Chapter 6 JOB EVALUATION AND WORK FLOW ANALYSIS LPL OBJECTIVES: a After this lesson, you should be able to: Establish and document the “job relatedness” of employment procedures; Identify or develop training content, assessment tests effectiveness of training, equipment to be used in delvenng the training and methods of training; to measure 'dentify or determine skill levels, compensable job factors work environment, responsibilities and required * Identity job duties in advertisements, appropriate sal Positions, minimum requirements; interview Questor tests/instruments; appraisavevaluation forms. orientate for applicants/new hires, and level of education lary level to nS. select Identity or develop goals and object evaluation criteria, length evaluated 8. perfor Of probationary per oe standardsy the different man resource m rowing pan his or anagement program requites kr Of each job in hee, Lhe Manager and supervisor must get a compreMAN it, Why he does it eazation. This involves ~ what each worker does, how | aba qualifications egch ne ender what conditions he performs his job ané each worker must possess to perform his job satislactory shensive picture Analysis of the 5 4 horizontal Organizational structure the vertical anc interconnect, 8 al structure is Sensi nections among jobs. We must have a thorough understanding, of how ne job relates to those above tl those at the same level can be a leverage to g this depends on the : v organization and the organization and those down the line of the organization and 1 of the functional areas. Analysis of the oF f sain a competitive advantage for the company, but ho firm’s strategy and its competitive environ ment. ganization structure w one does A major quality program is the need to identify clearly the output requirement 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. for 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 Tesource 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 duties and responsibilities of the position. It examines what the employee will perform, what skills are needed the condition which work shall be done and the range of difficulty or complexity of the action. 2. To provide job-oriented recruitment and selection guides. Those in the recruitment and election of employees must be familiar with the duties and responsibilities of the vacant position. To identify which applicant is most qualified, it is necessary to determine the tasks that will be performed by the individual hired as to skills, knowledge and abilities. 3, 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. 4. To provide information and tools for career planning and counselling, Cares planning entails matching, individual skills anc! aspirations that are’ or may Become available in the organization. This matching process. 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 refers 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 To have a guide in the construction of performance evaluation 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 efficient systems at work To obtain background information about working conditions. The environment 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. 8. To serve as guide in the development of training programs. Almost all employees hired by an organization will require training in their 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 precise and detailed description ofthe jobs under their respective reas or departments and they can make this serve as bases for judging their performance. 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 might 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 1g and authorityr oe =_—__ i” luties an, ee 1688 of getting, detailed information about the tas e company sPonsiiliis chika loys a ne organizational structure Boy Of the jobs throus oe it must have detailed information about the requirement - Between ja ll aaa port es a nt Position in the euTemMeNts and the individual aptitudes and qualities 1 the = . ation, Management must understand that it is great importance Performance to ben to match job requirements and people to achieve high-quality 1 More competitive in today’s global marketpla ol ris 1 introduction @ continuing program. Organizational structure change’ do to the ; 'w technology in order to be competitive in the global veonomy. Any changes in logy in order to be competitive in the # inches ee carry additional duties and responsibilities or simplifications of changes need job redesign form to organizational needs for Sreater efficiency and Productivity, igning to confor The Role of Human Resources in Job Evaluation Job analysis isnot the sole 1 cooperative effort o| the th esponsibility of the Human Resource Department but a f all operating departments. While itis more of personnel functions, Sreater bulk of information must come from the persons who are jobholders of © position. The supervisor or manager must immediately inform the HRD of any changes in the duties and responsibilities of the position due to the introduction of new technology or changes in the production process that improve production efficiency. This will entail job 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. 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 job analysis program due to their exposure [Link] 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 reason 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 of the job. This involves careful understanding of the conditions around the functions andl tasks of the positionsA good job analyst must have the following qualifications: 1, Good knowledge of organizational system. Good intelligence and analytical skills. » Good judgment and acumen. Clarity and facility of language. ae Familiarity with organizational and company policies. 6. Good personality and good relationships with others in the organization. 7. 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 in 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: 1. 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. 2. 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. 3, Why should the worker do the job? This covers the reason why the employee has to do the tasks assigned to him and the purpose of the job in relation 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. 4, 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. 5. 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.The Importance of a Job Title ization. Similar organiza job tithes. The The correct title of a particular job is ¥ Jobs performing similar duties and responsibilities must title of the job must show clearly the area of job activity and ! With the other jobs in the unit or department, The job rela Job placements in the organizational ladder thereby job ine? The specific titles will clarity he employees’ line of mover structure and they should be grouped in job families in the lt how its relationships aoa will provide better ynships wi nsistencies ¢ nt in the orga id staff organization n be avoid izational prepare a list of company must PrP Job tithes must reflect the major job functions, The rPiification * of all jobs and it must use standard terms for easy id The following are suggested guidelines in job title selection: 1. The title must be standard used in the industry. 2. It must be suggestive of the nature and function of the jobs es ef oyees who 3. It must be different from other jobs based on major duties of employee hold the position. 4. 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. It also 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: It helps identify and distinguish one job from other jobs b It is used as a tool in the proper employee reer » nuitmMent, sel training, selection and © Ithelps establish job relationships within the salary bracket d. It serves as a guide in structural departmentalization € It could be used as a guide in the horizontal and ve loyee’s thereby developing and and vertic al promotion « promoting moral Promotion of2. Job Specification The job gj ‘i og : and ds Pecification contains information about the employee's qualifications oo required in the effective performance of the work assigned. It specifies ie aa ea ‘Ons as to education, training, experience and the statement as to the '¢ environment where the employee is assigned. This information could be used in the following personnel activities: a. Teserves as a guide in interviewing applicants. b. Itisa guide in the proper selection of the employee as to his qualifications for the proposed vacant positions. ¢. tis used in the assessment of employees for training and development. JOB DESCRIPTION Position Title - Human Resource Assistant Department- Human Resources Job Code - HR 002 Salary Grade - Pay grade 5 Job Summary 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 1. Assists in the processing of application by conducting preliminary interviews to applicants to determine their initial qualification for the position being applied. 2. Determines the qualification requirement for the positions and makes reports to the immediate supervisor for the applicants that meet the initial evaluation. 3. Assist in the giving of examination to applicants to determine their suitability to the position being applied for and makes reports of the results. 4. Assist in the orientation program to ascertain that the new employees are properly oriented with company rules and regulations and other company policies.ig Fund, Philhealth and Mopars ropa oan ' , Ate pte ti te Savtal Security Syaten, Pagel st requirements WIWeY WAVEHO InattHinentalitivn to comply with yovernme AOTHOCHO HY Thi iimediate superior f ployees and makes Ania ue WH the peviidis Petarmanee fivatuation ef em pdhueeoaals WOON DOCH THEI HIS Gr 201 file for references in terms OF salary SE eatin partment through the lysis of the Job Awatat AW fot 1 conducted by th Hvaluation pro : NH vs tor further anal AHaH HUH and retrieval af 4 \ivalyat ints such as leave Coon tinaten with ather dey WEabRONEe, wick leave n artivent on employees’ requirement 4, maternity leave and other benefits, Noon other related duties and assignments that may be required from time to tiie JOB SPECIFICATIONS: 1, Udueation - 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 A. 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 questionnai’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. 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 notes in 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, . 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. . Observation and Interview Method This method is involved in the observation of the worker at the 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 job 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.CASE STUDY 6 Job Evaluation for Managerial Positions i s proposed that The chairman of the board of directors of Jonadel Corporation has Popan: The Na tahawerial positions be included in the corporate job * Chamber of Commerce ‘dea came trom several friends in other companies of the Cnet nee of the and Industries where he is a member of the board of directors, The me been found Managerial positions in other companys’ job evaluation eae based on the job eran NUL and helpful, ‘There are differences in the pay syste that these will work evaluation in these companies and the chairman is convinced t aliares of stocks! also with the com; pany where the chairman is and has the greatest ide: Im one of the special meetings of the Board of Directors, he proposed the heldin the chief operating officer. The chief operating officer said that the progr Bee tbeyance until he had consulted his ine and operating managers who a by the changes due to the job evaluation system that will be implemented. 1m the meeting called by the chief operating officer, most of the managers reer the idea, They argued that their Positions cannot be rated with other positions due to the complexity of their tesponsibilities. 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 CEO while being neutral, feare Positions of his line and operating mai the organization, He also thought that operations might suffer due to change: d that if the job evaluation would include the agers, he would be losing his best people in developing new manager takes time and those s 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 alse supported the idea of including the managerial positions, The CEO called the president to prepare a memorandu Department to study the Program and implement the J managerial positions. The program should give detail. m for the Human Resource Job Evaluation Program for Ss of the advant Sh Program and the process of what is fo be done and how it shout ear Ua Note - Use the Case Format