Job Analysis, Job Design and Job

Evaluation
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Table of Contents
Job Analysis ............................................................................................................................................. 2
Benefits of Job Analysis ....................................................................................................................................... 2
Process of Job Analysis ........................................................................................................................................ 3
Techniques of Job Analysis .................................................................................................................................. 4
Job Descriptions .................................................................................................................................................. 6
Job Specifications ................................................................................................................................................ 6
Difference between Job Description vs. Job Specification ........................................................................................................ 7
Job Design ............................................................................................................................................... 8
Purpose of Job Design ......................................................................................................................................... 8
Techniques of Job Design .................................................................................................................................... 8
Job Evaluation ....................................................................................................................................... 10
Features of Job Evaluation ................................................................................................................................ 10
Job Evaluation Programme................................................................................................................................ 10
Methods of Job Evaluation ................................................................................................................................ 11
Ranking Method ...................................................................................................................................................................... 11
Classification Method .............................................................................................................................................................. 12
Factor Comparison Method..................................................................................................................................................... 12
Point Method........................................................................................................................................................................... 13
Major Evaluation Comparison Chart ....................................................................................................................................... 14
Limitations of Job Evaluation ............................................................................................................................ 14

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Job Analysis
Job analysis is the process of discovering and identifying pertinent information relating to the nature of a
specific job. It is the determination of the tasks which comprise the job and of the skills, knowledge, abilities
and responsibilities required of the worker for the successful performance of a job.

Job analysis is a systematic collection and compilation of data about each job in the organisation to
redesign each job in such a manner as to distinguish it from the other jobs.

The process of job analysis is essentially one of data collection and then analysing that data. It provides the
analyst with basic data pertaining to specific jobs in terms of duties, responsibilities, skills, knowledge, etc.

The emphasis in job analysis is upon determining the principal duties of a job, the nature and level of skills
and aptitudes required to perform these activities, the relation of a job to others in the organisation,
responsibilities involved and working conditions. Its purpose is to describe and define the distinctions among
various jobs.

Job analysis is generally conducted when:

• A new job is created in an established organisation.

• A job is changed significantly due to changes in technology, methods, procedures, or systems.
• The organisation is thinking of introducing a new wage and salary structure.
• The employees or managers feel that there exist certain inequities between job demands and the
remuneration it carries.

Benefits of Job Analysis

The important benefits of job analysis are as follows:

Human Resource Planning: Job analysis helps in forecasting human resource requirements in terms of
knowledge and skills. It helps in determining the quality of human resources needed in an organization.

Recruitment: Job analysis is used to find out how and when to hire people for future job openings. An
understanding of the skills needed and the positions that are vacant in future helps managers to plan and
hire people in a systematic way.

Selection: It is not possible to select the right person without a proper understanding of what is to be done
on a job. If a Super Bazaar manager has not clearly identified what a clerk is to do, it is difficult to ascertain
if the person selected is to position store items, run a cash register or keep the account books.

Placement and orientation: After selecting people, we have to place them on jobs best suited to their
interests, activities and aptitude. If we are not sure about what needs to be done on a job, it is not possible
to identify the right person suited for the job. Similarly, effective job orientation cannot be achieved without
a proper understanding of the needs of each job. To teach a new employee how to handle a job, we have to
clearly define the job.
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Training: If there is any confusion about what the job is and what is supposed to be done, proper training
efforts cannot be initiated. Whether or not a current or potential job holder requires additional training can
be determined only after the specific needs of the jobs have been identified through a job analysis.

Counselling: Managers can properly counsel employees about their careers when they understand the
different jobs in the organization. Likewise, employees can better appreciate their career options when they
understand the specific needs of various other jobs. Job analysis can point out areas that an employee might
need to develop to further a career.

Employee safety: A thorough job analysis reveals unsafe conditions associated with a job. By studying how
the various operations are taken up in a job, managers can find unsafe practices. This helps in rectifying
things easily.

Performance appraisal: By comparing what an employee is supposed to be doing (based on job analysis) to
what the individual has actually done, the worth of that person can be assessed. Ultimately, every
organization has to pay fair remuneration to people based on their performance. To achieve this, it is
necessary to compare what individuals should do (as per performance standards) with what they have
actually done (as per job analysis).

Job design and redesign: Once the jobs are understood properly, it is easy to locate weak spots and
undertake remedial steps. We can eliminate unnecessary movements, simplify certain steps and improve
the existing ones through continuous monitoring. In short, we can redesign jobs to match the mental makeup
of employees.

Job Evaluation: Job analysis helps in finding the relative worth of a job, based on criteria such as degree of
difficulty, type of work done, skills and knowledge needed, etc. This, in turn, assists in designing proper wage
policies, with internal pay equity between jobs.

Process of Job Analysis

The process of job analysis consists of the following steps:

Organisational Analysis: First of all an overall view of various jobs in an organisation is obtained. This is
required to judge the linkages between jobs and the organisational goals, interrelationships among jobs, and
the contribution of various jobs to the efficiency and effectiveness of the organisation.

Organising job analysis programme: It is necessary to plan and organise the programme of job analysis. The
company must decide who will be in charge of the programme and must align responsibilities. A budget and
a little time schedule should be developed.

Deciding the uses of job analysis information: These are areas that can be decided on the basis of the need,
priorities and constraints of a particular organisation. How the job information will be used and for purpose
will determine which jobs are to be analysed.

Selecting representative jobs for analysis: It is desirable to select a representative sample of jobs for the
purpose of detailed analysis. Priorities of various jobs needing analysis can also be determined.
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Understand job design: The job analyst should obtain information concerning the current design of the
representative job. For this purpose, the current job description and job specification, procedure manual,
system flow chart, etc. can be studied.

Collection of data: Data characteristics of the job, and qualifications and behaviour required to do the job
effectively is collected.

Developing a job description: The information collected in the previous step is used in preparing a job
description.

Preparing a job specification: The last step in job analysis is to prepare a job specification for different jobs.

Techniques of Job Analysis

The process of job analysis is essentially one of data collection in relation to the job. Different techniques
of job analysis are as follows:

Questionnaires: The questionnaire is a widely used method of analysing jobs. A set of questions pertaining
to the nature of duties, tasks, and responsibilities is developed and given to the employees and supervisors
managers to provide the answers. The questionnaires are filled up by the employees as well as by the
supervisors/managers. The relevant information thus collected helps in identifying the following information
in respect of each job:

(1) Nomenclature of the job,

(2) Description of duties,
(3) Machines and equipment used,
(4) Supervision received and given,
(5) Regular contacts,
(6) Working conditions, and
(7) Additional information which helps narrate the specific nature of the concerned job

Narratives: A detailed description containing the nature of the job can be obtained both from the job holders
and the supervisors. In an organisation where the supervisors are required to maintain a daily diary or log
books in respect of their jobs are in a position to furnish such narratives more comfortably. Under this
system, the employee keeps a daily record of major duties performed, marking the time when each task is
started and finished. This forms the basis of narratives which are used in collecting information in relation
to various jobs.

Written narratives suffer from the limitation of being unorganised and incomplete. Hence there is a need to
supplement it with other methods such as observation and follow-up interviews.

Observation: Under this method, the job analyst watches and observes the individual performing the job
and takes notes to describe the tasks and duties performed. If a particular job is simple and repetitive,
observation may be the only technique required.

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The use of the observation method is limited because many jobs do not have complete and easily observable
job cycles. For example, to analyse the job of a pharmaceutical salesperson would demand that the analyst
follows the salesperson around for several days. Furthermore, many managers may not be skilled enough to
know what to observe and how to analyse what they do see. However, interviews coupled with observation
constitute the preferred approach. The interview will provide information not readily observable plus the
verification of information obtained by means of other techniques.

Long records: Under this method, a diary or logbook is given to each job holder. The job holder is asked to
daily record the duties performed marking the time at which each task is started and finished. The record so
maintained provides information for the purpose of job analysis. This method is time-consuming. Moreover,
it provides incomplete data because information concerning working conditions, equipment used and
supervisory relationships is not available from the logbook. Most employees are not disciplined enough to
maintain a regular diary. But if kept up-to-date, the diary provides useful information on the job. This method
is useful for jobs that are difficult to observe e.g., engineers, scientists, researchers, senior executives, etc.

Interviewing: The interview method requires that the manager or job analyst at each job site talk with the
employee performing the job. Usually, a structured interview form is used to record the information.
Frequently, the employee and the employee's supervisor must be interviewed to obtain a complete
understanding of the job. During the job analysis interview, the manager must make a judgement about the
information to be included and its degree of importance.

These are several basic attitudes and techniques that will serve to elicit the maximum of information These
attitudes and techniques will also help to reduce the natural suspicion of both the employees and the
supervisors towards specialists operating out of the personnel unit.

Job Analysis
(Systematic collection and
compilation of data)

Job Description Job Specifications

(A statement of duties and (A statement of qualifications
responsibilities of a specific job) required to perfrom a specific job)

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Job Descriptions
A job description is an organised factual statement of job contents in the form of duties and responsibilities
of a specific job. The preparation of a job description is necessary before a vacancy is advertised. It tells, in
brief, the nature and type of a job. In other words, it emphasises the job requirements. As the title indicates,
the document is descriptive in nature and constitutes a record of job facts in an organised way.

The contents of the job description are as follows:

Job Title or Name: It is desirable that the job title should be short, definite and suggestive of the nature of
the job, e.g., cashier, or personal secretary.

Job Location: By. Location means the name of the department where the job under consideration exists.

Job Summary: A short paragraph succinctly summarising the tasks performed by t the employee is helpful
for subsequent convenient identification of the job.

Duties to be performed: Each task to be performed should be listed properly.

Machines, Tools, and Materials: The tools, machines, equipment and materials used in the performance of
the job should also be included in the job description. This is necessary since these items tend to indicate
the nature and complexity of the job.

Relationship with other jobs: Clear-out relation of the job under consideration with other jobs in the
organisation will help to understand the nature of the job well.

Working environment: The working conditions, hazards and other characteristics of the physical
surroundings within the working area should be described to help in the subsequent interpretation of job
evaluation.

Job Specifications
A job specification is a document which states the minimum acceptable human qualities necessary to
perform a job properly. It sets forth requirements sought in the person who is to be selected to perform a
particular job. Job specifications translate the job descriptions into human qualifications required for the
successful performance of the job.

• The specifications may relate to

(i) educational qualifications
(ii) training and experience
(iii) physique and health
(iv) personality
(v) mental abilities
(vi) maturity
(vii) creativity
(viii) aptitude, etc.

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In contrast to the job description, a job specification is a listing of the requirements or attributes for
acceptable performance of a particular job like formal education, experience, attitude, physical
measurement, etc. The requirements as assessed and recorded on job specification documents might
involve an element of subjectivity as they are based upon the value judgements of a number of people such
as job analysts, job holders and supervisors.

Difference between Job Description vs. Job Specification

Basis Job Description Job Specification
It is a written statement of the
It is a written statement of the
Definition qualities required for performing
contents of a job.
a job.
Its purpose is to facilitate
Its purpose is to identity, define
Purpose recruitment, selection, training,
and describe a job.
etc. of the people for the job
Its specifies education, training,
Its describes title, duties, working
experience, aptitude, etc.
Contents conditions, supervision,
required for performance of a
relationships in a given job.
particular job.
It is prepared before job It is prepared after job
Sequence
specification. description.

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Job Design
The term ‘job design’ refers to the way the tasks are combined to form a complete job.
Job design is a process which integrates:
• work content (tasks, functions, relationships),
• the reward (extrinsic and intrinsic), and
• the qualifications required (skills, knowledge, abilities)

Some jobs are routine because the tasks are standardized and repetitive; others are non-routine. Some
require a large number of varied and diverse skills; others are narrow in scope. Some jobs constrain
employees by requiring them to follow very precise procedures; others allow employees substantial freedom
in how they do their work. Some jobs are most effectively accomplished by groups of employees working as
a team; whereas other jobs are best done by individuals acting essentially independently. The point is that
jobs differ in the way their tasks are combined, and different combinations create a variety of job designs in
the organisation.

Purpose of Job Design

There are three objectives of job design which are as follows:
(i) to meet the organisational requirements such as higher productivity, operational efficiency, quality of
product/service, etc., and
(ii) to satisfy the needs of the individual employees like interest, challenge, achievement or accomplishment,
etc.
(iii) to integrate the needs of the individual with the organisational requirements.

Techniques of Job Design

Work Simplification

In work simplification, the complete job is broken down into small subparts, usually consisting of a few
operations. This is done so that employees can do these jobs without much-specialised training. Many small
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jobs can also be performed simultaneously so that the complete operation can be done more quickly. Time
and motion studies are often used for work simplification.

Job Rotation
Job rotation refers to the practice of shifting people from one job to another within a working group so that
there is some variety and relief from the boredom of routine. Herzberg characterised this approach as merely
substituting "one zero for another zero" transfer to a job of the same level and status.

Job rotation means lateral transfer. Horizontal rotation may take place in course of a development
programme whereby the employee spends two or three months in one activity and is then moved on to
another. Job rotation may also be on a situational basis-that is, by moving the person to another activity
when the first is no longer challenging to him, or to meet the needs of the work schedule. In other words,
people may continue to be transferred periodically. As used by many large organisations, job rotation is also
a part of their programme to develop managerial talent.

Job Enrichment
Job enrichment implies increasing the contents of a job or the deliberate upgrading of responsibility, scope
and challenges in work.
- Job enrichment is a motivation technique which emphasises the need for challenging and interesting
work. It suggests that jobs are redesigned so that intrinsic satisfaction is derived from doing the job.
- In its best applications, it leads to a vertically enhanced job by adding functions from other
organisational levels, making it contain more variety and challenge and offering autonomy and pride
to the employee. The job holder is given a measure of discretion in making operational decisions
concerning his job. In this sense, he gains a feeling of higher status, influence and power.

Job Enlargement
Job enlargement refers to enlarging the range of tasks in a job to make it more broad-based. It is the strategy
adopted by many managers to combat the mal-effects of division labour.
- Job enlargement focuses on enlarging jobs by increasing tasks and responsibilities. It involves an
expansion of the scope and width of the job by means of a horizontal loading of certain closely related
operations.
- For example, a clerk in an office who is doing the typing work only may also be assigned the tasks of
drafting duties, sorting incoming mail and filling letters. This will reduce his boredom and make him
satisfied with the job. His efficiency will also improve.

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Job Evaluation
The evaluation is a systematic way of determining the value/worth of a job in relation to other jobs in an
organisation. It tries to make a systematic comparison between jobs to assess their relative worth for the
purpose of establishing a rational pay structure.

Features of Job Evaluation

The purpose of job evaluation is to produce a defensive ranking of jobs on which a rational and acceptable
pay structure can be built. The important features of job evaluation can be summarised as follows:

It tries to assess jobs, not people

• The standards of job evaluation are relative, not absolute
• The basic information on which job evaluations are made is obtained from job analysis
• Job evaluations are carried out by groups, not by individuals
• Some degree of subjectivity is always present in job evaluation
• Job evaluation does not fix pay scales, but merely provides a basis for evaluating a rational wage
structure.

Job Evaluation Programme

Before a program of job, evaluation is launched, certain matters must be decided, e.g., whom it will cover,
whether hourly paid jobs only or salaried jobs and up to what level; whether outside, consultants should
be entrusted with the work; in what manner the employees will be consulted; and whether the time and
general climate are appropriate for launching the program.

The process of job evaluation involves the following steps:

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1. A thorough examination of the jobs.

2. The preparation of job descriptions and usually an analysis of job requirements are needed for its
successful performance.
3. The comparison of one job with another
4. The arrangement of jobs in their correct sequence in terms of value to the firm
5. The relation of the sequence to a money scale.

An effective job evaluation system should fulfil the following conditions:

a) it should be carried out with a high degree of integrity and fair-mindedness;
b) it calls for mutual trust between management and unions
c) the evaluator or the committee of evaluators should have a wide knowledge of all the jobs dealt with;
d) the workers should be informed of what is intended and be reassured early in the discussions that
no rate of pay would be cut as a result of job evaluation, and
e) the details of the job evaluation scheme should not clash with the provisions of a collective
agreement.

Methods of Job Evaluation

Ranking Method
According to this method, jobs are arranged from highest to lowest, in order of their value or merit to the
organisation. Jobs can also be arranged according to the relative difficulty in performing them. The jobs are
examined as a whole rather than on the basis of important factors in the job; the job at the top of the list
has the highest value and obviously, the job at the bottom of the list will have the lowest value.

Array of jobs according to the Ranking Methods

Rank Monthly Salaries (in INR)

1. Accountant 3000
2. Accounts Clerk 1800
3. Purchase Assistant 1700
4. Machine Operator 1400
5. Typist 900
6. Office Boy 600

The ranking method is simple to understand the practice and is best suited for a small organisation. Its
simplicity however works to its disadvantage in big organisations because rankings are difficult to develop in
a large, complex organisation Moreover, this kind of ranking is highly subjective in nature and may offend
many employees. Therefore, a more scientific and fruitful way of job evaluation is called for.

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Classification Method
This method places groups of jobs into predetermined job classes or job grades. Separate classes may include
office, clerical, managerial, personnel, etc. Like in a (typical Government office you find Class I, Class II, Class
III and Class IV employees -thus put into specific compartments based on their qualifications and skill sets.

Jobs as per classification method

Class Rank Employees

Class 1 Office manager, deputy office
Executives manager, office superintendent,
etc
Class 2 Purchasing Assistant, Cashier,
Skilled Workers
Receipts clerk, etc.
Class 3 Steno typists, Machine-
Semiskilled Workers
operators, etc.
Class 4 Daftaris, File Clerks, Office boys,
Less skilled Workers
etc.

The job classification method is less subjective as compared to the earlier ranking method. The system is
very easy to understand and acceptable to almost all employees without hesitation. One strong point in
favour of the method is that it takes into account all the factors that a job comprises. This system can be
effectively used for a variety of jobs.

Þ The weaknesses of the job classification method are:

• Even when the requirements of different jobs differ, they may be combined into a single category,
depending on the status a job carries.
• It is difficult to write all-inclusive descriptions of a grade.
• The method oversimplifies sharp differences between different jobs and different grades.
• When individual job descriptions and grade descriptions do not match well, the evaluators have the
tendency to classify the job using their subjective judgments.

Factor Comparison Method

Under this method, instead of ranking complete jobs, each job is ranked according to a series of factors.
First, we select a key job that represents most departments- the supervisor's job. Then we determine the
job factors such as skill needed, responsibilities to be handled, working conditions physical effort needed
etc. These actors are then ranked according to importance and money values determined by breach factor.
When all cumulative values of all job factors are added, the worth of a job has arrived.

Factors
Daily Wage Physical Working
Key Job Mental Skill Responsibility
Rate Effort Conditions
Effort
Electrician 60 11 (3) 14 (1) 15 (1) 12 (1) 8 (2)
Fitter 50 14 (1) 10 (2) 9 (2) 8 (2) 9 (1)

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Welder 40 12 (2) 7 (3) 8 (3) 7 (3) 6 (3)

Cleaner 30 9 (4) 6 (4) 4 (5) 6 (4) 5 (4)
Labourer 25 8 (5) 4 (5) 6 (4) 3 (5) 4 (5)

Suppose the job of a painter is found to be similar to an electrician in skill.(15), fitter in effort (10), welder
in physical effort (12) cleaner in responsibility (6) and labourers working conditions (4). The wage rate for
this job would be (15+10+12+6+4) is 47.

Point Method
This method is widely used currently. Here, jobs are expressed in terms of key factors. Points are assigned
to each factor after prioritising each factor in order of Importance. The points are summed up to determine
the wage rate for the job. Jobs with similar point totals are placed in similar pay grades.
Þ The procedure involved is explained below.

• Select key jobs: Identify the factors common to all the identified jobs such as skill, effort,
responsibility, etc.

• Divide each major factor into a number of sub-factors. Each sub-factor is defined and expressed
clearly in the order of importance, preferably along a scale such as skill, education, mental effort,
physical demands etc.

• Find the maximum number of points assigned to each job (after adding up the point values of all sub-
factors of such a job). This would help in finding the relative worth of a job.

• Once the worth of a job in terms of total points is expressed, the points are converted into money
values keeping in view the hourly/daily wage rates. A wage survey is usually undertaken to collect
wage rates of certain key jobs in the organisation.

Points values to factors along a scale

Factors Points Values for Degrees Total

1 2 3 4 5
Skill 10 20 30 40 50 150
Physical 8 16 24 32 40 120
effort
Mental effort 5 10 15 20 25 75
Responsibility 7 14 21 28 35 105
Working 6 12 18 24 30 90
Conditions
Maximum total points of all factors depending upon their importance to job = 540

Conversion of job grade points into money value

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Point Range Daily Wage Rate (Rs.) Job Grade of Key bank officials
500-600 300-400 1 Officer
600-700 400-500 2 Accountant
700-800 500-600 3 Manager I Scale
800-900 600-700 4 Manager II Scale
900-1000 700-800 5 Manager III Scale

Major Evaluation Comparison Chart

What fact of
How is job Types of Major Major
Method the job is
evaluated Methods Advantage Disadvantage
evaluated
Job are
Whole job subjectively
Relatively
(Compensate ordered Non- Entirely
Ranking quick and
factors are according to quantitative subjective
expensive
implicit) relative
worth
Readily
Compare job
Non- available Cumbersome
Classification Whole job to
quantitative and system
descriptions
expensive
Compare job
Hard to
Compensate to key jobs
Factor construct;
factors of the on scale of quantitative Easy to use
Comparison inaccurate
job compensable
over time
factors
Compare
Compensate Accurate
jobs to
Point Method factors of the quantitative and May be costly
standardized
job overtime
description

Limitations of Job Evaluation

• Job evaluation is not exactly scientific.
• The modus operandi of most of the techniques is difficult to understand, even for the supervisors.
• The factors taken by the programme are not exhaustive.
• There may be wide fluctuations in compensable factors in view of changes in technology, values
and aspirations of employers, etc.
• Employees, trade union leaders, management and the programme operators may assign different
weightage to different factors, thus creating grounds for dispute

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