Module 3 -Job Organization

and Information
(Author: Dr Analyn V Inarda)
Figure 2. Job Organization and Information (Inarda,
2020)
Michael J. Jucius, stated "Job
analysis refers to the process of
studying the operations, duties and
organizational aspects of jobs in
order to derive specification or, as
they are called by some job
description".
John A Shubin, emphasized
"Job analysis is the methodical
compilation and study of work
data in order to define and
characterize each occupation
in such a manner as to
distinguish it from all others.
For Edwin B. Flippo, "Job
analysis is the process of
studying and collecting
information relating to the
operations and responsibilities
of a specific job”.
Focus of Job Anaysis
1. Duties and Tasks
2. Environment
3. Tools and Equipment
4. Relationships
5. Requirements
Duties and Tasks: The basic unit
of a job is the performance of
specific tasks and duties. This
segment should include
frequency, duration, effort, skill,
complexity, equipment,
standards, etc.
2. Environment: This segment
identifies the working environment of
a particular job. This may have a
significant impact on the physical
requirements to be able to perform a
job.
3. Tools and Equipment: Some
duties and tasks are performed
using specific equipment and
tools. These items need to be
specified in the Job Analysis.
4. Relationships: The hierarchy of
the organization must be clearly
laid out. The employees should
know who is under them and who
they have to report to.
5. Requirements: The knowledge, skills, and abilities
required to
perform the job should be clearly listed (Andrews,
2010; Flippo, 1980; Heneman &
Judge, 2010; Martires, 2008; Mathis & Hackson, 2008;
Noe, Hollenbeck, Gerhart
& Wright, 2010; Sison, 2003; Cascio, 2003).
Various methods/techniques are used
for collection of data.
1. Interview method
2. Study and observe’ method
3. Self-performance method
4. Employee’s Job Diary
5. Questionnaire method
6. Conference method
1. Interview Method: Job information is
collected through interview.
Under the interview method questions are
asked and replies are recorded for
analysis.
1.1 Individual interviews with individual
employee
1.2 Group interviews with individual
supervisor or group of supervisors are
asked during interview.
For collecting information from
the interviewee questions like:
a. What is done?
b. Why is it done?
c. How is it done?
d. When is it done?
e. To what is it done
2. Study and Observation Method:
Another method of collecting
information for job analysis is
through study and observation of
the job people do.
This method involves:
2.1. Watching of the whole process of job
activities and time taken to complete each
process and also the entire process 2.2.
Observance of situation, conditions under
which an employee works 2.3. Study of
responsibilities shouldered by the employee
2.4. Review of job performance of employee
through films 2.5. Watching of the materials,
tools used to perform job.
3. Self-Performance Method:
Under this method, job analyst
engages himself to perform a job
and records information. The
approach of this method is like
‘perform job and obtain information
Job analyst through performance of job gets
understanding of:
3.1 The whole process of activity i.e. job cycle
3.2 Time taken to complete some activity 3.3
The hazards and difficulties faced to perform
job
3.4. The working environment, machines, tools
used, supervision needed
3.5 Skill, ability, knowledge required to
complete the job.
4. Employee’s Job Diary: Another
technique to collect information
on job is to use diary maintained
by the employees to record their
day to day activities in their work
performance.
5. Questionnaire Method: This is
one of the methods used by
organization to collect job
information. Under this method job
related questions are prepared,
and employees are asked to reply
to the questions.
6. Conference Method: This is one
of the methods of collecting
information for job analysis. Under
this method job analyst gathers
information relating to job of
employees through experienced
and knowledgeable supervisors.
Job analysis has two phases: job
description and job specification.
While job description or position
description gives what in a job,
job specification identifies who
should qualify for the job.
Job design is an effective tool
which is used in order on the one
hand to meet the needs of the
employees and on the other to
satisfy the interests of the
organization.
There are three common job
design techniques like
job rotation,
job enlargement and
job enrichment.
. Job rotation enables the
development of the employees’
skills, their organizational
retention, reduces job boredom,
while at the same time it controls
the work-related musculoskeletal
disorders and reduces the
exposure of workers to work-
related injuries
Job enlargement adds more
tasks to the existing tasks of
the employee, thus
increasing employee
participation in the decision-
making process.
Job enrichment makes jobs
more challenging and interesting
and enables the participation of
employees in the decision-
making process (Belias &
Sklikas 2013).
III. Job Evaluation
Various definitions have been given
to understand what job evaluation is
and its role in managing people.
Edwin B.Flippo defines job evaluation
as “a systematic and orderly
process of determining the worth of a
job in relation to other jobs”.
According to the International Labor
Organization (ILO), “job evaluation
is an attempt to determine and
compare the demands which the
normal performance of a particular job
makes on normal workers, without
taking into
account the individual abilities or
performance of the workers
concerned”.
Wendell French defines job evaluation as “a
process of determining the
relative worth of the various jobs within the
organization, so that differential wages
may be paid to jobs of different worth. The
relative worth of a job means relative
value produced. The variables which are
assumed to be related to value produced
are such factors as responsibility, skill, effort
and working conditions”.
The Job Evaluation Factors
On the next slide are the
factors one may consider in
carefully scrutinizing the job
for its value.
1. Know-How – The knowledge, skill and
experience required for
standard acceptable performance.
2. Problem Solving – the thinking required
for analyzing, evaluating, creating,
reasoning, arriving at and drawing
conclusions; the extent to which this
thinking is covered by precedents or
circumscribed by standards; and the
degree of creativity or original thought
required.
3. Accountability – The degree to
which the employee is held
accountable for taking action and for
the consequences of that action.
4. Education - The level of formal
education required to perform the
functions required of a position.
5. Experience - The length of practical
experience and nature of
technical/managerial familiarity required.
6. Complexity – measured in terms of: (a)
the time taken to learn and adjust to specific
job requirements, (b) the level to which the
job functions are defined and follow
established and predictable patterns and,
(c) the thinking challenge required to adapt
to rapidly changing circumstances and
innovative or conceptual thinking needed to
7. Scope of Job - The complexity and
scope of work factors tend to be related
to the education and experience level
required of a position. The calculation of
points for each of these factors is based
on the application of a percentage rating
of the sum of the points derived in the
evaluation of Education and Experience.
8. Supervision Received -
The extent of supervision,
direction or guidance
imposed on the job holder
and the freedom the
executive has to take
action.
9. Authority Exercised - Authority level
expressed in terms of routine expenditure,
capital expenditure and investments,
granting of loans, hiring and firing staff, etc
(Andrews, 2010; Flippo, 1980; Heneman &
Judge, 2010; Martires, 2008; Mathis &
Hackson, 2008; Noe, Hollenbeck, Gerhart
& Wright, 2010; Sison, 2003; Cascio,
2003).