JOB ANALYSIS AND EVALUATION

• The job analysis process is the systematic collection, organization, interpretation, and reporting of information about jobs.
• Job analysis

  The process of gathering, analyzing, and structuring information about a job's components, characteristics, and requirements
• Job evaluation

  The process of determining a job's worth
• Importance of job analysis

  • Writing job descriptions
  • Employee selection
  • Training
  • Personpower planning
  • Performance appraisal
  • Job classification
  • Job evaluation
  • Job design
  • Compliance with legal guidelines
  • Organizational analysis
• Job description

  The written result of the job analysis, serving as the basis for many HR activities
• Job analysis for employee selection


  • Facilitates the selection of tests or development of interview questions to determine if applicants possess the necessary knowledge, skills, and abilities
• Job analysis for training


  • Yields lists of job activities that can be systematically used to create training programs
• Job analysis for personpower planning


  • Determines worker mobility within an organization and what other jobs individuals can be promoted to
• Job analysis for performance appraisal


  • When properly administered and utilized, job-related performance appraisals can serve as an excellent source of employee training and counseling
• Job analysis for job classification


  • Enables classifying jobs into groups based on similarities in requirements and duties, useful for determining pay levels, transfers, and promotions

  
• Job analysis for job evaluation


  • Provides information to determine the worth of a job
• Job analysis for job design


  • Determines the optimal way in which a job should be performed, eliminating wasted and unsafe motions
• Job analysis for compliance with legal guidelines


  • An acceptable way to directly determine job relatedness
• Job analysis for organizational analysis


  • Identifies problems within an organization that can then be used to correct issues and help the organization function better
• Parts of a job description


  • Job title
  • Brief summary
  • Work activities
  • Tools and equipment used
  • Job context
  • Work performance
  • Compensation information
  • Job competencies (job specification)

  
• Knowledge


  A body of information needed to perform a task
• Skill


  The proficiency to perform a certain task
• Ability


  A basic capacity for performing a wide range of different tasks, acquiring knowledge, or developing a skill
• Other characteristics


  Personal factors such as personality, willingness, interest, and motivation, and tangible factors like licenses, degrees, and years of experience
• Who can conduct a job analysis

  • Trained individual in the HR department
  • Job incumbents
  • Supervisors
  • Consultants
  • Graduate students from I/O psychology programs with job analysis training and experience
• Job crafting


  The informal changes that employees make in their jobs
• Steps in conducting a job analysis

  • Identify the use of the information
  • Review relevant background information
  • Select representative positions
  • Analyze the job
  • Verify the job analysis information
  • Develop a job description and job specification
• Methods for collecting job analysis information

  • Interview
  • Questionnaires
  • Observation
  • Participant diary/log
• Job evaluation


  The process of determining the worth of a job
• Internal pay equity

  Comparing jobs within an organization to ensure people in jobs worth the most money are paid accordingly
• Steps in determining internal pay equity


  • Determine compensable factors
  • Determine levels for each factor
  • Assign weights to each factor
  • Convert weights to points for each factor
  • Assign points to each level within a factor
  • Assign points to jobs
  • Run regression to determine how well points predict salary midpoints
• Compensable factors

  Factors used to determine the worth of a job, such as responsibility, complexity/difficulty, skill needed, physical demands, and work environment
• Examples of compensable factor levels


  • Education: High school degree or less, Two year college degree, Bachelor's degree, Master's degree
  • Responsibility: Makes no decisions, Makes decisions for self, Makes decisions for 1-5 employees, Makes decisions for more than 5 employees
  • Physical demands: Lifts no heavy objects, Lifts objects between 25 and 100 pounds, Lifts objects more than 100 pounds
• External pay equity

  Determining the worth of a job by comparing it to the external market (other organizations)
• Determining external pay equity

  • Involves conducting salary surveys to obtain information on salary ranges, starting salaries, actual salaries paid, and benefits offered by other organizations