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1. Job Analysis and Job Description CHAPTER 6 by Imamu B. 1 03-Jun-24

2. by Imamu B. 2 Learning Objectives On completion of this section the reader will be able to : State the vital purpose of job description List the items that should be included in a job description Prepare a job description Define job analysis List the methods for job analysis 03-Jun-24

3. Job analysis and work descriptions by Imamu B. 3 Effective management requires the thoughtful analysis and measurement of job tasks and the careful evaluation of how employees perform those tasks to achieve the goals of the organization. To accomplish this, a job analysis should be performed to determine exactly what management expects from the employee . 03-Jun-24

4. Job analysis and work descriptions cont... by Imamu B. 4 A job analysis is an evaluation and documentation of the tasks, conditions, requirements, and authority arrangements of a working situation. The process of gathering information to determine the nature of the work performed and standards necessary to perform it . 03-Jun-24

5. Job analysis and work descriptions cont... Involve choosing of job analyst followed by gathering of information about the nature of job, by observing employee while they perform tasks and by completion of questionnaires by employee. Breaking down work performed into a number of separate tasks or duties. A job/work description is defined as a written document describing the tasks, expectations, reporting relationships, and other information relative to the employment of an individual. 03-Jun-24 by Imamu B. 5

6. by Imamu B. 6 Points must be included in gathering information Why the worker does the task How the worker perform a task Frequency with which the task is done Responsibility Skills Working conditions Through job analysis:- Structure of a department is determined Development of job description begins Tasks and responsibilities of the job is established Standard can be set 03-Jun-24

7. Job analysis helps to find information about the following by Imamu B. 7 Work activities: indicate how, why, and when the worker performs each activity Human behaviors : like communicating, decision making tools, equipment, and work aids used Performance standards: regarding performance standards (in terms of quantity, quality, or speed for each job duty, for instance) by which an employee in this job will be evaluated. Job context: information about such matters as physical working conditions, work schedule, incentives Human requirements: regarding human requirements of the job, such as job-related knowledge or skills. 03-Jun-24

8. Methods for job analysis by Imamu B. 8 Chose depend on to the purpose of the study and to the kinds of employee to be evaluated Should be cost-effective 1.Questionnaire method Quick and less reliable for highly complex job 2. Interview method 3.Direct observation method detect skills, but consume time 4. Combination of three method questionnaire methods, followed by interview and observation 03-Jun-24

9. Job Description by Imamu B. 9 After performing the job analysis, a job description is developed. The purpose of the job description is two fold. It documents the characteristics of the job and the requirements of the candidates. It acts as a standard in which the employee performance can be assessed. Point should be considered by analyst Must observe average workers during average condition Should observe w/t getting directly involved in the job Make note of specific job need and not behaviors of specific to particular workers 03-Jun-24

10. Job Description…cont’d by Imamu B. 10 Written document summarizing the tasks and performance standards of the job. Is a written statement of all the important elements of a job. It is an outcome of the job analysis process . Written for principal purpose of classifying the job in terms of wages, hiring, promotion, definition of reporting lines, numbers supervised, Provide employee with the information they need for successful performance on the job. Help employees and supervisors reach a mutual understanding about important details of a job in order to avoid future problems 03-Jun-24

11. Reasons for job descriptions by Imamu B. 11 Organization : helps people understand their responsibilities and how their work contributes to the overall mission of the business. Training : It serves as a useful tool for training purpose because it lists the specific tasks that make up the job. Recruitment : clear job descriptions promote an understanding between the employer and the prospective employee Evaluation : Employer and employee can compare actual job performance to the expectation outlined in the job description. Defense : In the unfortunate event that you must terminate an employee for poor performance the job description gives you a basis for defending your decision. RODET 03-Jun-24

12. Job Description…cont’d by Imamu B. 12 Use of job description in clinical laboratory Provide employee with information for accountability State what tasks an employee is to perform For supervisor to:- Establish the degree of responsibility Set standard Prepare work assignments Develop on job training program Evaluate and counsel employees Determine needs for additional manpower, equipment and space 03-Jun-24

13. Job Description…cont’d by Imamu B. 13 Personnel department to:- For recruiting personnel Developing wage and salary programs 03-Jun-24

14. A good job description will include the following by Imamu B. 14 Job title : the job title should accurately describe the job. Summary : This is a concise definition of the jobs major responsibilities, where, and when it is performed You might use the summary when advertising the position Qualifications : a description of any experience, training, or education that is necessary to perform the job. Duties or tasks : This is the list of all activities that the person will perform. Work relationships : All workers need to know where they fit in the organization . 03-Jun-24

15. by Imamu B. 15 The work relationship section should clearly define who the worker’s supervisor is and how the workers position relates to other positions. Be sure that each position only has one supervisor Job descriptions relate to the staff organization chart -each position that appears on the organization chart should have a job description associated with it. 03-Jun-24

16. by Imamu B. 16 Compensation and benefits An hourly wage range, insurance, vacation, sick leave, and so on should be clearly stated. Work schedule Define overtime policy If work hours vary with the seasons, make that clear in the description Performance standards required in the job 03-Jun-24

17. CHAPTER 7 Human Resource Management 03-Jun-24 by Imamu B. 17

18. Recruitment, Hiring and orientation of laboratory personnel 18 03-Jun-24 by Imamu B.

19. Learning Objectives On completion of this section the reader will be able to: State the employers and candidates purposes regarding the interview List and briefly describe the steps in hiring Prepare appropriate interview questions Describe the role of laboratory manager in recruitment, selection and orientation Identify recruitment sources 19 03-Jun-24 by Imamu B.

20. Selection is based on factors related to the organization, the job and the applicants Applies both to the choice of new employee and the promotion of current employee General consideration in employee selection The hours you require the work to be performed and where it is to be carried out The proposed payment to the employee, and what other benefits may be offered The range of tasks to be undertaken by the employee and the supervision to be received or exercised Prerequisites that may be appropriate such as previous work experience, literacy levels, computer skills, driver’s licenses and recognized qualifications. How the new employee will be expected to work 20 03-Jun-24 by Imamu B.

21. Role of laboratory manager Notification of job opening Review of job description Determination of objective Reviewing resume Conducting interview Selection Hiring Role of the personnel department Review of job description Determination of objective Placing advertisement reviewing and sending application form Checking references 21 03-Jun-24 by Imamu B.

22. Selection responsibilities The Human resources manager is responsible for: Making the official offer of employment, including commitments to any and all terms and conditions of employment (i.e. salary or wage rate, travel, per diem ) Reviewing the recommended salary or wage rate offer for consistency with compensation policies Requesting any required director’s office for salary approval 22 03-Jun-24 by Imamu B.

23. Laboratory department head Recommending to the Human resources manager the applicant who is to be offered employment as well as the terms and conditions of employment Providing the Human resources manager with the reasons for selecting the applicant and for not selecting other applicants (reason for selecting or for not selecting ) 23 03-Jun-24 by Imamu B.

24. Hiring Hire process responsibilities The Human resources manager is responsible for Processing the forms necessary to start work (e.g. payroll and tax withholding forms, patent agreement) Providing an orientation program to familiarize the new employee with the laboratory Providing an opportunity to ask questions about personnel policies and benefit programs. Laboratory department head Providing the new employee with the information, guidance, and training needed to perform the duties and responsibilities of the position for which hired. Informing the new employee of the departments or division’s purpose, and requirements 24 03-Jun-24 by Imamu B.

25. Steps in hiring Revision of job description Provide information for recruitment List duties, tasks, skills, responsibilities, and qualification Allow the requirements of the job to be compared to the candidates previous jobs and educational background 2. Establishing objectives determined by lab manager with the aid of personnel department Questions asked in formation of objectives include Does a candidate required to fill a vacancy immediately? Will a job be expanded? 25 03-Jun-24 by Imamu B.

26. 3.Recruitment(distribute the candidates accordance with needed) Is development of a pool of job candidates in accordance with human resource planning Is the next step of hiring Depend on types of skill required, nature of position wanted and local labor pool 26 03-Jun-24 by Imamu B.

27. Recruitment responsibilities The human resources manager is responsible for Developing and coordinating, in association with laboratory department head, all recruitment programs Informing current employees of promotion and transfer opportunities Publishing and distributing the employment opportunities bulletin Developing an applicant pool Laboratory department head Informing the human resources manager when there is a vacancy Ensuring that the approved hiring schedules are followed Consulting with the human resources manager on the qualification for the vacancy Assisting in the development of recruitment 27 03-Jun-24 by Imamu B.

28. Legal consideration Avoid discrimination by sex, race, age, color and national origin Give equal employment opportunity Equal pay for similar jobs Affirmative action: giving priority for females and minorities 28 03-Jun-24 by Imamu B.

29. Recruitment of applicants Steps finding applicants reviewing a resume analyzing completed application form checking references interview 29 03-Jun-24 by Imamu B.

30. Finding applicants Sources : advertisement laboratory science educational programs in hospitals, collages and universities present and former employees: people familiar with the laboratory are sources of information regarding potential employees Manufacture’s representatives: the representatives of laboratory supply companies are usually acquainted with many laboratory personnel Meeting of professional societies Employment agencies Chance applicants 30 03-Jun-24 by Imamu B.

31. 2. Reviewing a resume   include personal information like education background and work experience   Typical format personal information Name Address Telephone Career objective Educational background Employment experience Membership Honors and achievements Workshop presented or taken Area of special expertise (Teaching, research and development, supervisory expertise) Language skills Public and community service Reference 31 03-Jun-24 by Imamu B.

32. 3. Analyzing completed application forms Once a person is considered a likely applicant for a job he is asked to complete an application form The application provides information about the applicant Personnel officer or laboratory manager should examine the completed application form   to determine weather the applicant would be a good candidate for the job 32 03-Jun-24 by Imamu B.

33. 4.Checking references Contact persons listed at reference by telephone Types of questions raised to reference include Is the person technically competent? Does he work efficiently? How well did he get along with others? Was there any problem with absenteeism? Would the person be rehired if he applied to that institution again ? 33 03-Jun-24 by Imamu B.

34. 5 . Interview conducted after review of the resume, application form and reference Pool of application is reduced by screening out all except candidates who appear to be   the best qualified Purpose To verify the correctness of previous information obtained (review application reference ) Determine the relevance of an applicants experience To appraise the character, personality, and intellectual ability Provide an opportunity for a manager to obtain information from impressions of the applicant 34 03-Jun-24 by Imamu B.

35. Steps in Interview Preparation Interviewer should be prepared for an interview by reviewing the job description resume and application form Decide topics about which he will question the applicant Arrange private office with comfortable chairs where interview will be conducted Sight screening Appearance of a candidate permits the interviewer to make initial judgments on wearing, expression, manner of speaking and tone of voice Initial appearance does have an impact on the selection 03-Jun-24 by Imamu B. 35

36. 3 . Establishing rapport /Relationship Make the applicant feel comfortable upon greeting Casual/unplanned question may also be asked   4 . Seeking and giving information Encourage the applicant to talk spontaneously Questions that can be answered by yes or no response should be avoided Use open ended questions like why, who and tell me Questions should allow reaching judgment on the capabilities, maturity, motivation and stability of the candidate Area of like and dislikes the candidate states help to pinpoint area of strength and weakness 5. Closing Tell the candidate what will happen next in selection process E.g. how can we contact you with a decision? 36 03-Jun-24 by Imamu B.

37. Evaluation of the interview Verify the information given in the interview with the resume, application form and reference checks Evaluate whether the individual appear to seek out responsibilities Check if there is a history of achievement in his past jobs Look for his confidence in his own abilities Weather he have career goals in mind 37 03-Jun-24 by Imamu B.

38. Selection of the new employees All the information collected is reviewed by laboratory manager Information received from the reference is checked again If candidates appear equally qualified consider membership status, participation in a professional organization, graduation with honors   Decision must be: Job related Consistent Non- discriminatory Documented 38 03-Jun-24 by Imamu B.

39. Job offer By formal letter containing: Condition of employment Salary Where to report Reporting date and time If physical examination is required attach with physical examination form   39 03-Jun-24 by Imamu B.

40. Orientation and training Orientation is the responsibility of the laboratory manager Personnel office, insurance office, also attend the orientation The new staff member should be introduced to other staff members Orientation materials include: Administrative Job description, organization’s policy, Laboratory operating procedures, List of laboratory staff members by name and section, Hours of work, How to fill out a time sheet, How to follow a work schedule, How to apply for vacation time ,What to do in case of illness, Name of supervisor, Safety procedure Social Introduction to staffs, Break and lunch periods, How to use the telephone system, Location of rest room, Location of cafeteria and library, Assignment of locker space 40 03-Jun-24 by Imamu B.

41. Training On-the job training Job rotation: exposure to variety of job Rotation through the areas of the laboratory in which he will be working First observing and then performing test procedure Not only teach him technique, but make the person feel comfortable Off- the job training Behaviorally experienced training : simulation exercise, role playing Vestibule training: training on realistic job setting 41 03-Jun-24 by Imamu B.

42. Performance appraisal of laboratory personnel Performance Appraisal: -is the process of reviewing individuals past productive activity to evaluate the contribution they have made toward attaining management system objectives. It is a continuous activity, of learning from experience . Types: Informal appraisal: - feedback on day to day performance (strength / weakness) Formal systemic appraisal: - A systemic feedback about performance (semiannually or annually). 03-Jun-24 by Imamu B. 42

43. Performance appraisal of laboratory personnel Purpose : to formally rate current performance and give constructive feedback to recognize outstanding performance to identify candidates for promotion ( merits) to locate employees who need additional training It is important for managers to differentiate between the current performance and the probability ( potential performance ) of employees. 03-Jun-24 by Imamu B. 43

44. Performance appraisal of laboratory personnel Who is responsible for formal performance appraisal (rating employee)? Manager’s rating – commonest Group of manager’s rating – a managerial committee, second commonest and more effective than a single manager . Group of peers rating – co-workers Employees rating of bosses Combination of methods 03-Jun-24 by Imamu B. 44

45. Performance appraisal of laboratory personnel Basic requirements of a good performance appraisal measure. 1. Relevance – judgment about how much a particular performance measures contribute to asses on a given job. 2. Accountability – how much influence the individual employ has over the performance being assessed. 3. Reliability – how consistently a measure of performance applied to the same employee by different appraisers. 4. Validity – the extent to which the measure of performance actually reflects that performance. 5. Fairness – the extent to which the measure of performance among employees solely on the basis of difference in performance. 6. Practicality – is the extent to which measure of performance can be applied without undue time and effect. 03-Jun-24 by Imamu B. 45

46. Performance appraisal of laboratory personnel Promotions, transfers, demotions, and separations. Promotions – moving to a higher position and responsibility Often serves as a major incentive for superior managerial performance The most significant ways to recognize superior performance . Therefore:- Promotions should be fair - based on merit and untainted by favoritism . Problems: - Some may be bypassed: - feel resentful, moral and productivity decreases Discrimination: - sex, race, are, and, minority. 03-Jun-24 by Imamu B. 46

47. Performance appraisal of laboratory personnel Transfers - shift to other positions. Advantages: - For experience in various positions. To fill vacancies To keep promotion ladders open To keep individuals interested in the job Some times, for those with inadequate performance Problem: - refusal for transfers due to family problems. 03-Jun-24 by Imamu B. 47

48. Performance appraisal of laboratory personnel Discipline , Demotions, and Separations : - When the organization’s policy is violated or when an employee falls short of work expectations. Usually progress through a serious of steps. warning reprimand probation suspension disciplinary transfer demotion discharge For poor performance, separation is better than letting the employee stay on the job. But consider employee rights. 03-Jun-24 by Imamu B. 48

49. by Imamu B. 49 Thank you all !!! 03-Jun-24