UNIT II.

HUMAN RESOURCE MANAGEMENT FUNCTIONS

The five major operative functions of Human Resource Management will
be discussed in this unit. Each of this component is important in the managing
the people to make them perform to the best of their ability. Job Organization
and Information will center on job details; thus, it will help the organization to
analyze the specifics of each positions. The other four functions such as
acquisition or procurement, development, maintenance and research will focus
on managing people. This will give on how to select the best qualified for the job,
how to train people to bring out the best of their abilities, matters or concerns that
will make people stay and the significance of research for the development of
organization.
Module 3 -Job Organization and Information

Objectives

1. Identify the entire process of Job Organization and Information.

2. Analyze a job and identify its job description and job specification.
3. Summarize the various ways in organizing a job.
4. Explain the basis in making job evaluation.
5. Classify the different methods and or strategies in analyzing a job.
6. Realize the importance of having comprehensive job organization and
information in any organization.
Introduction

The Functions of HR Department under the leadership of its HR

Manager/Chief/ Officer are classified into five such as: 1.) Job Organization and
Information, 2.) Acquisition or Procurement, 3.) Maintenance, 4.) Development
and 5.) Research. In this section, discussions will be centered on Job
Organization and Information which deals with job itself. Particularly, how jobs
are prepared by analyzing various sources. Thus, this has to be based on how
the organization is structured in terms of the departments, divisions, sections and
units in light of its philosophy, resources and needs. Hence, Job description and
job specification must be done to guide the organization in hiring the qualified
people available. Moreover, a job evaluation should be done to give
commensurate pay for the job to be rendered and the job design which is the
structure of how tasks should be performed. The entire process of job
organization and information involves three steps: job analysis, job design and
job evaluation (Inarda, 2020).
 JOB ANALYSIS
1. Job Description
2. Job Specification

JOB
JOB DESIGN ORGANIZATION
AND
INFORMATION
JOB EVALUATION

Figure 3. Job Organization and Information (Inarda, 2020)

The author’s illustration above portrays how job organization and

information processes are connected and significant with each other. The
succeeding discussion will show how steps on the process are to be
implemented and in what way they are useful to define the job of workers in the
organization.

I. Job Analysis
This phase consists of determining the duties, responsibilities, working
conditions and working relationships of and between jobs and the qualifications
of the employee who should man each job. This method and procedure is highly
complicated utilizing observation, interview, questionnaire survey or a
combination of the three techniques.

Job analysis has two phases: job description and job specification. While
job description or position description gives what in a job, job specification
identifies who should qualify for the job.

Some of the definitions of job analysis are given below:

Michael J. Jucius, stated "Job analysis refers to the process of studying

the operations, duties and organizational aspects of jobs in order to derive
specification or, as they are called by some job description".

John A Shubin, emphasized "Job analysis is the methodical compilation

and study of work data in order to define and characterize each occupation in
such a manner as to distinguish it from all others."
For Edwin B. Flippo, "Job analysis is the process of studying and collecting
information relating to the operations and responsibilities of a specific job”.

The definitions have one thing in common and that is job organization and
information is a formal task of organizing the job with considerations on various
aspects. In other words, this is typically done to prepare the organization before
performing the other functions of human resource department.

A. Focus of Job Analysis

The following are the focuses of job analysis which will help bring out better
outcomes.

1. Duties and Tasks: The basic unit of a job is the performance of

specific tasks and duties. This segment should include frequency, duration,
effort, skill, complexity, equipment, standards, etc.

2. Environment: This segment identifies the working environment of

a particular job. This may have a significant impact on the physical requirements
to be able to perform a job.

3. Tools and Equipment: Some duties and tasks are performed

using specific equipment and tools. These items need to be specified in the Job
Analysis.

4. Relationships: The hierarchy of the organization must be clearly

laid out. The employees should know who is under them and who they have to
report to.
5. Requirements: The knowledge, skills, and abilities required to
perform the job should be clearly listed (Andrews, 2010; Flippo, 1980; Heneman
& Judge, 2010; Martires, 2008; Mathis & Hackson, 2008; Noe, Hollenbeck,
Gerhart & Wright, 2010; Sison, 2003; Cascio, 2003).

Job analyst collects data in respect of the duties, responsibilities and

activities of the job from the different people e.g., employees in the job,
supervisor, and peers. Various methods/techniques are used for collection of
data. These are:

1. Interview method
2. Study and observe’ method
3. Self-performance method
4. Employee’s Job Diary
5. Questionnaire method
6. Conference method
 1. Interview Method: Job information is collected through interview.
Under the interview method questions are asked and replies are recorded for
analysis.

Interviews are:
1.1 Individual interviews with individual employee
1.2 Group interviews with individual supervisor or group of supervisors are
asked during interview.

For collecting information from the interviewee questions like:

a. What is done?
b. Why is it done?
c. How is it done?
d. When is it done?
e. To what is it done?

Questions are structured in such a way that the interviewee supplies all
information about the job activities performed by him, as also characteristics of
the job to the job analyst.

Interview method is very easy to use for collection of information.

Generally, employees like to respond to questions made by those people who
are very much interested to know their job activities, working conditions, hazards
etc. Through well designed and effective interview job analyst may come to know
some new area of activities / behavior which may help him to arrive at some
conclusion.

Job analyst may get complete information at a short time from the
employees, as they use this platform to elicit their difficulties, hardship etc. to
others. Interview method is very much expensive.

In large organizations it is difficult to use, to collect information. Employees

may not give actual information / data to job analyst as they feel these data will
be used for determining their pay rates and fringe benefits. Collecting information
through interview method needs extra skill and ability of job analyst. Interview
results are difficult to analyze.

2. Study and Observation Method: Another method of collecting

information for job analysis is through study and observation of the job people do.

This method involves:

2.1. Watching of the whole process of job activities and time taken to
complete each process and also the entire process
 2.2. Observance of situation, conditions under which an employee works
2.3. Study of responsibilities shouldered by the employee
2.4. Review of job performance of employee through films
2.5. Watching of the materials, tools used to perform job.

This method is effective when jobs involve physical activities that are
measurable. Job analyst gets thorough idea regarding the job’s employees
perform. So, job performance information becomes correct and accurate. This
method yields reliable results as the data are collected through direct
observation. Collection of data is very easy as it does not need extra skill, ability
of the analyst.

This method is not free from limitations. It becomes unreliable and

ineffective when jobs consist of immeasurable mental activity (that means jobs
need mental work, decision making, judgmental activity, planning, directing,
controlling etc.)

In some cases, job performance information may not be correct as

constant watch of analyst over a job may create such situation where employees
cannot function freely and properly. It requires much time to complete the
information collection exercise especially, in cases when employees occasionally
need to perform some work.

3. Self-Performance Method: Under this method, job analyst engages

himself to perform a job and records information. The approach of this method is
like ‘perform job and obtain information’. Job analyst through performance of job
gets understanding of:

3.1 The whole process of activity i.e. job cycle

3.2 Time taken to complete some activity
3.3 The hazards and difficulties faced to perform job
3.4. The working environment, machines, tools used, supervision needed
3.5 Skill, ability, knowledge required to complete the job.

This method is effective for job analysis when jobs are very simple and are
easy to perform. But this method does not yield results if, the jobs are technical in
nature and are difficult to perform without training. The scope of use of this
method is limited.

4. Employee’s Job Diary: Another technique to collect information on job

is to use diary maintained by the employees to record their day to day activities in
their work performance. This method has the following characteristics:

4.1 Each employee is given a diary to keep records of his daily activities
4.2 At the end of each work shift, the employee starts writing on the diary
(a) all the activities he had undertaken that day (b) the time taken for completion
of any process of activity (c) difficulties, problems if he had faced to perform his
job.
4.3 Job diary needs to be maintained for a long period so that all activities
are covered.
4.4 Information recorded by the employee in the diary are verified /
checked by the concerned supervisor to ensure that factual data are taken.

This method is simple to use as it does not need extra skill, ability to
record information. Since, employee himself writes diary it is possible that all job
performance information is recorded.

Diary method is time consuming as it takes much time to collect

information for job analysis. The employee may not remember the job activities at
the end of work shift when he records in the diary. So, the data is based on
assumption the employee holds.

5. Questionnaire Method: This is one of the methods used by

organization to collect job information. Under this method job related questions
are prepared, and employees are asked to reply to the questions. This method is
very much popular to gather information concerning job related duties and
responsibilities of employees.

Questionnaires are of two types—structured questionnaire and open

ended (unstructured) questionnaire. In case of structured questionnaire, a long
list of possible task items is designed and sent to employees with the request to
indicate whether or not they perform the tasks as mentioned in the questionnaire
and if so, how much time is taken to perform each task?

Open ended (unstructured) questionnaire is very simple that asks the

employees to describe something in respect of their job related duties,
responsibilities etc. The question may be like ‘state the major duties you
perform’.
The specially designed questionnaires are sent to employees who submit them
to supervisors after duly completed/filled out. Supervisors after verification,
consultation with concerned employees, if need arises, give those questionnaires
to the job analyst.

The questionnaire method is easy to use for collection of job information.

Coverage of population under this method is wide. Questionnaires are sent to a
large number of employees. So, it is a speedy and excellent way for gathering
information at a shorter period of time. Cost wise this method is cheap for
collection of information.

The method is not free from limitations. Designing questionnaire (i.e., area
coverage, type and number of questions to be asked for etc.) needs special skill.
Employees may take it casually to fill out questionnaires and to return them.
 Generally, employees avoid to submit information in writing that may be
due to their inability to express or due to their unwillingness to respond to the
questions mentioned in the questionnaire. The preparation of questionnaire is
also expensive and time consuming.

6. Conference Method: This is one of the methods of collecting

information for job analysis. Under this method job analyst gathers information
relating to job of employees through experienced and knowledgeable
supervisors. Conference method includes the following activities:

6.1. Selection of areas, subject matter over which questions will be asked
to supervisors
6.2. Deciding on number of questions to be asked, design of questions
whether open-ended or structured questions
6.3 Structure of time for completion of interview with supervisor.

This method yields results if supervisors are effective, competent,

experienced and have a great depth of knowledge on subordinates’ job.
Collection of job information through this method is time consuming and
expensive (Phetari, n.d.)

Job analysis has two phases: job description and job specification. While
job description or position description gives what in a job, job specification
identifies who should qualify for the job.

Job Description. This refers to the content of the job, specifically the
following items: job title, code number, division/department, nature of the job,
duties and responsibilities, methods and tools used, hours of work, the person of
the worker for whom she/he is responsible, funds and properties under his/her
care, compensation and benefits, hazards and risks, and potentialities for
promotion.

Job Specification. This record is an enumeration of the qualifications of

the employee who is supposed to be appointed for the job that is described. It
specifies the educational qualifications, work experience, psychological traits,
particularly the mental and personality characteristics, health status, special
qualifications like age, sex, status, and special skills needed(Andrews, 2010;
Flippo, 1980; Heneman & Judge, 2010; Martires, 2008; Mathis & Hackson, 2008;
Noe, Hollenbeck, Gerhart & Wright, 2010; Sison, 2003; Cascio, 2003).

II. Job Design

Job design is an effective tool which is used in order on the one hand to
meet the needs of the employees and on the other to satisfy the interests of the
organization. There are three common job design techniques like job rotation, job
enlargement and job enrichment. Job rotation enables the development of the
employees’ skills, their organizational retention, reduces job boredom, while at
the same time it controls the work-related musculoskeletal disorders and
reduces the exposure of workers to work-related injuries. Job enlargement adds
more tasks to the existing tasks of the employee, thus increasing employee
participation in the decision-making process. Job enrichment makes jobs more
challenging and interesting and enables the participation of employees in the
decision-making process (Belias & Sklikas 2013).
1. Job Rotation

Job rotation is a system, which allows employees to rotate from one job to
another, in a predetermined way. In order for the job rotation procedure to be
effective and the employee not be rotated in an inappropriate job position, four
factors should be taken into account:

1.1 the gender of the employee;

1.2 the physical demands of the job position;
1.3 the knowledge, skills and capacities of the employee and;
1.4 the demands and the time needed for performing other tasks (Carnahan
et al., 2000).

Job rotation has many advantages:

1. improvement of productivity
2. provision of training possibilities
3. increase of employees’ retention
4. enhancement of employees’ career
5. employee gains a better insight in the organization’s operations
6. foster employee learning
7. increase employee motivation and human capital accumulation
8. reduced employee boredom
9. reduced employee absenteeism
10. inclusion of workers with disabilities in job positions suitable for their
capacities and skills
11. increases employee’s problem-solving skills

2. Job Enlargement
Job enlargement “transforms the jobs to include more and/or different
tasks” The basic aim of job enlargement is to stimulate the interest of employee
in the job, namely increasing job attraction, through the differentiated and various
tasks that the employee performs in his/her job. Consequently, the objective of
job enlargement is to design jobs where the needs of employees meet the
interests of the organization.

There are two approaches of job enlargement.

 The first is the horizontal enlargement, which ‘refers to the degree to
which a job contains many tasks”. This is achieved through adding more tasks to
the existing tasks performed by an employee at the same skill level. The overall
goal of horizontal enlargement is to reduce the level of specialization and
boredom of work, to reduce the number of difficult tasks, and finally to lead
towards the development of new employee skills.

The second type is vertical enlargement, which refers to “the degree to

which the employees decide how the task is to be done”. The main goal of this
technique is to enhance the status and the self-fulfillment needs of the
employees, while it gives the employees the opportunity to take part in the
organization, the planning and the control of tasks.

3. Job Enrichment

Job enrichment refers to “the development of work practices that

challenge and motivate employees to perform better”. More precisely, job
enrichment “is the technique entails enriching job, which refers to the inclusion
of greater variety of work content, requiring a higher level of knowledge and skill,
giving workers, autonomy and responsibility in terms of planning, directing, and
controlling their own performance, and providing the opportunity for personal
growth and meaningful work experience” (Belias & Sklikas 2013).

III. Job Evaluation

Various definitions have been given to understand what job evaluation is

and its role in managing people.

Edwin B.Flippo defines job evaluation as “a systematic and orderly

process of determining the worth of a job in relation to other jobs”.

According to the International Labor Organization (ILO), “job evaluation

is an attempt to determine and compare the demands which the normal
performance of a particular job makes on normal workers, without taking into
account the individual abilities or performance of the workers concerned”.

Wendell French defines job evaluation as “a process of determining the

relative worth of the various jobs within the organization, so that differential
wages may be paid to jobs of different worth. The relative worth of a job means
relative value produced. The variables which are assumed to be related to value
produced are such factors as responsibility, skill, effort and working conditions”.

The objectives of job evaluation, to put in a more systematic manner are

to:

1. Establish a standard procedure for determining the relative worth of

each job in an organization;

2. Ensure equitable wage for a job and reasonable wage differentials

between different jobs in a hierarchical organization;
3. Determine the rate of pay for each job which is fair and equitable in
relation to other jobs in the plant, community or industry;
4. Eliminate wage inequalities;
5. Use as a basis for fixing incentives and different bonus plans;
6. Promote a fair and accurate consideration of all employees for
advancement and transfer;
7. Provide information for work organization, employees‟ selection,
placement, training and other similar purposes;
8. Provide a benchmark for making career planning for the employees in
the organization and;
9. Ensure that like wages are paid to all qualified employees for like work.

Basic Evaluation Rules: The basic rules for evaluating each position are:

1. The current position is evaluated without being influenced by what the

job is likely to be in the future or what it may have been in the past.

2. The position is evaluated and not the job holder. The assessment of
each factor is based on the job being performed competently. The assessment
of the job holder’s own performance against the standard required is quite
separate exercise which is outside the scope of the job evaluation rating

The Job Evaluation Factors

These are the factors one may consider in carefully scrutinizing the job for
its value.

1. Know-How – The knowledge, skill and experience required for

standard acceptable performance. It considers the requirement for technical and
professional skills, expertise and experience, the amount of planning and
organizing required and the requirement to work with and through others.

2. Problem Solving – the thinking required for analyzing, evaluating,

creating, reasoning, arriving at anddrawing conclusions; the extent to which this
thinking is covered by precedents or circumscribed by standards; and the degree
of creativity or original thought required.

3. Accountability – The degree to which the employee is held

accountable for taking action and for the consequences of that action. It is the
measured effect of the job on end results. The freedom to act measured through
the existence or absence of constraints by managers, committees and
procedures and the impact of that action on the organization.
 4. Education - The level of formal education required to perform the
functions required of a position. There is often an overlap between education
and experience, and for this reason it is often advisable to consider the education
level that would be expected of a new incumbent recruited externally.

5. Experience - The length of practical experience and nature of

technical/managerial familiarity required. This experience is in addition to formal
education.

6. Complexity – measured in terms of: (a) the time taken to learn and
adjust to specific job requirements, (b) the level to which the job functions are
defined and follow established and predictable patterns and, (c) the thinking
challenge required to adapt to rapidly changing circumstances and
innovative or conceptual thinking needed to initiate new corporate direction.

7. Scope of Job - The complexity and scope of work factors tend to be

related to the education and experience level required of a position. The
calculation of points for each of these factors is based on the application of a
percentage rating of the sum of the points derived in the evaluation of Education
and Experience.

8. Supervision Received -The extent of supervision, direction or

guidance imposed on the job holder and the freedom the executive has to take
action.

9. Authority Exercised - Authority level expressed in terms of routine

expenditure, capital expenditure and investments, granting of loans, hiring and
firing staff, etc (Andrews, 2010; Flippo, 1980; Heneman & Judge, 2010; Martires,
2008; Mathis & Hackson, 2008; Noe, Hollenbeck, Gerhart & Wright, 2010; Sison,
2003; Cascio, 2003).

Job Evaluation will determine the money value of a job. If this is so, the
organization has to be careful in studying how each job must be compensated. A
practical and outcomes-based approach or basis is very much need to
commensurate the efforts of the employee.

LINKS TO LEARN
To learn more about Job Organization and Information, click the links below.

1. https://www.youtube.com/watch?v=LRrl1QWMHv4
2. https://www.youtube.com/watch?v=P1fgOyqKQrI
3. https://www.youtube.com/watch?v=Z-WwFehPEEo
4. https://www.youtube.com/watch?v=Jjgy67XI4V0
SAQ 1

Direction: Multiple Choice. Encircle the letter of the best answer to the
questions given below.

1. He defined job analysis as the methodical compilation and study of work data
in order to define and characterize each occupation in such a manner as to
distinguish it from all others.
a. Edwin B Flippo b. John A Shubin
c. Michael J Jucius d. Douglas McGregor

2. Job evaluation is an attempt to determine and compare the demands which

the normal performance of a particular job makes on normal workers, without
taking into account the individual abilities or performance of the workers
concerned.
a. Edwin B. Flippo b. International Labor Organization (ILO)
c. Wendell French d. John A Shubin

3. Job analysis is the process of studying and collecting information relating to

the operations and responsibilities of a specific job.
a. Edwin B.Flippo b. International Labor Organization (ILO),
c. Wendell French d. John A Shubin

4. It refers to the development of work practices that challenge and motivate

employees to perform better.
a. Job Enlargement b. Job Rotation
c. Job enrichment d. Job Evaluation

5. The basic aim of this activity is to stimulate the interest of employee in the job,
namely increasing job attraction, through the differentiated and various tasks that
the employee performs in his/her job.
a. Job Enlargement b. Job Rotation
c. Job enrichment d. Job Evaluation

6. This record is an enumeration of the qualifications of the employee who is

supposed to be appointed for the job that is described.
a. Job Analysis b. Job Specification.
c. Job Description d. Job Evaluation

7. The process of determining the relative worth of the various jobs within the
organization, so that differential wages may be paid to jobs of different worth.
a. Job Specification b. Job Description
c. Job Design d. Job Evaluation

8. This makes jobs more challenging and interesting and enables the
participation of employees in the decision-making process.
a. Job Enlargement b. Job Rotation
c. Job enrichment d. Job Evaluation

9. This refers to the content of the job, specifically the following items: job title,
code number, division/department, nature of the job, duties and responsibilities,
methods and tools used, hours of work and others.
a. Job Specification b. Job Description
c. Job Design c. Job Analysis

10. Under this method job analyst gathers information relating to job of
employees through experienced and knowledgeable supervisors.
a. Interview Method b. Questionnaire Method
c. Conference Method d. Self-Performance method
SAQ 2

Directions: An Example of Job Offering is given below. From this example,

identify the following for each job: Title of the Job, Job Description, and
Job Specification.

Identify, recruit and communication with volunteers and business.

Strong written and verbal communication skills.
Develop and implement a plan for marketing the project and maintaining on
going communications with stakeholders.
Attention to details and accuracy; strong organization and analytic skills.
Coordinate volunteer training, volunteer meetings and public meetings.
Proven experience in marketing, communication and/or media relations.
Coordinate the meetings of 180 plus business visits, attend business visits as
required.
Project Coordinator.
Professionalism, representing the community.
Enter data of the collected business visits in the Microsoft Access Database.
Good listening and recording skills.
Follow up with the businesses and/or stakeholders as required following
business visits.
Able to respect and exercise confidentiality.
Work closely visits with volunteer leadership team
SAQ 3. Identification of Job Analysis Method

Direction: Identify what method/strategy in job analysis is being applied in

the following circumstances.

________________ 1. The employees like to respond to questions made by

those people who are very much interested to know their job activities, working
conditions, hazards etc.
________________2. This method yields results if supervisors are effective,
competent, experienced and have a great depth of knowledge on subordinates’
job. Collection of job information through this method is time consuming and
expensive
________________3. The coverage of population under this method is wide.
These are sent to many employees. So, it is a speedy and excellent way for
gathering information at a shorter period. Cost wise this method is cheap for
collection of information.
________________4. This method is effective for job analysis when jobs are
very simple and are easy to perform. But this method does not yield results if, the
jobs are technical in nature and are difficult to perform without training.
________________5. This method is effective when jobs involve physical
activities that are measurable. Job analyst gets thorough idea regarding the job’s
employees perform.

Activity 1. Job Analysis

Direction: Design a description and specification of three (3) jobs listed

below. The output should clearly reflect the difference between the two
based on the analysis of the job. Answers should include four (4)
descriptions and four (4) specifications for each job.

1. Sales Manager

2. Finance Manager

3. Human Resource Manager

4. Office Clerk

5. Marketing Manager

6. Project Manager

7. Brand Strategist

8. Secretary
 9. Customer Service Manager

Activity 2.
Direction: In answering the case, please be guided by the Case Study Sheet
given below.

The case of Mr Pedro Dela Cruz

Mr. Pedro Dela Cruz was strongly recommended by Mayor Punongbayan

to work at the ABC company located in the municipality. Mr. Dela Cruz was a
new graduate of management of the local municipal university where the mayor
himself is the President. His transcript of records revealed that he is an average
student and had no extracurricular activity in school. His father happens to be
the supporter of the Mayor in his political career. Mr. Dela Cruz took the
examination given by the company and he failed to make it due to his poor
communication skills. To give in to the Mayor’s request, the human resource
manager gave him a position in the production department as machine operator
and not a clerical position that the Mayor would like him to have. But Mr. Dela
Cruz did not want to accept the position and insisted that he should get the job
because of the Mayor’s recommendation. (Pereda, Pedrito R and Purisima P Pereda,
Human Resource Management, 2008)

1. What are the key issue/issues of the case?

2. Identify the problems or issues in the order of priority.

3. What do you think is the cause of the problem/s?

4. Explain the options you will give to solve the problem.

5. Evaluate the options as to its advantages and disadvantages.

6. Select the optimum solution and explain how it will be implemented.

Activity 3. Essay.

What is the importance of having a sound job evaluation? Will it affect the
productivity of the employee? Why?
________________________________________________________________

________________________________________________________________

________________________________________________________________

________________________________________________________________

________________________________________________________________

Rubrics for Activity 1

TRAIT 1(Poor) 2 (Fair) 3(Good) 4(Very Good) Points

Selection of No related job Selected at Selected two Selected 3 jobs

job to be selected in the least one job in jobs in the list in the list given
analyzed list given the list given given

(20%)

Number of Written at least Written at least Written at least Written at least

Job one (1) JD and two (2) JD and three (3) JD four (4) JD and
Description one (1) JS for two (2) JS for and three (3) four (4) JS for
(JD) and job the three (3) the three (3) JS for the three the three (3)
specification jobs selected. jobs selected. (3) jobs jobs selected.
(JS) for each selected.
job

(30%)

Relevance of Job Job Job Job

the answer descriptions descriptions descriptions descriptions
and job and job and job and job
(40%) specifications specifications specifications specifications
given are not given are quite given are given are all
relevant to the relevant to the somewhat relevant to the
jobs. jobs. relevant to the jobs.
jobs.

Grammar and more than 6 3-6 3 or fewer No grammatical

Sentence grammatical grammatical grammatical errors
structure errors. errors. errors.

(10%)
 Professors’ Remarks:

AVI 2020

Rubrics for Activity 2

TRAIT 1(Poor) 2 (Fair) 3(Good) 4(Very Good) Points

Identification Key issues Have identified Have identified Identified all the
of key issues have not been some issues some issues key issues of
identified but are not related to the the case
(10%) related to the case
case

Establish the Key issues Have identified Have Have

order of have not been order of key established established all
priority of key understood and issues but are some key the key issues
issues prioritize not related to issues in order in order of
the case of priority priority
(15%)

Description Cause of the Have described Have described Have described

on the cause case have not some causes of the cause of all the causes
of the problem been the problem but the problem to of the problem
understood and are not related some extent
(15%) to the case
described

Options given No options Options have Given some Options have

to solve the have been been given but options to solve been given and
problem given to solve are not related the problem explained how
the problem to the problem to implement to
(20%) solve the
problem

Identification Advantages Advantages Identify some of Identify all the

of advantages and and the advantages advantages
and disadvantages disadvantages and and
disadvantages of the options have been disadvantages disadvantages
of the options have not been given but are of the options with description
given not related to
(15%) the case
 Explanation No explanation Have explained Have explained Have fully
on the on case the optimum the optimum explained the
optimum optimum solution but are solution of the optimum
solution of the solution not related to problem to solution to the
problem the problem some extent problem

(15%)

Grammar, more than 6 3-6 3 or fewer No grammatical

Sentence grammatical grammatical grammatical errors
Structure errors. errors. errors.

(10%)

Professors’ Remarks:

AVI 2020

Rubrics for Activity 3

TRAIT 1(Poor) 2 (Fair) 3(Good) 4(Very Points

Good)
Introduction There is no The The The
clear introduction introduction introduction
(20%) introductionstates the clearly states is inviting,
of the main main topic of the main states the
topic, position but topic and main topic
position or does not position and and
structure ofadequately previews the position
the paper. preview the structure of and
structure of the paper previews
the paper but is not the
nor is it particularly structure of
particularly inviting to the paper.
inviting to the reader.
the reader.
Focus on The main Main idea is Main idea is There is
Topic idea is not somewhat clear, but the one clear,
clear. clear but supporting well
(20%) There is a there is a information focused
seemingly need for is general. topic. Main
random more idea stands
collection supporting out and is
of information. supported
information by detailed
. information.
 Support for Supporting SupportingSupporting Relevant,
Topic details and details and
details and telling,
information information
information quality
(20%) are relevant,
are relevant, details give
are
typically but several
but one key the reader
unclear or key issues or
issue or important
not related portions of
portion of information
to the topic. the storyline
the storyline that goes
are is beyond the
unsupported.
unsupported obvious or
. predictable.
Conclusion There is no The The The
clear conclusion is conclusion is conclusion
(20%) conclusion, recognizable recognizable is strong
the paper but does not and ties up and leaves
just ends. tie up almost all the reader
several the loose with a
loose ends. ends. feeling that
they
understand
what the
writer is
“getting at”.
Grammar Writer Writer Writer Writer
and Spelling makes makes 3-4 makes 1-2 makes no
more than errors in errors in errors in
(20%) 4 errors in grammar or grammar or grammar or
grammar or spelling that spelling that spelling
spelling distract the distract the that distract
that distract reader from reader from the reader
the reader the content. the content. from the
from the content.
content.
Professor’s Remark:

AVI 2020

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