Job Evaluation & Workflow - Part 1
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This document discusses job evaluation and work flow. It covers several topics: 1. The importance of clear job titles that accurately reflect duties and organizational structure. 2. Guidelines for selecting job titles, including using industry standards and making titles suggestive of functions. 3. The two important factors analyzed in job analysis: what employees do daily/weekly/monthly/annually and their working environment. 4. How job descriptions document tasks, duties, and responsibilities derived from job analysis to distinguish roles and guide recruitment, selection, training, and promotion.
Job Evaluation & Workflow - Part 1
- 1. Job Evaluation and Work Flow
- 2. Importance of a Job Title •Similar jobs performing similar duties and responsibilities must have the same job titles •Must show clearly the area of the area of job activity •Must show its relationships with the other jobs in the department •The specific titles will clarify the employees’ line of movements in the organizational structure
- 3. The following are suggested guidelines in job title selection: 1. The title must be the standard used in the industry 2. It must be suggestive of the nature and functions of the job. 3. It must be different from other jobs and based on major duties of employees who hold the position 4. The job title must be brief but suggestive of its fucntions
- 4. 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. This information is reflective of what the employee does daily, weekly, monthly or annually. It also reflects the conditions or the working environment in the organization. These two important factors are:
- 5. The Job Description The results of any job analysis program is the writing of the job description. The job description contains the tasks, duties, and responsibilities that the job entails. This information is derived from the job analysis report.
- 6. The following are the uses of job descriptions: a. It help identify and distinguish one job from the other jobs. b. It is used as a tool in the proper employee recruitment, selection and training c. It helps establish job relationships within the 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.
- 7. The Job Specification contains information about the employee’s qualifications and traits requires in the effective performance of the work assigned. It specifies the qualification as to education, training, experien ce, and the statement as to the nature of the environment where the employee is assigned.
- 8. 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 employees as to his qualifications for the proposed vacant position c. It is used in the assessment of employees for training and development.
- 9. Job Analysis Method There is no best method in job analysis. The method to used depends upon the purpose of the analysis, the time element devoted to it, and the amount of money that the company would like to spend for the activity.
- 10. The Job Questionnaire Method The accuracy of job information is necessary. The job analyst prepares the questionnaire based on the purpose of the job analysis. The form to be used is carefully prepared based on the simple understanding of the employees who will answer them. The set of questions contains information as to its purpose, clear-cut instructions, and the procedure on how to accomplish the questionnaire.
- 11. The Interview Method The interview method is commonly used for blue-collar jobs, as the employee may not be able to answer the questionnaire. The job analyst gets the information by interviewing the employee about his work or the immediate supervisor. To get the more specific data the analyst is guided by a set of facts about the job records or takes note on the information given by the employee. The analyst gathers information and acquires a personal impression about the job and later these will contribute to the accuracy of his job description. A well trained job analyst gives the feeling that the job is properly evaluated and the employee is satisfied.
- 12. The Combination of interview and Questionnaire Methods Under this method, the job analyst gives the questionnaire and then conducts the interview later. The analyst verifies the information from the employee’s immediate supervisor thru a structured interview. To verify further information, the analyst interviews the employee concerned. The content of the questionnaire and the verified information are the bases for the writing of the job description.
- 13. Observation and Interview Method This method is involved in the observation of the worker at the jobsite and in their station. The observations are noted while the employee is performing the tasks assigned to him. Oftentimes, time and motion study is involved in this activity. After the observation, the job analyst interviews both the worker and the supervisor to verify the information gathered through observation and the results of the interview, observation time and motion study. The results of the interview, observation and time motion study are the bases of the written job description, which will be sent to the supervisor and the employee concerned for final review and final printing.