JOB ANALYSIS AND

EVALUATION

Kate Abad, Shaira Angay, Jan Neca Bacolod, Selah May Alvar
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 CHAPTER OUTLINE

Job Analysis Job Evaluation

• Importance of Job Analysis

• Determining Internal
• Writing a Good Job Description
Pay Equity

• Preparing for a Job Analysis • Determining External

Pay Equity
• Conducting a Job Analysis
• Determining Sex and
• Using Other Job Analysis Race Equity
Methods

• Evaluation of Methods

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Did you know?
The Lost Colony

In 1587, John White accompanied

100 English settlers to establish a
permanent colony in Roanoke Team
Island known as North Carolina in
present day. Three years later in
1590, when White returned to bring
supplies, they found the island
deserted with no sign of the colony.

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Did you know?
The Lost Colony Theory

One theory suggests that the people

who were sent to Roanoke Island
were not trained or skilled enough to
Team
survive there. The group included
politicians, soldiers, and sailors
instead of people with farming skills.
If settlers with appropriate skills had
been sent like farmers, the colony
might have survived.

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What is Job Analysis?

Developed around 1900, job analysis is the process

of gathering and studying information about a job.
This includes understanding what tasks the
employee does, the environment they work in, and
the skills and qualities needed to perform the job
well.

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 IMPORTANCE OF JOB ANALYSIS

1. Writing Job Descriptions 6. Job Classification

2. Employee Selection 7. Job Evaluation

3. Training 8. Job Design

9. Compliance with Legal

4. Personpower Planning
Guidelines

5. Performance Appraisal 10. Organizational Analysis

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Writing a Good Job Description

Job analysis is the process of determining work

activities and requirements, while a job description is
a written summary of the job analysis. A job
description should be about two to five pages long,
providing enough details for decision-making.

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 WRITING A GOOD JOB DESCRIPTIONS

1. Job Title 5. Job Context

2. Brief Summary 6. Work Performance

3. Work Activities 7. Compensation Information

4. Tools and Equipments Used 8. Job Competencies

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WRITING A GOOD JOB DESCRIPTION

1. Job Title describes the

nature of the job, its power
and status level, and the
competencies needed to
perform the job.
BOOKKEEPER
Task

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WRITING A GOOD JOB DESCRIPTION

2. Job Summary briefly

describe the nature and
purpose of the job. Job Summary
Under the general supervision of the office manager, the
bookkeeper is responsible for all of the accounting duties
of the office. Specifically, the book- keeper is responsible
for keeping all financial records accurate and up-to-date;
Task
processing loans; and preparing and posting statements,
reports, and bonds.

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WRITING A GOOD JOB DESCRIPTION

3. Work Activities lists the

tasks and activities in which
the worker is involved.

Task

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WRITING A GOOD JOB DESCRIPTION

4. Tools and Equipments Used

lists all the tools and
equipment used to perform
the work activities in the
previous section.

Task

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WRITING A GOOD JOB DESCRIPTION

5. Job Context describes the Job Context

environment in which the
The bookkeeper spends the majority of time making entries in
employee works.
and balancing joumals and ledgers. The workday is spent in a
dimate-controlled office with four coworkers. Physical demands
are minimal and sitting is required for most of the day. Work
hours are Monday-Friday from 8:00a.m. to 5:00 p.m., with an
Task unpaid hour for lunch. No weekend or holiday work is required
and overtime seldom occurs. Psychological stress is usually low
but becomes moderate when dealing with an angry customer.

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WRITING A GOOD JOB DESCRIPTION

6. Work Performance Work Performance

outlines the standards of
The bookkeeper is evaluated annually by the office manager using the
employee’s performance. credit union's standard performance appraisal system. To receive an
excellent performance appraisal, the bookkeeper should:
❑ Maintain neat and accurate records
❑ Meet all deadlines
❑ Maintain an orderly office
Task
❑ Make sure all ledgers and journals balance
❑ Perform duties of other jobs when the need arises
❑ Have a good attendance record

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WRITING A GOOD JOB DESCRIPTION

7. Compensation Information
contain information on the
salary grade,whether the
position is exempt, and the
compensable factors used to
determine salary.

Task
The Fair Labor Standards Act (FLSA)

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WRITING A GOOD JOB DESCRIPTION

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WRITING A GOOD JOB DESCRIPTION

8. Job Competencies are the

knowledge, skills, abilities, and
other characteristics (KSAOs)
that are necessary to be
successful on the job.

Task

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PREPARING FOR A JOB ANALYSIS

Prior to conducting a job analysis, several

decisions must be made that will influence
how it is conducted.

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PREPARING FOR A JOB ANALYSIS
Who Will Conduct
the Analysis?
• A trained individual in the
Human Resources department.
• Consultants are a good choice
for conducting a job analysis
• An interesting alternative to
consultants is the use of
college interns.
How Often Should a Job
Description Be Updated?
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• A job description should be
updated if a job changes
significantly.
• After one year, 92% of the
tasks listed in the old and
updated job descriptions
were the same, dropping to
54% after 10 years.
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PREPARING FOR A JOB ANALYSIS
Which Employees
Should Participate?
• It is advisable to have all
employees participate in
the job analysis.
• In organizations in which
many people perform the
same job
Ex. Teachers at a University
“How many people need to be
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included in the job analysis?”
Answer: Advising job analysts to
keep interviewing incumbents
until they do not hear anything
new.
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PREPARING FOR JOB ANALYSIS

Job competence Race Gender

Sanchez, Prager, Wilson, Significant differences in Gender was confounded
and Viswesvaran (1998) the ways in which white with experience, they were
and Mullins and Kimbrough and African American not able to draw any definite
(1988) found that incumbents viewed their conclusions. Ansoorian and
high-performing jobs. Schultz (1997) found no
employees generated differences in the
different job analysis physical-effort ratings
outcomes than did assigned by male and female
low-performing employees. incumbents.

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PREPARING FOR JOB ANALYSIS
Education level
Police officers with only a
high school diploma were
less involved in court
activities than were their
more educated counterparts.
Personality
Personality of the incumbent
was related to the personality
traits rated by the incumbent
to be important to the job.
Viewpoint
The consideration of which
employees are chosen to
participate is an important
issue because a job can often
be performed in several
ways.
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PREPARING FOR A JOB ANALYSIS
What Types of Information
Should Be Obtained?
The work obviously must be
performed in a specific manner
for the greatest financial savings.
Thus, the job analysis is more
effective at a more detailed level.
Formal versus Informal
Requirement
• Formal requirements- example Team
for a secretary might include
typing letters or filing memos.
• Informal requirements- might
involve making coffee or picking
up the boss’s children from
school
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CONDUCTING A JOB ANALYSIS

Step 1: Identify Tasks Performed

This information is usually gathered by obtaining
previous information on the job, observing
performance, or actually performing the job itself.

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CONDUCTING A JOB ANALYSIS

Interviewing
Gathering Existing
Subject-Matter Experts
Information
The most common method of
To gather information that has conducting a job analysis is to Team
already been obtained. interview subject-matter experts
(SMEs).
For example, one may gather
existing job descriptions, task SMEs are people who are
inventories, and training manuals. knowledgeable about the job. It
includes job incumbents,
supervisors, customers, and
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GUIDELINES TO BE FOLLOWED IN AN INTERVIEW

1. PREPARE 3. CONDUCT

Prepare for the interview by Ask open-ended questions,

announcing the job analysis using easy to-understand
to the employees well in vocabulary, and allowing
advance by selecting a quiet sufficient time for the
and private interview 2. OPEN employee to talk and
location. answer questions.
Open the interview by
establishing rapport, putting
the worker at ease, and
explaining the purpose of
the interview.

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AMMERMAN TECHNIQUE

Ammerman technique is a job analysis

method in which a group of job experts
identifies the objectives and standards to
be met by the ideal worker.

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 THE BASIC STEPS OF AMMERMAN TECHNIQUE

1. Convene a panel of experts that 4. Have the panel identify which of the
includes representatives from all behaviors from step 3 are “critical” to
levels of the organization. reaching the objective.

2. Have the panel identify the

5. Have the panel rank-order the
objectives and standards that are
objectives on the basis of importance
to be met by the ideal incumbent.

3. Have the panel list the specific

behaviors necessary for each
objective or standard to be attained.

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JOB PARTICIPATION

One can analyze a job by actually performing it. This

technique, called job participation, is especially
effective because it is easier to understand every
aspect of a job once you have done it yourself.

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CONDUCTING A JOB ANALYSIS

Step 2: Write Task Statement

Once the tasks have been identified, the next step is
to write the task statements. It must contain an action
(what is done) and an object (to which the action is
done).

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CONDUCTING A JOB ANALYSIS

Task statements will also

include such components as
where the task is done, how it
is done, why it is done, and
when it is done. Here are
some characteristics of
well-written task statements:

Task

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CONDUCTING A JOB ANALYSIS

Step 3: Rate Task Statement

Using a group of SMEs to rate each task statement on
the frequency and the importance or criticality of the
task being performed.

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CONDUCTING A JOB ANALYSIS

Task

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CONDUCTING A JOB ANALYSIS

Step 4: Determine Essentials KSAOs

Once the task analysis is completed the next step is to
identify the KSAOs needed to perform the tasks.

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 STEPS TO IDENTIFY KSAOs

Knowledge - a body of Ability - the basic capacity for

information needed to performing a wide range of
perform a task. tasks or developing a skill.

Skill - the proficiency to Other characteristics - factors

perform a learned task that are not an abilities such as
personality, willingness,

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CONDUCTING A JOB ANALYSIS

Step 5: Selecting Tests to Tap KSAOs

These methods will be used to select new employees
and include such methods as interviews, ability tests,
personality tests, reference checks, integrity tests,
biodata, and assessment centers.

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USING OTHER JOB ANALYSIS METHOD

Several questionnaires have been developed

to analyze jobs at a more general level. This
saves time and money and allows jobs to be
more easily compared with one another.

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 POSITION ANALYSIS QUESTIONNAIRE (PAQ)

INFORMATION SHEET RELATIONSHIP WITH OTHERS

MENTAL PROCESSES JOB CONTEXT

WORK OUTPUT OTHER RELATED VARIABLES

Advantages: Inexpensive and Disadvantages: Educational

little time to use, standardized, level used may not be
reliable. understandable to general

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JOB STRUCTURE PROFILE (JSP)

A revised version of PAQ and developed by Patrick and

Moore (1985). Revision includes item content and
style, new items to increase the discriminatory power
of the intellectual and decision-making dimensions,
emphasis on having a job analyst.

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JOB ELEMENTS INVENTORY (JEI)

A job analysis technique developed by

Cornelius and Hakel (1978). Contains 153
items and has a readability level appropriate
for an employee with only a tenth-grade
education. Similar to PAQ, but easier to read

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FUNCTIONAL JOB ANALYSIS (FJA)

Initially designed by Sidney Fine (1995) as a method to

use by the federal government in comparing and
analyzing thousands of jobs. Rates the extent to which
a job incumbent is involved with functions in the
categories of data, people and things.

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FUNCTIONAL JOB ANALYSIS (FJA)

Task
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JOB COMPONENTS INVENTORY (JCI)
Methods providing information about tools and equipment

COMMUNICATION
TOOLS AND EQUIPMENT
REQUIREMENTS

PERCEPTUAL AND PHYSICAL DECISION MAKING AND

REQUIREMENTS RESPONSIBILITY

MATHEMATICAL REQUIREMENTS

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AET (Arbeitswissenschaftliches Erhebungsverfahren
zur Tätigkeitsanalyse)
Methods providing information about the work environment

Which means “ergonomic job analysis procedure”, is

primarily concerned with the relationship between
worker and work objects. Standardized questionnaire
with 216 items. Developed in Germany by Rohmert
and Landau (1983).

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1. OCCUPATIONAL INFORMATION NETWORK (O*NET)
Methods providing information about competencies

National job analysis system used by the federal

government to replace the Dictionary of Occupational
Titles (DOT). Major advancement in understanding the
nature of work in large part. Includes information
about the occupation and the worker characteristics

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2. CRITICAL INCIDENT TECHNIQUE (CIT)
Methods providing information about competencies

Developed by John Flanagan.Used to discover

actual incidents of job behavior that make the
difference between a job’s successful or
unsuccessful performance.

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2. CRITICAL INCIDENT TECHNIQUE (CIT)
Methods providing information about competencies

∙ Advantages: actual critical activities can be

used for future activities
∙ Disadvantage: emphasis on the difference
between excellent and poor performance
ignores routine duties.

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BASIC PROCEDURES OF CIT
Job incumbents each generate
between one and five incidents
of both excellent and poor
performance that they have
seen on the job.
The incidents generated in the
first stages are then given to
three or four incumbents to
sort into an unspecified
number of categories.
Job experts examine each
1 2 incident and decide whether
it is an example of excellent
or poor behavior.
The number of both types of
incidents sorted into each
category are then tallied and
used to create a table with
3 categories that provides
4
dimensions of the job.
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3. JOB COMPONENTS INVENTORY (JCI)
Methods providing information about competencies

Provides information about the perceptual,

physical, mathematical, communication,
decision-making and responsibility skills
needed to perform a job.

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4. THRESHOLD TRAITS ANALYSIS (TTA)
Methods providing information about competencies

A 33-item questionnaire developed by

Lopez, which identifies 5 traits categories
necessary to successfully perform a job
including physical, mental, learned,
motivational and social traits.

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4. THRESHOLD TRAITS ANALYSIS (TTA)
Methods providing information about competencies

∙ Advantages: short, reliable, correctly

identifies important traits
∙ Disadvantage: not available commercially

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5. FLEISHMAN JOB ANALYSIS SURVEY (F-JAS)
Methods providing information about competencies

Job analysis method in which jobs are

rated on the basis of the abilities
needed to perform them.

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5. FLEISHMAN JOB ANALYSIS SURVEY (F-JAS)
Methods providing information about competencies

Easy to use by incumbents or trained analysts,

demonstrates acceptable levels of reliability and is
supported by years in research.

Advantages: detailed and commercially available

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 6. JOB ADAPTABILITY INVENTORY (JAI)

1. Handling emergencies 5. Learning work tasks,

or crisis situations technologies and procedures

2. Handling work stress 6. Demonstrating

interpersonal adaptability

3. Solving problems creatively 7. Demonstrating

cultural adaptability

4. Dealing with uncertain and 8. Demonstrating physically

unpredictable work situations oriented adaptability

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7. PERSONALITY-RELATED POSITION REQUIREMENT (PPRF)
Methods providing information about competencies

Developed by Raymark, Schmit and Guion

(1997). which contains 107 items, helps
determine the 12 personality dimensions
under the “Big 5” personality dimensions.

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8. PERFORMANCE IMPROVEMENT CHARACTERISTICS (PIC)
Methods providing information about competencies

The 48 questions help determine which of the

seven main personality traits are needed to
perform a given job.
Advantages: Acceptable and Reliable

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EVALUATION OF METHODS

The best method to use in analyzing a

job appears to be related to the end of
the job analysis formation.

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ACCEPTABLE JOB ANALYSES SHOULD:

1 3
Use several Use a large number
up-to-date sources. of job incumbents

Conducted by Cover the entire range

of worker activities
experts and qualifications
2 4

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 EVALUATION OF METHODS

1. The PAQ is seen as the most 5. Task analysis has the

standardized technique and the highest-quality results
CIT the least standardized and TTA the lowest

2. The CIT takes the least amount 6. Task analysis reports are the
of job analyst training and task longest and job-elements reports
analysis the most the shortest

3. The PAQ is the least costly 7. The CIT has been rated
method and the CIT the most the most useful and
the PAQ the least

4. The PAQ takes the least amount 8. Task analysis gives the best
of time to complete and task overall job picture and the
analysis the most PAQ the worst.

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JOB EVALUATION

Determines how much employees in a

position should be paid. A job evaluation is
typically done in two stages: determining
internal pay equity and determining external
pay equity.

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DETERMINING INTERNAL PAY EQUITY

Internal Pay Equity - comparing jobs

within an organization to ensure that
the people in jobs worth the most
money are paid accordingly.

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DETERMINING INTERNAL PAY EQUITY

Compensate job factors – such as

responsibility and education
requirements, that differentiate the
relative worth of jobs.

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STEP 1: DETERMINING COMPENSABLE JOB FACTORS

1. Level of responsibility 4. Education requirements

2. Physical demands 5. Training and experience

requirements

3. Mental demands 6. Working conditions

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STEP 2: DETERMINING THE LEVELS FOR EACH
COMPENSABLE FACTOR

Once the compensable factors have been selected,

the next step is to determine the levels for each
factor. For a factor such as education, the levels are
easy to determine (e.g., high school diploma,
associate’s degree, bachelor’s degree).

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STEP 3: DETERMINING THE FACTOR WEIGHTS

A job evaluation committee The number of points

1 3
determines the total number assigned to a factor is then
of points that will be given divided into each of the
among the factors. levels.

Each factor is weighted by The total number of points for

assigning a number of points. a job is compared with the
salary currently being paid for
the job.
2 4

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DETERMINING EXTERNAL PAY EQUITY

External equity is important if an organization

is to attract and retain employees. In other
words, it must be competitive with
thecompensation plans of other organizations.

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SALARY SURVEYS

A questionnaire sent to other organizations to

see how much they are paying their employees
in positions similar to those in the organization
sending the survey.

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MARKET POSITIONS

Where an organization wants to be in

relation to the compensation policies of
others

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DIRECT COMPENSATIONS

The amount of money paid to an

employee (does not count benefits, time
off, and so forth)

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DETERMINING SEX AND RACE EQUITY

In addition to analyses of internal and

external equity, pay audits should also be
conducted to ensure that employees are
paid eually on the basis of gender or
race.

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COMPARABLE WORTH

Comparable worth is often in the news because some

groups claim that female workers are paid less than
male workers. On average, full-time female workers in
2013 made only 82.1% of what full-time male workers
were paid.

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THANK YOU FOR
LISTENING!

Kate Abad, Shaira Angay, Jan Neca Bacolod, Selah May Alvar
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