Job analysis and description

management of nursing course

1. Job analysis Instructor: Dr. Nedal Aeshah P resented by : O la Al- O moush Zarqa University Faculty of Nursing Course title: Management and leadership in nursing (2) Theory

2. After completing this lecture, the students will be able to: Define and distinguish between job evaluation, job analysis, job description and job specifications. List components and methods of job analysis. Identify the stages of job analysis process. List and explain the techniques of collecting data for job analysis purposes. Explain how job description format written . Define the meaning, purpose ad content of job description and job specification. Identify the definition, process, principles and method of job evaluation.

3. Outline: Introduction. Definition, purpose, process and content of job analysis. Definition, purpose and how to write of job description. Definition, purpose and content of job specification. Definition, principle, process and method of job evaluation.

4. Introduction A typical management understands that for any organization successes, questions about what must be done, how it must be done, the best person to do it, and how the person can find satisfaction doing it, must be given definite and appropriate answers.

5. Introduction This attempt to give answers to these questions is the job analysis.

6. Job analysis It is a detailed and systematic study and presentation of information such as skills, knowledge, abilities, and responsibilities relating to the operation of a specific job. It is this information that differentiates one job from another and determines the success of a worker in performing his or her duties

7. A comprehensive job analysis will show (McCormick, 1970) 1)The job-oriented activities, which is the exact activities to be performed. 2 ) The relationship of a worker with others . 3)Behaviors performed during the work . 4) Equipment, materials to be used in performing the job. 5)Job context . 6)Personal data related to the job. 7)Personal attributes.

8. Okunade (2015) divided job analysis into two subsets as shown below Job Analysis Job Description Job title, Job location, Job summary, Reporting to, Working conditions, Job duties, Machines to be used, Hazards, etc Job Specification Qualification, Experience, Training, Skills, Responsibilities, Emotional Characteristics, Sensory demands, etc

9. Method of job analysis For a specific job to be properly analyzed, there is need to apply appropriate techniques and methods in gathering information about such job. Such techniques and methods include: 1- Personal observation. 2-Personal interview 3-Data collection through questionnaire 4-Review of records.

10. 1. Personal observation: O bserves the employees who are actually doing the job, Watches out for the materials and equipment used. Takes note of the working conditions and probable hazards, and tries to appreciate all that the work involves . personal observation is the major source of getting information for job analysis

11. Type of personal observation 1- Direct observation done by the human resource manager. 2- Indirect observation done through the employee's superiors .

12. 3- External observation: done by specialist appointed to watch employees performing their special job.

13. 2. Personal interviews: Interview method, though time-consuming and relatively costly, could be used in place of observation. It can also be used to complement personal observation in the case where observation does not provide the human resource manager with sufficient information needed for analysis.

14. Interview, (whether oral or written, structured or open-ended), carried out with an employee or group of employee, is the act of asking the employee(s) certain questions and the answers obtained is recorded.

15. 3. Data collection In gathering information for job analysis, questionnaires, whether structured or open-ended, are sent out to job-holders for completion and are returned to the human resource manager for analysis, interpretation, and presentation.

16. 4. Review of long records: Information for job analysis could also be obtained from the daily record of duties maintained by the employees. It is pertinent to note that this method is the least used method due to its limitation of not providing data on supervisor relationship, the equipment used, and working conditions. Moreover, it is time-consuming.

17. Purposes and uses of job analysis 1. Determination of labor needs. 2. Recruitment and Selection. 3 . Salary Administration. 4 . Job Re-engineering ( industrial & human ) Job analysis provides information which enables the changing of jobs in order to permit personnel with specific characteristics and qualifications to perform them. .

18. Purposes and uses of job analysis 5. Employee Training and Management Development. 6. Performance Appraisal. 7. Health and Safety.

19. Job Description Job description is setting forth in clear terms and in writing the duties, functions, responsibilities, and demands of a specific job . It explains the title and location of the job, details of the tasks the employee will do, hazards involved, the working conditions, relationships, as well as how employee will do the job.

20. The highlights of a typical job description: 1. Job identification: This includes the job title, its code number, alternative title, department, division, and location. 2. Job Summary: A concise statement of the major functions and activities of the job, which serves as additional identification information when a job title is not adequate

21. 3. Job duties/responsibilities: these may include responsibility for production process and equipment. It also specifies how a Job is performed. Materials and Equipment to be used are also indicated. Therefore, This is regarded as the heart of a job because it specifies what a typical worker does and how worker performs it.

22. 4. Relation to other jobs: This is where the relationship between worker clearly specified “superiors, colleagues, and subordinates”. Determine the organizational chart and work flow, which shows the hierarchy, or chain of authority within the organization. 5 . Supervision: The supervisor of an employee, the extent of supervision involved general, intermediate or close supervision are clearly stated.

23. 6. Working conditions/environment: The terms of engagement of a worker are put forth here. Example (opening and closing hours, off days, pay level), allowances (housing, transportation, patterns of promotions, The working environment specifies the weather condition, the level of pollution.

24. Purpose of job description: To provide a successful interview. Helps in job grading and classification. To define promotional steps. To establish a common understanding of a job between employers and employees. To define the limits of authority To facilitate job placement Provide a hiring specifications Provide a performance indicators

25. Job Specification job specification is simply the expression of job description in terms of personnel qualities. It is a list of human requirements needed to perform the job well . In other words, it is the minimum acceptable personnel characteristics or qualities necessary for the efficient and effective performance of a job.

26. Content of Job Specification : (a) Physical characteristics : like health condition, strength, endurance, age-range, body size, height, weight, vision, voice and motor co-ordination. (b) Psychological characteristics : like Qualities under here include manual dexterity, judgment , resourcefulness, analytical ability, social skills and mental concentration.

27. ( c) Personal characteristics: like personal appearance, good and pleasing manners, emotional stability, co-cooperativeness , initiative and drive, skill in dealing with others, adaptability, and conversational ability. (d) Demographic variables like age, sex, education and language ability.

28. Purpose of Job specification Understand the specific details of a job. G ives important details related to the job like education & skills. lays down the guidelines basis of which the company can recruit and select the best possible candidate. can be used for screening of resumes & shortlist only those candidates who are the closest fit to the job. gives specific details about what kind of skill sets are required to complete the job.

29. Example : job description and specification ..\..\..\..\Downloads\ الوصف الوظيفي -التمريض - وزاره الصحه . pdf

30. Job evaluation Job evaluation is defined as the systematic process of assessing the value of each job in relation to other jobs in an organization. It is intended to provide a rational, orderly hierarchy of jobs based on their worth to the company by analyzing the difficulty of the work performed and the importance of the work to the organization.

31. Steps of Job evaluation 1 . Job analysis 2. Job documentation 3. Job rating using the organization's job evaluation plan 4. Creating the job hierarchy.

32. Step # 1. Job Analysis: Job analysis is the process of collecting and evaluating relevant information about jobs. The data collected should clarify the nature of the work being performed (principal tasks, duties, and responsibilities) as well as the level of the work being performed. Information should include the types and extent of knowledge, skill, mental and physical efforts required, as well as the conditions under which the work is typically performed.

33. Step # 2. Job Documentation: Job documentation is the process of recording job content information, usually in the form of a written job description, one of the most important products of job analysis. Most job description of the duties, examples of work typically performed, and a statement identifying the knowledge, abilities, skills, and other characteristics that are required to satisfactorily perform the duties.

34. Step # 3. Rating the Job: In the third step, a job’s assigned duties are assessed using the job evaluation plan, or instrument selected by the organization.

35. Step # 4. Creating the Job Hierarchy: The result of a job evaluation plan is a hierarchical ordering of jobs in terms of their relative worth to the organization. the resulting top-down list should reflect an ordering of position that makes sense to and is meaningful for a particular organization. Before finalizing this hierarchical list, it is important that the evaluation be studied carefully in relation to another.

36. Principles of Job evaluation Rate the job but not the employee. Elements / tasks selected should be easily understood. Employee concerned and supervisors should be educated and convinced about the program. Supervisors should be encouraged to participate in rating the jobs. Encourage employee cooperation to participate in the rating program. Should be a collective effort, chance for equal representation from all departments.

37. Methods of Job evaluation 1- Qualitative methods are: A- Ranking B- Job Classification or grading 2- Quantitative methods are: A-Factor-Comparison B-Point-Ranking

38. 1-Qualitative methods Ranking method : -This is the simplest and an inexpensive job evaluation method, wherein the jobs are ranked from he highest to the lowest on the basis of their importance in the organization . -In this method, the overall job is compared with the other set of jobs and then is given a rank on the basis of its content and complexity in performing it. -But however it is not free from the limitations, it is may not be fruitful in the case of big organizations.

39. 1-Qualitative methods B - Job Classification & Grading Under this method the job grades or classes are predetermined and then each job is assigned to these and is evaluated accordingly. The advantage of this method is that it is less subjective as compared to the raking method and is acceptable to the employees. The major limitation of this method is that the jobs may differ with respect to their content and the complexity and by placing all under one category the results may be overestimated or underestimated .

40. 2-Quantitative methods A-Factor-Comparison Method Under this method, the job is evaluated, and the ranks are given on the basis of a series of factors like mental effort, physical effort, skills required, supervisory responsibilities and working conditions. These factors are assumed to be constant for each set of jobs. Thus, each job is compared against each other on this basis and is ranked accordingly. The advantage of this method is that it is consistent and less subjective, thus appreciable by all. But however it is the most complex and an expensive method.

41. 2-Quantitative methods B- Point-Ranking Method Under this method, each job’s key factor is identified and then the sub-factors are determined . These sub-factors are then assigned the points by its importance. For example, the key factor to perform a job is skills, and then it can be further classified into sub-factors such as training required, communication skills, social skills , persuasion skills, etc. The point ranking method is less subjective and is error free as it sees the job from all the perspectives. But however it is a complex method and is time consuming since the points and wage scale has to be decided for each factor and the sub factor

42. Any Questions??

43. R eferences Chapter 2 (job design and analysis- Wilfrid Laurier University – Course:Human resourse ) https :// www.economicsdiscussion.net/human-resource-management/job-evaluation/job-evaluation/32350 https:// www.managementstudyguide.com/job-evaluation-principles.htm https:// www.slideshare.net/ishajoshi503/job-evaluation-human-resource-management https:// www.moh.gov.jo/EchoBusV3.0/SystemAssets/PDFs/PDFs%20AR/JobDescription