Module 13

ANALYZING AND EVALUATING JOBS

A job analysis is a step-by-step specification of an employment position's requirements, functions, and
procedures.  Successful HRM practices can lead to outcomes that create competitive advantage. Job analyses,
properly performed, enhance the success of these HRM practices by laying the foundation. Job analysis
information can be applied to a variety of HRM practices.
Job analysis information may be divided into three categories: job content, job context, and worker
requirements. Job content refers to workers' job activities or what workers actually do on the job. Job context
refers to the conditions under which the work is performed and the demands such jobs impose on the worker.
Worker requirements refer to the worker qualifications needed to perform the job successfully.
When gathering information about tasks, the job analyst seeks to determine what the worker does, the
purpose of the action, and the tools, equipment, or machinery used in the process. The analyst may also gather
additional information about tasks, such as their relative importance, the expected performance levels, and the
type of training needed by a new worker to perform tasks satisfactorily. Job content can be described in a number
of ways, depending on how specific one wants (or needs) to be. 

Worker requirements refer to the knowledge, skill, ability, personal characteristics, and credentials
needed for effective job performance. These terms are defined as:
 Knowledge—the body of information one needs to perform the job.
 Skill—the capability to perform a learned motor task, such as forklift operating skills and word-processing
skills.
 Ability—the capability needed to perform a non-motor task, such as communication
abilities, mathematical abilities, and reasoning or problem-solving abilities.
 Personal characteristics—an individual's traits (e.g., tact, assertiveness, concern for others, objectivity,
work ethic) or their willingness/ability to adapt to the circumstances in the environment (e.g., ability to
withstand boredom, willingness to work overtime, willingness to treat others cordially).
 Credentials—proof or documentation that an individual possesses certain competencies, such as
diplomas, certifications, and licenses.

The Different Types of Job Content Information

 Broad Level
Function or Duty - The major areas of the job-holder's responsibility.
Example: A professor's functions are teaching, research, and service to the university/community.

 Intermediate Level
Task - What a worker does when carrying out a function of the job; it is an activity that results in a specific
product or service.
Example: The function of teaching requires a professor to perform several tasks like lecturing, giving/grading
exams, and meeting with students.

 Work Behavior
An important activity that is not task specific; such behavior is engaged in when performing a variety of tasks.
Example: "Communicating"—a professor engages in this behavior when performing several tasks, such as
lecturing and meeting with students.

 Specific Level
Subtasks - The steps carried out in the completion of a task.
Example: The task of providing lectures consists of several subtasks, such as reading the text and other
relevant materials, deciding on what information to convey, and determining how this information can be
communicated in a clear and interesting manner.
 Critical Incidents
Specific activities that distinguish effective from ineffective job performance.

Example: "The professor uses several examples when explaining difficult concepts."

JOB EVALUATION 

Job evaluation is the process of systematically determining a relative internal value of a job  in an organization.
In all cases the idea is to evaluate the job, not the person doing it. Job evaluation is the process of determining the
worth of one job in relation to that of the other jobs in a company so that a fair and equitable wage and salary
system can be established.

The four major methods of job evaluations are job ranking, job classification, factor comparison, and the point
method.

 Job Ranking. The job ranking method is the simplest and easiest job evaluation method; jobs and the
employees who perform those jobs are ranked from highest to lowest depending on their quality and value to
the organization.

 Job Classification. The job classification method uses job classes or job groups to provide more customization
in the evaluation.

This method also uses scales to measure performance rather that comparing and ranking employees.

 Factor Comparison. The factor comparison method is more scientific and complex than any other method.
Each job is ranked according to specific set of factors, such as physical effort, mental effort, or responsibility,
all of which have predetermined weights indicating their importance to success.

 Point Method. The point method measures performance through scales and job factors rather than focusing
on entire job functions and ranking employees against each other.

 Considerations. The point method is usually seen as the most reliable and valid evaluation method by
employees compared to more subjective methods such as the job ranking method.