JOB Design & Evaluation

HEH 2210

JOB DESIGN AND EVALUATION

JOB DESIGN is all about making sure that each job has the right tasks and responsibilities

assigned. It also looks at how different jobs in a company work together. HR managers make

sure each job is set up so it can be done well and easily and that is a good fit for the person

doing it.

JOB DESIGN is the process of specifying the duties and responsibilities that will be included in

Employees roles. Human Resource managers aim is to design work duties specific to the
individual so that it allows the employee to maximize their performance and stay engaged and
motivated.

ELEMENTS OF JOB DESIGN

The key elements of job design include task, motivation, resource allocation, and reward

system among others. A well-designed job will allow employees to develop skills, increase

their motivation and make them more productive. This will have a positive impact on

organizational performance.

The main elements of job design that HR managers are concerned with include:

1. Tasks that employees are expected to perform in the set time.

2. High motivation and productivity- the jobs should be designed in a way that brings
motivation to employees to do their job.
3. Resource allocation - the company should allocate their resources effectively and
efficiently to the specific job role, as appropriately allocated resources can influence
innovation.
 4. Reward systems - both monetary and non-monetary rewards should be incorporated
into the job design as they can motivate employees to perform better.

5. High quality work-work is not done until a high standard acceptable is achieved.

6. High job satisfaction-a good job design should ensure that employees derive utmost
employee satisfaction. This ensures low employee turnover.
7. Low absenteeism and turnover. Just like in the previous point – a great job design
seems to lower employee absenteeism and overall turnover.
8. To motivate employees, a job role should include a clear sense of direction for
employees to follow and grow within the company. Below are some of the elements
in diagram form.

SOME ELEMENTS OF JOB DESIGN

TECHNIQUES OF JOB DESIGN

There are four key techniques (aspects) of job design that include:

• Job simplification - This means splitting one big task into smaller parts. This is to keep

employees motivated as tasks will not be seen as too challenging.

• Job rotation - This is the process in which employees are shifted from one duty to

another; this technique aims to make employees multiskilled and be able to perform

various roles and duties in the company.

• Job enrichment - This technique allows employees to have more authority and

accountability in the organization.

The job Enrichment technique is aimed at employees

to feel more important and fulfilled.

The job design process follows key steps.

They are:

1. First managers need to decide what important content will be displayed on the job

description.

2. Then managers need to consider skills and techniques that are required to perform a job

3. Managers need to decide on the job length if the job can be done in full time or part-

time hours. The working hours must be set precisely as that will cost money to the

organization. For example, If the job can be done in part-time hours but the company

sets full-time hours for it, the company will be wasting money paying a full-time salary

for unnecessary hours.

4. Managers should try and avoid listing tasks that can be done by machines.

5. There should be no occurring conflicts with other jobs.

6. Establishing relationships in the organization that job role will involve. For example,
employees working in the marketing department will require to have some sort of relationship
with colleagues working in the same department.

The techniques such as job rotation, job simplification, job enrichment and job enlargement

should also be incorporated in the job ensign process to make the jobs more motivating for

employees and allow them to learn additional skills. After following this process managers

should be able to design an effective job.

Models of Job Design

This section will cover models of the job design from the theoretical perspective. The key

models of job design involve Taylorism, the Socio-technical systems approach, and the job
characteristics model.

Job Design, Models

Taylorism

This job design model includes scientific methods and mainly focuses on efficiency. Taylorism

is also referred to as scientific management.

There are key principles that managers should follow when designing a job according to this

model. These principles are:

Designing a standard method to perform the job role that was scientifically proven to be the

most efficient.

Hiring workers who can do the job effectively and efficiently.

Incorporating effective employees’ training plans that will involve teaching them how to

perform their tasks in the most efficient way possible. Supporting workers so that they are
motivated and performing up to the set expectations.

Socio-technical systems approach

Socio-technical job design model incorporates social and technical aspects of the job and highly

focuses on making a job that will fulfil employees’ needs. The key principles of this job design

model include:

- The designed job should fit organizational goals

- The employee’s needs should be considered when designing a job

- Establishing good relationships with peers and supervisors

- Create an environment in which employees feel supported

- Technical requirements that are needed to perform a job should be displayed

This design should provide a high-quality working life for employees

The changes to the job design should be made consistently according to changing

environmental pressures.

Job characteristics model (JCM)

The job characteristics model also called The Job Characteristics Theory (JCT) and core

characteristics model, was designed by Hackman and Oldham. Job characteristics model

involved five principles that are required to be incorporated into job design:

1. Variety of skills

2. Task identity, incorporating tasks that once completed have a visible outcome or the

result.

3. Task significance

4. Autonomy - the level of freedom for employees to choose a method of how to complete

a task.

5. Job feedback, employees should have access to sufficient feedback regarding their

performances.

These five key principles can lead employees to experience psychological states. Which are:

1. Experiences of meaningfulness

2. Experiences of responsibility

3. Knowledge of outcomesJob characteristics include skill variety, task identity, task

significance, autonomy, and

feedback. Incorporation of these job characteristics into the job design will lead to the

experience of positive psychological states by employees and lead to positive outcomes

regarding employees and organisational performance.

Example 2: Job Design

Job design specifies duties and roles to be included in the employee's role. Its main aim is
to keep the employees engaged and motivated while maximizing their performance.

The job design of a barista specifies their duties and responsibilities, such as:

• preparing a variety of coffee drinks;

• providing customers with a positive experience;
• operating a cash register;
• joining training sessions on new coffee brewing techniques and customer service;
• keeping the cafe organized and clean.

There are four types of techniques of job design: job rotation, job enlargement, job enrichment,

and job simplification.

Job design focuses on the administrative side of the job (defining tasks, motivation, reward

system, etc.), while work design focuses on the practical implementation of the elements of the

job design, such as a workstation, tools, or workplace condition.

The main purpose of the job design is to specify duties and working conditions to keep

employees motivated and engaged while maximising their performance.

Job design aims to keep employees motivated and engaged. It is important because motivated

and involved employees are more likely to achieve their targets which translates to the better

overall performance of the business.

Job design is the process of establishing employees’ duties and responsibilities that will be

included in their roles.

Why job design is important?

Job design is important because it is a guidance that employees will follow when performing

their roles. Additionally, a well-designed job will help employees to develop their skills,

increase motivation and productivity which will have a positive impact on the company’s

performance.

JOB EVALUATION

Job evaluation is the application of a process to identify, analyze and measure each job against

established criteria and weigh the relative value of jobs in a uniform and consistent manner. It

is NOT used to obtain a salary increase for the incumbent.

Thus, the components of job evaluation are – Job analysis, job description, job specification,

job rating, money allocation, and employee classification.

Job Evaluation is a systematic process of determining the worth of one job in relation to another

job in the organisation. During job evaluation, the relative worth of various jobs is assessed so

that wages can be paid depending upon the worth of the job. To improve the performance and

maintain the high level of efficiency in work, an employee should be compensated with wages

and salaries depending upon the job he is performing.

The objectives of Job Evaluation:

• To secure and maintain complete, accurate and impersonal descriptions of each distinct job

or occupation in the entire plant.

• To provide a standard procedure for determining the relative worth or value of each job in a

plant.

• To determine a rate of pay for each job which is fair and equitable with relation to other jobs

in the plant, community, and industry.

• To ensure that like wages are paid to all qualified employees on like work.

• To promote fair and accurate consideration of all employees for advancement and transfer.

• To provide a factual basis for the consideration of wage rates for similar jobs both within the

community and within the industry.

• To provide information for the work organisation, employee’s selection and training and

numerous other important purposes.

Job evaluation typically, involves four steps:

• Job analysis;

• Job documentation;

(i) Alternation Ranking; and

(ii) Paired comparison.

Alternation ranking involves ordering the positions alternatively each extreme. For

example, beginning with a list of 15 jobs, evaluators try to agree on which is the most

valuable among the collection of jobs, then which job is the least valuable. In the next

round, evaluators will try to agree on which of the remaining 13 jobs is the most valuable,

then which is the least valuable. This alternating process continues until all jobs have been

ranked and a hierarchy of jobs has been developed.

In the paired comparison approach, each job is evaluated by comparing it with every with other

job (one at a time). For each two position comparison, the more valuable job is given a score

of and when all the possible comparisons have been made, the hierarchy of jobs is developed

by counting the number of times that a job was awarded.

Although it is the simplest method, ranking is seldom the recommended approach. The ranking
criteria are usually inadequately defined so that the resultant hierarchy is difficult to explain to

employers. In addition, since the approach focuses on the total job, often the highest level duty

becomes the basis for the evaluation.

Finally, the ranking approach yields limited information concerning how much more valuable

one job is over another, or how the KASOC of one job relate to those of another. This could be

a key drawback for an organisation that is committed to employee development and

profitability or to creating cross-training opportunities and career ladders.

b. Job Classification:

This method was originally developed, and continues to be used by the government. Within

this approach, each job is measured against a pre-existing set of job classes that have been

designed to cover the full range of possible positions that would be employed by the

government. Broad descriptions or specifications are designed in advance to delineate the

characteristics of the jobs that would be placed within that category, within this method, job

evaluation involves comparing a position with these generic descriptions and deciding where

it fits best; that is, which job level of responsibility assigned to the job under review.

The classification System is relatively inexpensive and easy to administer. But as the number

and diversity of position grow, it is increasingly difficult to write level descriptors in advance

that will cover the full range of jobs. Without this specificity, the classification method becomes

ambiguous and difficult to communicate to workers. In addition, like the ranking method, it is

difficult to know how much difference exists between job [Link], in any whole job rating
system, one must be cautious about the same type of rather

errors that can creep into performance appraisal. For example, a halo-type error might be one
particular component of a position such that he or she assigns the entire job to a grade level

that might not be warranted, particularly if the job involves considerable work of a routine
nature.

c. Point Factor Method:

Under a point factor plan, various factors are the basis for determining relative worth. Factors

are the specific characteristics of jobs that will be measured. In choosing factors, the

organization decides – “what particular job components do we value? What job characteristics

will we pay for?” Mental effort, responsibility, complexity of works physical demands, skill

required, and working conditions are the most common factors. Factors chosen by a company

for use in a job evaluation plan should be for four characteristics.

First, they should represent the job characteristics for which the company is willing to pay.

Second, they should be present to varying extent in the jobs to be evaluated. Unless they vary

across the population of jobs, there is no point in viewing them as distinguishing features of

jobs. Third, they should represent factors that comply with the equal pay act’s skill, effort,

responsibility, and working conditions framework. Finally, the factors should be business

related; that is, they should support the organization’s culture and values, its chosen strategy

and direction.

Once the factors are identified and described, they should be weighted because all factors are

not equally important to an organization. Typically, factors such as responsibility, decision

making, and mental effort are more heavily weighted than physical effort or working

conditions. Next, factor scabs must be constructed. Factor scabs are statements of the degree

to which the factor is present in any given job.

Factor scabs are sometimes referred to as degree statements. The example of typical degree

statement for the factor “Physical requirements” is given as below. Higher degree ratings

translate into a greater number of job evaluation points in a point factor.

Example of Degree Statements for the Factor Physical Requirements:

Factor – Physical Requirements:

This factor appraises the physical effort required by a job, including its intensity and degree of

continuity. Analysis of this factor may be incorrect unless a sufficiently broad view of the work

is considered.

Degree: in the long run. The fact that jobs are broken down into parts and evaluated using the
same

criteria over and over again limit the opportunity for rates explaining job evaluation to

employees, point factor plans appear to have a high level of integrity.

On the other hand, point factor plans are expensive to design or buy and they are time

consuming to install and maintain. Some consultants assert that point factor plans should be

administered by an evaluation committee consisting of line operating managers. The time and

cost of such commitments must be considered.

In summary, an organisation chooses a job evaluation approach that it believes will best meet

its needs and systematically evaluates each job within or against that standard. In addition,

many organisations combine elements from each of these approaches to create a hybrid, or

combination, approach. Regardless of the method used, job evaluation ratings are typically

done by a committee of persons knowledgeable about the jobs under study, with different

committees charged with the evaluation of different job families.

Step # 4. Creating the Job Hierarchy:

The result of a job evaluation plan is a hierarchical ordering of jobs in terms of their relative

worth to the organisation. Whether it is created by totalling the points assigned to each position,

the resulting top-down list should reflect an ordering of position that makes sense to and is

meaningful for a particular organisation.

Before finalising this hierarchical list, it is important that the evaluation be studied carefully in

relation to another. Consider this something of a “Sore throbbing” process that looks at the final

results of the job evaluation and identifies positions that don’t appear to fit best where the job

evaluation plan has placed them.

The purpose of a compensation plan is not only to create an internally equitable programme,

but also one that is externally competitive. The next step is to consider market place pay

practices to that the organization may effectively complete for workers.

Advantages of Ranking System:

The system is simple, easy to understand and easy to explain to the employees. It require less

time, less work and is less expensive.

Disadvantages:

There is no defined criteria for rating the jobs and the rating is based on judgement of the raters.

The rating may be influenced by bias/favoritism. The systems only ranks the jobs and does

not indicate the exact differences between one job and the other.

Grading System Pros and ConsGrading system is advancement over ranking system and it is also
based on judgement of the

raters. It is rather difficult to write grade descriptions as the number of jobs increases. This
system is used in Government and less in the industry.

Advantages of Points System:

a) It is more systematic and objective than other systems.

b) It provides numerical basis for job classification and wage differentials.

c) Bias/favouritism minimised.

d) A large number of jobs can be evaluated and the jobs can be placed in distinct

categories.

e) Once the factors, sub factors and points are developed, they can be used for a

long time.

f) Acceptance is better than other systems.

Limitations:

a) It is time-consuming and expensive process.

b) Employees find it difficult to understand the working of this method.

Implementation of Job Evaluation

The evaluated job structure has to be translated into a structure of wage rates.

This depends upon the following things:

a) The range of wages to be paid, i., what should be the maximum and minimum wages

for the grade.

b) Should there be any overlapping between pay ranges for adjacent pay grades? If so, by

how much?

c) How many grades should be used?

d) On what basis will an individual employee be advanced in wages through the

 established pay large for the grade?

Difference Between Job Analysis and Job Design

• Job design dictates the manner in which work tasks are arranged to arrive at the maximum

efficiency and optimal outcomes.

• Job analysis involves the evaluation and analysis of a job, in terms of the tasks,

responsibilities, skills, tools, knowledge and expertise required to fulfill the job requirements

successfully.

Another challenge is understanding what is critical to the organization's success. It may

not

always be obvious. What key conditions must be created to help the organization succeed?

What are the barriers to that?

Next, identify the "drivers" within your organization. They are the people who can
get things done.

" The drivers have to break through the barriers to get where we want to be," he
said.

Finally, determine how the organization will monitor and measure its progress toward

achieving its objectives.

Many strategic plans fail because organizations never get around to the monitoring phase,

Wilkinson said. Some make the mistake of measuring activities instead of results. For example,

an organization might say its objective is to hold two membership drives a year without stating

how many new members it would like to recruit.

Another common mistake organizations make is confusing goals and objectives, he said.
A goal is a broad, long-term aim that defines the accomplishment of the mission, he explained,

while an objective is the specific, quantifiable, realistic target that can help you measure

whether you’re accomplishing the goal.

Other top reasons strategic plans fail include inadequate planning and failing to include key

people in the planning, he said.

Strategic Plans determine long terms goals (Vision)of organizations.

To achieve visions- mission statements are very important. These are the routes that companies

take to realize their goals. Mission statements can be examined to spell out the short-term

direction which is popularly referred to as SMART – (specific, measurable, achievable, realistic

and time bound) objectives. Then there are mid-term targets also from the strategic plan.

Objectives guide the daily operations, performing specific tasks, carrying out job specific tasks.

For organizational effectiveness, the activities can only be carried out effectively- if relevant

competencies are available. This requires good job analysis, description, and specification to

clearly articulate required skills.

Job Description Definition

A job description is a written statement of what the worker does, how he or she does it, and

what the job’s working conditions are.

It lists a job’s duties, responsibilities, reporting relationships, working conditions, and

supervisory responsibilities—one product of a job analysis.“A job description is an organized,

factual statement of the duties and responsibilities of a

specific job.” – Edwin B. Flippo.

“A job description indicates the tasks, duties, and responsibilities of a job. It identifies what is
done, why it is done, where it is done, and briefly, how it is done.” – Decenzo and Robbins.

Sections of a typical job description include;

i. Job Identification,

ii. Job summary,

iii. Responsibilities and duties,

iv. Authority of the incumbent,

v. Standards of performance,

vi. Working conditions,

vii. Job specifications

Importance of Job Description

Job descriptions are usually essential for managing people in organizations. Job descriptions

are required for recruitment so that managers and applicants can understand the job role. Job

descriptions are necessary for most people at work.

A job description defines a person’s role and accountability.

Without a job description, it is usually challenging for a person to properly commit to or be

held accountable for a role.

This is especially so in large organizations. Job descriptions improve an organization’s ability

to manage people and play roles in the following ways:

- Clarifies employer expectations for the employee,

- Provides the basis for measuring job performance,

- Provides a clear description of the role of job candidates,Job Description Job Specification
lists job duties, responsibilities, reporting relationships, working conditions, and supervisory
responsibilities. is a list of a job’s “human requirements,” the requisite education, skills,
experience, personality, and so on. contains the job title, job location, job summary, nature and
objectives of a job, tasks and duties to be performed, working conditions, machines, tools, and
equipment to be used in a [Link] education, experience, training, judgment, initiative,
physical effort, communication skills, emotional characteristics, and unusual sensory demands
such as sight, smell, and hearing.

The main purpose of the job description is to collect job-related data to advertise a particular job.

The main purpose of a job specification is to analyze whether candidates are eligible to apply for
a particular job vacancy or not.

It helps attract, target, recruit, and select the right candidate for the right job.

It helps recruit a team of an organization to;

1. understand what level of qualifications,

2. qualities, and set of characteristics should be
3. present in a candidate to make him or her
4. eligible for the job opening.
5. It clarifies what employees are supposed to do
6. if selected for that particular job opening.

Job Specification gives detailed information

about any job, including;

1. job responsibilities,
2. desired technical and physical skills,
3. conversational ability, and much more.
4. It also clarifies who will report to whom. It
5. helps in selecting the most appropriate candidate for a particular job.

A job description is all about the execution of duties.

While job specification is all about the education and qualification of the employee before his or
her recruitment.

The Job descriptions are what is expected to do and what is involved in the job.

Job specifications are what is needed to do the job.

Job Description Dos and Don’ts

Before writing a job description, here are some helpful hints to consider:DOs:

➢ Refer to the Job Description Writing Guide

➢ Attend a Job Description Workshop

➢ Use a factual and impersonal style when writing the job description.

➢ Base the job description on the department’s needs.

➢ Write an accurate, concise, and complete job description.

➢ Use complete sentences.

➢ Keep sentence structure as simple as possible, omitting unnecessary words that do not

contribute pertinent information.

➢ Begin each duty/task with an action verb.

➢ Be consistent when using terms like “may” and “occasionally.” (These should be used

to describe tasks performed once in a while or tasks that only some employees perform.)

➢ Refer to job titles rather than incumbents, i., “Reports to_______ Manager” instead

of “Reports to Mary Smith.”

➢ Be precise. This is critical for accurate job evaluation and analysis.

➢ Focus on critical activities.

 ➢ Use a logical sequence in describing duties and responsibilities (Key Responsibility

first, followed by the corresponding duties)

➢ Call your Compensation Analyst for guidance.

DON’Ts:

✓ Use the narrative form when writing a job description.

✓ Base the content of the job description on the capabilities, skills, and interests of the

incumbent.

✓ Write the job description based on the desired job classification.

✓ Write the job description as a step-by-step guide on how to do the job.

✓ Include minor or occasional tasks which are not unique to a specific job.

Four Steps of Writing Job Descriptions

The following steps are required to write or prepare a job description;

- Start with a job analysis

- Identify essential rather than marginal functions

- Cover the key areas