JOB ANALYSIS

AND
EVALUATION
 is the process of identifying and

jOB determining in detail contents of a

particular job, thereby, clearly
ANALYSIS defining duties, responsibilities,
accountabilities, and skills
associated with the job.
Writing a Job Description
Employee Selection
Training
Personpower Planning
Performance Appraisal
Importance
Job Classification
of Job Analysis
Job Evaluation
Job Design
Compliance with legal
guidance
Organization Analysis
WRITING A GOOD
JOB DESCRIPTION
 1. JOB TITLE
2. BRIEF SUMMARY
8 SECTIONS OF 3. WORK ACTIVITIES
JOB DESPRIPTION 4. TOOLS AND EQUIPMENT
USED
5. JOB CONTEXT
6. WORK PERFORMANCE
7. COMPENSATION
INFORMATION
8. JOB COMPETENCIES
Preparing for a Job Analysis

Who Will Conduct The Analysis ?

How Often Should a Job Desciption Be updated ?
Which Employees Should Participate?
What Types of Information Should be Obtained ?
CONDUCTING A
JOB ANALYSIS
 Gathering Existing
Step 1 : Identify Information
Tasks Performed Interviewing Subject-Matter
Experts
Observing Incumbents
Job Participation
Regardless of whether individual or group interviews are used,
certain guidelines should be followed that will make the interview
go more smoothly.
1. Prepare for the interview by announcing the job analysis to
the employees well in advance by selecting a quiet and
private interview location.
2. Open the interview by establishing rapport, putting the worker
at ease, and explaining the purpose of the interview.
3. Conduct the interview by asking open-ended questions, using
easy-to-understand vocabulary, and allowing sufficient time
for the employee to talk and answer questions. Avoid being
condescending and disagreeing with the incumbent.
Step 2:
Write Task
Statements
Here are some characteristics of well-written task statements:
One action should be done to one object. If the statement
includes the word and, it may have more than one action or
object.
Task statements should be written at a level that can be read
and understood by a person with the same reading ability as
the typical job incumbent.
All task statements should be written in the same tense.
The task statement should include the tools and equipment
used to complete the task.
Task statements should not be competencies
Task statements should not be a policy
The statement should make sense by itself.
For those activities that involve decision-making, the level of
authority should be indicated. This level lets the incumbent
know which decisions she is allowed to make on her own and
which she needs approval for from a higher level.
 Step 3:
Rate Task
Statements
 Knowledge
Step 4 : Determine Skill
Essential KSAOs Ability
Other Characteristics
 Step 5:
Selecting Tests
to Tap KSAOs
USING OTHER JOB
ANALYSIS METHODS
Methods Providing General Information About Worker
Activities
Position Analysis Questionnaire
Job Structure Profile
Job Elements Inventory
Functional Job Analysis
Methods Providing Information About Tools and Equipment
Job Components Inventory
Methods Providing Information About the Work
Environment
Methods Providing Information About Competencies
Occupational Information Network
Crtical Incident Technique
Threshold Traits Analysis
Fleishman Job Analysis
Job Adaptability Inventory
1. Handling emergencies or crisis situations
2. Handling work stress
3. Solving problem creatively
4. Dealing with uncertain and unpredictable work situation
5. Learning work tasks, technologies, and procedures
6. Demonstrating interpersonal adaptability
7. Demonstrating cultural adaptability
8. Demonstrating physically oriented adaptability
 Methods Providing Information About Competencies
(CONT)
Personality-Related Position Requirements Form(PPRF)
Performance Improvement Characteristics (PK)
 is the systematic process of
determining the relative value of
different jobs in an organization.
The goal of job evaluation is to
compare jobs with each other in

JOB order to create a pay structure

that is fair, equitable, and
EVALUATON consistent for everyone.
A job evaluation is typically done
in two stages: determining internal
pay equity and determining
external pay equity
DETERMINING
INTERAL PAY EQUITY
 Level of responsibility
Step 1 : Determining Physical demands
Compensable Job
Factor
Mental demands
Education requirements
Training & experience
requirements
Working Condition
 Step 2 :
Determining the
levels for Each
Compensable
Factor
 Step 3 :
Determining the
Factor Weights
1. A job evaluation committee determines the total number of points that will be
distributed among the factors. Usually, the number is some multiple of 100 (e.g., 100,
500, 1,000) and is based on the number of compensable factors. The greater the
number of factors, the greater the number of points.
2. Each factor is weighted by assigning a number of points. The more important the
factor, the greater the number of points that will be assigned.
3. The number of points assigned to a factor is then divided into each of the levels.
If 100 points had been assigned to the factor of education, then 20 points (100
points/5 degrees) would be assigned to each level. An example of this
procedure is shown in Table 2.12. The job evaluation committee takes the job
descriptions for each job and assigns points based on the factors and degrees
created in the previous step.
4. The total number of points for a job is compared with the salary currently being
paid for the job.
Determining
External Pay Equity
Determining Sex
and Race Equity
Thank you!
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