INDUSTRIAL
PSYCHOLOGY
Chapter 03
Job Analysis and Evaluation
1
Learning Objectives
After completing this chapter you will be able to:
 Appreciate the importance of Job Analysis and Evaluation.
 Get conversant with the terminology used in the industry
for Job Analysis and Evaluation
 Understand the various methods by which job analysis
information can be collected and the strengths and
weaknesses of each method.
 Conduct Job Analysis using an appropriate method of Job
Analysis and Evaluation
 Identify the important elements of job description and
specifications and its use and applications.
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Job Analysis and Evaluation
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Structure
1. Introduction to Job Analysis
1. The purpose of Job Analysis
2. The process of Job Analysis
3. The benefits of Job Analysis
4. The challenges of Job Analysis
2. Methods of Collecting Data
1. Observation Method
2. Questionnaire Method
3. Interview Method
4. Diary Method
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Job Analysis and Evaluation
3
Structure
3. Job Analysis Methodologies
1.
2.
3.
4.
5.
6.
Functional Job Analysis Model (FJA)
O*Net Model (Occupational Information Network)
Job Element Method (JEM)
Position Analysis Questionnaire Model (PAQ)
Common Metric Questionnaire (CMQ)
Critical Incidents Technique (CIT)
4. What is Job Evaluation?
Chapter 03
Job Analysis and Evaluation
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Structure
5. Methods of Job Evaluation
1.
2.
3.
4.
6.
7.
8.
9.
Job Ranking Method
Job Classification Method
Factor Comparison Method
Point Rating Method
The Role of Industrial Psychologists
Summary
Further Reading
Self- Assessment Questions
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Job Analysis and Evaluation
5
Introduction to Job Analysis
Anil, the successful accountant observed that with
increasing workload, he was unable to find time to attend
to his customers.
He hired a young commerce graduate to help him.
Soon, he observed that he was as busy as before with his
regular work, with no time to spend with his clients.
Reason? He was spending all his time checking and
correcting the new sloppy assistant’s accounting entries.
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Job Analysis and Evaluation
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Introduction to Job Analysis
As consumers every day we come across people, teams
and/or organizations who serve us. We experience good
as well as poor quality of products and services.
The question is what is that makes products and services
excellent, good as well as poor? Is it the job or the person
performing the job?
Or is it the combination of right person in the right job? If
so what is the formula of finding that impeccable match?
But before we start to find out, we must first know and
define requirements of that job.
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Job Analysis and Evaluation
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Introduction to Job Analysis
This is where Job Analysis steps in …. To document the
requirements of a job and the work performed. The
purpose is to prepare job description and job specification
which in turn helps to hire the right quality of workforce
into organization.
Job and task analysis is performed as a basis for further
improvements, including: definition of a job domain,
describing a job, developing performance appraisals,
selection systems, promotion criteria, training needs
assessment and compensation plans.
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Job Analysis and Evaluation
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Introduction to Job Analysis
Chapter 03
Job Analysis and Evaluation
9
Introduction to Job Analysis
The job not the person: Job analysis concerns itself with
the JOB and not the person. While job data might be
collected from persons holding the job, the product of the
analysis is
a description of the job
specifications of the job and
×
a description of the person.
Under Job Analysis various aspects of the job get
examined. They include _
Chapter 03
Job Analysis and Evaluation
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Introduction to Job Analysis
Why does the job
exist?
What physical and
mental activities does
the worker
undertake?
What machinery or
equipment is used in the
job?
Job aspects
What constitutes
successful
performance?
Where is the job to
be performed?
Chapter 03
What are the
working
conditions?
(temperature,
noise, fumes, light)
What
qualifications are
needed to
perform the job?
How does
the worker do the
job?
Job Analysis and Evaluation
11
Introduction to Job Analysis
A typical Job Analysis –
Job Title:
Accounting Assistant.
Job Description:
• To deal with daily transactions for the petty cash.
• To ensure that reconciliations are completed each week.
• To ensure all filing is accurate and on time.
• Verify calculations and input codes into the Accounts system in
an accurate manner.
• To maintain and reconcile the direct debit mandates.
• Prepare cheques for payment.
• To receive and process all invoices, expense forms and
requests for payment.
• To ensure that all post is sent daily.
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Job Analysis and Evaluation
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Introduction to Job Analysis
A typical Job Analysis –
Tools used in this job:
•
•
•
•
•
Accounting books or machines
Calculators and accessories.
Fax machines
Photocopiers.
Scanners
Technology used in this job:
• Accounting software.
• Spread sheet software
• Word processing software
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Job Analysis and Evaluation
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Introduction to Job Analysis
A typical Job Analysis –
Knowledge required for the job:
• Clerical – knowledge of administrative and clerical procedures
and systems such as word processing, managing files, and
records and other office terminology and terminology.
• English Language – knowledge of the structure and content
of the English language including the meaning and spelling of
words, rules of composition and grammar.
• Mathematics – knowledge of arithmetic, algebra, calculus,
statistics and their applications.
• Customer and Personal Service – knowledge of principles and
processes for providing customer and personal services.
• Computer and Electronics – knowledge of electronic
equipment and computers.
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Introduction to Job Analysis
A typical Job Analysis –
Skills required for the job:
• Active Listening - giving attention to what others are saying,
taking time to understand the points being made, asking
questions as appropriate and no interrupting at inappropriate
times.
• Reading Comprehension – understanding written sentences in
work related documents.
• Speaking – talking to others to convey information effectively.
• Time Management – managing one’s own time and time of
others.
• Problem Solving – identifying problems and reviewing
information to develop and evaluate options and implement
solutions.
• Service Orientation – actively looking for ways to help people.
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Introduction to Job Analysis
A typical Job Analysis –
Abilities required for the job:
•
•
•
•
Oral Comprehension – listen to and understand information.
Oral Expression – communicate information and ideas in speaking.
Speech Clarity – speak clearly so others can understand you.
Speech Recognition – identify and understand the speech of
another person.
• Deductive Reasoning – apply general rules to problems to produce
answers.
• Problem Sensitivity- tell when something is wrong
• Inductive Reasoning – combine pieces of information to form
conclusions.
• Information ordering – arrange things in a certain order.
• Near Vision – se details at a close range.
• Written Comprehension – read and understand information
presented in writing.
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Job Analysis and Evaluation
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Introduction to Job Analysis
A typical Job Analysis –
Work Styles required for the job:
If Anil’s new recruit had
styles marked
, he could
have spent his time with clients.
• Attention to Detail - being careful about detail and thorough in
completing tasks.
• Dependability – being reliable, responsible and dependable.
• Integrity – being honest and ethical.
• Cooperation - being pleasant with others on the job and
cooperative attitude.
• Initiative- a willingness to take on responsibilities
• Independence - developing one’s own ways of doing things.
• Self Control - maintaining composure, avoiding aggressive
behavior.
• Stress Tolerance - dealing calmly and effectively with high stress
situation.
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Introduction to Job Analysis
1. The purpose of Job Analysis
The purpose of Job Analysis is to establish
and document the ‘job relatedness’
of employment procedures such as
training,
compensation and
performance appraisal.
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Introduction to Job Analysis
1. The purpose of Job Analysis
Selection procedures:
Job Analysis can be used in selection procedures to
identify or develop:i. job duties (used to include in help wanted ads)
ii. appropriate salary level for the job.
iii. minimum education or experience in applicants
iv. interview questions.
v. selection tests, written/oral or job simulations.
vi. applicant appraisal, evaluation forms.
vii. orientation materials for new hires.
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Introduction to Job Analysis
1. The purpose of Job Analysis
Performance review:
Job Analysis can be used in performance review to
identify or develop:i. Goals and objectives.
ii. Performance standards.
iii. Evaluation criteria
iv. Length of probationary period.
v. Duties to be evaluated.
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Introduction to Job Analysis
1. The purpose of Job Analysis
Determining training needs:
Job Analysis can be used in training needs assessment to
identify or develop:i. Training content and method.
ii. Assessment tests to measure effectiveness of
training.
iii. Equipment to be used in delivering training.
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Introduction to Job Analysis
1. The purpose of Job Analysis
Compensation:
Job Analysis can be used in compensation to identify or
develop:i. Skill levels.
ii. Compensation job factors.
iii. Work environment (e.g. hazards, attention,
physical effort).
iv. Responsibilities (e.g. fiscal, supervisory).
v. Required level of education (indirectly related to
salary level).
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Introduction to Job Analysis
2. The process of Job Analysis
Let us understand some terms used in Job Analysis.
Element:
Task:
the smallest unit of work activity.
a work activity that is performed to achieve a
particular objective.
Position:
an individual’s place in an organization
defined by the task performed.
Job:
a collection positions.
Job Analyst: the person conducting job analysis.
Occupations: Jobs found in more that one organization.
KSAO:
Knowledge, Skills, Abilities and Other
personal characteristics.
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Introduction to Job Analysis
2. Stages in Job Analysis process
Planning the job analysis.
A. Identify objectives of job analysis.
B. Obtain top management support.
Preparing & Communicating the job analysis.
A. Identify jobs and methodology.
B. Review existing job documentation.
C. Communicate process to managers &
employees.
Conducting the job analysis.
A. Gather job analysis data.
B. Review and compile data.
Chapter 03
Job Analysis and Evaluation
Continued. 24
Introduction to Job Analysis
2. Stages in Job Analysis process
Developing job descriptions and job specifications.
A. Draft job descriptions and job specifications
B. Review drafts with managers & employees.
C. Identify recommendations.
D. Finalize job descriptions & recommendations
Maintaining and updating job descriptions and job
specifications
A. Update job descriptions and job specifications
as organization changes.
B. Periodically review all jobs.
Chapter 03
Job Analysis and Evaluation
End. 25
Introduction to Job Analysis
2. Stages in Job Analysis process
# 1 : Planning the
Job Analysis.
Each one of
these objectives
requires different type of
information or content.
The process of Job Analysis involves lots of efforts and
time. To avoid any wastage of these efforts, it is necessary
that to decide what type of content or information is to
be collected and why, right at the start.
The purpose can be creating a job-person fit, establishing
effective hiring practices, analyzing training needs or
employee performance, setting organizational standards
etc.
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Introduction to Job Analysis
2. Stages in Job Analysis process
# 2 : Preparing & introducing
the Job Analysis.
Preparation begins by identifying the jobs under analysis.
Next people involved in the exercise and methods to be
used for job analysis are identified. Another routine is to
review the existing documentation on job descriptions,
organization charts, previous job analysis, other industry
related resources etc.
To avoid any conflict, the process has to be explained to
managers, employees and their union.
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Introduction to Job Analysis
2. Stages in Job Analysis process
# 3: Conducting the Job Analysis.
The methods selected will determine time required to
conduct the job analysis. Sufficient time be allowed for
collection of data.
The data collected is divided into two sets – job
description and job specification; the data collected falls
in three categories during analysis – job content, job
context and job requirements.
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Introduction to Job Analysis
2. Stages in Job Analysis process
Job Analysis collects data on the following areas:
Tasks: Information to be collected includes: frequency,
duration, effort, skill, complexity, equipment, standards
and so on.
Environment: This may have a significant impact on the
physical requirements to be able to perform a job. The
work environment may include unpleasant conditions or
definite risks such as noxious fumes, radioactive
substances and dangerous explosives.
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Job Analysis and Evaluation
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Introduction to Job Analysis
2. Stages in Job Analysis process
Job Analysis collects data on the following areas:
Tools and Equipment: Some duties and tasks are
performed using specific equipment and tools. Equipment
may include protective clothing. These items are specified
in the job Analysis.
Relationships:
Supervision
given
or
received.
Relationships with internal or external people and/or
organizations.
Requirements: the knowledge, skills, abilities (KSAOs)
required to perform the job. Minimum requirements are
outlined.
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Job Analysis and Evaluation
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Introduction to Job Analysis
2. Stages in Job Analysis process
# 4: Developing Job Descriptions &
Job Specifications
In this stage, job analysts prepare draft job descriptions
and job specifications. The completed drafts are, then,
reviewed by managers so that there is understanding and
agreement on the content that will be linked to
performance appraisals, as well as other HR activities.
Finalized documents are then distributed by HR.
A job description is a list that a person
might use for general tasks &
responsibilities of a position.
Chapter 03
Job specifications :The knowledge,
skills and abilities needed to
successfully perform a job
Job Analysis and Evaluation
31
Job Analysis
JOB DESCRIPTION
 Job Title
 Job location
 Job summary
 Reporting to
 Working conditions
 Job duties
 Machines used
 Hazards
Chapter 03
JOB Specification
 Qualifications
 Experience
 Training
 Skills
 Responsibilities
 Emotional
characteristics
 Sensory demands
Job Analysis and Evaluation
32
Introduction to Job Analysis
2. Stages in Job Analysis process
Job Description:
A job description describes in detail what is expected
from the employee.
It states the main duties and responsibilities to be
fulfilled. There are six basic parts of the job description
that present data about a job in a systematic manner.
1. Occupational code number. 2. Occupational title.
3. Industry designation.
4. alternate titles (if any)
5. Body of definition – a) lead statement; b) task element
statements; c) “may” items. 6. Undefined related titles
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Introduction to Job Analysis
2. Stages in Job Analysis process
Job Specification:
Job specifications are the employer’s expectations of
skills, abilities, knowledge, proficiency, minimum
educational qualifications and other characteristics to
select an employee.
A well defined job specification must have a definite flow
and should contain the job title, a brief overview of the
job, illustration of the personality the applicant should
have, qualifications, experience, work timings &
remuneration offered.
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Introduction to Job Analysis
2. Stages in Job Analysis process
# 5: Maintaining & Updating Job
Descriptions & Job Specifications
Once job descriptions and specifications are completed
and reviewed, a system must be developed for keeping
them current.
Otherwise, the entire process may have to be repeated in
case a future need arises.
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Introduction to Job Analysis
3. The benefits of Job Analysis
Job analysis applications include :1.
2.
3.
4.
5.
6.
7.
8.
Recruitment, selection, and placement of employees.
New employee orientation and training.
Performance management.
Promotions and transfers.
Job design.
Job evaluation.
Job enlargement.
Job classification.
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Introduction to Job Analysis
3. The benefits of Job Analysis
Job analysis applications include :- (contd.)
9. Compensation.
Job analysis also helps
10. Training and career development.
organizations cope
up with change.
11. Manpower planning.
12. Utilization of staff.
13. Plant safety.
14. Writing or amending manuals / publications.
15. Organizational design.
16. Establishment of lines of responsibilities &
organizational relationships.
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Introduction to Job Analysis
3. The benefits of Job Analysis
provides with first hand job related information.
helps in creating right job-employee fit.
helps in establishing effective hiring strategies.
guides through performing evaluation and
appraisal process.
helps in analyzing training and development needs
helps in deciding compensation & benefits
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Introduction to Job Analysis
3. The challenges of Job Analysis
No process can be entirely accurate and fully serve the
purpose.
Job analysis is no exception to it. Since the entire job
analysis processes, methods and tools are designed by
humans only, they tend to have practical issues linked
with them.
They pose several challenges in the implementation and
use.
Chapter 03
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Introduction to Job Analysis
3. The challenges of Job Analysis
Lack of
Management
support
The biggest problem arises when a job
analyst does not get support from the
management or if the need for job analysis
is not properly conveyed to managers and employees.
Lack of
cooperation
from
employees
Real and genuine data cannot be gathered
without the support of employees.
The need is to take workers in confidence
and communicating that it is being done to solve their
problems only.
Chapter 03
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Introduction to Job Analysis
3. The challenges of Job Analysis
Inability to
identify the
need of Job
Analysis.
If the objectives and needs of job
analysis process are not accurately
identified in advance, the whole exercise
of investigation and research becomes futile.
A balanced and unbiased approach is
essential while carrying out the process of
job analysis.
A job analyst must be impartial in his/her approach.
Bias of Job
Analyst
Chapter 03
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Introduction to Job Analysis
3. The challenges of Job Analysis
Using single
data source
A job analyst needs to consider more
than one source of data
in order to collect factual information.
Collecting data from a single source may result in
inaccuracy and it defeats the whole purpose of
conducting the job analysis process.
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Introduction to Job Analysis
3. Disadvantages of Job Analysis
Time consuming
May involve personal biases
Source of data is extremely small
Involves a lot of human effort
Job analyst may not possess appropriate skills
Mental abilities can be directly observed
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Job Analysis and Evaluation
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2.Methods of Collecting Data
1. Observation Method
Observation is defined as action or process of observing
someone or something carefully or in order to gather
information.
A job analyst observes an employee and records all
his/her task, fulfilled and un-fulfilled responsibilities and
duties, methods, ways and skills used to perform these
duties and his/her mental or emotional ability to handle
challenges and risks.
This particular method includes three techniques.
Chapter 03
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Methods of Collecting Data
1. Observation Method
i) Direct Observation
Hence method
provides poor data for
job specifications.
This technique involves direct observation and recording
of behavior of an employee in different situations.
The observer either takes general notes or works from a
form which has structured categories to comment. It
requires the analyst to obtain first hand knowledge and
information about the job being analyzed.
The method fails to capture mental aspects and personal
requirements of the job.
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Methods of Collecting Data
1. Observation Method
ii) Work Methods Analysis
This technique involves observation of work methods
used to describe manual and repetitive production jobs,
such as factory or assembly-line jobs.
These methods are used by industrial engineers to
determine standard rates of production which in turn are
used to decide pay rates.
Work Methods Analysis
Time & Motion Study
Chapter 03
Micro-motion Analysis
Job Analysis and Evaluation
46
Methods of Collecting Data
1. Observation Method
ii) Work Methods Analysis
In Time & Motion Studies, an industrial engineer observes
and records each activity of a worker, using a stopwatch
to note the time it takes to perform separate elements of
the job.
Micro-motion Analysis uses a movie camera to record
worker activities.
Such data are especially useful for developing training
programmes and developing pay rates.
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Methods of Collecting Data
1. Observation Method
iii) Critical Incident Technique
This technique is about identifying the work behaviors
that result in performance,
It involves observation and recording of examples of
particularly effective or ineffective behaviors in terms of
results produced.
Four types of information is gathered and recorded for
each “critical incident” of behavior.
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Methods of Collecting Data
1. Observation Method
iii) Critical Incident Technique
1. What led up to the incident and the situation in which
it occurred.
2. Exactly what the employee did that was particularly
effective or ineffective
3. The perceived consequences or results of the
behavior.
4. A judgment as to the degree of control an employee
had over the results his/her behavior produced.
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Methods of Collecting Data
1. Observation Method
iii) Critical Incident Technique
The critical incident method differs from direct
observation and work methods analysis. Here
observations of behavior are not recorded as the behavior
occurs, but only after it has been judged to be either
effective or ineffective in terms of results produced.
This means that a person using the critical incident
method must describe behavior after the fact rather than
as the activity unfolds.
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Methods of Collecting Data
2. Questionnaire Method
Job analysis questionnaires ask subject-matter experts,
workers and/or supervisors to document job information
in writing.
Questionnaires
Open ended
Structured
(close ended)
Open ended questionnaire asks the job incumbents to
describe the work in their own words in a free form.
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Methods of Collecting Data
2. Questionnaire Method
Structured or (close ended) questionnaire uses a
standardized list of activities, called a task inventory that
job incumbents or supervisor may identify as related to
the job.
An inventory containing a list of task statements is called
a task inventory, one containing a list of worker ability
requirements is called an ability inventory.
Job analysis inventories ask respondents to rate each item
in terms of importance to the job. The task inventory also
asks for frequency of or time spent on each task.
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Methods of Collecting Data
2. Questionnaire Method
Task Inventory
‘List that itemizes all tasks involved in the performance of
a specific job in a specific organization.’
This inventory consists of all the tasks that a jobholder
requires to perform the job to standards. Each and every
task performed by the job incumbent must be listed on
the task inventory. It provides vital information about the
skills, knowledge and abilities required to perform a job.
This information is valuable in developing employee
selection procedures and training programmes.
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Methods of Collecting Data
2. Questionnaire Method
to develop selection procedures.
to arrange training programmes.
to hire candidates as per what job
involves.
Task Inventory
to set standards in performance
is used
appraisals.
to evaluate jobs to determine pay
scales.
This method is more commonly used because it provides
greater uniformity of responses and can be more easily
scored.
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Methods of Collecting Data
3. Interview Method
Interviewing is a flexible method for all levels and types of
job. An interview may focus on what a hypothetical job
may involve. Interviews generate descriptive data and
enable job holders to interpret their activities.
This data covers; a) employee’s own working style, b)
problems faced, c) skills and techniques employed, d)
insecurities and fears about the career etc.
This data is supplemented with information gathered
through interviews of employee’s supervisor.
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Methods of Collecting Data
3. Interview Method
Unstructured Interviews
Structured Interviews
It is conversation with no Assumes a definite format
predetermined
line
of involving charting job holder’s
investigation. Purpose of the sequence
of
activities
in
study is explained. Questions performance.
Inventory
or
are asked to gather information questionnaire used. Participants
about the job which is need to know the purpose.
recorded. Effective listening is Interview is similar to a staff
essential. Cues need to be appraisal or
job evaluation
picked up. Some aspects may conducted by supervisor who acts
get neglected. Data not suited as an analyst. Data recorded for
forChapter
comparisons.
future analysis.
03
Job Analysis and Evaluation
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Methods of Collecting Data
4.
Diary Method
In this technique of data collection the workers are asked
to maintain and keep daily records or list of activities they
are doing on every day.
This method is also called work/log method.
This proves to be very useful for jobs that are difficult to
observe but can become very challenging if there is too
much variance in writing skills or there can be
exaggeration of tasks performed.
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3. Job Analysis Methodologies
Most practices in Industrial psychology can be conducted
in several ways. Methods differ in descriptors, levels of
analysis, and ways of collecting, analyzing, and presenting
data.
Different methods can be used individually or in
combination. Here ‘one size does not fit all’.
The method, one will use in job analysis depends on
practical concerns such as number of jobs, number of
incumbents and location of jobs.
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Job Analysis Methodologies
Each method will yield different types of information and
a different level of depth and detail. Some methods are
designed for a specific application.
The Job Elements method, for example, was specifically
designed to aid in the development of job selection
instruments. The Job Components Inventory, on the
other hand, was created primarily to assist in the
development vocational programmes and career
guidance.
Position Analysis Questionnaire, Ability Requirement
Scales etc. have wider applications.
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Job Analysis Methodologies
The traditional taxonomy espoused by most job analysis
experts, categorizes job analysis methods as either work
oriented or worker oriented.
A recent review also suggests a third category – hybrid
method. These approaches attempt to gather information
about the work and worker at the same time. (Brannick &
Levine, 2002.)
Gatewood and Field (2001) also note that some analytical
techniques overlap the other.
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Job Analysis Methodologies
1. Functional Job Analysis Model (FJA)
Functional job analysis (FJA) is a highly structured, task
based (or work oriented) technique developed by Sidney
Fine & others in 1944.
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Job Analysis Methodologies
1. Functional Job Analysis Model (FJA)
It is used to develop task related statements. It helps to
determine complexity of duties and responsibilities
involved in a specific job.
Work elements are scored in terms of relatedness to data
(0-6), people (0-8) and things (0-6), with lower scores
representing greater complexity.
Incumbents report elements of their work to the job
analyst who uses Fine’s terminology to compile
statements in terms of data, people and things.
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Job Analysis Methodologies
Functional Job Analysis Model (FJA)
A highly structured work-oriented
method developed by
Sidney Fine, in which data is obtained
about what tasks a worker
does and how those tasks
are performed.
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Job Analysis Methodologies
1. Functional Job Analysis Model (FJA)
FJA developed by Fine in 1955, is –
1. A conceptual system which defines dimensions of
work activity, e.g. data, people and things and domains
human performance, i.e. cognitive, effective, and
psychomotor and interrelates the two:
a) An observation method and thus a way of
looking at and recording people at work; and
b) A method of analysis which relates all work
output to the goals and objectives of the work
organization and to the skills, knowledge and attitudes of
the workers.
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Job Analysis Methodologies
1. Functional Job Analysis Model (FJA)
FJA Task Statement
TASK CODE : GR 08
WORKER FUNCTION & ORIENTATION WORKER GENERAL EDUCTAIONAL DEVELOPMENT
THINGS % DATA % PEOPLE % INSTRUCTIONS REASONONG MATH LANGUAGE
3
65 3 25 1
10
3
2
1
3
GOAL
OBJECTIVE
Operates Grader: output basic
Backfilling, scarifying, windowing, cutting ..
TASK : Operates grader manipulating ……..
(To Perform This Task)
Performance Standards
Training Content
DESCRIPTIVE
FUNCTIONAL
Operates equipment properly
How to operate grader
Is alert and attentive.
How to monitor, …..
NUMERICAL
SPECIFIC
All work meets work order reqmts.
Knows specific grader
(To these standards)
(Worker Needs This Training)
65
Job Analysis Methodologies
1. Functional Job Analysis Model (FJA)
In the 1930s the department of labor (USA) used
elements of FJA
to develop the Dictionary of
Occupational Titles (DOT).
The Dictionary of Occupational Titles or D-O-T (DOT)
refers to the publication produced by the United States
Department of Labor which matched job seekers to jobs.
It consisted of narrative descriptions of tasks, duties and
working conditions of about 12,000 jobs. The DOT codes
each of these jobs according to the data, people and
things and was developed by Fine .
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1. Functional Job Analysis Model (FJA)
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Code: 67011
Title: Elevator operators.
Definition: Operate elevator to transport passengers
and/or freight between floors of such buildings as offices,
apartment houses, hotels and stores.
Tasks:
1. Pushes buttons or moves control levers to control
movement of elevators.
2. Opens and closes safely gate and door of elevator at
each floor where stop is made.
3. Transports freight from elevator to designated area,
using hand truck.Job Analysis and Evaluation
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Tasks: contd.
4.
Loads and unloads elevator.
5.
Supplies information to passengers, such as location
of offices, merchandise and individuals.
6.
Prevents unauthorized persons for, entering building.
7.
Sweeps or vacuums elevator.
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Job Analysis Methodologies
1. Functional Job Analysis Model (FJA)
The most recent version of FJA uses seven scales to
describe what workers do in jobs.
1. Data (worker’s involvement with information and
ideas).
2. People (communication and interaction)
3. Things (use of machines and tools)
4. Worker instructions.
5. Reasoning (the use of concepts and decision
making)
6. Mathematics
7. Language (reading, writing and speaking)
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1. Functional Job Analysis Model (FJA)
The Fleishman Job Analysis System (F-JAS) was developed
by Edwin A Fleishman and Quaintance in 1984. it
represents a generic skill based approach.
Fleishman factor-analyzed large data sets to discover a
common, minimum set of KSAO’s across different jobs. To
gather information about worker requirements, the
Fleishman Job Analysis System asks subject-matter
experts, typically job incumbents, to evaluate a job in
terms of the abilities required to perform the job.
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1. Functional Job Analysis Model (FJA)
The Fleishman system of 73 specific scales measures three
broad areas and is based on 52 categories of abilities
ranging from written comprehension to deductive
reasoning, manual dexterity, stamina, and originality.
When the survey is completed in all 52 categories, the
results provide a picture of the ability requirements of a
job.
These are classified as: a) Cognitive; b) Psychomotor and
c) Physical.
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1. Functional Job Analysis Model (FJA)
a) Cognitive
Verbal abilities
Idea generation and reasoning abilities
Quantitative abilities
Memory
Perceptual abilities
Spatial abilities
Attentiveness
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b) Psychomotor
Fine manipulative abilities
Control movement abilities
Reaction time and speed abilities
c) Physical
Physical strength abilities
Endurance
Flexibility, balance and coordination
Visual abilities
Auditory and speech abilities
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1. Functional Job Analysis Model (FJA)
Work is a small
Part of the whole
Minor impact on
on others
Decision made by
by others
Difficult to
see effectiveness
Chapter 03
Skill variety
Many skills
needed
Task identity
Whole piece of
work is completed
Task significance
Autonomy
Feedback
Major impact
on others
Much freedom to
to make decisions
More motivation
Less motivation
Few Skills
needed
Effectiveness
readily apparent
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1. Functional Job Analysis Model (FJA)
Essentially, the system is used to identify characteristics
of jobs and tasks that are related to the requirements
people need to perform these jobs and tasks.
Thus, the F-JAS method provides a direct link between job
tasks and the characteristics of individuals required to
perform these tasks effectively.
A comprehensive report is produced summarizing the
findings including a ranking of items by importance as
well as statistical analyses, interpretive material is also
included.
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This information is especially important and useful for
employee
Selection
Training and
Career Development
Strength of FJA
Weakness of FJA
most established system of job
analysis that is comprehensive,
simple to use and
expandable.
Crudeness of some of its scales
as well as rating activity.
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2. O*Net Model (Occupational Information Network)
The O*Net system is supposedly designed to supersede
the sixty-year-old Dictionary of Occupational Titles. In
contrast to the DOT, the O*Net is not based on the FJA,
rather it is based on a variety of ways including an initial
review of the existing evidence in the domain of Industrial
Psychology. It is considered as a hybrid method because it
focuses both on the work and the worker.
The O*Net system was significantly upgraded and
improved in 2003 and it includes O*Net database and the
O*Net online.
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2. O*Net Model (Occupational Information Network)
O*Net online is a web-based viewer that provides easy
public access to O*Net information. Using O*Net online
students, job seekers and work force, business and human
resource professionals can
find occupations to explore.
search for occupations.
view occupation summaries & details.
use crosswalks from other classification systems.
create and print customized reports.
link to other online information resources.
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2. O*Net Model (Occupational Information Network)
O*Net Content Model.
The Content Model is the conceptual foundation of
O*Net.
The Content Model provides a framework that identifies
the most important types of information about work and
integrates them into a theoretically and empirically sound
system. It was developed using research on the job and
organization analysis.
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O*Net Content Model.
WORKER ORIENTED
Worker Characteristics
Abilities
Occupational interests
Work values
Work style
Worker Requirements
Skills, Knowledge and
Education
CROSS OCCUPATION
O*NET
Occupational
Requirements
Generalized & detailed
work activities.
Organizational & work
context.
Workforce
Characteristics
Labor market
information.
Occupational outlook
JOB ORIENTED
Experience
Requirements
Experience
Training , Entry
requirement, Licensing
OCCUPATION
SPECIFIC
Occupation Specific
Information
Tasks, Tools and
Technology
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Job Analysis Methodologies
2. O*Net Model (Occupational Information Network)
O*Net Content Model
embodies – a view that reflects
the character (via job oriented descriptors)
the people (via worker-oriented
descriptors).
It allows occupational information to be applied across
the jobs, sectors or industries (cross occupational
descriptors)and within occupations (occupation-specific
descriptors) .
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2. O*Net Model (Occupational Information Network)
1
Worker Characteristics:
enduring characteristics that may influence both work
performance and the capacity to acquire knowledge and
skills required for effective work performance.
Abilities.
Occupational Interests
Work values
Work Styles
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2. O*Net Model (Occupational Information Network)
2
Worker Requirements:
descriptors referring to work related attributes acquired
and/or developed through experience or education.
Basic Skills
Cross-functional Skills
Knowledge
Education
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2. O*Net Model (Occupational Information Network)
3
Experience Requirements:
requirements related to previous work activities and
explicitly linked certain types of work activities.
Experience and Training
Basic Skills – Entry Requirements
Cross Functional Skills
Licensing
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2. O*Net Model (Occupational Information Network)
4
Occupation Specific Information
variables or other Content Model elements of selected or
specific occupations
Tasks
Technology
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2. O*Net Model (Occupational Information Network)
5
Workforce Characteristics
variables that define and describe the general
characteristics of occupations that may influence
occupational requirements.
Labor Market Information
Occupational Outlook
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2. O*Net Model (Occupational Information Network)
6
Occupational Requirements
a comprehensive set of variables or detailed elements
that describe what various occupations require
Generalized Work Activities
Detailed Work Activities
Organizational Context
Work Context
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2. O*Net Model (Occupational Information Network)
The beauty of this model is that it helps
managers or job analysts in listing jobrelated data for a very large number of jobs
simultaneously. It helps in collecting and
recording basic and initial data including
educational
requirements,
physical
requirements, and mental and emotional
requirements to some extent. It also links
the level of compensation and benefits,
perks, and advantages to be offered to a
prospective candidate for a specific job.
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Job Analysis Methodologies
3 Job Element Method (JEM)
JEM is a method of job analysis, developed by Ernest
Primoff.
This method focuses on satisfactory workers. It attempts
to identify characteristics of satisfactory workers (job
elements). It examines work behaviors and the results of
this behavior rather than more abstract characteristics.
Job elements here refer to KSAOs required for successful
job performance and not to the smallest unit of work
activity.
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3 Job Element Method (JEM)
“A worker oriented approach to job analysis that was
designed to identify the characteristics of superior
workers in a particular job.”
STEPS IN THE JEM
Gather elements from subject matter experts :
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3 Job Element Method (JEM)
STEPS IN THE JEM
1. Gather elements from subject matter experts: JEM is
usually conducted by a professional analyst who is the
project leader and a team of subject matter experts
(SMEs) who are usually incumbents and supervisors.
2. Have the experts rate each element on four scales: the
SMEs make a list of element of job. When all of the
elements have been listed, the analyst asks the SMEs to
provide sub-elements (specific behavioral examples that
explain the meaning of the element.).
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3 Job Element Method (JEM)
STEPS IN THE JEM
2. Have the experts rate each element on four scales:
(contd.)
1) B – barely Acceptable – proportion of barely
acceptable workers who have the job element.
2) S- Superior. Effectiveness of the element in picking a
superior worker.
3) T – trouble Likely If Not Considered. The trouble likely
to occur if the element is not considered.
4) P – Practical. Practicality including the job element on
the organization’s ability to fill job openings.
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3 Job Element Method (JEM)
STEPS IN THE JEM
3. Derive scale values from the expert ratings.
4. Share derived ratings with experts.
5. Assigning elements to categories.
Strength of JEM
Weakness of JEM
Clarity of procedures that
emphasize past achievements
rather than credentials and
experience.
The sole reliance on subject
matter experts’ opinions in
generating elements.
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4. Position Analysis Questionnaire Model (PAQ)
PAQ developed by McCormick and associates at Purdue
University, is a structured job analysis questionnaire
containing 194 items called job elements.
These elements are worker-oriented and they would be
classified as worker behaviors.
The items are organized into six divisions.
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4. Position Analysis Questionnaire Model (PAQ)
Major Division
Subdivision
Illustrative Job Element
Information Input Sources of job information
Discrimination and
perceptual activities
Use of written materials.
Estimating speed of moving
objects
Mediation
(Mental)
Processes
Decision making and
reasoning. Information
processing.
Use of stored information
Reasoning in problem
solving.
Encoding and decoding
Using mathematics.
Work Output
Use of physical devices.
Use of keyboard devices.
Integrative manual
Handling objects/materials.
activities.
Climbing.
General body activities
Hand-arm manipulation
Manipulation/Coordination
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Job Analysis Methodologies
4. Position Analysis Questionnaire Model (PAQ) contd.
Major Division
Subdivision
Illustrative Job Element
Interpersonal
Activities
Communications
Interpersonal relationships
Personal contacts
Supervision and
Coordination
Instruction
Serving/Catering
Personal contacts with public
/ customers.
Level of supervision received
Work Situation &
Job Context
Physical Working conditions. Low temperature.
Psychological and
Civic obligations.
Sociological aspects
Miscellaneous
Aspects
Work schedule, method of
pay and apparel.
Job demands &
responsibility.
Chapter 03
Irregular hours.
Specified (controlled) work
space. Responsibility for
safety of others
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4. Position Analysis Questionnaire Model (PAQ)
Each job element is rated
on
six scales : extent of
use, importance, time,
possibility of occurrence,
applicability and a special code for certain jobs.
The PAQ, a well known and commonly used technique
analyzes a job by getting the questionnaires filled by job
incumbents and their superiors. Designed by a trained
and experienced job analyst, the process involves
interviewing the subject matter experts and employees
and evaluating the questionnaires on those bases.
PAQ –
a method of job analysis
that focuses on
general work behaviors.
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Job Analysis Methodologies
4. Position Analysis Questionnaire Model (PAQ)
The PAQ has been successfully used for
job evaluation.
selection,
performance appraisal,
assessment-centre development
determination of job similarity,
development of job families,
vocational counseling,
determination of training needs and
job design.
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4. Position Analysis Questionnaire Model (PAQ)
The PAQ is scored by a computer, printouts list dimension
scores and overall scores, provide estimates of aptitude
test scores and job evaluation points to used for setting
salaries etc.
PAQ is criticized for failing to pick up on detail,
presupposing a high reading level, producing ‘do not
apply’ responses due to many irrelevant items etc.
Strength of PAQ
It is an off-the-shelf method
that is reasonably quick and
inexpensive to use.
Chapter 03
Weakness of PAQ
The reading level is high
and many judgments called
for are hard to make.
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Job Analysis Methodologies
5. Common Metric Questionnaire (CMQ)
CMQ model was developed by RJ Harvey as a “worker
oriented” job analysis instrument designed to have
applicability to abroad range of exempt and non-exempt
jobs.
Common Metric Questionnaire (CMQ)
“A newly developed worker-oriented job analysis method
that defines the gold standard in terms of collecting high
quality, defensible data describing job demands.”
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5. Common Metric Questionnaire (CMQ)
CMQ model is computer based and founded on the idea
that the world of work can be measured along four
general categories.
interpersonal
decision-making
mechanical and physical
work context
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5. Common Metric Questionnaire (CMQ)
1
Interpersonal Activities:
This category is used to describe people-related work
activities, such as supervising and directing employees,
dealing with people internal and external to the
organization (including members of the public).
2 Decision-making Activities
Includes decision making about financial resources,
human resources, operations and equipment. In addition,
this category covers the use of specialist knowledge, skills,
languages and five senses.
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5. Common Metric Questionnaire (CMQ)
3
Mechanical and Physical Activities
Include walking, running, lifting and pushing and
mechanical activities such as using computers, office
equipment, stationary machines, tools and vehicles.
4
Work Context Category
Covers the physical, social, and other environmental
characteristics of the jobs. Examples – working under
adverse weather conditions, or on slippery, unstable
surfaces, exposure to noises, working under time pressure
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5. Common Metric Questionnaire (CMQ)
These four categories are represented by a core group of
418 general work questions. These questions are
supplemented with additional job-related items
depending on the combination of previous questions that
have been answered.
In summary, the CMQ is capable of collecting 2,949
different pieces of work related information about any
job. In addition, the CMQ contains 41 general background
questions for a total of 2,990 data points.
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5. Common Metric Questionnaire (CMQ)
The goal of CMQ is to eliminate the limitations often
visible in other standard job analysis tools.
Plus, the CMQ Questionnaire items require a lower
reading level and it is more behaviorally concrete.,
making it easier for incumbents to rate their jobs.
It also provides several reporting options with respect to
job descriptions. At the most basic level, its reports show
the ‘scale score’ and a ‘percentile rank’.
Please see next slide.
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5. Common Metric Questionnaire (CMQ)
Dimension
Percentile rank**
Scale Score*
Data: Decision making,
Information processing, 25 _________________ 75 _________________
0
100
0
100
Managerial decisions.
People: Interpersonal
contacts. Information
Exchange.
Things: Machines,
Tools, Equipment,
Physical activities,
Environment
20 _________________
0
100
10 _________________
0
_________________
71
100
0
100
22 _________________
0
* To what extent is this activity present in the role.
** % of other jobs in the community which would score lower on this dimension.
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Job Analysis Methodologies
5. Common Metric Questionnaire (CMQ)
Strength of CMQ
Questions are simply
worded, behaviorally
specific and exclude
any complicated
terminology
Chapter 03
Weakness of CMQ
All items may not be
included in either of
the final regression
equations.
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6.
Critical Incidents Technique (CIT)
CIT Bibliography (CITBib) is a database covering more than
50 years of research on the development and use of a
research method developed during the World War II by
Col. John C Flanagan, Director of the Division of Aviation
psychology.
The technique has been used in several thousand
government, business, industrial, and educational
research projects, doctoral dissertations, professional
papers etc.
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6.
Critical Incidents Technique (CIT)
CIT involves collection of brief, written, factual reports of
actions in response to explicit situations or problems in
defined fields.
“Incident reports” may be written by participants who
took action, by qualified observers or both.
An incident may be defined as “critical” when the action
taken contributed to an effective outcome (solved a
problem).
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6.
Critical Incidents Technique (CIT)
An incident may also be defined as “critical” when the
action taken resulted in ineffective outcome and caused
new problems. A critical incident report should describe a
situation, and an action that was important, significant ,
“critical” in determining whether outcome was effective
or ineffective.
Critical Incidents Technique (CIT)
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6.
Critical Incidents Technique (CIT)
The CIT involves collecting behavioral examples from job
incumbents/ supervisors that describe particularly good
or bad performance. Examples should be recent.
Examples can be collected in a structured approach [ what
was happening when you were doing xxxx? Or What led
up to the situations? etc.] or unstructured approach
[write down two good things that happened when you
were doing xxxxx].
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6.
Critical Incidents Technique (CIT)
For each critical incident behavior, following information s
collected.
what led up to the incident and the situation in
which it occurred.
exactly what the employee did that was particularly
effective [or ineffective.]
the perceived consequences or results of the
behavior.
a judgment as to the degree of control an employee
had over the results his/her behavior produced.
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6.
Critical Incidents Technique (CIT)
The method differs from others as behaviors are not
recorded as they occur, but only after it has been judged
as critical.
The technique is costly as hundreds of events have to be
gathered to represent a single job family.
Behaviors resulting in average performance are neglected.
Many routine job demands thus remain unidentified.
In view of above, the critical incidents methodology
would not be appropriate for a broad scale project to
identify optimal job demands.
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6. Critical Incidents Technique (CIT)
Strength of CIT
The incidents themselves
reflect actual occurrences
of on-the-job behavior,
which presents the
Weakness of CIT
realities underlying
critical KSA’s.
There is a danger that
essential employee
behaviors may be
excluded by the
participant.
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4. What is Job Evaluation?
Job evaluation as apparent from the word itself aims at
evaluating the job and not the person. It is a process of
evaluating and determining the value of the job for an
organization.
The evaluation is always in relative terms. The idea is to
evaluate certain jobs against other jobs in the organization
so that a fair compensation system against various bands
or levels can be established.
Job Evaluation
Methods and practices of ordering jobs with respect to their value or worth to the
organization.
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What is Job Evaluation?
Origin of Job Evaluation
Civil service classification practices.
Early employer job and pay classification systems.
US Civil service Commission, 1871 or with
Frederick W Taylor in 1881.
Techniques and processes of job evaluation were
developed and perfected in the late 1950s. Organizations
use various ways to evaluate jobs for arriving upon a
compensation scheme. They vary with the size of the
organization and the kind of industry they operate in.
Job ranking, pair comparison and benchmarking are three
ways of evaluation.
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What is Job Evaluation?
The Objectives of Job Evaluation
to establish a rational and systematic structure of
jobs based on their worth to the organization.
to justify an existing pay rate structure or to develop
one that assures internal parity.
to assist in setting pay scales comparable to those in
similar jobs in other organizations to compete in the
market place for best talent.
to provide a rational basis for negotiating pay rates
when bargaining with a recognized union.
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What is Job Evaluation?
The Objectives of Job Evaluation
to ensure the fair and equitable compensation of
employees in relation to their duties.
to ensure equity in pay for jobs of similar skill, effort,
responsibility and working conditions.
to establish a framework of procedures to determine
the grade levels and the consequent salary range for
new jobs or jobs which have evolved and changed.
to identify steps of progression to employees
interested in improving their compensation.
to develop a base for merit or pay for performance.
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What is Job Evaluation?
The Advantages of Job Evaluation
Reduction in inequities in salary structure
Helps in selection of employees.
Harmonious relationship between employees and manager.
No salary disputes.
Standardization. Uniformity into salary structure.
Relevance of new jobs.
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What is Job Evaluation?
The Limitations of Job Evaluation
Slow to absorb rapid changes in technology and supply /
demand of particular skills.
Changes suggested to salary structure cannot be implemented
due to financial constraints.
Not possible to maintain reasonable and acceptable structure
of relative earnings, if large incentive workers exist.
Wrong results if factors not measured with required accuracy.
The exercise takes a long time, needs experts and is quite
expensive.
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What is Job Evaluation?
The Principles of Job Evaluation
Definition: Jobs must be clearly defined and must be a part of
job description
Evaluation: The scheme used must be standard and all jobs to
be evaluated per the selected scheme.
Job Understanding: Evaluators must have methodical
understanding of various tasks involved in each job.
Concern: Job evaluation must be concerned with the job and
NOT the person.
Assessment: needs to be carried appropriately, by competent
people who will make objective judgments.
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5. Methods of Job Evaluation
After job analysis preparations of job descriptions comes
the essential stage of job evaluation, namely, the
systematic comparison of jobs in order to establish a job
hierarchy.
The techniques which have been commonly used tend to
fall into two main categories:
Quantitative Methods
Job Ranking
Job Classification (Grading)
Chapter 03
Qualitative Methods
Factor Comparison
Point Rating or
Assessment
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Methods of Job Evaluation
1. Job Ranking Method
The job ranking method is the easiest, fastest and least
expensive approach to job evaluation. It is most effective
in smaller organizations, with few job classifications.
Here the job is not fragmented into its basic elements or
tasks, but the aim is to rather judge the job as a whole
and determine the relative value by ranking one whole
job against another whole job.
The worth of a job is determined on judgment of skill,
effort, responsibility, & working conditions.
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Methods of Job Evaluation
1. Job Ranking Method
The job is assigned most value if it
requires managerial or technical competencies.
involves supervision, decision making authority.
relies on the independent judgment.
CEO
Office Boy
Attempt is then made to equate jobs at various levels
among different departments to define grade levels.
Salary ranges then are defined for each grade level.
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Methods of Job Evaluation
1. Job Ranking Method
Advantages of job ranking method
Simple.
Easy. Workers understand the process.
Less time.
Suitable for smaller organizations.
Disadvantages of job ranking method
No scientific approach.
Ranking may be subjective.
Not suitable for larger organizations as they are
complex.
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Methods of Job Evaluation
1. Job Ranking Method
Activity – Interactive Ranking Program
Visit the link below and get a hands-on
experience of Job Ranking Method now!
http://www.hr-guide.com/data/G909.htm
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Methods of Job Evaluation
2. Job Classification Method
The general purpose of job classification is to create and
maintain pay grades for comparable work across the
organization. Jobs are classified into an existing
grade/category structure or hierarchy.
Each level in the grade/category structure has a
description and associated job titles. Each job is assigned
to the grade/category providing the closest match to the
job. For classification the job is considered as a whole. A
common set of job grading standards are used.
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Methods of Job Evaluation
2. Job Classification Method
Example of Job Classification Method
Grade
Description of Job-Classification
Unskilled
Jobs of clerical nature requiring accuracy and reliability.
Skilled
Same as above but with special training – draftsman, lab
assistant or ledger man
Interpretative
Jobs with special skills – layout draftsman, foreman
Creative
Jobs that involve high degree of creativity and special
knowledge – engineers, salesmen, supervisors, designers.
Executive
Supervisory and creative jobs – departmental managers.
Administrative
Involves a bit of policy formulation and implementation.division managers, district sales manager, works engineer,
treasurer.
Policy
Involves formulation of policies. Directors, mangers etc.
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Methods of Job Evaluation
2. Job Classification Method
Advantage of Job Classification Method
Easy to
understand
Once categories are established, jobs can be
assigned in the system.
Accurate
Job descriptions can be evaluated with
accuracy as analysis is based on them
Acceptable
wage criteria
Grouping of jobs into classification makes
pay determination easy to handle.
Suitability
Most suitable to government departments
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Methods of Job Evaluation
2. Job Classification Method
Disadvantage of Job Classification Method
Method is subjective as classes established based
on evaluations by executives.
Not suitable for a large scale company.
In absence of detailed analysis, classification based
on judgment may lead to wrong results.
Existing wage rates affect the grading of the jobs. If
the job is classified to a lower grade, salary cannot
be reduced
Writing a grade description is a difficult task
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Methods of Job Evaluation
3. Factor Comparison Method
This method, originated by Thomas E Hitten, is a
combination of the ranking and point system. As originally
developed, this method involves ranking of jobs in respect
of certain factors and usually involves the assigning of
money wages to the job depending upon the ranking.
This is more systematic and scientific method.
All jobs are ranked based on a series of factors and
compared to each other for to determine their relative
importance.
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Methods of Job Evaluation
3. Factor Comparison Method
Five factors commonly used are
Mental Requirement
Skill
Physical requirement
Responsibilities and
Working Conditions.
The number of factors can be more. Pay will be assigned
by comparing weights of each factor required for each
job.
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3. Factor Comparison Method - Major Steps
Selection of factors: usually above five factors are
used. More can be selected based on the nature of
the organization.
Selection of key jobs which then are used as a
standard against which all other jobs are compared.
Ranking of key jobs: selected jobs are ranked
independently and discussed in a meeting to
develop consensus.
Assign money value.
Compare all jobs with the key jobs to determine
their relative importance
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Methods of Job Evaluation
3. Factor Comparison Method Ranking Jobs by Factor Comparison
Job
Skill
Mental
Physical
Requirements Requirements
Responsibility
Working
Conditions
Toolmaker
1
1
2
1
4
Mechanist
2
2
3
2
3
Electrician
3
3
4
3
5
Assembler
4
4
5
5
2
Janitor
5
5
1
4
1
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Methods of Job Evaluation
3. Factor Comparison Method Allocation of Money value to different Factors and Ranking Jobs by
Factor Comparison
Job
Wage rate
In money
units
Skill
Mental
Require
ments
Physical
Require
ments
Responsibility
Working
Conditions
X
Y
X
Y
X
Y
X
Y
X
Y
Toolmaker 20
1
9
1
5
2
2
1
3
4
1
Mechanist 18
2
8
2
4
3
1
2
2
3
3
Electrician 18
3
6
3
3
4
3
3
1.5
5
2.5
Assembler 14
4
4
4
2
5
1.5
5
1
2
5.5
Janitor
5
2
5
1
1
4
4
0.5
1
4.5
12
X – Ranking of the job.
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Y – Money Value Attributed.
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Methods of Job Evaluation
3. Factor Comparison Method Advantages of Factor Comparison Method
It is a logical and analytical method to which step by step
instructions are available.
Reliable and valid as each job is compared with all other
jobs in terms of key factors
It is flexible as it has no upper limit on rating that a job may
receive on a factor.
It utilizes few factors and thereby reduces the likelihood of
overlapping
It is a scheme that in corporate money value, determination
of wage rates is automatic.
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Methods of Job Evaluation
3. Factor Comparison Method Disadvantages of Factor Comparison Method
This method is comparatively complicated to apply and
difficult to explain to workers.
The use of present wages for the key jobs may change over
time and lead to future errors
It goes against the belief that the procedure of evaluating
jobs and fixing their wages should be kept separate.
The use of five factors is a growth of the technique
developed by its organization. Using the same factors for all
other organizations may not be appropriate.
Very expensive as experts have to be appointed.
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Methods of Job Evaluation
4. Point Rating Method
This method is widely used currently.
In Point rating methods, the jobs are expressed in terms
of key factors. Points are assigned to each factor after it is
prioritized in order of importance. The points are summed
up to determine the wage rate for the job.
Jobs with similar point total fall into similar pay grades.
Seven steps are followed in evaluation as shown next.
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Methods of Job Evaluation
4. Point Rating Method
1. Listing of jobs: jobs to be evaluated are determined.
They are usually clustered and cover skilled, unskilled,
professional, executives etc.
2. Selecting and defining factors: common factors like
skill, effort, responsibility, work conditions are identified.
Adequate factors be so identified.
3. Dividing the factors into degree: factors are divided
into six degrees for development of point method.
4. Weighting the factors: the relative importance of each
factor selected has to be pragmatically determined
considering firm’s objectives and policies.
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Methods of Job Evaluation
4. Point Rating Method
5. Allocations points to each degree: after determining
importance of the factors and breaking them into (6)
degrees, each degree is assigned a numerical value – called
point.
6. Evaluation of jobs: once the factor plan is complete, an
evaluation handbook is prepared explaining the procedure to
be followed and summarizing elements required for
evaluation.
7. Assign money value points : Points are then added to
provide total value of a job: its value is then translated into
terms of money with a pre-determined formula.
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4. Point Rating Method - Advantages
Provides numerical basis for wage differentials.
Scales once developed, can be used for a long time.
The difference in wage rates for various jobs is based on the
strength of job factors. Jobs may change over time but the rating
scale remains unaffected
It is possible to handle a large number of jobs and stability as long
as the factors remain relevant.
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4. Point Rating Method - Disadvantages
The development and installation of the system calls for heavy
expenditure.
Adoption of the whole procedure is complex and time
consuming.
There may be fluctuations in factors with the change in
technology, values of employees etc.
Employees, trade union representatives, management and other
interested aprties may perceive differently in selecting a
compensable factors, in giving weightage etc.
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Methods of Job Evaluation
4. Point Rating Method –
Activity:
Visit the link below to get a hands on experience of Point
rating Method NOW!
http:/www.hr-software.net/cgi/JobEvaluation.cgi
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6. The Role of Industrial Psychologists
Collect information about the duties, responsibilities,
necessary skills, outcomes and work environment of a
particular job.
Observe and interview workers to obtain information
about the physical, mental and educational
requirements of jobs as well as information about
aspects such as job satisfaction.
Analyze data, using statistical methods
applications, to evaluate the outcomes
effectiveness of workplace programs.
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and
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The Role of Industrial Psychologists
Develop interview techniques, rating scales, and
psychological tests used to assess skills, abilities and
interests
for the purpose of employee selection,
placement and promotion.
Write reports on research findings and implications to
contribute to general knowledge and to suggest
potential changes in job functions, roles,
responsibilities etc.
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Summary
Job Analysis and Job Description are closely related.
The information gathered through Job Analysis is
subsequently organized and compiled in Job
description. The importance of these two steps is quite
evident.
The first step in developing a wage structure based on
jobs is to collect information on jobs.
The information collected for job analysis needs to
focus on what the job is, how it is done, and why it is
done. This approach suggest a focus on activities of the
worker as opposed to worker’s traits, responsibilities.
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Summary
Methods for collecting job information vary greatly,
from very informal to highly structured questionnaires
and interviews.
The computer is impacting job analysis by creating
new ways to collect data and allows for a higher level
of analysis than in the past.
There is a greater concern with the person aspects of
job analysis, such as personality traits required for
success or competencies and interpersonal relations,
than with the traditional work related topics.
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Further Reading
http://www.siop.org/tip/backissues/tipapr96/may.aspx
Work in the 21st Century : Implications of job Analysis.
Karen e May
There are four new
questions that seem
to capture new thinking
about Job Analysis.
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Further Reading
1. Do we need job analysis anymore?
The purpose of Job analysis, to collect information about
work performed in the organization, remains unchanged
and relevant.
But beyond creation of job
specifications, it is now used to
descriptions
and
identify future staffing needs &
enable teams to maximize their work process
efficiencies.
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Further Reading
1. Do we need job analysis anymore?
The reality is, jobs can change rapidly and organizations
need maximum flexibility. More jobs change, the less
value there is to gathering data about them. Decreased
specialization and shifting or shared work assignments
further reduce relevance of Job Analysis.
It can continue to be useful only for organizations that
have structured jobs around specific tasks, for legal
compliance and for use of modified approaches to job
analysis.
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Further Reading
2. Is the purpose of job analysis changing?
The purpose of Job analysis, to collect information about
work performed in the organization, remains unchanged
and relevant.
But beyond creation of job
specifications, it is now used to
descriptions
and
identify future staffing needs &
enable teams to maximize their work process
efficiencies.
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Better we term Job Analysis as Work
Analysis.
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Further Reading
2. Is the purpose of job analysis changing?
The work analysis can be useful in
responding to emerging business trends,
such as using work analysis to design skillbased pay programs, to facilitate
organizational readiness for the future and
to identify task interdependencies and
workflows.
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Further Reading
3. Do our job analysis methods need to change?
Yes.
While traditional analyst gathers information from
incumbents and their supervisors, under new approach
he/she will meet customers, technical experts, and the
persons designing the work of the future.
Attributes required for tasks and the organization (not
task alone) will be studied. Instead of tasks clusters of
‘work functions’ will be analyzed.
Chapter 03
New tools of flow
charting
will be utilized.
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Further Reading
4. How can job analysis increase the effectiveness of
organizations?
Job analysis information is the raw material that is
essential to build new work processes and create
efficiencies that cannot emerge any other way.
This much maligned toll holds great promise for the
future of organizations if we seize the opportunity that
presents itself.
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Self- Assessment Questions
1. Which of the terms is used to identify what worker
does, how it is done and why?
A. Job Specification.
B. Job Evaluation.
C. Job description*
D. Job Title
2. Job analysis is
A. A systematic method of gathering information.
B. Focus on work behaviors, tasks and outcomes.
C. Identification of personal qualifications necessary
to perform the job
D. All of the above*
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Self- Assessment Questions
3. A job ad reads “ looking for a motivated, team focused
individual with expertise in research design and
experience using SPSS software program for data
analysis ; bachelor’ degree preferred.” Within a KSAO
job analysis which of the following would be the skill
required for this job?
A.
B.
C.
D.
Being motivated and team focused.
Understanding research design.
Being able to use SPSS*
Having a bachelor’s or master’s degree.
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Self- Assessment Questions
4. Within context of this Job Analysis session,____ means
the smallest unit of work activity.
A. Element
B. Job
C. Task*
D. Career
5. If employees are too uninvolved in the job analysis
process
A. Inflation of duties may occur
B. Valuable information will be missed*
C. The process will become too expensive
D. The process most likely will not be completed
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Self- Assessment Questions
6. According to which interview type several applicants are
interviewed by a panel of company representatives?
A.
B.
C.
D.
One to one interview
Panel interview
Group interview*
Stress interview
7. Which is true of the relationship between job analysis and
job evaluation?
A. Job analysis is an output of job evaluation
B. Job evaluation is an output of job analysis
C. Job analysis is an input into job evaluation
D. Job evaluation is an input into job analysis
E. They are unrelated activities*
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Self- Assessment Questions
8. People requirements of jobs are included in
A.
B.
C.
D.
Evaluations
Descriptions
Specifications
None of these*
9. The ______ method focuses more on the general aspects
of the job.
A. Worker oriented
B. Critical incidents*
C. Hybrid technology method
D. Job oriented
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Self- Assessment Questions
10. At a conceptual level, competencies may be thought of
as:
A.
B.
C.
D.
Having nothing to do with KSAOs
Identical meaning to KSAOs*
Representing groups of similar or related KSAOs
Representing only one KSAO
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Luck!
162