Human Resources Management

Chapter 6: Job Evaluation and Work Flow Analysis

September 2, 2015
Objectives:
After this lesson, you should be able to:
1. Establish and document job relatedness of employment procedure;
2. Identify or develop training content, assessment tests to measure effectiveness
of training, equipment to be used in delivering the training and methods of
training;
3. Identify or determine skill levels, compensable job factors, work environment,
responsibilities and required level of education;
4. Identify job duties in advertisement; appropriate salary level for positions;
minimum requirements; interview questions; selection test/instruments;
appraisal/evaluation forms; orientation material for applicants/new hires; and
5. Identify or develop goals and objectives, performance standards, evaluation
criteria, leng of probationary periods and duties to be evaluated.
A sound human resource management program requires knowing the different
jobs in the company. The manager and supervisor must get a comprehensive
picture of each job in the organization.
Analysis of the organizational structure is the vertical and horizontal
interconnections among jobs. Analysis of the organizational structure can be
leverage to gain a competitive advantage for the company, but how one does this
depends on the firm’s strategy and it’s competitive environment.
The rationale for job analysis
The conduct of job analysis has behind it several reasons that are vital to human
resources management and the supervision of the work to be done by the workers
in the shop or the office. It is considered as the building block of anything that
human resources management does, as any personnel action requires
information that is gleaned from job analysis.
The following are the uses of job analysis:
1. To specify the duties and responsibilities of the position.
2. To provide job-oriented recruitment and selection guides.
3. To provide guides in operation-based compensation determination
4. To provide information and tools for career planning and counseling
5. To have a guide in construction of performance evaluation criteria.
6. To serve as guide in methods of improvement.
7. To obtain background information about working conditions.
8. To serve as guide in the development of training
9. To assist supervisors in the supervision of employees
10. To provide the conceptual basis for position classifications to the employee
who will occupy the position.
The role of Human Resources in Job Evaluation
Job analysis is not the sole responsibility of the Human Resource Department but
a cooperative effort of all operating departments.
The gathering of job information
The job analysis
The study of jobs is the responsibility of the personnel department thru the job
analyst who is trained to conduct the job evaluation program.
A good job analyst must have the following qualifications:
1. Good knowledge on the organizational system
2. Good intelligence and analytical skills
3. Good judgment and acumen
4. Clarify and facility of language
5. Familiarity with organizational and company policies
6. Good personality and good relationships with others in the organization
7. Tact and diplomacy in getting along with others
Gathering process in job information
Job analysis starts with a careful understanding of the relationship of the jobs in
the organizational structure.
The following factors are important considerations in job analysis:
1. What the job requires the employee to do?
2. How effectively does the employee perform his assigned duties and
responsibilities?
3. Why should the worker do the job?
4. Supervision required in the job.
5. Working environment condition.
The Nature of Job Analysis Information
Job Analysis focuses on two important data or information that managers must
have the right information about the nature of the employee’s job.
1. The Job Description
The result of any job analysis progrom is the writing of the writing of the job
description.
The following are the uses of job descriptions:
a. it helps identify and distinguish one job from other jobs.
b. it is used as a tool in the proper employee recruitment, selection, and training.
c. it helps establish job relationships within salary bracket.
d. it serves as a guide in structural departmentalization.
e. it could be used as a guide in the horizontal and vertical promotion of
employees thereby developing and promoting morale.
2. Job Specifications
The job specification contains information about the employee’s qualifications
and traits required in the effective performance of the work assigned.
This information could be used in the following personnel activities:
a. it serves as a guide in interviewing applicants.
b. it is a guide in the proper selection of the employee as to his qualifications for
the proposed vacant position.
c. it is used in the assessment of employees for training and development.
Job Analysis Methods
There is no best method in job analysis. The method to use depends upon the
purpose of the analysis, the time element devoted to it, and the amount of money
that company would like to spend for the activity.
1. the job Questionnaire Method
2. The Interview Method
3. The Combination of Interview and Questionnaire Method
4. Observation and Interview Method
Reference:
Pereda, Pedrito & Pereda, Purisima, Human Resource Management (2008),
Mindshapers Co., Inc., Manila, ISBN 978-971-0445-28-8

1. 1. Chapter 6 JOB EVALUATION AND WORK FLOW

2. 2. A Sound Human resource management program requires the different jobs in the
company. This involves: •What each worker does •How he does it •Why he does it •Under
what conditions he performs the job •What special qualifications each worker must posses to
perform his job satisfactorily.
3. 3. THE RATIONALE FOR JOB ANALYSIS  The conduct of job analysis has behind its
several reasons that are vital to human resource management and the supervision of the
work to be done by the workers in the shop or the office. It is consider as the building block
of anything that human resource management does, any personnel requires information that
is gleaned from job analysis.
4. 4. THE FOLLOWING ARE THE USES OF JOB ANALYSIS:         To specify
the duties and responsibilities of the position. To provide job-oriented recruitment and
selection guides. To provide guides in operation-based compensation determination. To
provide information and tools for career planning and counseling. To have a guide in the
construction of performance evaluation criteria. To serve as guide in methods improvement.
To obtain background information about working conditions. To serve as a guide in the
development of
5. 5. THE JOB ANALYSIS PROGRAM AND ORGANIZATIONAL STRUCTURE  Job analysis
starts with a careful study of the organizational structure. This would reveal the relationships
of jobs within the organization.
6. 6.  Job analysis is the process of getting detailed information about the task, duties and
responsibilities of the job as seen to organizational structure. For company to succeed, it
must have detailed information about the requirements of jobs through a careful job analysis
program.
7. 7.  Job analysis is a continuing program. Organization structure changes due to the
introduction of a new technology in order to be competitive in the global economy. Any
changes in structure carry additional duties and responsibilities or simplifications of functions.
These changes need job redesigning to conform to organizational needs for greater
efficiency and productivity.
8. 8. THE ROLE OF HUMAN RESOURCE IN JOB EVALUATION     Job analysis is not
the sole responsibility of the Human Resource Department but a cooperative effort of all
operating departments. While it is more of personnel function, the greater bulk of information
must come from the persons who are job holder of the position. The supervisor or manager
must immediately inform the HRD of any changes in the duties and responsibilities of the
position due to the introduction of new technology or changes in the production process that
improve that production efficiency. This will entail job redesigning or reclassifying of
9. 9. Some companies get the service of management consultants to conduct a job analysis
program to be more objective.  Management consultants are more objective as they have
more experience in conducting the job analysis program due to their exposure to different
organizational system.  Another reason is that their managers who try to overstate the
 functions and duties of different position, as they know that they have great implications in
the company’s pay scale. 
10. 10. GATHERING OF JOB INFORMATION THE JOB ANALYST The study of jobs is the
responsibility of the personnel department thru the job analyst who is trained to conduct job
evaluation program.  The job analyst studies the duties, responsibilities, and specification
requirements of the job.  This involves careful understanding of the conditions around the
functions and tasks of the positions. 
11. 11. A GOOD JOB ANALYST MUST HAVE THE FOLLOWING QUALIFICATIONS: Good
knowledge of organization system  Good intelligence and analytical skills  Good
Judgment and acumen  Clarity and facility of language  Familiarity with organizational
and company policies  Good personality and good relationships with others in the
organization  Tact and diplomacy in getting along with others 
12. 12. GATHERING PROCESS IN JOB INFORMATION Job analysis starts with a careful
understanding of the relationship of the jobs in the organizational structure.  This
relationship is concerned with the details of the job rather than with the worker who is assign
to do the job. 
13. 13. THE FOLLOWING FACTORS ARE IMPORTANT CONSIDERATIONS IN JOB
ANALYSIS:  What the job requires the employee to do. Job requirements involve the
activities that workers have to do, the importance of the duties or activities, the amount of
time that is involved in doing the job and the other minor duties required of job.  How
effectively does the employee perform his assigned duties and responsibilities? This involves
the details on how the workers perform
14. 14. Why should the worker do the job? This cover the reason why the employee has to do
the task assigned to him, and the purpose of the job in relation with those of other jobs in the
organization. The task should satisfy its contributions to the effective and efficient functions
in the organizational work systems.  Supervision required in the job. The details of
supervision requires the amount of supervision involved, or the assistance needed in
carrying out the job, the extent of employee’s authority in carrying out the functions, and the
extent of relationships of the job with those of others in the organization setup. 
https://www.slideshare.net/aizellbernal/job-evaluation-workflow-part-2