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    LM3 - Job Analysis

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    Cardiño Judith
    The document summarizes different methods for analyzing and evaluating jobs, including ranking, classification, and point methods. It discusses using job analysis to identify the tasks, duties, skills, and responsibilities required for each job. Job evaluation helps establish fair compensation by comparing the relative value and requirements of different jobs.

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    © All Rights Reserved
    Download as PPTX, PDF, TXT or read online from Scribd

    LM3 - Job Analysis

    Uploaded by

    Cardiño Judith
    26 views33 pages
    The document summarizes different methods for analyzing and evaluating jobs, including ranking, classification, and point methods. It discusses using job analysis to identify the tasks, duties, skills, and responsibilities required for each job. Job evaluation helps establish fair compensation by comparing the relative value and requirements of different jobs.

    Original Title

    LM3- JOB ANALYSIS

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    © © All Rights Reserved

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    The document summarizes different methods for analyzing and evaluating jobs, including ranking, classification, and point methods. It discusses using job analysis to identify the tasks, duties, skills, and responsibilities required for each job. Job evaluation helps establish fair compensation by comparing the relative value and requirements of different jobs.

    Copyright:

    © All Rights Reserved
    Download as PPTX, PDF, TXT or read online from Scribd
    Download as pptx, pdf, or txt
    26 views33 pages

    LM3 - Job Analysis

    Uploaded by

    Cardiño Judith
    The document summarizes different methods for analyzing and evaluating jobs, including ranking, classification, and point methods. It discusses using job analysis to identify the tasks, duties, skills, and responsibilities required for each job. Job evaluation helps establish fair compensation by comparing the relative value and requirements of different jobs.

    Copyright:

    © All Rights Reserved
    Download as PPTX, PDF, TXT or read online from Scribd
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    You are on page 1of 33

    JOB

    ANALYS I S
    HRMT 70
    B
    JO is the systematic process of collecting
    information that identifies similarities

    SI S
    and differences in the work.

    ANALY
    B
    JO
    is the listof tasks, duties, and
    responsibilities that make up a
    N job.
    T I O
    DESCRIP
    B is the listof knowledge, skills,
    JO abilities, and other characteristics
    N that are necessary foran
    T I O individual to have to perform the
    SP ECIFICA job.
    M
    FO R
    WHY PER
    SI S?
    B ANALY
    JO
    (1) It establishes similarities and
    B
    F JO differences in the work contents of
    (2) TWO USES O N the jobs,and
    S IS I
    ANALY N (2) it helps establishan internallyfair
    PENSA
    T IO and aligned job structure.
    COM
    D
    JOB-B
    AS E
    S V S
    STRUCTURE
    N D -
    SKILL-A
    N C Y
    COMPENTE D
    BA S E
    R ES
    STRUCTU
    D
    JOB-B
    A S E
    : The process of comparing a
    R E S job with other jobs in an
    STRUCTU B organization to determine an
    JO appropriatepay
    job.
    rate for the

    IO N
    E VALUAT
    1.Supports organization
    strategy: Job evaluation
    alignswith the organization’s
    strategy by including what
    it is aboutwork that adds
    F
    SE O value—that contributes to

    PURPO pursuingthe organization’s

    TI O N strategy and achieving its

    JOB EVALUA 2.
    objectives.
    Supports work flow: Job
    evaluation supportswork flow
    in two ways. It
    integrates each job’s pay with
    its relative contributions
    to the organization, and it
    helps set pay fornew,
    unique, or changingjobs.
    3. Is fair to employees: Job
    evaluation can reduce disputes
    and grievances over
    pay differences among
    jobs by establishing a
    workable, agreed-upon
    F structure that reduces
    SE O the role of chance, favoritism,
    PURPO and bias in setting pay.
    TI O N 4. Motivates behavior toward
    JOB EVALUA organization objectives: Job
    evaluation calls out to
    employees what it is about
    their work that the organization
    values, what supports the
    organization’s strategy and its
    success. It can also help
    employees adapt to organization
    changes by improving their
    understanding of what is valued in
    Are those witha clear and consistent

    Benchmarkjobs definition in the relevant labor


    market, for which reliable market
    data could be collected.
    1.Ranking Method
    ods
    M e t h 2. Classification Method
    Three (3) n
    lu a t i o 3.Point Method
    of Job Eva
    Simply orders the job
    descriptionsfrom highest to
    Ranking lowest based
    definition of
    on a global
    relative value
    or contribution to the
    organization’s success.
    RANKING METHOD
    Two (2)ways of 1.Alternation Ranking Method
    Ranking Method 2. Paired Comparison Method
    ALTERNATION RANKING METHOD
    PAIRED COMPARISON METHOD
    Simply orders the job
    descriptionsfrom highest to
    CLASSIFICATION lowest based on a global
    definition of relative value
    METHOD or contribution to the
    organization’s success.
    Simply orders the job
    descriptionsfrom highest to
    CLASSIFICATION lowest based on a global
    definition of relative value
    METHOD or contribution to the
    organization’s success.
    CLASSIFICATIONMETHOD
    evaluates jobs by
    comparing compensable
    POINT METHOD factors - elements of job
    content like skill, effort or
    responsibility that can
    be used to assess a
    job's value to the
    organization.
    1.
    Typically the
    2.Skill
    Responsibilities
    compensable factors 3.Effort
    include the major 4. Working Conditions
    categories of:
    Skil
    l Experience
    Education
    Ability
    Responsibilities
    These factorscan Supervisory
    Effort
    then be further Mental
    Physical
    defined. Working Conditions
    Location Hazards
    Extremes in
    Environment
    SKILL (EDUCATION)

    SCAILING FACTORS LEVEL1:HIGH SCHOOL LEVEL II:


    UNDERGRADUATE LEVEL III:
    MASTERS DEGREE LEVEL IV:
    PhD
    WEIGHTINGTHEFACTORS
    HIERARCHY OF JOBS
    Basedon an employee’s
    PERSONBASED: demonstrated mastery of a
    series of competencies that
    SKILL AND COMPENTENCY
    make them more valuable to
    BASED STRUCTURE the business.
    1. Specialist:
    Typesof Skill Plans of 2.Depth
    Generalist/Multiskill
    skill based structure Based: Breadth
    To obtain an increase they are
    required to purse further
    Specialist:Depth
    education on top of the basic
    bachelor's degree that is
    necessary to gethired.
    Their salary goes up upon the
    accumulation of different
    Generalist/Multiskill
    skills.
    Based: Breadth
    1. Aligns with policy
    and goals
    Purpose of skill 2. Maintains Workflow
    based structures 3. Equal Opportunity
    4. Encourages Attitudes
    that model
    organizational goals
    THANKYOU!

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