JOB ANALYSIS,

DESCRIPTION & JOB

EVALUATION

 For

HRP in an organization, effective

information and documentation on job
analysis, job description and job
evaluation are important prerequisites.

All

these processes help in identifying

job requirements and suitably describing
the job and job families, skill sets, and
developing skill inventories in an
organization.

JOB INFORMATION

Job information is one essential input for

effective HRP. It not only facilitates job

evaluation for compensation designing
but
also
helps
in
disseminating
information to employees about their duties
and responsibilities.

Imperfect knowledge of employees about

their duties and responsibilities due to

inadequate job information also affect their
performance and overall organizational
productivity.

OBJECTIVES OF JOB INFORMATION

To communicate duties and responsibilities attached to a job

to the employees for their clear understanding. This also
helps employee to understand the organizational
expectations from them.

To analyze organization. It helps in work flow analysis with

respect to a job and also helps in identification of redundant
(fired) work elements in a job and thus facilitates in job
restructuring.

For HRP, job information helps in analyzing the scope for

internal hiring and the requirements of external hiring for
staffing various positions in the organization.

Qualitative and quantitative job information help in setting

performance standards and establishing job objectives. This
also facilitates in appraising performance of an employee
against standards more scientifically.

For other HR related decisions like, promotion, transfer,

relocation, redundancy and compensation designing, job
information provides critical inputs.

JOB DESIGN
Job design is defined as the process of deciding on
the content of a job in terms of its duties and
responsibilities; on the methods to be used in
carrying out the job, in terms of techniques,
systems and procedures and on ' the relationships
that should exist between the job holder and his,
superiors, subordinates and colleagues."' Two
important goals of job design are:
To meet the organizational requirements such as
higher productivity, operational efficiency, quality
of product/service etc. and
To satisfy the needs of the individual employees
like interests, challenge, achievement) or
accomplishment, etc.
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APPROACHES TO JOB DESIGN

There are three important approaches to job design
viz.:
(1) Engineering approach,
(2) Human approach, and
(3) The job characteristic approach.

1. ENGINEERING APPROACH: (F.W.

TAYLOR, 1911)
The

most prominent single element in the

Engineering approach, visualized by F.W. Taylor
and others, was the task idea. "The work of every
workman is fully planned out by the management
at least one day in advance and each man received
in most cases complete written instructions,
describing in details the task which he is to
accomplish. This task specifies not only what is to
be done but how it is to be done and the exact
time allowed for doing it."' The principles offered
by scientific management to job design can be
summarized thus:
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 Work

should be scientifically studied. Taylor

advocated fragmentation (division) and
reutilization of work to reap the advantages
of specialization.
Work should be arranged so that workers
can be efficient.
Employees selected for work should be
matched to the demands of the job.
Employees should be trained to perform the
job.
Monetary compensation should be used to
reward successful performance of the job.
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2. HUMAN APPROACH
The

human relations approach recognized the

need to design jobs which are interesting and
rewarding. According to Herzberg there are types
of factors viz:
(i) motivators like achievement, recognition, work
itself. Responsibility, advancement and growth,
(ii) hygienic factors (which, merely, maintain the
employee on the job and in the organization) like
working conditions, organizational policies,
interpersonnel relations, pay and job security.

 According

to Herzberg, the employee is

dissatisfied with the job if required maintenance
factors to the required degree are not introduced
into the job. But employee may not, be satisfied
even if the required maintenance factors are
provided.
Herzberg feels that the employee will be satisfied
with his job and he will be more productive in
motivators are introduced into the job content. As
such, he asserts that the job designer has to
introduce hygienic factors adequately so as to
reduce dissatisfaction and build motivating
factors.
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3. THE JOB CHARACTERISTICS

APPROACH
The
Job Characteristics Theory of
Hadunan and Oldham states that
employees will work hard when they are
rewarded for the work they do and when
the work gives them satisfaction. Hence,
they suggest that motivation, satisfaction
and performance should be integrated in
the job design.' According to this
approach, any job can be described in
terms of five core job dimensions which
are defined as follows.
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Skill Variety: The degree to which a job requires a

variety of different activities so that the workers can
use a number of different skills and talents.
ii. Task identity: The degree to which the job requires
completion of a whole and identifiable piece of work.
iii.Task Significance The degree to which the job has
a substantial impact on the lives or work of other
people.
iv. Autonomy: The degree to which the job provides
substantial freedom, independence, and discretion to
the individual in scheduling the work and in
determining the procedures to be used in carrying it
out.
v. Feedback: The degree to which an individual
requires direct and clear information about the
effectiveness of his or her performance.
i.

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JOB DESIGN OPTIONS

As

discussed earlier, scientifically structured job

design motivates the employees for higher
efficiency, productivity and generates job
satisfaction than the one designed on the basis
of traditional engineering system. Specification
should be introduced in job design so that the
needs of the employees for accomplishment,
recognition, psychological growth etc., can be
satisfied. Personnel departments use a variety
of methods to improve jobs such as job rotation,
job enlargement and job enrichment.
13

JOB ROTATION
Job

rotation refers to the movement of an

employee from one job to another. Jobs
themselves are not actually changed, only the
employees are rotated among various jobs. An
employee who works on a routine/respective job
moves to and works on another job for some
hours/ days/months and backs up to the first
job.

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 This

measure relieves the employee from

boredom and monotony, improves employee's
skills regarding various jobs and prepares the
competent employees to meet the contingencies.

This

measure also improves worker's selfimage

and provides personal growth. However,
frequent job rotations are not advisable in view
of their negative impact on the organization
and the employee.

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JOB ENLARGEMENT
Job

enlargement means adding more and

different tasks to a specialized job to provide
greater variety. This process is called
horizontal job loading or horizontal job
enlargement." It tackles dissatisfaction and
reduces monotony variety and scope of tasks.
This technique, though leads to higher wages,
it improves worker satisfaction, quality of
production, and overall efficiency of the
organization.

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JOB ENRICHMENT
Job

enrichment loads the job vertically. Job

enrichment
means
adding
duties
and
responsibilities that will provide for skill variety,
task identity, task significance, autonomy and
feedback on job performance. It tries to deal with
dissatisfaction by increasing job depth as work
activities from a vertical slice of the
organizational unit are combined in one job. As
work becomes more challenging and worker
responsibility
increases,
motivation
and
enthusiasm also increase.
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JOB MORPHING

Job morphing means readjusting skills to match job

requirements.

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JOB ANALYSIS

Job analysis is the process of gathering

information about the job and evaluating such
information in terms of what is necessary and
relevant.
Essentially, job analysis involves three
questions:
What is a job?
What should be analyzed?
What methods of analysis should be used?

WHAT IS A JOB?

A job is a group of essentially similar activities or

tasks performed by a person or a group of persons.
These activities or tasks together become a job.
Obviously tasks or activities of jobs need not be
identical. They may be performed in different places,
with different equipment, in a different sequence.
A more generic description of a job is used, which is
identified by position rather than job.
A position is a family of jobs in which specific duties
vary but some interchangeability of work is possible
and the functional nature of the work is similar.
It is the managers responsibility to assign a job.
The role of a job analyst is essentially to gather job
information and not to evaluate the logic of work
assignments. He is primarily responsible for recording
of those responsibilities that a manager has assigned
to an employee.

WHAT SHOULD BE ANALYZED?

Fundamental purpose of the job

Work elements of the job (specific task, areas of
responsibility and example of work)
Importance of each job element and its relationship to
the total operation
Approximate time spent on each task or specific area of
responsibility
Scope of the job and its impact on the operation
Inherent Authority and formal or informal audits of
work
Working relationships
Specific methods, equipment or techniques that are
required for the job
Job climate including working environment
Job conditions like physical effort, hazards, discomfort,
chasing of deadlines, travel requirement, creativity
and innovations required etc.

WHAT METHODS OF ANALYSIS

SHOULD BE USED

Job information can be obtained in various ways

either by a staff analyst or by the individual line
managers.
Relatively simple and inexpensive method of analysis
is obtaining information through the questionnaire
response.
Direct observation of work performed is another
important method of job analysis. Observation of work
is essential to understand the job role. It is more
costly and time consuming.
Valuable job information can be obtained from
organizational manuals, time study reports, and
former job description and method studies.

JOB DESCRIPTION

Job

descriptions are written record of job duties

and responsibilities and they provide a factual
basis for job evaluation. It is recorded on a
standard form in a uniform manner.
A job description
Clarifies
work
functions
and
reporting
relationships, helping employees understand
their jobs.
Aids in maintaining a consistent salary structure.
Aids in Performance evaluations.
Is a set of well written duty statements
containing
action words which accurately
describe what is being done.

OBJECTIVES OF JOB DESCRIPTION

Efficient

organization of jobs
Proper
recruitment or staffing in the
organization
Assigning jobs to people by communicating to
them about their duties and responsibilities
and by setting job standards.
Reviewing performance of the people
Improving performance through appraisal and
training
Rewarding employees

 Duty

statements (how to write a duty

statement)

Should

focus on primary, current, normal, daily duties

and responsibilities of the position (not incidental
duties, an employees qualifications or performance, or
temporary assignments). Related or similar duties
should be combined and written as one statement.

Should

be a discreet, identifiable aspect of the work

assignment, described in one to three sentences, and
should be outcome-based, allowing for alternate means
of performing the duty, changes in technology,
preferences of employees and supervisors, and
accommodations of workers with disabilities, without
altering the nature of, and/or the duty itself.

GUIDELINES FOR WRITING A

JD

Duties

are to be listed in order of importance, not

necessarily frequency.
There is no need to group tasks/duties under sub
headings, however it is acceptable.
Commence each statement with a verb eg
'processes', 'maintains', 'records' etc, .
Avoid using the term 'responsible for' rather
describe the action e.g. 'obtains', 'coordinates' etc.

OBJECTIVES OF JOB DESCRIPTION

Efficient

organization of jobs
Proper
recruitment or staffing in the
organization
Assigning jobs to people by communicating to
them about their duties and responsibilities
and by setting job standards.
Reviewing performance of the people
Improving performance through appraisal and
training
Rewarding employees

Should

Employee see their

Job Description?

JOB SPECIFICATION
Job Specification is a statement derived from the job
analysis process and the job description. Of the
characteristics that an individual would need to possess
in order to fulfill the requirements of a job
Job
specification include education or experience
required to do the job. It also includes special knowledge
and skill set necessary to carry out the job.
In addition, Job specification also identify the soft skills
like, interpersonal skill, analytical ability, problem
solving skill or decision making skills.
Job specification helps in the evaluation of the jobs and
at the same time it defines the attributes required for a
job position, which are required while going for
recruitment.

REASONS FOR CONDUCTING JOB

ANALYSIS
Staffing would be haphazard if recruiter did not know

qualifications needed for job

Training and Development if specification lists a
particular knowledge, skill, or ability, and the person
filling the position does not possess all the necessary
qualifications, training and/or development is needed
Compensation and Benefits value of job must be
known before dollar value can be placed on it.
Safety and Health helps identify safety and health
considerations
Employee and Labor Relations lead to more
objective human resource decisions
Legal Considerations having done job analysis
important for supporting legality of employment
practices

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

SUMMARY OF TYPES OF DATA

COLLECTED THROUGH JOB
ANALYSIS

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

JOB EVALUATION
Job

evaluation is the process of determining the

worth of one job in relation to that of another . It
analysis and assess the content of jobs, to place
them in some standard rank order. The end
result is used as the basis for a fair and logical
remuneration system.
Job evaluation is a way of breaking down a job
into measurable parts, so each part of a job can
be given a points value. To do this, job evaluation
looks at all aspects of the job. Job evaluation is
about the job and not the person doing the job.

OBJECTIVES OF JOB EVALUATION

34

Job evaluation is done to achieve a number of

objectives in the organization. These objectives are
given below:
To provide systematic, definite and factual
information for determining the relative worth of
the jobs of an organization.
To

provide a basis for equity in wage and salary

administration within the organization.
To

enable the management to predict and control

pay roll cost more accurately.

OBJECTIVES OF JOB EVALUATION

To

serve as a basis for negotiation with the

employees unions and collective bargaining
agent of the organization.
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To

help in selecting, placing, training,

promoting and transferring of the employees of
the organization.

To

provide a frame work for periodic review of

the wages and salaries of the employees in the
organization

REASONS FOR USING JOB

EVALUATION

To reduce turnover.
To improve output.
To improve morale.
To reduce loss of time due to wage
negotiation and disputes.
To reduce the complaints regarding
wages.
To reduce wage and salary anomalies.

STEPS IN JOB EVALUATION

Through examination of the job.

Preparation of job description.
Preparation of job analysis to set out the
requirement of the job under various
factor.
Comparison of one job with another.
Arrangement of jobs in a progression
Relating the progression of jobs to a
money scale.

TYPES OF JAB EVALUATION

SCHEMES
Ranking
Classifications
Point

ratings
Factor Comparison.

JOB EVALUATION METHODS

Ranking

method:
39

In the ranking method jobs of the organization are arranged or

values in order of their increasing levels i.e. from lower position
to higher position.

In another way it can be said that, the different jobs, depending

upon their requirements, responsibilities involved and their
importance to the organization ere ranked, graded or placed from
top to bottom.

JOB EVALUATION METHODS

40

For Example:
Jobs: A B C D
Arrangements on departmental level:
Department -1
Department -2
Jobs Ranks
Jobs Ranks
B
3
A
4

Department -3
Jobs Ranks
A
4

JOB EVALUATION METHODS

Job

Classification Method:

41

In this method first major job classes of the organization are

established with necessary job descriptions. Then each job of the
organization is compared and fitted or placed in the related job
class on the basis of job descriptions.
For Example:
Job class for clerical positions:
Job Classification
Job Descriptions
A grade clerk
Capable of handling complicated work.
B grade clerk
Must assume more clerical responsibilities.
C grade clerk
Must be skilled for the clerical job by a knowledge
of
details.

JOB EVALUATION METHODS

For Example:
Factors
A (Skills)
1
2
3
4
5

Point Values
500
100
125
75
150
50

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Point Method:
In this method the evaluator first of all decides a number of
factors Which are more or less common to all jobs of the
organization. Then some point values / weight values are
assigned to each of these factors on the basis of their relative
importance to the jobs of the organization.

JOB EVALUATION METHODS

Point

Method:

For Example:
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Factors
Point Values
B (Efforts)
250
1
50
2
50
3
50
4
50
5
50
Each degree is awarded certain points, these points are totaled
and then they indicate the importance of job.

JOB EVALUATION METHODS

Factor Comparison Method:

In this method the evaluator first of all selects number key
jobs from among the jobs of the organization.
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Then the evaluator will select a number of factors which

are common more or less to all jobs of the organization.
Then key jobs are ranked on the basis of their relative
importance to the organization. This ranking is done in
two ways:
FirstlyOn overall basis.
Secondly- Factor by factor basis.

JOB EVALUATION METHODS

This method depends upon four factors:
Skill ( the experience, training, ability, and education ).
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Mental or Physical effort ( the measurement of the physical or

mental exertion needed for performance).

Responsibility (the extent to which an employer depends on

the employee to perform the job as expected, with emphasis
on the importance of job obligation).

Working condition (hazards, dust, smoke, noise, temperature).

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