IBRAHIM BADAMASI BABANGIDA UNIVERSITY

LAPAI

SCHOOL OF POSTGRADUATE STUDIES

DEARTMENT OF BUSINESS ADMINSTRATION AND MANAGEMENT

COURSE CODE: BUM 820

GROUP B

TERM PAPER ON

JOB ANALYSIS AND EVALUATION

PRESENTED

BY

IDAOMI TAIYE OLORUNFEMI

PGM/20/FMS/BUS/013

SUBMITTED TO

PROF. N.A ANGO

17TH JANUARY, 2023

INTRODUCTION

To be able to invest in human capital and grow the capacity to learn and develop exploratory

behavior, companies must currently have the knowledge, skills, and flexible abilities required by

the variety and variability of the environment. Because of this, "flexibility also entails observing

everyone's strengths and utilizing them for the benefit of the assembly" (Sȋrbu & Pintea, 2014).

The crucial role that human resources, mostly represented by knowledge-bearing individuals,

play in the beginning of the development, usage, possession, etc. of knowledge "adjusts the

dimension and complexity of the human resources" (Butum & Nicolescu, 2019). In light of this,

"managers must view the organization as a group of activities rather than a rigid structure, they

need new tools for motivating employees, and human resources policies should concentrate on

the things that people value: mission, control of the agenda, learning, reputation, and sharing

value" (Bielby, 2000).

Job Evaluation is a cultural artifact it is a tangible process that people can see in operation, hear

about, and be affected by. The factors used in analytical job evaluation schemes to assist in

making judgments about relative worth express the beliefs of the organization about what is felt

to be important when valuing jobs and people. They deliver two messages to employees: this is

how we value your contribution; this is what we are paying for.

OBJECTIVES

The following are the objectives for this paper.

1. Identifying the systematic methods for analyzing and evaluating jobs.

2. A grasp of how job analysis and job evaluation are related.

3. A look at how efficient job analysis and job evaluation have improved the major

organizational functions.

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LITERATURE REVIEW

Job analysis is a tool for human resource management in designing and evaluating job. It has

received considerable attention in Western countries as a useful HR planning tool, affects

organizational performance in a developing country. (Siddique, 2004). Job analysis provides an

objective picture of the job, not the person performing the job, and as such, provides fundamental

information to support all subsequent and related human resource activities, such as recruitment,

training, development, performance management and succession planning. (Hemida, Perera, &

Wang, 2013). Job analysis drills into units of a job depending on the focus. The process breaks

down a job into different components. By adjusting the scope of the analysis, job analysts can

obtain specific information to fit the needs of their organization (Shin, Choi, Jeong, & Park,

2012).

Job analysis provides information about jobs currently being done and the knowledge, skills and

abilities that individuals need to perform the jobs adequately. (Hemida, Perera, & Wang, 2013).

It focused on the collection of work-related information for the job as it currently exists and/or

has existed in the past (Ballesteros-Sánchez, et al., 2019). Job analysis help in preparing job

descriptions and job specifications which in turn help hire the right quality of workforce into an

organization. The general purpose of job analysis is to document the requirements of a job and

the work performed. (Butum & Nicolescu, 2019). The goal of job analysis is to secure all

necessary job data for a variety of human resource management function (Hemida et al., 2013).

Job analysis consists of collecting data and applying it by preparing job descriptions, job

specification and job standards (Arulrajah, Opatha, & Nawara, 2015). Different types of

information are collected during a job analysis, and a variety of methods can be used.

Information is most commonly collected on job activities, educational requirements, types of

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equipment or tools used, working conditions, supervisory or management responsibilities,

interpersonal or communication skills, agency contacts, and external contacts (Arulrajah et al.,

2015). Therefore, a job description is a result of a job analysis. Where the job analysis describes

the general requirements of a certain job, the job description will explain in detail the different

tasks to accomplish during the day (Arulrajah et al., 2015). The job description outlines the job

tasks, duties and responsibilities and serves as a guide for the recruitment and selection process

going forward In general, a job description can be seen as relating to all the technical,

administrative and managerial aspects of the job, the job title, job summary, job duties, tasks and

outputs (Siddique, 2004).

JOB ANALYSIS

The methodical process of identifying the abilities, responsibilities, and knowledge needed to

carry out certain roles within an organization is known as job analysis. It is a crucial and widely

used human resource strategy. A sound job analysis system is absolutely necessary in the ever

evolving workplace of today. (Siddique, 2004).

The activities, functions, and responsibilities of the position (the job description) and the

specifications necessary for the role to execute at its highest level must be determined while

doing a job analysis (Pell, 2007). Pell also discusses components of job criteria linked to

education, experience, and intelligence as well as physical prowess, intelligence, communication

skills, work correctness, stress management, and unique aspects (Pell, 2007).

Job analysis can be used for a variety of purposes, such as administrative control handling,

personnel, labor, and equipment design, as well as other things like professional orientation and

career counseling, vocational rehabilitation counseling, systems of job classification, and

personnel research.

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PURPOSE OF JOB ANALYSIS

Recruitment and selection, job evaluation, work design, determining salary and benefit packages,

performance review, analyzing training and development needs, determining the value of a job,

and boosting both employee and organizational productivity all depend on job analysis.

According to Management Study Guide (2020), the following are the purpose of Job Analysis:

1. Recruitment and Selection: Job analysis aids in identifying the type of individual

needed to carry out a specific task. The technical, physical, emotional, and personal skills

necessary to perform a job in the desired manner are highlighted, along with the

educational requirements, amount of experience, and other skills. The goal is to place the

appropriate person in the right situation. (MSG, 2020)

2. Performance Analysis: Job analysis is done to determine whether or not a specific job's

goals and objectives have been achieved. It aids in determining performance

expectations, evaluation standards, and individual output. On this basis, an employee's

total performance is evaluated, and the evaluation is in line with that performance. (MSG,

2020)

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 3. Training and Development: Employee training and development needs can be

determined via job analysis. The amount of training that needs to be given to employees

depends on the discrepancy between the expected and actual production. It aids in

selecting training techniques, tools, and materials to be employed, as well as training

content. (MSG, 2020)

4. Compensation Management: Naturally, job analysis is essential in determining an

employee's compensation, bonuses, benefits, and fixed and variable incentives. After all,

the compensation package is determined by the job's position, title, and duties and

obligations. The procedure aids HR managers in determining an employee's value for a

specific job position. (MSG, 2020)

5. Job Designing and Redesigning: The basic goal of job analysis is to maximize

production by streamlining human labor. It aids in developing, redesigning, enhancing,

reviewing, as well as reducing and introducing new duties into a certain job. This is done

to increase human production while enhancing employee satisfaction. (MSG, 2020)

METHODS OF JOB ANALYSIS

Observation Method: A job analyst observes an employee and keeps track of all tasks

completed and uncompleted, responsibilities and duties carried out and uncompleted, techniques,

approaches, and skills used by the employee to carry out various duties, as well as the employee's

mental or emotional capacity to handle risks and challenges. However, despite the fact that it

appears to be one of the simplest approaches, it is actually the most challenging. It is because

each person has a unique perspective on the world. Different people have different perspectives

and read the results differently. As a result, the process may be biased or influenced by human

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preferences, which could lead to unreliable outcomes. By properly teaching the job analyst or

whoever will be carrying out the job analysis procedure, this error can be avoided.

Three methodologies are used in this method: critical incident methodology, work methods

analysis, and direct observation. The first way entails direct observation and recording of an

employee's behavior in various contexts. The second, which is designed specifically for

assembly-line or manufacturing employees, incorporates the study of time and motion. The third

one focuses on figuring out the workplace behaviors that influence performance.

Interview Method: In this strategy, an employee is questioned to learn about their working

habits, challenges they have, the skills and methods they use to do their jobs, and their concerns

and insecurities about their employment. With the aid of this technique, interviewers can better

understand how a candidate feels about their own position and the duties associated with it. It

entails an employee's own analysis of the job. The interview questions that are asked should be

carefully considered in order to produce real feedback or gather accurate data. And to avoid

errors, it is always good to interview more than one individual to get a pool of responses. Then it

can be generalized and used for the whole group.

Questionnaire Method: Obtaining questionnaire responses from employees, their managers,

and their superiors is another way for employment analysis that is frequently employed. Personal

prejudice, however, also affects this approach. When creating questions for various employee

grades, significant attention should be used. Management must convince the workers that the

information gathered will be used for their own benefit if they are to obtain the genuine job-

related information. Assuring them that it won't be used against them in any way is crucial. It

will be a complete waste of time, money, and human resources if it is not done correctly. These

are a few of the techniques used most frequently for job analysis. The task inventory method, the

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work element method, competency profiling, technical conferences, threshold traits analysis

systems, and combinations of these methods are a few other specialized approaches. HR

managers must take into account the time, money, and human resources required to carry out the

process when selecting a technique.

JOB EVALUATION

Job evaluation is to give an organized and consistent method for determining the relative value

of jobs within a workplace, single facility, or organization with numerous sites. Jobs are ranked

in accordance with the overall demands placed on the job holder in this procedure. As a result, it

offers a foundation for a just and structured grading system. Actual compensation is not based on

job appraisal. It is a method for analyzing, evaluating, and comparing jobs, and it focuses on the

requirements of the work, such as the experience and responsibility needed to do the job It is not

concerned with the overall amount of work, the number of people needed to complete it, the

timing of the work, or the job holder's skill level. There have been many different job evaluation

methods that have emerged. Some entail evaluating occupations in light of factors including

skill, accountability, and working circumstances. Some are simpler than others.

METHOD OF JOB EVALUATION

There are two methods of job evaluation:

1. Non-analytical System

 Ranking: Ranking system for job evaluation is simply rank the jobs in order from

highest to lowest in regards to their importance to your organization. “Ranking system is

frequently used by small organizations” and is the fastest, easiest and least expensive job

evaluation method to employ.

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  Job Classification: Job Classification method is frequently used by government and

university employers”. The purpose of using the classification method of job evaluation

is to establish pay grades. When using this method first a description is generated for

each job category and then standards is set for each job category. In final step the

positions are matched to categories based on the similar duties and overall value to the

organization.

2. Analytical System

 Point Rating: Points ranking is the most commonly used method of job evaluation. In

this method, a point ranking system is made based on the overall monetary value of a

position within the company. The first step in a point’s evaluation is determining what

skills a group of jobs is expected to possess. Points are assigned based on these

characteristics that represent the importance of the job within the organization.

 Factor Comparison: Factor comparison uses several evaluation methods in order to

evaluate jobs within an organization. This method allows for customizable job

evaluation, but it is also very time consuming. In factor comparison evaluators first rank

jobs using a point assessment and then jobs are analyzed in regards to the skill set ranked

in the points assessment. Jobs in an organization are then compared to the standard set by

point assessment and then jobs established in conjunction with the market value of a

position's compensable factors. Finally, a salary is determined.

KEY DIFFERENCES BETWEEN JOB ANALYSIS AND JOB EVALUATION

The following are the major differences between job analysis and job evaluation:

1. The process in which an in-depth examination is performed to gather information about

every minute detail about a particular job is known as Job Analysis. Job Evaluation is a

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 process of determining the importance of a particular job in relation to the other job of the

organization.

2. Job Analysis is a comprehensive process while Job Evaluation is a comparative process.

3. Job Analysis is done to prepare a job description and job specification. Conversely, Job

Evaluation aims at implementing an equitable and justified wage system in an

organization.

4. Job Analysis is the first step to Job Evaluation.

5. Job Analysis helps in Recruitment & Selection, Training & Development, Performance

Appraisal, Compensation, etc. On the other hand, Job Evaluation helps in ranking the

jobs by comparing them on the basis of their importance.

EFFICIENCY OF JOB ANALYSIS AND JOB EVALUATION

1. Promotes transparency around pay decisions

Decisions concerning jobs can be made in a rational, consistent, and transparent manner thanks

to job appraisal, which reduces subjectivity. All job-related data and facts are assessed uniformly

within predetermined limits. The system is set up to be rational, there is a consistent process, and

decisions are based on facts. Because staff members and management are aware of and

comprehend the decision-making process, transparency is accomplished.

2. Ensures pay levels are externally competitive

Job evaluation can guarantee that each role's remuneration in the organization is externally

competitive. While matching job names, summaries, capsules, and descriptions can be utilized in

benchmarking roles, using the framework offered by job assessment grades is the most reliable

approach to do so and ensure that like is compared with like when comparing internal jobs to

external market data sources.

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 3. Supports recruitment, career development and succession planning

Each role's progression routes are specified in a professional family structure. Typically,

family/level profiles that outline the knowledge, abilities, experience, and competences needed at

each family/level serve as a definition of these terms.

CONCLUSION

Job evaluation encompasses a wide range of tasks that begin with job analysis. Job analysis,

however, is a lengthy process in and of itself. Both methods thoroughly examine positions and

their roles inside the business. Although they are complementary in nature, Job Analysis helps

Job Evaluation succeed by meeting its requirements. Job evaluation is the process to determine

in a systematical manner the value of job within the organization. It is very time consuming and

complex process and hence must receive whole hearted support from everybody. The process of

job evaluation involves job analysis which consists of job description and job specification.

Trade union is directly concerned with job evaluation. Analytical and non-analytical techniques

are used for the measurement of jobs. Simply ranking and grading are placed in the non-

analytical category while point system and factor comparison methods come under the analytical

category.

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