module 3 - job analysis, job design, job evaluation
TRANSCRIPT
The Role of Human Resources in the Organization
A Paradigm of Human Resources Management
Job Organization and
Information
Acquisition
Maintenance
Development
Research on Human
Resources
J O B S
PEOPLE
- knowledge
- skills
- attitudes
- potentialities
- needs
- values
HR Information
Employee Relations Industrial Relations
Job Analysis
Training
Appraisal
Rewards and Recognition
Planning, Recruitment, Selection and
Placement
The process of: studying positions, of describing the duties and
responsibilities that go with jobs, of grouping similar positions into job
categories. (Sison, 2003)
It is the building block of everything that personnel does. (Noe/Hollenbeck/Gerhart/Wright, 2008)
Example: Administrative officer
Job purpose : To provide assistance to the company in overseeing and conducting medical readiness, recruiting, training management, supply management, maintenance, security, safety, personnel management, administrative, and public relations programs.
Key duties/responsibilities of Administrative officer: 1. Works with other units to coordinate and plan
fund-raising, grants, marketing, communications, and outreach activities.
2. Independently carries out a portfolio of responsibilities under the department’s purview, such as managing committees, securing approvals, and providing communications.
3. Provide expert guidance and leadership to more junior staff.
studying positions
of describing the duties and
responsibilities
Administrative Officer
Administrative Assistant
HRMO
Clerk
Accountant
Financial Analyst
Budget Officer
Account Specialist
Example: of grouping similar positions into job categories
What the work is
How it is done
Why the work is done The link of the
work to other jobs
The skills required/
qualifications
The supervision & guidance
needed
The environment
under which it is done
1. The organization is commencing operations. 2. A new job is created. 3. A job is changed due to:
- the nature of operations - new methods or
technology introduction - restructuring - company expansion or
reduction
Job information
Methods of securing job information
Company policy and administration of the program
- Purpose - Who are the person responsible
- Details needed - When to update
- How will the information be gathered
– the person who studies jobs, process or exploration of job analysis.
general intelligence good knowledge of the business or company’s
practices keen analytical ability good judgment and acumen (insight) proficiency in language familiarity with the company policies, and the
organizational structure pleasing personality tactful and diplomatic must get along well with people.
In doing the
following can be expected:
2. Job titles may or may not be able to capture job content Example: Sales Executive and Sales Representative
3. Job descriptions and job specifications cannot be uniform across organizations Example: Administrative Officer
1. Duties and responsibilities and skills that go with the jobs differ Example: HRMO and Clerk
1. Job description – - level of duties and tasks - the responsibilities - training - experience required - the working conditions - the relation of the job to the other jobs
2. Job specification – personal qualifications - personality trait - knowledge - skills - abilities - other characteristics
3. Job Profile - key result areas - functions and roles
and competencies
“All describe the job with emphasis”
1. Serve as guide for Recruitment,
selection, placement, and employee
counseling
2. Serve as basis for Job evaluation and
salary determination
3. Job hierarchy for promotion and transfer
4. Performance standards setting
5. Work procedures review and work conditions review
6. Job design and redesign
8. Inventory of positions and
employees
7. Training and supervision needs
Job Description
&
Job Specification
I. Job Identification
II. Basic Function
III. Principal Functions
and Responsibilities
IV. Key Organizational Relationships
V. Qualification Guides
Detailed
Job Specification
I. Skill and Know-How
Leadership/Managerial Technical/Functional Behavioral/Interpersonal
II. Mental Processes
Types of problems Guidance received
III. Accountability Limits of authority Size Impact
Role description
&
Competency
Profile
I. Job Identification
II. Mission
III. Roles and Responsibilities
IV. Competency Profile Leadership Managerial Knowledge Communication Skills Political Savvy Integrity Health
(Sison, 2003)
1. Questionnaire 2. Interview 3. Observation 4. Draft and Review
Other sources (Decenzo, 2007) cited the foll. methods used: 1. Observation method 2. Individual interview method 3. Group interview method 4. Structured questionnaire method 5. Technical conference method 6. Diary method
Other sources (Decenzo, 2007) cited the foll. methods used: 1. Observation method 2. Individual interview method 3. Group interview method 4. Structured questionnaire method
(Sison, 2003)
1. Questionnaire
Sample Forms:
a.Position Analysis Questionnaire (PAQ) – an instrument based on the statistical analysis of worker-oriented job elements developed by McCormick, Jeanneret and Mechan in 1972.
b.Job Components Inventory – initiated in Britain used in curriculum development and broad-based training.
1. Questionnaire
Items in Position Analysis Questionnaire (PAQ)
1. Information input – where and how the worker gets the information he uses for his job.
2. Mental process – the reasoning, planning, decision-making, etc., involved in the job.
3. Work output – the physical activities performed and the tools or equipment used.
4. Job context – physical & social contexts or settings
5. Relationships with other persons
6. Other Job Characteristics – schedule, responsibilities, pay
ITEMS
35
14
49
36
19
41
Source: (Decenzo, 2007)
(Sison, 2003)
1. Questionnaire
Job Components Inventory –
Tools and equipment
Perceptual and physical requirements
Mathematical requirements
Communication requirements
Decision-making and responsibility
(Sison, 2003)
1. Questionnaire
Steps: a) the questionnaire is designed b) it is distributed to the employees through their
supervisors c) the employee submits it to his supervisor d) the job analyst summarizes the facts and writes
the description of and specifications for the job e) the job forms are grouped into similar
categories to establish definite job groupings.
(Sison, 2003)
2. Interview
Steps: a) The job analyst prepares a form
b) He notes down the facts
c) Writes out the job description and job specification.
d)A copy of the job description and the job specification is sent to the supervisor and employee concerned for checking.
(Sison, 2003)
3. Observation
4. Draft and Review Write a draft of job description and job specification for review, corrections and for approval of final job description document.
Lack of Management
Support
Lack of Support from Employees
Biasness of Job Analyst
Using Single Data Source
Inability to Identify the Need
of Job Analysis
Job analysis
Job description
Job specifications
Labor Relations Recruiting Selection
Safety and Health Human Resource Planning
Compensation Employee Training
Performance Management Employee Development Career Development
The process of defining how work will be performed and what tasks will be required in a given job. (Noe/Hollenbeck/Gerhart/Wright, 2008)
Job redesign – a similar process that involves changing an existing job design.
Purpose: - to improve quality,
work efficiency and productivity
Design for Mental Capacity
Ways to simplify job’s
mental demands:
• Filtering information
• Clear displays
and instructions
• Memory aids
Design for Efficiency
(Industrial Engineering)
Design for Motivation
Techniques:
• Job enlargement
• Job enrichment
• Teamwork
• Flexibility
Design for Safety and Health
(Ergonomics)
– individual’s physiology and physical work environment
Occupational Safety and Health Administration proposed in 2001 to protect the workers from ergonomic hazards: 1. Using keyboard for four
straight hours without a break.
2. Lifting more than 75 pounds. 3. Kneeling or squatting more
than two hours a day. 4. Using large vibrating
equipment such as chainsaws more than 30 minutes a day.
developed by Richard Hackman and Greg Oldham
More
Motivation
Less
Motivation
Many skills
needed
Whole peace of
work is completed
Major impact
on others
Much freedom
to make decisions
Effectiveness
readily apparent
Skill Variety
Task
Identity
Task
Significance
Autonomy
Feedback
Few skills
needed
Work in a small
part of the whole
Minor impact
on others
Difficult to see
effectiveness
Decisions made
by others
More satisfied
Produce more
and better work
Is the process of determining the worth of one job in relation to that of the other jobs in the company so that a fair and equitable wage and salary system can be established.
Ranking jobs
It is used to determine the organization’s pay structure
1. Equal pay for equal work.
2. Differences in pay must be based on differences in work.
3. Pay levels must be related to existing community pay scales.
1.Compensating employees is just a method of establishing the equitable pay of jobs. It is not a guarantee to solve all problems.
2.Top management should engage in job evaluation by supporting the committee.
3.In a unionized environment, it is important to engage the union in the program.
1. Non-quantitative Methods – the job as a whole is compared to other jobs in terms of its elements or component parts. a. The Ranking Method b. The Position Classification or Grade Description
Method
2. Quantitative Methods – the job is broken down into its characteristics and evaluated by the use of factors in a standard rating scale previously set up. a. The Point System or Point-Rating Method b. The Factor Comparison System c. The Hay Method
a. The Ranking Method – process of comparing
and ranking a job based on the overall judgment
Advantages 1. Simple and easy to understand; 2. Little time is required; 3. Accurate (few jobs to be ranked) and allows easy
adjustments in rank.
Disadvantages 1. Subjectivity 2. No defined basis 3. Ranking only – does not determine the rank difference
4. Not suited for all – especially for large organization
b. The Position Classification or Grade Description Method - grouping jobs by comparing
each job against a rating scale comprising several job grades
Procedure – 1. a rating scale was designed made up of several classes or grades in ascending steps 2. each job is rated by matching the closest grade description
b. The Position Classification or Grade Description Method Advantages
1. Simple and easy to prepare a rating scale and a grade description; 2. Grade description can be made comprehensive; 3. Can easily be explained to the employees; 4. Easy to use and takes little time to rate
jobs.
b. The Position Classification or Grade Description Method Disadvantages
1. Grade descriptions need to be carefully written to avoid either too broad or too narrow to include or exclude jobs; 2. Disagreements may exist as to the
assignment of a particular job to a particular grade; Higher job levels are difficult to classify.
a. The Point System or Point-Rating Method - evaluates the job by appraising it separately
against each of the factors
Procedure – 1.Construct a rating scale or guide consisting of
selected elements with their corresponding weights or point values.
2.Decide how many job groups needed and develop a rating scale for each of these groups.
3.Choose the factors that the company considers important in its operations and valuation of jobs.
a. The Point System or Point-Rating Method
Procedure – 4. Define each factor and the degrees within each factor that will allow clear and consistent rating. 5. Rate the job and summed it up to arrive at the sum
of evaluation for each job. 6. Review the evaluation for each job across all job
factors. 7. Review the job ranking based on the total points
earned and the logic of the resulting ranking. 8. Rank the total points and the jobs from highest to
lowest.
a. The Point System or Point-Rating Method
Advantages – 1. Clear, specific and focused because of the graphic and
descriptive types of rating scales 2. The number of classes desired can be pre-determined
and is easy to distribute the point values 3. Rating scale is basically fair to all. The results of the job
evaluation can easily be communicated; 4. Errors in judgment are reduced to a minimum and
intentional bias is easy to detect and is therefore less apt to occur; this type of evaluation is more difficult to “doctor”.
a. The Point System or Point-Rating Method
Disadvantages – 1.The point system is difficult to construct;
2.The point system is not easy to explain; hence only trained and experienced evaluators are entrusted in explaining it.
3.Time-consuming.
b. The Factor Comparison System (Factor-by-factor basis)
- each job be compared and ranked with the other jobs under its separate factor
Procedures – 1. Composition of evaluation committee is selected; 2. The committee should be furnished with an analysis of the jobs and written job descriptions and specifications of the jobs to be evaluated; 3. The factors upon which jobs should be compared are then selected and carefully defined--
b. The Factor Comparison System
Procedures –
Five factors used in comparing the jobs: 1. Skill requirement 2. Mental requirement 3. Physical effort 4. Working conditions 5. Responsibility
b. The Factor Comparison System
Procedures – 4. Factors are subdivided into degrees like in the Point- Rating Method. 5. The most striking trait of the factor-comparison method is its reliance on “key jobs” as the “reference points” or “anchor points” for all the other jobs. 6. Ranking of jobs and then comparing the factors present in the job against the factors in the key jobs, one factor at a time, and then arranging the jobs from the highest to lowest or the other way around.
b. The Factor Comparison System
KEY JOB: Admin Officer
Skill requirement
Mental requirement
Physical effort
Working conditions
Responsibility
HRMO
Skill requirement
Mental requirement
Physical effort
Working conditions
Responsibility
Points
c. The Hay Method
Developed three factor-comparison
1. Degree of know-how – sum total of every kind of skill.
2. Degree of problem solving – for analyzing, creating, reasoning, arriving at and making conclusion.
3. Degree of accountability – the answerability for action
c. The Hay Method
Stages:
1. Benchmark Selection
2. Position Analysis
3. Position Evaluation
4. Compensation Survey
5. Policies and Procedures
c. The Hay Method
Advantages – 1.Specific 2.Rating scale is basically fair to all 3.Intentional bias is easy to detect Disadvantages – 1. It’s difficult and complex; 2.Time-consuming; 3.Not easy to explain to employees; 4.It is also heavy dependent on outside consultants.
1. Job Analysis
2. Selecting a Job Evaluation Plan and Preparing Manual
3. Installing the Program
4. Job Grading
5. Design Salary Structure
6. Wage and Salary Survey
7. Establishing Policies
8. Administering the Program
9. Performance Evaluation Merit Reward/ Performance Level Ranking
10. Salary Increases or Adjustments by Legislation
If you were the recruitment officer, training supervisor, personnel officer, or a short-listed applicant, what job data and dimensions would you need? Would you recast the ad if you were to release another one next week?
FINANCIAL TRAINEES
A growing professional financial organization providing a range of retail financial services is now seeking applications from young and motivated individuals who want to pursue a career in financial cooperativism and micro-finance.
Minimum qualifications for the position of Financial Trainee are: • Personable and with good communication skills; • Can easily relate to individuals of different backgrounds and
orientation; • With business sense and above average academic background; • Age: between 21-24 years old; • Graduates of any business course, but preferably Business,
Accounting, Finance of Marketing; • Requires minimum supervision and a team player.
Successful candidates must attend and pass the Institution’s Financial Entrepreneurship Program before they can assume formal employment.
(Details on how to submit resume follow)
1. Personnel Administration in the Philippine Government Buendia, Daisy Peralta, 2008
2. Personnel and Human Resources Management, Sixth Edition Perfecto S. Sison, 1991
3. Personnel Management in the 21st Century, Seventh Edition Perfecto S. Sison, 2003
4. Fundamentals of Human Resource Management, Ninth Edition David A. Decenzo, Stephen P. Robbins C & E Publishing, 2007
5. Fundamentals of Human Resource Management, Second Edition McGraw-Hill International Edition Noe/Hollenbeck/Gerhart/Wright, 2008
6. http://www.managementstudyguide.com/job-analysis-problems.htm
7. http://www.cedu.niu.edu/~bailey/ftf564/jobdes.pdf
8. http://excell.csc.gov.ph/cscweb/PMS.html
MANAGER PLANS & SETS GOALS EMPLOYEE CARRYING
OUT PLANS
ACHIEVING GOALS
In general, you must have a plan to best organize the work of your unit, to motivate and lead your people to peak performance and to control the outcome of their efforts.