2. JOB ANALYSIS
the process of systematically
determining the essential
components of a job – the duties,
skills and qualifications required of
the employee. Such data may be
gathered through interviews with the
employees and their respective
supervisors, job observations, and
the use of a questionnaire
3. JOB DESCRIPTION
refers to the following: job title,
division and department, nature of
the job, duties and responsibilities,
methods and tools used, hours of
work, the person to whom the
employee is accountable, funds or
properties responsible for,
compensation, benefits and
privileges, hazards and risks, and
potentials for promotion.
4. JOB SPECIFICATIONS
specification list the needed
qualifications of the employee who is
supposed to be appointed for the job
described. It specifies the
educational qualifications, work
experience, psychological traits
particularly the mental and
personality characteristics, health
status, special qualification like age,
sex, status and special skills.
6. RANK CLASSIFICATION SYTEM POSITION CLASSIFICATION
•it is the person or incumbent of the • Each rank requires certain
position or job who is classified. credentials such as masters or
•The person’s official rank in the doctorate’s degree, experience and
organization will depend on seniority.
educational qualifications, training, •The faculty maintains his/her rank
experiences, achievements and regardless of the discipline he/she
seniority. specializes in and regardless of the
•The employee is paid in accordance courses he/she teaches, whether
with the rank and not according to graduate or undergraduate courses.
the kind of work that is actually • it is the position that is classified
performed. and not the person or the
•This means that the rank is incumbent. The classification is
attached to the person and that is based on the duties and
carried to wherever the person is responsibilities required by the
assigned including the salary grade position or the functions that are
attached to the rank required to be performed by the
incumbents.
7. Uses of Job Analysis
provides critical inputs to management decision-
making particularly in relation to the recruitment and
selection of personnel
analysis reveals the areas in which the new employee
has to be trained to successfully perform the tasks in
the assigned job.
provide critical information about work relationships in
a particular unit or department as well as among
departments in the whole organization.
assist management in coming up with standards for
work performance
also serve as a tool for evaluating jobs in the
organization
management can be guided to determine the
movement of employees by promotion, demotion,
transfer, layoff, or resignation.
8. Methods of Job Analysis
The Functional Job Language Technique.
you have to interview the employees or workers to
ascertain which of the activities they perform could be
considered critical in the effective performance in their jobs.
Rather than identifying all the relevant employee activities
as is done in the functional job language technique, you will
identify only those crucial to effective performance
The Critical Incident Technique
In this technique, you have to interview the employees or
workers to ascertain which of the activities they perform
could be considered critical in the effective performance in
their jobs. Rather than identifying all the relevant employee
activities as is done in the functional job language
technique, you will identify only those crucial to effective
performance.
9. The Job Element Technique
more of a quantitative procedure used to question a panel of
“expert” about the important activities of the employee. You will
ask each “expert” about an element to determine its importance
in the job to be done. Job element usually human qualities or
traits and not behaviors. The “expert” panel is selected by
management. This panel usually composed of employees and
supervisors performing the same job or within the same job
category.
The Positive Analysis Questionnaire Technique
To use this technique, you have to prepare a standard
questionnaire which will be used to build a profile of any job and
rank it relative to others based on certain broad categories as
work relationship, work environment or job situation.
10. Job Design
the process of determining the
content, functions, and relationships of jobs in a
way which meets the goals and interests of the
organization and the employee. The content of a
job includes the various tasks to be carried
out, the autonomy of the job holder, the routines
of the tasks performed, the difficulty of the tasks
carried out, and the identity of the job holder.
The functions of a job include the work methods
employed and the coordination of the
work, responsibility, information flow, and
authority of the job. The relationships of the job
refer to the shared work between and among
employees in the agency
11. Approaches to Job Design
Job rotation
A technique used to enhance employee
motivation is job rotation. This involves
periodically assigning employees to alternating
jobs or tasks
Job enlargement
The main purpose of this technique is also to
reduce boredom through job enlargement which
increases the scope of the work. In other words,
the tasks being performed are enlarged such
that the methods of operation are changed and
in turn, the pace of the work is changed
12. Employee-centered work design
Employees are encouraged to be involved in
redesigning their work to make their work more
satisfying. The work changes to be introduced should
be designed to accomplish the over-all objectives/goals
of the department or unit.
Job enrichment
jobs are redesigned in scope and in depth. Scope refers
to the dimension of the job concerned with the length
of time an employee takes to complete the job
Reengineering
involves the processes of restructuring, downsizing, or
automating the organization to make it more productive
and efficient. Included in the process is the application
of new technology to allow employees to work more
efficiently and effectively.
13. Job Evaluation
is a systematic process of comparing
jobs to determine their relative worth to
the organization. This kind of job
analysis is the basis of a job hierarchy
and pay range. The result of this is a
pay system with the pay rate for each
job commensurate with its status within
the job hierarchy
15. HR Planning
Begins with a review of the human
resources needs in the light of
organizational goals and plans for
ensuring the employment of
competent, qualified and stable work
force
Closely related to staffing process
where an analysis of the skills level
among employees is done in addition
to an analysis of the external labor
market
16. HR Planning
Forecast the need for the additional
personnel over some future period of time
(Estimates the future human resources needs of the
organization based on personnel
turnover, retirement, promotion and expansion)
Survey the skills levels among the
employees and in the job market
(Estimates of future labor supply based on economic
projections, population movement, trends in education, and
rate of promotion w/in the organization )
Decide on ways to meet the need
17. The Human Resource Planning Process
EXTERNAL ENVIRONMENT
INTERNAL ENVIRONMENT
Strategic Planning
Human Resource Planning
Forecasting Comparison of Forecasting
Human Resource Requirements Human Resource
Requirements and Availability Availability
Demand Surplus Shortage of
= of Workers
Supply Workers
Restricted Hiring, Recruitment
No Reduced Hours;
Action Early Retirement
Selection
Layoff
18. RECRUITMENT AND SELECTION PROCESS
RECRUITMENT
- refers to the process of attracting
applications from people
SELECTION
- process of measuring and
assessing the characteristics of
applicants and choosing those
persons who are most likely to
succeed on the job
19. FACTORS AFFECTING THE RECRUITMENT
PROCESS
ORGANIZATIONAL FACTORS
- Perception about the organization
- Growth opportunities
- Reward system
- Leadership and management style
EXTERNAL FACTORS
- Supply and Demand of Labor
- Social attributes on particular type of employment
RECRUITMENT W/IN & OUTSIDE THE
ORGANIZATION
20. SELECTION PROCESS
Selecting the best candidates among the
applicants on the basis of certain factors which
range from the concrete and measurable to the
abstract and personal like leadership and
potential.
SELECTION TEST
- Measures of Proficiency, achievement or knowledge
- Measures of aptitude or potential
- Measures of mental ability
- Measures of interest
- Measures of personality
- Measures of substance abuse
Hinweis der Redaktion
The end product of a job analysis is job description and specifications. Description is information about the”WHAT” in a job and specification identity who should qualify for the job
The format and content of the job description and specification vary from one agency to another. However, the CSC requires some minimum qualification standards for each job in the bureaucracy.The duties assigned to a particular job may change in accordance with the needs of the organization. Sometimes there is a need to restructure the organization. The restructuring might lead to a change in the descriptions and specifications of certain jobs in the affected units or departments.
In the Philippines, the two broad classification systems of personnel in a government agency are the rank position and classification systems. Civil service employees are classified under the position classification system while the military personnel and the faculties of state universities and colleges are categorized under the rank classification system
job analysis determines the minimum and desirable qualifications for a job, , the information about the needed tasks, duties, and responsibilities can certainly guide the HR interviewer in evaluating the qualifications of the persons being considered for the job. This can be done by comparing the employee’s previous work experience and training with the tasks specified in the job analysis.Such information will help avoid the overlapping of duties and responsibilities of employees which could lead to irritants or friction in their relationships This can serve as a basis for determining how well employees have been performing their jobs. French has stressed that analysis of jobs in the organization will also lead to the development of performance appraisal forms which can be effectively used in the agency. This analysis provides a rational basis for determining wage/salary classification per rank and per stepcan also assist management in mapping out the possible career paths and advancement opportunities for each employee. In other words, the process can lead to the development of “career progression ladders” of employees in the organization.
. It has been pointed out by expert in the field of HRM that the type of work performed by an employee is a critical variable in job satisfaction. Job design determines how work is performed. It therefore affects how an employee feels about the job, how much authority can be exercised, what kind of decision can be made on the job, and how many tasks should be completed.
Planning the human resources needs of an organization starts from its overall purpose or mission. The output of the planning process will then have to reflect management philosophy, policies and program in the context of the overall strategic plans and the changing conditions within and outside the organization.
Once the forecast of human resources demand and supply have been made you are now ready to make detailed plans for the personnel of the organization. Recruitment of new employees may now be focus on where, how and what position they will be hired.
The figure illustrates the interactive phases of strategic planning and human resource planning. It further emphasized that the best methods of improving quality and productivity of the organization are directly related to human resources issues such as motivation, culture and education and training.
