for work of equal value
obligations.

30. Approaches of
jobs evaluation
Formal job
evaluation
Informal job
evaluation
Formal approaches use standardized
methods to evaluate jobs that can be
analytical or non analytical.
Informal approaches price jobs either on
the basis of assumptions about internal
and external relativities or simply by
reference to going or market rates when
recruiting people, unsupported by any
systematic analysis.

32. Analytical job evaluation schemes
Analytical job evaluation is based on a process of breaking whole jobs
down into a number of defined elements or factors such as
responsibility, decisions and the knowledge and skill required.

33. Analytical job evaluation
1. Factor comparison
The original factor comparison method compared jobs factor by factor
using a scale of money values to provide a direct indication of the rate
for the job.
• It was developed in the United States but is not used in the UK.
• The scale may have only three value levels for example lower, equal, higher – and no factor
scores are used.
• Their job is simply to compare one job with one or two others, not to review
internal relativities over the whole spectrum

34. Analytical job evaluation
2. matching
analytical job matching is based on the analysis of a number of defined
factors.
There are two forms of analytical matching:
• One is role profile to grade/ level profile matching
• Other is role profile to benchmark role profile.

35. Analytical job evaluation
2. matching
In role to grade analytical matching, profiles of roles to be evaluated
are matched to grade, band or level profiles. Reference is made to a
grade structure incorporating the jobs covered by the evaluation
scheme.
In role to role analytical matching, role profiles for jobs to be evaluated
are matched analytically with benchmark role profiles. A benchmark
job is one that has already been graded as a result of an initial job
evaluation exercise.

36. Non-analytical schemes
Non-analytical job evaluation schemes enable whole jobs to be
compared in order to place them in a grade or a rank order – they are
not analysed by reference to their elements or factors. They can stand
alone or be used to help in the development of an analytical scheme.

37. 1. Job classification
This approach is based on a definition of the number and characteristics of
the levels or grades in a grade and pay structure into which jobs will be
placed.
The grade definitions may refer to such job characteristics as skill, decision
making and responsibility but these are not analysed separately.
2. Job ranking
Whole-job ranking is the most primitive form of job evaluation. The process
involves comparing whole jobs with one another and arranging them in
order of their perceived value to the organization.

38. Question:
Discuss the different between the four concepts: job design, job
description, job specification and job evaluation.

39. References
• Eleventh edition published in 2009 as Armstrong’s Handbook of Human Resource
Management Practice, Michael Armstrong
• Paper: Human Resource Management, Job Analysis, Ms. Komal Singhal, Kalindi.