Chapter 6 JOB EVALUATION AND WORK FLOW ANALYSIS OBJECTIVES: ‘After this lesson, you should be able to: Establoh and document the “job relatedness” of employment proved ‘dent or develop training content, assessment lasts to measure cffcveness of (raining, equipment to be used in delivering the traning and methods of taining: Identity or determine skil levels, compensable job factors work ‘environment, respansibities and required level of education; Idonty Jb duties in advertisoments; appropriate salary level for postons; minimum requirements: Interview questions; selection testsinstument; appalsalevaluaon forms; orientation material foc applicantsinew rire; and Identity or develop goals and objectives, performance'standards, evaluation teria, length of probationary periods and duties tobe evaluate.A sound human resource management program requires knowing the different jobs in the company. The manager and supervisor must get a comprehensive picture Of each job in his organization. This involves ~ what each worker does, how he does it, why he does it and under what conditions he performs his job and what special qualifications each worker must possess to perform his job satisfactory. Analysis of the organizational structure is the vertical and horizontal interconnections among jobs. We must have a thorough understanding of how one job relates to those above the organization and those down the line of the organization and those at the same level of the functional areas. Analysis of the organization structure can be a leverage to gain a competitive advantage for the company, but how one does this depends on the firm’s strategy and its competitive environment. Armajor quality program is the need to identify clearly the output requirement for a particular type of job. To design work systems that are maximally efficient, a manager needs to understand the processes required in the development of the [products for their work units. Without a clear understanding of the tasks necessary to the production of the desired output, it would be difficult to determine whether the work is under-staff or over-staff ‘The Rationale for Job Analysis ‘The conduct of job analysis has behind it several reasons that are vital to human resource management and the supervision of the work to be done by the workers in the shop or the office. It is considered as the building block of anything that human resource management does, as any personnel action requires information that is gleaned from job analysis. ‘The following are the uses of job analysis: 1. To specify he dutios and sesponsibiltios ofthe position. It examines what the employee wil perform, what skills are needed the condition which work shall bedone and the range of difculty or complexity ofthe ation, . To provide job-oriented recruitment and selection guides. Those in the recruitment and election of employees must be familiar withthe duties and Fesporaiiles of the vacan positon. To idenly which applicant is most qualified, it is necessary to determine the tasks that will be performed by the TRdivicual hired sto ll knowledge and abies To provide guides in operation-based compensation determination ~ the process of job evaluation involves the relative peso value of each job to the organization to set up equitable pay structures. To get the peso value on jobs, is necessary to get information about different jobs, which job deserves higher pay than others. gover . To provide information and tools for career planning and counselling, Career planning entails matching individual skills and aspirations that are or may la yrocess requires thatthose in charge of career planning know the skill requirements of the various jobs. This allows them to guide individuals into job that will fit into their {qualifications and where they will be happy and satisfied. Counselling reférs to the giving of advice and problems that the employees meet in the performance of their tasks and duties in the positions where they are assigned. 5. To have a guide in the construction of performance evahiatfon criteria Performance criteria deals with getting information about how well each ‘employee is performing his job in order to reward those who effective, The information generated by job analysis unveils the aspect of the jobs that are measurable and should logically be evaluated in the performance appraisal of the employee. 6. To serve as guide in methods improvement. Job designs consist of different steps or processes. Job analysis provides the information to design the work process most effective in carrying out the tasks, This involves improving methods and developing more effcient systems at work. Sekonens 7. ‘Toobtainbackground information about working conditions. Theenvironment of work positively affects the productivity and morale of the workers. This | information is available in job analysis and could be used by management | in positively identifying the hazards and other conditions that affect job performance. jwhonlension s 8. To serve as guide in the develdpment of training programs. Almost all employees hited by an organization will require training in thei jobs. Some training programs may be more extensive than others. Job analysis provides the required information to ensure that the training program will prepare the individual to perform the job effectively. 9, To assist supervisor in the supervision of the employees. Supervisors are provided with preciseand detailed description of thejobs under their respective areas or departments and they can make this serve as bases for judging their performance. as 10. To provide the conceptual basis for position classifications to the employee who will occupy the position. The bases of any position title are the tasks, duties and responsibilities of the job. Managers without proper job analysis ‘ight assign position titles that are not related to the functions of the position. The Job Analysis Program and Organizational Structure Job analysis starts with a careful study of organizational structure. This would reveal the relationships of jobs within the organization. Organizational structure is often seen in organizational charts that convey the vertical and horizontal relationship of the two. The type of organizational structure has implications on the design of the jobs. A functional structure needs specialization and the responsibility is focused ‘on specialized skills hence supervision and decision-making become minimal. In a divisional structure, jobs are holistic and people are working in teams that tend to have greater decision-making and authorityJob analysis is the process of getting detailed information about the tasks, duties and responsibilities of the job as seen in the organizational structure. For the company to succeed, it must have detailed information about the requirements of the jobs through careful job analysis program. It must ensure that a match exist between job requirements and the individual aptitudes and qualities to fit into the Position in the organization. Management must understand that its great importance for an organization to match job requirements and people to achieve high-quality performance to be more competitive in today’s global marketplace. Job analysis isa continuing program. Organizational structure changes do to the introduction of new technology in order to be competitive in the global economy. Any changes in structure carry additional duties and responsibilities or simplifications of functions, These changes need job redesigning to conform to organizational needs for greater efficiency and productivity, The Role of Human Resources in Job Evaluation coangeh andy ford, gastawale erocecs Job analysts fot the sole retponsibiiyof the Human Resource Department buta cooperative effort of all operating departments. While itis more of personnel functions, the greater bulk of information must come from the persons who are jobholders of the position. The supervisor or manager must immediately inform the HRD of any changes in the duties and responsibilities ofthe position due to the introduction of new technology or changes in the production process that improve production efficiency. ‘This will entail ob redesigning or reclassifying of the position that may involve a total change in pay structure due to increased responsibility or exposure to elements of hazard or working conditions, 5 Some companies get the services of management consultants to conduct a job analysis program to be more objective. Management consultant is more objective as they have more experience in conducting the ob analysis program ducto theirexposure to different organizational systems. Another reason is that there are managers who try to overstate the functions and duties of the different positions, as they know that they have great implications in the company’s pay scale. The other teason is that some HR Practitioners are not very much knowledgeable in conducting job analysis as this is a ‘more specialized activity that involves careful study. ‘The Gathering of Job Information Job Analyst ‘The study of jobs is the responsibility of the personnel department thru the job analyst who is trained to conduct the job evaluation program: The job analyst studies the duties, responsibilities, and the specification requirements ofthe job. This involves careful understanding ofthe conditions around the functions and tasks ofthe positions.‘A good job analyst must have the following qualifications: |. Good knowledge of organizational system, Good intelligence and analytical skis Good judgment and acumen |. Clarity and facility of language. Familiarity with organizational and company policies. Good personality and good relationships with others inthe organization, Tact and diplomacy in getting along with others. Getting Process in job information Job analysis starts with a careful understanding of the relationship of the jobs {n the organizational structure. This relationship is concerned with the details of the job rather than with the worker who is assigned to do the job. ‘The following factors are important considerations in job analysis: 41. What the job requires the employee to do. Job requirements involves the activities that workers have to do the importance of the duties or activities. ‘The amount of time that is involved in doing the job and other minor duties required of the job. How effectively does the employee perform his assigned duties and responsibilities? This involves the detail on how the workers perform the assigned tasks, the materials and essential tools and equipment required to do the job, the skills required and the methods and procedures involved in doing the work. Why should the worker do the job? This covers the reason why the employee hhas to do the tasks assigned to him and the purpose of the job in elation with those of other jobs in the organization. The tasks should justify its contributions to the effective and efficient functions in the organizational work systems. ‘Supervision required in the job. The details in supervision requires the amount ‘of supervision involved or the assistance needed in carrying out the job, the extent of employee's authority in carrying out the functions and the extent of ‘relationships of the job with those others in the organizational setup. ». Working environmental conditions. This deals with the conditions prevailing in the work place, like exposure to hazards, heat, or other elements that affect the performance of the job. This may involve in the conditions of comfort or discomfort while the employee is performing the tasks assigned to him,Cesegns e coma, Redeg pring» wiatng 'gomnen The ordence ofa wl oiengal,tiagtabals, job Title “yeobor? ‘The correct title of a particular job is very important in the organization. Similar jobs performing similar duties and responsibilities must have the same job titles. The title of the job must show clearly the area of job activity and must show its relationships with the other jobs in the unit or department. The job relationships will provide better ._ job placements in the organizational ladder thereby job inconsistencies can be avoided. ‘The specific titles will clarify he employees’ line of movement in the organizational structure and they should be grouped in job families inthe line and staf organization. Job titles must reflect the major job functions. The company must prepare a lst of fitles ofall jobs and it must use standard terms for easy identification. ‘The following are suggested guidelines in job title selection: |. The ttle must be standard used in the industry. Temust be suggestive ofthe nature and function ofthe jobs. It must be different from other jobs based on major duties of employees who hold the position, ‘The job titles must be brief but suggestive of its functions, The Nature of Job Analysis Information Job analysis focuses on the two important data or information that managers must have the right information about the nature of the employees’ job. This information is reflective of what the employee does daily, weekly, monthly or annually. Italso reflects the conditions or the working environment in the organization. These two important factors are: 1, The Job Description ‘The result of any job analysis program is the writing of the job description. The job description contains the tasks, duties, and responsibilities that the job entails. This information is derived from the job analysis report The following are the uses of job descriptions: Ithelps identify and distinguish one job from other jobs. It is used as a tool in the proper employee recruitment, selection and training. =. Ithelps establish job relationships within the salary bracket. It serves as a guide in structural departmentalization. It could be used as a guide in the horizontal and vertical promotion of employee's thereby developing and promoting morale.2 Job Specification. ~ vequscemerst a he ‘The job specification contains information about the employee's qualifications and traits required in the effective performance of the work assigned. It specifies the qualifications as to education, training, experience and the statement as to the nature of the environment where the employee is assigned. This information could be used in the following personnel activities: 4. Itserves asa guide in interviewing applicants b. Ibis guide in the proper selection of the employee as to his qualifications for the proposed vacant positions, Iti used in the assessment of employees for training and development, ecigcakion yon pikextprios PPosition Title - Human Resource Assistant Department- Human Resources Job Code — HR 002 Salary Grade— Pay grade 5 Rextgin Under the direct supervision of the Human Resource Manager assist in the general functions in the recruitment, selection, training, benefits administration, performance appraisal and other related duties inherent in the function of the department. ‘Specific Duties and Responsibilities Assists in the processing of application by conducting preliminary interviews to applicants to determine their inital qualification for the postion being applied. Determines the qualification requirement for the positions and makes reports to the immediate supervisor for the applicants that meet the intial evaluation Assist in the giving of examination to applicants to determine theis suitability to the position being applied for and makes reports of the results. Assist in the orientation program to ascertain that the new employees are properly oriented with company rules and regulations and other company policies. Prepare reports to the Social Security System, Pag-Ibig Fund, Philhealth and other government instrumentalities to comply with government requirements as directed by the immediate superior. . Assist in the periodic Performance Evaluation of employees and makes records in their HIRS or 201 file for references in terms of salary adjustments ‘or promotion, Assist in Job Evaluation program conducted by the department through the distribution and retrieval of questionnaires for further analysis of the Job Analyst. .. Coordinates with other department on employees’ requirements such as leave of absence, sick leave notices, maternity leave and other benefits Does other related duties and assignments that may be required from time to time JOB SPECIFICATIONS |. Education - College Graduate Major in Human Resource or Psychology . Training - On the Job training at the HRD for at least 500 hours |. Job Location - HRD at usually in air conditioned room l. Assignments - May be assigned to liaison work with government offices and may be exposed to traffic and dust Job Analysis Methods ‘There is no best method in job analysis. The method to use depends upon the purpose of the analysis, the time element devoted to it and the amount of money that the company would like to spend for the activity. 1. The Job Questionnaire Method The accuracy of job information is necessary. The job analyst prepares the questionnaire based on the purpose of the job analysis. The form to be used is carefully prepared based on the simple understanding of the employees ‘who will answer them. The set of questions contains information as to its purpose, clear-cut instructions and the procedure on how to accomplish the questionnaire. ‘The questionnaire is distributed to the supervisor who will then require the employee concerned to answer it, the supervisor then reviews the information as to its accuracy. He talks with the employee concerned with the information ‘which he thinks does not conform to his judgment. The corrected questionnaireis then forwarded to the HRD for finalization of the job description. The study of the job information should be continuing process. ‘The duties and responsibilities change due to changes in technology and other needs of the organization. Job descriptions should be reviewed annually. 2. ‘The Interview Method ‘The interview method is commonly used for blue-collar jobs, as the employee may not be able to answer the questionnaire. The job analyst gets the information by interviewing the employee about his job or the immediate supervisor. To get the more specific data the analyst is guided by a set of facts, about the job and records or take notesin the information given by the employee. ‘The analyst gathers information and acquires a personal impression about the job and later these will contribute to the accuracy of his job description. A well- trained job analyst gives the feeling that the job is properly evaluated and the employee is satisfied. Ayame eM 4) 3. ‘The Combination of Interview and Questionnaire Methods Under this method, the job analyst gives the questionnaire and then « conducts interview later. The analyst verifies the information from the employees’ immediate supervisor thru a structural interview. To verify further | information, the analyst interviews the employee concerned. The contents of the questionnaire and the verified information are the bases for the writing of the job description. querd ~ alert MO He Iwereteranan 4. Observation and Interview Method Pe aunt of eta dese | ‘This method is involved in the observation of the worker atthe job site and in their station, The observation is noted while the employee is performing the tasks assigned to him. Oftentimes, time and motion study is involved in this, activity. After the observation the jab analyst interviews both the worker and the supervisor to verify the information gathered through observation and the results of the time and motion study. The results of the interview, observation and time motion study are the bases of the written job description, which will be sent to the supervisor and the employee concerned for final review and final printing. ended ogan-endes opesorr 95CASE STUDY 6 Job Evaluation for Managerial Positions ‘The chairman of the board of directors of Jonadel Corporation has proposed that all managerial positions be included in the corporate job evaluation program. The ‘dea came from several friends in other companies of the Chamber of Commerce and Industries where he is a member of the board of directors. The inclusion of the managerial positions in other companys’ job evaluation program has been found successful and helpful, There are differences in the pay systems based on the job evaluation in these companies and the chairman is convinced that these will work also with the company where the chairman is and has the greatest shares of stocks. In one of the special meetings of the Board of Directors, he proposed the idea to the chief operating officer. The chief operating officer said that the programs be held in abeyance until he had consulted his line and operating managers who will be affected by the changes due to the job evaluation system that will be implemented. In the meeting called by the chief operating officer, most of the managers opposed. the idea, They argued that their positions cannot be rated with other positions due to the complexity of their responsibilities. They pointed out further to the CEO that no, job evaluators can possibly know the extent of their jobs and compare the same with subordinate positions. The objections of the managers were that the qualities for such, positions were varied and salaries were differently structured based on experience and length of service in the company. ‘The CFO while being neutral, feared that if the job evaluation would include the positions of his line and operating managers, hte would be losing his best people in the organization, He also thought that developing new manager takes time and those operations might suffer due to changes in the organizational system. ‘The Human Resource Manager in his talk with the chairman of the board was in favor of the idea. He discussed the same with his staff and also supported the idea of including the managerial positions. ‘The CEO called the president to prepare a memorandum for the Human Resource Department to study the program and implement the Job Evaluation Program for managerial positions. The program should give details of the advantages of the program and the process of what is to be done and how it should be done. Note - Use the Case Format