Productivity & Operations Management
I G Perera
MBA (Uni of [Link])
BSc, MISMM, Six-sigma Black Belt, Dip in P & MM, Dip in IPSCM (Geneva)
(Reading for PhD)
Management Consultant & Trainer
pereraig88@[Link]
BSc in Business Management (Special) Degree
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2. Job Analysis
…….is the process of collecting and analysing
information about the tasks, responsibilities
and content of a job.
…….job descriptions are the outputs of job
analysis
……Process of determining the facts relating to a
job
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2. Job Analysis
…….is the process of
understanding a job and
presenting this information in a
format which will enable others
to understand the job.
2. Job Analysis
1. Identification of the job
2. Gathering of information on
Context
Content
Relationships
3. Analyzing and organizing job information
4. Presentation of the information in systematic
manner – Job description
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2. Job Analysis
1. Identification of the job
1. Organizational chart
2. Production process diagrams
3. Other sources
2. Job Analysis
1. Nature of tasks
2. Purpose or objectives
3. Working conditions
4. Responsibility
5. Relationships between various jobs
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2. Job Analysis - why?
• To gain objective & detailed knowledge of a
job or role
• To help understanding of how, why and what
is entailed within the job role
Activity
• How can job analysis be useful within the
Human Resource Management and
Development field?
• What conflict may occur over the process of
conducting job analysis or its outcomes?
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2. Methods of Job Analysis
• Observation
• Work diaries
• Interviews
• Questionnaires
2. Methods of Job Analysis
• Questionnaires
Ø Areas that should be covered:
Ø Description of the duties
Ø Most important or responsible duties
Ø Time spent on each day
Ø Frequency of each duties
Ø Level of supervision required
Ø Level of skills required
Ø Special conditions required
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2. Job Analysis - why?
Principles:
1. Not a list of activities. JA separates jobs into
constituent parts.
2. It’s about the job, not about the job holder.
3. Facts not judgments
4. The job as it is now
2. Job Analysis - uses
• Recruitment & selection
• Employee reward (job ranking)
• Employee relations (work design)
• Employee development
• Induction
• Appraisal
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Activity
• What evidence have you that an organisation
with which you are familiar, has used job
analysis. If so what methods were used?
• If job analysis has not been used, why?
• What evidence have you got?
What is a Job
What is Job Evaluation
A ‘Job’ = ‘Work’ = A set of activities/ tasks/ duties
performed together to achieve an agreed set of objectives/
accountabilities
What is Job Evaluation
• The measurement of work, by judging the size of one job relative to the
other
• A system for ranking jobs logically and fairly by comparing job
against job or against a
pre-determined scale to determine the relative size of jobs in an
organization.
An effective ‘work measurement method’
Help make a judgement about the job’s contribution relative
to other (different) jobs in the organisation
Measurement results
(The only real test of the results, would be the acceptability to all
concerned)
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2. Job Evaluation
“JE is a process to determine in a
systematic manner and analytically the
worth of each job in the organization
based upon the set of carefully selected
factors such as skill effort and
responsibility demanded by the job and
translating these worth of jobs into
monitory terms.”
What is Job Evaluation continued
IT IS IT IS NOT
Comparative Absolute
Judgmental Scientific
Structured Unstructured
Job Centred Person Centered
Information
Judgement Job Size
Method • Replicable
• Accepted/able
• “Felt-fair”
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Uses of Job Evaluation
• Establishes a rank order of jobs
• Establishes the relative distance between jobs within the ranking
• Provides an objective measurement of job size for comparison
with other jobs, enables
salary comparisons to be made
• Establishes an organisation and human resource database
• Diagnoses anomalies, overlaps etc.
• Aids in compensation structures, salary grades and communicates
a rationale for
differences in pay.
Objectives of Job Evaluation
1. To establish a sound wage and salary system
2. To eliminate wage inequalities
3. To establish a general wage level for a factory
4. To define authority & responsibility
5. To formulate uniform wage structure
6. To provide sound base for recruitment
7. To identify the training needs
8. To establish a sound base for performance
management
9. To promote IR relations
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The Evaluation Process
Signed-off Final Job Team of 3-5
Description Evaluators
Each member
evaluates Job based
Job analyst(s) brief on the ‘Hay’
team on Job methodology &
functions completes a rationale
sheet
Debate on points
given for each
criteria & reach a
consensus On comparison to other
jobs, anomalies in scoring/
Complete team profiles are apparent
rationale sheet for
point allocation
On comparison
to other jobs, Sorethumbi
‘scoring & ng
profile’ are
logical &
A finalised score for Job Level/ grade
justifiable
the Job
Things to remember when evaluating a Job
We are evaluating:
• Jobs not people
• “Normal” performance
• The job as it is now
• Disregard current pay and status
We need to have a good understanding of the job to
evaluate it,
If there is no understanding there should be no
evaluation
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The Job Evaluation process
Information Needed :
• The job or role description
• An evaluation panel with 3 – 5 members
– Should have knowledge and understanding of the jobs
being evaluated
– Ideally the job analyst should also be in the panel
• The information collected during the job analysis interview
process
Job Evaluation – How it is done
• Identify components of job content, common to all jobs
•and which are identifiable.
• These components form the basis of evaluation.
• The ‘Hay methodology’ of job evaluation is based on
•3 basic elements of job contentwhich are common to all jobs.
• The Hay Guide Chart Profile method combines the
judgements against each of these three elements
to give the job size
The 3 elements, are as follows:
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Job Evaluation criteria
Know How
The total body of professional, managerial and influencing
knowledge and skills developed by job experience and training
which a jobholder needs to perform the job in a fully competent
manner
Technical Know-how (experience, qualifications, understanding of processes, job specific
training, complexity)
Management Breadth (degree of planning, coordination, integration of functions/ areas
responsible for, supervision)
Human relations skills (degree of negotiating, influencing, developing others, motivating)
Remember
It is the REQUIREMENT OF THE JOB for know-how and not
the perceived qualities possessed by the current jobholder we are
measuring here
Job Evaluation criteria
Problem solving
The level of complexity of thinking involved when the jobholder
applies Know-How to get the job done
Thinking Environment (Environment in which thinking takes place eg. Could be controlled
by a system/ supervision/ procedures)
Thinking Challenge (Types/ variety of situations or problems a job encounters)
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Job Evaluation criteria
Accountability
The impact of the job (in a positive sense) and the constraints
on taking independent action
Freedom to Act (the freedom the job has to take decisions, perform the job)
Magnitude (financial dimensions the role is responsible for/ contributes to)
Impact (the type of impact the role has on the specified financial magnitude/ area of work)
Job Evaluation outcome
Know How
Total score Profile for the job
Problem solving for the job
A completed job evaluation rationale sheet
Accountability
Job profile – also known as the ‘Short profile’ of the job. A check to
see if the evaluation has been carried out correctly.
• Score for Accountability > Score for Problem solving 'A’ profile
• Score for Problem solving > Score for Accountability ‘P’ profile
• Score for Accountability = Score for Problem solving‘L’ profile
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A few rules of thumb
Technical Thinking
1.
Freedom ≥ ≥
Know-how Environment To Act
2. A manager’s ‘Freedom to Act’ should be higher than that of the
role’s direct reports
3. A manager’s ‘Management Breadth’ should be higher than that
of the role’s direct reports
4. Provided a manager’s role is broader/ more complex than the
role’s direct reports; then the manager’s ‘Thinking Environment’
should be higher than that of the direct reports
Importance of the job evaluation rationale sheet
• Details the rationale for the scores given for each of the job evaluation criteria
• Facilitates the justification process to the line/ department manager, though the
rationale sheet would not be shown to them
• Enables us to maintain an audit trail of how a job has evolved since it’s initial
evaluation
It is very important that we always
maintain up-to-date rationale sheets for
all jobs evaluated.
This is the only documented justification
which will be available for the scores
given.
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Next steps after the evaluation process
Once several evaluations have been completed:
Sore thumbing process
Final Total
score for
the job
Grade structure/
grade for the job
Pay range
for the grade/ job
mapped into
appropriate pay range
Developing Job grades and Pay ranges
Developing Job Grades Developing pay ranges for job
Clustering of job grades
grades
Job
grade
Pay range
for the job
Grade boundary
Pay for individuals LKR
Grade boundary
Job evaluation Score
Job evaluation scores
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Group Exercise
Evaluating a Job Description of
A Sewing Machine Operator
Individual Exercise(s)
• Evaluating a Job Description of An Administration Assistant
• Evaluating a Job Description of a Production Executive &
writing a rationale sheet for the evaluation
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Job Descriptions Are…
• a tool for recruitment
• an aid to selection
• the basis of employment contracts
• an employer’s defence in cases of unfair
discrimination
• communication of employer’s expectations
Job Descriptions
Three major parts
1. Job identification
2. Job summary – overall picture of the job
3. Occasional tasks, working envs etc…
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Elements of a Job Description
• Job Title
• Location
• Responsible to
• Responsible for
• Main purpose of th
• Responsibilities/duties
• Working conditions
• Other matters
• Any other details which are reasonable
Activity
• Discuss the form of job descriptions that you
have had?
• How could they have been improved?
• How useful (or not) were they and why?
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Developing the Job Description
• List the following:
– Key Responsibilities
– Key Result Areas and Performance Criteria
– Key Accountabilities
– Operational framework
Activity
• Design a job description for the role of
lecturer within a university.
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Person Specification
Rodger’s Seven Point Plan
• Physical make up
• Attainments
• General intelligence
• Special aptitudes
• Interests
• Disposition
• Circumstances
Person Specification …
Munro Fraser’s Five Point Plan
• Impact on others
• Acquired knowledge & qualifications
• Innate abilities
• Motivation
• Adjustment
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Job Specification
Statement of qualities and capabilities of the person
holding the job.
The areas of requirements:
1. Knowledge
2. Skills
3. Personal attributes
Job Specification
How to write a job specification: 7 point plan of
Rodger
1. Physical make-up – physical requirements
2. Attainments – Education and training
3. General intelligence – firm my test it
4. Interests – personal interest not considered
5. Disposition – Job related behaviours
6. Special aptitudes: abilities related to the job
7. Circumstances: only job related, availability for
shift work
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Job Specification
A sample job Specification
Post: Receptionist
Attributes Essential Desirable
Knowledge Knowledge of clerical system Knowledge of
the company
Skills Experience in clerical work Supervisory
Ability of handling computer data bases experience
Experience in handling queries over the
phone
Telephone etiquette
Personal qualities Polite manner
Ability work under pressure
Activity
• Design a Person Specification for the role of
lecturer using
a) Rodger’s seven point plan
or
b) Munro Fraser’s five point plan
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Activity
• Design an appropriate person specification for
the role of lecturer (you may design your own
criteria and format)
• Include how you will check that the candidate
has these skills and attributes
Next
• We will:
– Start research on the HR assistant / administrator role
(to help with your assignment)
– Produce job description, person specification for the
role
– Write a critique of the HR models and practices used
to produce the documents 500 words each -
maximum
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