JOB

ANALYSIS
AND
EVALUATI
 is the process of identifying and

jOB determining in detail contents of a

particular job, thereby, clearly defining
ANALYSIS duties, responsibilities, accountabilities,
and skills associated with the job.
• Writing a Job Description
• Employee Selection
• Training
• Personpower Planning
• Performance Appraisal
Importance
•
•
Job Classification
Job Evaluation
of Job Analysis
• Job Design
• Compliance with legal guidance
• Organization Analysis
WRITING A GOOD
JOB DESCRIPTION
 • JOB TITLE
• BRIEF SUMMARY
8 SECTIONS OF JOB • WORK ACTIVITIES
DESPRIPTION • TOOLS AND EQUIPMENT
USED
• JOB CONTEXT
• WORK PERFORMANCE
• COMPENSATION
INFORMATION
• JOB COMPETENCIES
Preparing for a Job Analysis

• Who Will Conduct The Analysis ?

• How Often Should a Job Desciption Be updated ?
• Which Employees Should Participate?
• What Types of Information Should be Obtained ?
CONDUCTING A JOB
ANALYSIS
 • Gathering Existing Information
Step 1 : Identify Tasks • Interviewing Subject-Matter Experts
Performed • Observing Incumbents
• Job Participation
Regardless of whether individual or group interviews are used, certain
guidelines should be followed that will make the interview go more smoothly.
• Prepare for the interview by announcing the job analysis to the employees
well in advance by selecting a quiet and private interview location.
• Open the interview by establishing rapport, putting the worker at ease, and
explaining the purpose of the interview.
• Conduct the interview by asking open-ended questions, using easy-to-
understand vocabulary, and allowing sufficient time for the employee to
talk and answer questions. Avoid being condescending and disagreeing
with the incumbent.
 Step 2:
Write Task Statements
Here are some characteristics of well-written task statements:
• One action should be done to one object. If the statement includes the word
and, it may have more than one action or 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.
• All task statements should be written in the same tense.
• The task statement should include the tools and equipment used to complete
the task.
• 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. This level lets the incumbent know which decisions she
is allowed to make on her own and which she needs approval for from a
higher level.
 Step 3:
Rate Task Statements
 • Knowledge
Step 4 : Determine • Skill
Essential KSAOs • Ability
• Other Characteristics
 Step 5: Selecting
Tests to Tap KSAOs
USING OTHER JOB
ANALYSIS METHODS
• Methods Providing General Information About Worker Activities
⚬ Position Analysis Questionnaire
⚬ Job Structure Profile
⚬ Job Elements Inventory
⚬ Functional Job Analysis
• Methods Providing Information About Tools and Equipment
⚬ Job Components Inventory
• Methods Providing Information About the Work Environment
• Methods Providing Information About Competencies
⚬ Occupational Information Network

⚬ Crtical Incident Technique

⚬ Threshold Traits Analysis

⚬ Fleishman Job Analysis

⚬ Job Adaptability Inventory

• Handling emergencies or crisis situations

• Handling work stress
• Solving problem creatively
• Dealing with uncertain and unpredictable work situation
• Learning work tasks, technologies, and procedures
• Demonstrating interpersonal adaptability
• Demonstrating cultural adaptability
• Demonstrating physically oriented adaptability
 • Methods Providing Information About Competencies
(CONT)
⚬ Personality-Related Position Requirements Form(PPRF)
⚬ Performance Improvement Characteristics (PK)
 is the systematic process of determining
the relative value of different jobs in an
organization. The goal of job evaluation is
to compare jobs with each other in order
to create a pay structure that is fair,

JOB equitable, and consistent for everyone.

A job evaluation is typically done in two
EVALUATON stages: determining internal pay equity
and determining external pay equity
DETERMINING
INTERAL PAY
EQUITY
 • Level of responsibility
Step 1 : Determining • Physical demands
Compensable Job Factor
• Mental demands
• Education requirements
• Training & experience requirement
• Working Condition
Step 2 : Determining the
levels for Each
Compensable Factor
Step 3 : Determining the
Factor Weights
• A job evaluation committee determines the total number of points that will be distributed among the
factors. Usually, the number is some multiple of 100 (e.g., 100, 500, 1,000) and is based on the
number of compensable factors. The greater the number of factors, the greater the number of points.
• Each factor is weighted by assigning a number of points. The more important the factor, the greater
the number of points that will be assigned.
• The number of points assigned to a factor is then divided into each of the levels. If 100 points had
been assigned to the factor of education, then 20 points (100 points/5 degrees) would be assigned
to each level. An example of this procedure is shown in Table 2.12. The job evaluation committee
takes the job descriptions for each job and assigns points based on the factors and degrees created
in the previous step.
• The total number of points for a job is compared with the salary currently being paid for the job.
Determining External
Pay Equity
Determining Sex and
Race Equity
 Thank
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