Job Analysis and

Evaluation
 Definition
 Job - Consists of a group of tasks that must be performed for an
organization to achieve its goals
 Position - Collection of tasks and responsibilities performed by one
person; there is a position for every individual in an organization
 Job analysis - Systematic process of determining the skills, duties,
and knowledge required for performing jobs in an organization
 Job description – document providing information regarding tasks,
duties, and responsibilities of job
 Job specification – minimum qualifications to perform a particular
job Process of defining a job in terms of its component tasks or
duties and the knowledge or skills required to perform them
• Job satisfaction - has been defined as a pleasurable emotional
state resulting from the appraisal of one’s job; an affective reaction
to one’s job; and an attitude towards one’s job.
Definition(cont..
Job design - The process of job design has been defined as,
“...specification of the contents, methods, and relationships of
jobs in order to satisfy technological and organizational
requirements as well as the social and personal requirements of
the job holder.” (Buchanan, 1979)

Job Evaluation - An assessment of the relative value of jobs to

determine appropriate compensation
Although it is true that different meanings are assigned to the
terms job analysis, job specification and job evaluation, for the
practical purposes of industrial psychologists these terms may
be regarded as relatively similar.
Types of Job Analysis Information

Considerable information is needed, such as:

 Worker-oriented activities
 Machines, tools, equipment, and work aids used
 Job-related tangibles and intangibles
 Work performance
 Job content
 Personal requirements for the job
Summary of Types of Data Collected Through Job Analysis

 Work Activities – work activities and processes; activity records (in

film form, for example); procedures used; personal responsibility
 Worker-oriented activities – human behaviors, such as physical
actions and communicating on the job; elemental motions for
methods analysis; personal job demands, such as energy
expenditure
 Machines, tools, equipment, and work aids used
 Job-related tangibles and intangibles – knowledge dealt with or
applied (as in accounting); materials processed; products made or
services performed
 Work performance – error analysis; work standards; work
measurements, such as time taken for a task
 Job context – work schedule; financial and nonfinancial incentives;
physical working conditions; organizational and social contexts
 Personal requirements for the job – personal attributes such as
personality and interests; education and training required; work
experience
Uses and Value of Job analysis
Zerg (1943) concludes that there are approximately 20
user for this type of information. He mentions the
following specific uses:

1. Job grading and classification

2. Wage setting and standardization
3. Provision of hiring specifications
4. Clarification of job duties and responsibilities
5. Transfers and promotions
6. Adjustment of grievances (real cause for complaint)
7. Establishment of a common understanding between
various levels of workers and management
 Uses and Value of Job
analysis(cont.
8. Defining and outlining promotional steps
9. Investigating accidents
10.Indicating faulty work procedures or duplication of effort
11.Maintaining, operating, and adjusting machinery
12.Time and motion studies
13.Defining limits of authority
14.Indicating cases of individual merit
15.Indicating causes of personal failure
16.Education and training
17.Facilitating job placement
18.Studies of health and fatigue (tiredness)
19.Scientific guidance
20.Determining jobs suitable for occupational therapy
 Job analysis Methods
Morsh (1964), for example, has listed nine
(9) techniques, each with its own special
advantages.
1. Questionnaire Method
2. Check list method
3. Individual Interview Method
4. Observation Interview Method
5. Group Interview Method
6. Technical Conference Method
7. Diary Method
8. Work participation Method
9. Critical Incident Method
Job Evaluation
>Job Evaluation Defined
“An assessment of the relative
value of jobs to determine
appropriate compensation”
Job Evaluation
The process of determining how
much a job should be paid,
balancing two goals
◦ Internal Equity: Paying different jobs
differently, based on what the job
entails
◦ External Competitiveness: Paying
satisfactory performers what the
market is paying

ORG434: Advanced HRM 11

 WHY USE JOB EVALUATION?

Pay structure design

Manage relativities

Assimilate new jobs

Create equitable structure

Provide for equal pay

Compare with market rates

Facilitate career moves

Harmonize after merger

Competency framework

Develop performance mgt.

0 20 40 60 80 100
Per cent of organizations
4 fundamental JE methods:

 Ranking – whole job is compared against

other whole jobs on some general notion of
value / job content
 Classification – concepts of value / work
content are divided into categories / classes
& jobs are slotted into these categories
 Factor comparison – content & value are
broken down into factors & jobs are
evaluated by the degree of each factor the
job possesses.
 Point plan – ……..
Job Satisfaction
Job satisfaction – a set of
attitudes toward work
It is what most employees want
from their jobs
Job satisfaction affects
absenteeism and turnover, which
affect performance
Job satisfaction survey –
process of determining employee
attitudes about the job and work
 Causes of Job Satisfaction

 Need Fulfillment: Satisfaction is based on the extent to

which a job satisfies a person’s needs.
 Discrepancies: Satisfaction is determined by the extent to
which an individual receives what he or she expects from a job.
 Value Attainment: Satisfaction results from the extent to
which a job allows fulfillment of one’s work values.
 Equity: Satisfaction is a function of how “fairly” an individual is
treated at work.
 Trait/Genetic Components: Satisfaction is partly a function
of personal traits and genetic factors.
Improving job satisfaction may lead to
better human relations and
organizational performance by creating
a win-win situation.
Questions?