Personnel Management 24-09-2013 Inesa Voronchuka University of Latvia, Latvia.

Personnel Management

24-09-2013

Inesa Voronchuka

University of Latvia, Latvia

5. Thema.

Job Analysis

5.Theme: The analysis of work:

1. Essence and purposes of the analysis of work.

2. Sense and purposes of the description of work.

3. Components of the description of work.

4. Structure of the requirements.

5. Realization of the analysis of work.

6. Classification of work.

7. Methods of a assessment of work.

Literature

Armstrong, M. Handbook of Human Resource Management Practice. -10th ed., 2006.

Cole G.A. Pesonnel Management. London. 1997.

Dessler G., Human Resource Management, 8th Edication, Prentice Hall,2002.

1. Essence and purposes of the analysis of work.

Analysis of work this is data acquisition on various work and it interpretation.

What gives the analysis of work?

It clarifies posts for which new recruits are sought It provides the description of work, that gives the

important information for selection of the claimants It enables to make the list of the workers, if there is

necessity to choose and to train them It is important for any analytical valuations It can help to define borders of structural division in

organization It permits find work, on which the workers are not

loaded or overloaded

There are also benefits to individuals from job analysis:

Clear representation about responsibilities on work The information of possible valuation of worker Opportunity to participate in independent

determination of the short-term purposes Proof about necessity to improve work or to change it In a legal state to the person, which considers that he

was discriminated the right to appeal in court the person which are discriminating him

The analysis of work can promote or to call following processes of management of staff:

Transformation of work Acceptance on work Choice and accommodation Orientation Study Formation of career Valuation of fulfillment Compensation

Analysis of work

(determines the specific information

which connected with given work

Description of work

(brief characteristic

of work)

Structure of the requirements

(necessary qualification in

works and skills)

Tasks

(functions)

Work

(place of work)

Persons

(workers)

U1

U2

U3

U4

U5

D1

D2

D3

D4

P1

P2

P3

P4

P5

P6

*Union of staff*Replacement*Work on several working places

*Partial load*Division of labor

Separate agreement for fulfilment of work

Synthesize, which work should be executed simultaneously

Planing of attraction of staff

Design group

Picture. Tasks - work - persons

The realisation of work analysis

The tools of an analyst:

– Observation– Listening– Asking

The qualification of work analyst can include the following:

1. Knowledge

-the organization’s adopted knowledge

-general perceptivity according the types of jobs, meeting the analysis

2. Competence

-ability to carry out an inquiry

-appropriate technique for asking questions

-analytical competence

-ability to type and edit

The qualification of work analyst can include the following:

3. Attitude -tact and diplomatic approach -ability to offer help -ability to describe the real

situation (honesty) -ability to pay attention to details

Methods of work process investigation

Analyst’s interview with an employee Inquiry or questionnaire The analysis of work process regulation

documents Observation of the work process The recording of the performed

operations

Introduction

Job evaluation is the name given to any activity which sets out to make a

systematic comparison between jobs to assess their relative worth, for the

purpose of establishing a rational pay structure.

The purpose of job evaluationTo produce a defensible ranking of jobs on which a rational and acceptable pay structure can be built.Important features:Job evaluation attempts to assess jobs, not peopleThe standards of job evaluation are relative, not absoluteThe basic information on which job evaluations are made is obtained from job analysisJob evaluation are carried out by groups, not by individualsJob evaluation committees utilise concepts such as logic, fairness and consistency in their assessment of jobsThere is always some element of subjective judgement in job evaluationJob evaluation does not determine pay scales, but merely provides the evidence on which they may be devised

Job evaluation methods

Non - analytical methodsNon - analytic methods analyses each job as one peace

and rank them.

The two most widely used methods:

job ranking

job grading or job classification

Job evaluation methods

Analytical methodsAnalytical methods brake jobs down into their

component parts and then compare them factor by factor.

The two most widely used methods:

Points Rating Method

Hay-MSL Guide Chart System

3. Genue’s scheme:

It’s points’ system, which explains the range of actions’ parameters. The sum of the points answers to a certain category in the total points’ system. This system is used also in Latvia. The main criteria are: education, responsibility, load ,...

The work appreciation methods, which are being used today, are based on the Geneve’s scheme made by International Labour Organization:

Group Types of the basic claims I. 1. Professional ability – intellectual

claims

2. Professional ability – physical claims

II. Working load – mental load – physical load III. Responsibility IV. Work circumstances

These six basic points are defined more in praxes. A scale is performed there to determine each of the works. It can be done analytically (with appreciation’s sums) and making total estimations.

Group Types of the basic claims

I. Professional ability (Praxis): Intellectual and physical abilities The needed qualification Professional experience

Group Types of the basic claims

II.Work load (amount): The difficulty and variation of the given

tasks Intellectual and physical needs Body’s “duty” (work circumstances)

Group Types of the basic claims

III.Responsibility:– Responsibility for the made actions– Impact on the final results– Responsibility for the staff’s and work’s

security IV.Work circumstances.

EXAMPLE

Classification Methodology

Please refer to the list of eleven (11) job factors. Under each job factor is a list of levels which should be selected for each of the jobs which are to be analyzed. Each level is worth 10 points. Levels and their point values are identified below:

(A) = 10 points

(B) = 20 points

(C) = 30 points

(D) = 40 points

(E) = 50 points

(F) = 60 points

Knowledge and Experience

This factor measures the required knowledge and experience which provides you with the abilities and skills necessary to perform your job satisfactory.

KNOWLEDGE - Darken the letter corresponding to the appropriate level of knowledge required prior to job entry.

[A] None

[B] Knowledge equivalent to a high school education

[C] Specialized knowledge equivalent to 2 years of college

[D] Knowledge equivalent to a bachelor degree

[E] Knowledge equivalent to an advance professional or

masters degree

Knowledge and Experience

EXPERIENCE - Darken the letter corresponding to the level of job-related experience required for entry to the job. This is in addition to the required training and/or education.

[A] 0-6 months

[B] 6+ to 12 months

[C] 1+ to 2 years

[D] 2+ to 5 years

[E] 5+ years

Job ComplexityThis factor identifies the nature and variety of activities you perform and the level of decision making required in your job.

LEVEL OF COMPLEXITY - Darken the letter which best describes the nature of the tasks and/or duties you perform.

[A] Work consists of simple and/or routine duties

[B] Completion of work requires use of established methods and/or techniques[C] Completion of work requires occasionally originating new

methods and/or techniques[D] Completion of work requires originating new techniques, establishing criteria, or developing new information of a

complex nature[E] Completion of work requires establishing concept, theories, or

programs

Job Complexity

DECISION MAKING - Darken the letter which best describes the level of decision making required in your job.

[A] No decision making is required

[B] Decisions are simple and based on selection from well-defined alternatives

[C] Decisions are varied but based on well-defined guidelines

[D] Decisions are varies but based on broad principles and guidelines

[E] Decisions are complex and often made with few guidelines available

Job Complexity

FLEXIBILITY - Darken the letter which corresponds to the amount of flexibility you have in performing your work activities.

[A] Work activities are set, no change from set job “routine”

[B] Some opportunity for change from set job “routine”

[C] Considerable change from a set job “routine” is possible, but activities require use of routine

methods and procedures

[D] Little “routine” work, opportunity for developing or improving methods and procedures

[E] No established “routine” of activities, deal with a variety of problems requiring originality and initiative

Work EnvironmentThis factor measures the degree of physical activity and effort required in performing your job as well as any associated safety hazards and exposure to stressful situations.

SAFETY HAZARDS - Darken the letter, which indicates the level of risk of personal injury or illness found in performing your job.

[A] None

[B] Possibility of minor physical injury or illness with less than 1 day’s loss in work time

[C] Possibility of physical injury or illness resulting in temporary disability and loss in work time of 1 to 5 days

[D] Possibility of physical injury or illness resulting in permanent partial impairment and loss in work time of over 5 days

[E] Great possibility of physical injury or illness resulting in total disability or loss of life

Work Environment

STRESS - Darken the letter which indicates the degree of exposure to stressful situations found in your job.

[A] None

[B] Limited exposure to stressful situations

[C] Periodic exposure to stressful situations

[D] Considerable exposure to stressful situations

[E] Constant exposure to stressful situations

Public contact

This factor measures the variety of job-related contact requiring written and/or verbal communications with City workers and/or public.

PUBLIC IMPACT - Darken the letter which best describes the degree of impact communications with City workers and/or public.

[A] No public impact

[B] May affect individual members of the public

[C] May affect several public groups

[D] May affect a large segment of the public

[E] May produce a city-wide reaction

Public contact

PUBLIC CONTACT - Darken the letter which best describes the level of public contact required in the performance of your job.

[A] Duties require little or no contact with the public

[B] Duties require public contact to explain, interpret or instruct

[C] Duties require public contact to provide professional advice, counseling, and/or assistance

[D] Duties require public contact to negotiate, persuade, and/or influence

Supervisory responsibility

This factor measures the level of supervision you give in the performance of your job.

SUPERVISORY RESPONSIBILITY - Darken the letter which corresponds to the number of employees you directly/indirectly supervise.

[A] None

[B] 1 to 6 employees

[C] 7 to 10 employees

[D] 11 to 20 employees

[E] More than 20 employees

Supervisory responsibility

EMPLOYEE RESPONSIBILITY - Darken the letter that describes the number of employees/work units you directly and/or indirectly supervise.

[A] None

[B] Act in a lead/senior capacity

[C] Supervise one work unit within a division

[D] Supervise more than one work unit within a division

[E] Supervise one division within a department

[F] Supervise more than one division within a department

Total pointsThere are maximum of 550 total points which can be received for

a position. The total number of points received for a position will determine what group the position holds in the Pay Plan.

A list of pay groups with job factor points:Group Points Group Points 1 000-149 11 330-349

2 150-169 12350-369

3 170-189 13 370-389 4 190-209 14 390-409 5 210-229 15 410-429 6 230-249 16 430-449 7 250-269 17 450-469 8 270-289 18 470-489 9 290-309 19 490-509 10 310-329 20 510 +

Market’s model

Market’s model – it means manager gets the total budget and divides it accordingly the each of the employees’ contribution in work process.

Advantage – there are a lot of possibilities to get employees’ interest with material stimulus .

Disatvantage – there are a lot of possibilities to cause various kind of personalism and discrimination .