Job Analysis, Job Design and Evaluation

MPA 212
Human Resource Management & Development

1. Job Analysis, Job Design and Job Evaluation MPA 212 – Human Resources Development and Management JOHN CHESTER E. ERESTINGCOL

2. Outline: Introduction Job Analysis, Job Design and Job Evaluation Human Resource Planning, Recruitment and Selection Board Placement and Utilization NEDA HR Processes and Practice

3. Introduction Human Resource Management (HRM) is a fundamental function within organizations that focuses on the management of an organization's most valuable asset: its people. HRM encompasses a wide range of activities, policies, and practices aimed at acquiring, developing, and retaining a capable and motivated workforce to help an organization achieve its goals and objectives. This field is crucial to the success and effectiveness of any organization, as it deals with the people who make the organization function . Human resource management is the strategic approach to nurturing and supporting employees and ensuring a positive workplace environment. 

4. Importance of HRM Talent Management: HRM is crucial for attracting, retaining, and developing a skilled and motivated workforce, which is vital for an organization's success. Legal Compliance: HR ensures that the organization adheres to labor laws and regulations, reducing the risk of legal issues and penalties. Conflict Resolution: HRM helps manage workplace conflicts and employee grievances, fostering a harmonious work environment. Performance Improvement: By monitoring and managing employee performance, HRM contributes to higher productivity and better results. Strategic Alignment: HRM ensures that the workforce is aligned with the organization's strategic goals and objectives .

5. Job Analysis, Job Design and Job Evaluation

6. Job Analysis Job analysis is a systematic process that involves gathering, documenting, and analyzing information about a specific job within an organization. The primary purpose of job analysis is to provide a detailed and comprehensive understanding of the duties, responsibilities, tasks, skills, qualifications, and other essential attributes associated with a particular job. This information is then used for various HR functions and organizational activities, such as recruitment, selection, training, performance appraisal, and compensation management . Job Analysis focuses on: Duties and tasks:  The type, frequency, and complexity of performing specific duties and tasks. Environment:  Work environment, such as temperatures, odors, and hostile people. Tools and equipment:  Tools and equipment used to perform the job successfully. Relationships:  Relationships with internal and external people. Requirements:  Knowledge, skills, and capabilities required to perform the job successfully.

7. Two Key Component Job Analysis

8. Steps in Job Analysis

9. Benefits in Conducting Job Analysis Effective Recruitment and Selection: Job analysis helps in designing accurate job advertisements, setting qualification standards, and creating interview questions that align with the job requirements. Performance Management: It provides a basis for setting performance expectations and conducting performance evaluations. Training and Development: Job analysis identifies the specific skills and knowledge required for the job, helping in the design of relevant training programs. Compensation Management: It supports the development of equitable and competitive compensation structures by determining the relative worth of different jobs within the organization. Legal Compliance: Job analysis helps organizations comply with labor laws and regulations by providing a documented basis for HR decisions.

10. Job Design Job design is the process of structuring and organizing the components of a job to enhance employee satisfaction, productivity, and well-being while also achieving the organization's objectives. It involves determining the tasks, responsibilities, and relationships that constitute a job, as well as how those elements are arranged and coordinated. Effective job design contributes to a more efficient and motivated workforce .

11. Key aspects of job design Job Simplification: This involves breaking down complex jobs into simpler, more manageable tasks. Job Enlargement: Job enlargement, also known as horizontal loading, involves increasing the variety of tasks within a job. Job Rotation: Job rotation entails periodically shifting employees between different jobs or roles within the organization. Job Enrichment: Job enrichment, also known as vertical loading, involves redesigning jobs to provide employees with more autonomy and control over their work. Flexible Work Arrangements: In today's workplace, job design may also include offering flexible work arrangements, such as telecommuting, part-time work, or job sharing, to accommodate the changing needs of employees.

12. Benefits of Job Design Increased Job Satisfaction: When jobs are well-designed, employees are more likely to find their work meaningful and fulfilling, leading to higher job satisfaction. Enhanced Productivity: Jobs that are well-matched to employees' skills and provide a reasonable level of challenge can lead to increased productivity and better performance. Lower Turnover: Satisfied and engaged employees are less likely to leave their jobs, reducing turnover rates. Improved Health and Well-being: Well-designed jobs take into account the physical and psychological well-being of employees, reducing stress and burnout. Greater Employee Engagement: Job enrichment and autonomy can foster a sense of ownership and engagement in the work, leading to better job performance. Flexible Workforce: Modern job design can accommodate a more diverse and flexible workforce by offering alternative work arrangements.

13. Consideration in Job Design Task Variety: Balancing routine and challenging tasks to prevent monotony and boredom while avoiding overwhelming employees. Task Significance: Ensuring that employees understand the impact of their work on the organization and society. Skill Variety: Aligning job tasks with the skills and abilities of the employees. Autonomy: Determining the level of independence and decision-making authority employees have within their roles. Feedback: Providing regular and constructive feedback to employees regarding their performance. Workload: Balancing the workload to avoid overburdening employees. Work Environment: Ensuring that the physical and social aspects of the work environment support job design objectives.

14. Job evaluation Job evaluation is a systematic process used by organizations to assess and determine the relative value or worth of different jobs within the organization. The primary objective of job evaluation is to establish an equitable and internally consistent system for setting compensation, which ensures that employees are paid fairly for the work they perform based on the relative value of their jobs.

15. Key points about Job Evaluation Equity and Fairness: Job evaluation helps ensure fairness and equity in compensation by assessing and comparing the relative value of various jobs within the organization, regardless of individual performance or negotiation skills. Consistency: It provides a standardized and consistent method for determining compensation levels, which is crucial for maintaining a harmonious work environment and avoiding disputes related to pay disparities. Objective Criteria: Job evaluation relies on objective criteria and factors to assess the value of a job, such as the level of responsibility, skills required, working conditions, and complexity of the job. Not Based on External Market Factors: Job evaluation is distinct from market-based compensation, which considers external market conditions and competition for talent. Instead, it focuses on the internal worth of jobs .

16. Job evaluation methods

17. Job Ranking Method In this method, jobs are simply ranked in order of their value or importance to the organization. Job evaluators or a committee review job descriptions and compare jobs, placing them in order from highest to lowest in terms of their value. While this method is straightforward, it may not provide a precise measurement of job worth.

18. Job Classification/Grading Method  This method involves creating a predetermined number of job classes or grades based on a set of predetermined criteria, such as skill level, responsibilities, and complexity. Each job is then placed into one of these categories, which helps in establishing a pay scale. Government and civil service organizations often use this method.

19. Point-Factor Method This method identifies specific job factors that add value and worth to a position. These factors are separated into groups such as skill, responsibility, and effort, and are then assigned a numerical or weighted point value. Points for individual factors that a specific job meets are added up to get a point value for the job as a whole. The downsides to this method are that the point values may not always reflect market values of jobs, and the system also poses the risk of generating an internal hierarchy. 

20. Factor Comparison Method  Like the Point-Factor Method, this strategy has job factors identified under primary groups, and each factor is assigned a dollar value as opposed to a point value. As this tends to be more complex, only a few organizations employ this method. It can also be hard to communicate to employees, and there is an inherent degree of subjectivity involved in the determination of the dollar values. 

21. Human Resource Planning, Recruitment and Selection

22. Human Resource Planning Human resource planning plays a significant role in determining the demand and supply factors of labor as well as the problems that are associated with the resolution of these factors.  Human resource planning is influenced by an organization’s short-term as well as long-term operational and development needs.

23. Human Resource Recruitment human resource recruitment entails attracting and encouraging eligible individuals to apply for different positions in an organization. It involves generating a pool of appropriate and qualified candidates for available job positions in an organization . It is a process that commences when the new recruits are identified and ends when the applications from these candidates are received. Recruitment is an essential process as it facilitates the attraction of qualified candidates to apply and discourages unsuited ones from being involved by providing the right job information. Recruitment also plays a role in protecting the organization’s image.

24. Human Resource Selection Process The  selection process  refers to the steps involved in choosing people who have the right qualifications to fill a current or future job opening. Usually, managers and supervisors will be ultimately responsible for the hiring of individuals, but the role of human resource management (HRM) is to define and guide managers in this process.

25. Selection process consists of five distinct aspects: Criteria development.  All individuals involved in the hiring process should be properly trained on the steps for interviewing, including developing criteria, reviewing résumés, developing interview questions, and weighting the candidates . Application and résumé review.  Once the criteria have been developed (step one), applications can be reviewed . Interviewing.  After the HR manager and/or manager have determined which applications meet the minimum criteria, he or she must select those people to be interviewed . Test administration.  Any number of tests may be administered before a hiring decision is made. These include drug tests, physical tests, personality tests, and cognitive tests. Some organizations also perform reference checks, credit report checks, and background checks . Making the offer.  The last step in the selection process is to offer a position to the chosen candidate.

26. The Importance Strategic Alignment Talent Acquisition Cost-Efficiency Employee Performance and Satisfaction Organizational Competitiveness Legal and Ethical Compliance Succession Planning Cultural Fit Employee Development Employee Retention

27. Placement and Utilization

28. What is Placement? It is a process which involves the determination of the specific department, division, unit or section where the person is to be assigned. The process of placing the applicant in the organization which starts when the applicant has accepted the offer of the organization “Recruitment and Placement” refers to any act of canvassing, enlisting, contracting, transporting, utilizing, hiring or procuring workers and includes referrals, contact services, promising or advertising for employment, locally or abroad, whether for profit or not. – Labor Code of the Philippines

29. Key Aspects of Placement Recruitment Placement : This involves selecting and assigning new employees to appropriate job roles based on their qualifications and the organization's needs. It's the initial matching of job candidates with available positions. Internal Placement : It's the practice of transferring or promoting existing employees within the organization to different positions or departments that align with their skills, experiences, and career goals. Internal placement can be a way to retain and develop talent. Job Placement Services : In some contexts, such as educational institutions or government agencies, "placement" may refer to services that help individuals find suitable employment outside the organization, connecting job seekers with job openings in the job market.

30. What is resource utilization ? Resource utilization is the measure of how effectively team members work. Specifically, it measures what percentage of a person's working time they spend on tasks that create billable value. 

31. Key Aspects of Utilization Skill Utilization : Ensuring that employees' skills and expertise are put to the best use in their current roles. This may involve identifying and addressing any skills gaps. Workforce Productivity : Maximizing employee productivity and output by providing the necessary resources, tools, and support for them to excel in their roles. Workload Distribution : Distributing workloads and tasks evenly and equitably among employees, so that no one is overwhelmed, and everyone is contributing effectively. Talent Development : Utilizing training and development programs to enhance employees' skills and abilities, making them more valuable to the organization. Career Planning : Helping employees navigate their careers within the organization, ensuring that they are on a path that optimally aligns with their strengths and the organization's needs.

32. Importance of resource Utilization Understanding profitability:  Calculating resource utilization can help you see whether the company charges clients appropriately for the amount of work that employees perform on that project, and therefore whether the company is earning or losing money at its current rates. Increasing productivity:  Understanding the resource utilization for specific employees can help each individual see how much time they're spending on billable tasks so that they can streamline their nonbillable activities and give projects the energy they deserve. Providing accurate billing:  Once you've calculated a company's resource utilization, you can compare that to the billing rates per hour or per project and adjust the pricing scale as needed . Facilitating collaboration:  If you know how much employees are working on each project they have, you can assign new projects and even reassign work to distribute the workload as evenly as possible. Boosting return on investment (ROI):  By learning which employees or resources are underutilized, you can reassign those resources or employees to save money and increase the ROI .

33. NEDA Practice

34. NEDA Example

35. NEDA Example

36. NEDA Example

37. NEDA Example

38. NEDA Example

39. Recruitment

40. Scholarship

41. References Elearn (2009).  Recruitment and Selection . USA: Elsevier publishers. Mathis, R.L and Jackson, H.J. (2008). Human Resource Management. 12th ed. USA: Cengage learning Roberts, G. (1997).  Recruitment and Selection: A Competency Approach . Britain: CIPD Publishing . Indeed Editorial Team. (2022). Indeed: Resource Utilization: Definition, Importance and How To Calculate. Retrieved at https:// www.indeed.com/career-advice/career-development/resource-utilization Cappelli , P., “HR Implications of Healthcare Reform,”  Human Resource Executive Online,  March 29, 2010, accessed August 18, 2011,  http://www.hreonline.com/HRE/story.jsp?storyId=379096509 . Frasch , K. B., David Shadovitz , and Jared Shelly, “There’s No Whining in HR,”  Human Resource Executive Online , June 30, 2009, accessed September 24, 2010,  http://www.hreonline.com/HRE/story.jsp?storyId=227738167 . Rivenbark , L., “The 7 Hidden Reasons Why Employees Leave,”  HR Magazine,  May 2005, accessed October 10, 2010,  http://findarticles.com/p/articles/mi_m3495/is_5_50/ai_n13721406 .