JOB
ANALYSIS
AND
EVALUATION
JOB
ANALYSIS
and
E VALUATION
Job Analysis
- Process of determining the work activities
and requirements
- Gathering, analyzing, and structuring
information about job, components,
characteristics, and requirements
Job Description
- Written result of Job Analysis
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IMPORTANCE
• Writing Job Descriptions
• Employee Selection
• Training
• Personpower Planning
Peter Principle – promoting employees until
they reach full level of incompetence
• Performance Appraisal
• Job Classification
• Job Evaluation
• Job Design
• Compliance with Legal Guidelines
• Organizational Analysis
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WRITING A
GOOD JOB
DESCRIPTION
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Job description must include:
• Job Title
• Brief Summary
• Work Activities
• Tools & Equipment Used
• Job Context
• Work Performance
• Compensation Information
• Job Competencies
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PREPARING
FOR
A
JOB
ANALYSIS
WHO WILL CONDUCT THE ANALYSIS
HOW OFTEN SHOULD A JOB DESCRIPTION
BE UPDATED
WHICH EMPLOYEES
SHOULD PARTICIPATE
WHAT TYPE OF INFORMATION
SHOULD BE OBTAINED
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WHO WILL CONDUCT THE ANALYSIS
HUMAN RESOURCES
DEPARTMENT
JOB INCUMBENTS
SUPERVISORS
CONSULTANTS
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WHICH EMPLOYEE SHOULD PARTICIPATE
CHOICES:
• ALL EMPLOYEES
• RANDOM SAMPLE
• REPRESENTATIVE SAMPLE
POTENTIAL DIFFERENCES:
• JOB COMPETENCES
• RACE
• GENDER
• EDUCATIONAL LEVEL
• PERSONALITY
• VIEWPOINT 12
WHAT TYPE OF INFORMATION SHOULD BE
OBTAINED
TYPE OF REQUIREMENT
• FORMAL
• INFORMAL
LEVELS OF SPECIFICITY
• JOB LOAN OFFICER
• POSITION LOAN OFFICER AT BOONE BRANCH
• DUTY APPROVAL OF LOAN
• TASK INVETIGATE LOAN HISTORY TO
DETERMINE IF APPLICANTS HAD BAD CREDIT
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CONDUCTING
A JOB
ANALYSIS
A step by step process
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STEP 1: IDENTIFY TASKS PERFORMED
THE FIRST STEP IN CONDUCTING A JOB ANALYSIS IS TO IDENTIFY
THE MAJOR JOB DIMENSIONS AND THE TASKS PERFORMED FOR
EACH DIMENSION, THE TOOLS AND EQUIPMENT USED TO PERFORM
THE TASKS, AND THE CONDITIONS UNDER WHICH THE TASKS ARE
PERFORMED.
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GATHERING EXISTING INFORMATION
IN INTERVIEWING INCUMBENTS, IT IS ALWAYS A GOOD IDEA TO
GATHER INFORMATION THAT HAS ALREADY BEEN OBTAINED.
INTERVIEWING SUBJECT MATTER EXPERTS
THE MOST COMMON METHOD OF CONDUCTING A JOB ANALYSIS IS
TO INTERVIEW SUBJECT MATTER EXPERTS OR SME’S . SMES ARE
PEOPLE WHO ARE KNOWLEDGEABLE ABOUT THE JOB AND
INCLUDE JOB INCUMBENTS, SUPERVISORS, CUSTOMERS, AND
UPPER-LEVEL MANAGEMENT.
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Job analysis interviews come in two main forms: Individual and
Group
Guidelines that should be followed, to make the interview go
smoothly:
Prepare for Conduct
the Open the the
interview interview interview
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Ammerman Technique
(Ammerman 1965)
Convene a panel of experts that includes representatives from all levels of
organization.
Have the panel Identify the objectives and standards that are to be met by the
ideal incumbent.
Have the panel list the specific Behaviours necessary for each objective or
standards to be attained.
Have the panel identify which behaviours form step 3 are “critical” to reaching
the objective.
Have the panel rank-order the objectives on the basis of importance.
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Observing Incumbents
observations are useful job analysis methods, especially when used in
conjunction with other methods such as interviews.
Job participation
analyzing a job by actually performing it.
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Step 2: Write Task Statements
A properly written task statement must contain an ACTION (what is
done) and an OBJECT ( to which the action is done).
Task statements will also include such components as where the
task is done, how it is done, why it is done.
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Characteristics of a well-written task statements:
One action should be done to one object.
Task statements should be written at a level that can be read and understood by a
person with the same reading ability as the typical job incumbent
Task statements should not be competencies.
Task statements should not be a policy.
The statement should make sense by itself.
For those activities that involve decision making, the level of authority should be
indicated.
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Step 3: Rate task Statements
The next step is to conduct a task analysis, using a group of
SMEs to rate each task statement on the frequency and the
importance or criticality of the task.
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Step 4: Determine Essential KSAOs
The next step is to identify the KSAOs needed to perform the task.
Knowledge is a body of information needed to perform a task.
Skill is the proficiency to perform a learned task.
Ability is a basic capacity for performing a wide range of different tasks, acquiring a
knowledge, or developing a skill.
Other characteristics include such personal factors as personality, willingness, interest
and motivation and such tangible factors as licenses, degrees and years of experience.
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KSAOs are referred to as, competences and job specs.
Determining important KSAOs can be done in in one of two ways:
- logically linking task to KSAOs or using pre-packaged questionnaires.
- to logically link KSAOs to tasks, a group of SMEs brainstorm the KSAOs
needed to perform each task.
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Step 5: Selecting Tests to tap KSAOs
• The next step is to determine the best
methods to tap KSAOs needed at the time
of hire.
• These methods will be used to select
new employees and include such methods
as interviews, work samples,
ability tests, personality tests,
reference checks, integrity tests,
bio data and assessment centres.
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The average rating obtained from Step 4 will be used to weight scores.
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EVALUATION
OF
METHODS
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• EVALUATING METHODS HELP US COMPARE DIFFERENT
METHODS USED.
TWO TYPES:
[Link]-ORIENTED
[Link]-ORIENTED
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HOW WRITTEN COMPREHENSION IS DIFFERENT
FROM OTHER ABILITIES
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DETERMINING
INTERNAL PAY
EQUIT Y
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INTERNAL PAY
EQUITY
- THE COMPARISON OF
EMPLOYEE POSITIONS IN YOUR
BUSINESS TO ENSURE FAIR PAY
AND JOB’S WORTH
STEP 1: DETERMINING COMPENSABLE JOB FACTORS
THE FIRST STEP IN EVALUATING A JOB IS TO DECIDE WHAT FACTORS
DIFFERENTIATE THE RELATIVE WORTH OF JOBS. POSSIBLE COMPENSABLE
FACTORS INCLUDE:
LEVEL OF RESPONSIBILITY
PHYSICAL DEMANDS
MENTAL DEMANDS
EDUCATION REQUIREMENTS
TRAINING AND EXPERIENCE REQUIREMENTS
WORKING CONDITION
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STEP 2: DETERMINING THE LEVELS FOR EACH COMPENSABLE
FACTOR
STEP 3: DETERMINING THE FACTOR WEIGHTS
WEIGHTS MUST BE ASSIGNED TO EACH FACTOR AND TO EACH LEVEL WITHIN A
FACTOR. BELOW SHOWS THE PROCESS OF DOING IT:
2. EACH FACTOR IS
1. A JOB WEIGHTED BY
EVALUATION ASSIGNING A 4. THE TOTAL
3. THE NUMBER OF
COMMITEE NUMBER OF NUMBER OF
POINTS ASSIGNED
DETERMINES THE POINTS. THE MORE POINTS FOR A JOB
TO A FACTOR IS
TOTAL NUMBER OF IMPORTANT THE IS COMPARED WITH
THEN DIVIDED INTO
POINTS THAT WILL FACTOR, THE THE SALARY
EACH OF THE
BE DISTRIBUTED GREATER THE CURRENTLY BEING
LEVELS.
AMONG THE NUMBER OF PAID FOR THE JOB.
FACTORS. POINTS THAT WILL
BE ASSIGNED.
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FACTORS POINTS
EDUCATION (200 POINTS POSSIBLE)
HIGH SCHOOL EDUCATION OR LESS 40
TWO YEARS OF COLLEGE 80
BACHELOR’S DEGREE 120
MASTER’S DEGREE 160
PHD 200
RESPONSIBILITY (300 POINTSPOSSIBLE)
MAKES NO DECISIONS 75
MAKES DECISIONS FOR SELF 150
MAKES DECISIONS FOR 1-5 EMPLOYEES 225
MAKES DECISIONS FOR MORE THAN 5 EMPLOYEES 300
PHYSICAL DEMANS (90 POINTSPOSSIBLE)
LIFTS NO HEAVY OBJECTS 30
LIFTS OBJECTS BETWEEN 25 AND 100 POUNDS 60
LIFTS OBJECTS HEAVIER THAN 100 POUNDS 90
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DETERMINING
EXTERNAL PAY
EQUITY
OUTLINE OF EXTERNAL EQUITY
• ANALYZE FINANCIAL DATA AND PUBLIC
RECORDS OF COMPANIES AND USE THIS
ANALYSIS TO DETERMINE THE VALUE OF THE
COMAPANY’S STOCK AND TO PREDICT THE
COMPANY’S FUTURE FINANCIAL
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UNDERSTAND THE IMPORTANCE OF
EXTERNAL EQUITY
• EXTERNAL EQUITY IS IMPORTANT IS AN
ORGANIZATION IS TO ATTRACT AND RETAIN
EMPLOYEES. IN OTHER WORDS, IT MUST BE
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SALARY BASIS OF
MARKET POSITION
THE EMPLOYEES
• THE SALARY BASIS TEST SAYS THE • AN ORGANIZATION MIGHT CHOOSE TO
EMPLOYEE MUST BE PAID A PRE- OFFER COMPENSATION AT HIGHER
DETERMINED, FIXED SALARY. THIS LEVELS TO ATTRACT THE BEST
MEANS THAT THEIR SALARY CANNOT APPLICANTS AS WELL AS KEEP THEIR
GO UP OR DOWN BASED ON THE CURRENT EMPLOYEES FROM GOING
QUALITY OR QUANTITY OF THEIR TO OTHER ORGANIZATIONS.
WORK.
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ROLE OF PAY EQUITY DIRECT
IN EMPLOYEE COMPENSATION
SATISFACTION
• EACH PARTICULAR EMPLOYEE WILL • EMPLOYEES ARE ALSO COMPENSATED
BE PAID. THIS DECISION IS BASED ON IN OTHER WAYS, SUCH AS PAY FOR
SUCH FACTORS AS YEARS OF TIME NOT WORKED (E.G., HOLDAYS,
EXPERIENCE, YEARS WITH THE VACATION, SICK DAYS, ETC.),
COMPANY, SPECIAL SKILLS, DEFERRED INCOME (E.G., SOCIAL
EDUCATION, LOCAL COST OF LIVING. SECURITY AND PENSION PLANS)
AND PERFORMANCE LEVEL
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DETERMINING
SEX AND RACE
EQUITY
The office of federal contract compliance
programs (ofccp)
Two types of audits should be conducted:
1. One that looks at pay rates of employees within positions
with identical duties
2. Looks at pay rates of employees in jobs in similar worth
and responsibility
Similarly situated employee groupings
(sseg’s)
Comparable worth
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