The document discusses job analysis and its importance for human resource management. It describes how job analysis involves understanding what workers do, how they do it, why they do it, and the conditions under which they work. Job analysis provides information for recruitment, compensation, career planning, performance evaluations, and organizational restructuring. It is a cooperative process between human resources and operating departments. A good job analyst will carefully study each job and understand its duties, qualifications, and relationship to other roles. Regular analysis is needed as jobs may change with new technologies and organizational structures.

1. Chapter 6
JOB EVALUATION AND
WORK FLOW

2. A Sound Human resource management
program requires the different jobs in the
company. This involves:
•What each worker does
•How he does it
•Why he does it
•Under what conditions he performs the job
•What special qualifications each worker must
posses to perform his job satisfactorily.

3. THE RATIONALE FOR JOB ANALYSIS
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The conduct of job analysis has behind its
several reasons that are vital to human
resource management and the supervision of
the work to be done by the workers in the
shop or the office. It is consider as the
building block of anything that human
resource management does, any personnel
requires information that is gleaned from job
analysis.

4. THE FOLLOWING ARE THE USES
OF JOB ANALYSIS:
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To specify the duties and responsibilities of
the position.
To provide job-oriented recruitment and
selection guides.
To provide guides in operation-based
compensation determination.
To provide information and tools for career
planning and counseling.
To have a guide in the construction of
performance evaluation criteria.
To serve as guide in methods improvement.
To obtain background information about
working conditions.
To serve as a guide in the development of

5. THE JOB ANALYSIS PROGRAM AND
ORGANIZATIONAL STRUCTURE

Job analysis starts with a careful study
of the organizational structure. This
would reveal the relationships of jobs
within the organization.

6. 
Job analysis is the process of getting
detailed information about the task, duties
and responsibilities of the job as seen to
organizational structure. For company to
succeed, it must have detailed information
about the requirements of jobs through a
careful job analysis program.

7. 
Job analysis is a continuing program.
Organization structure changes due to the
introduction of a new technology in order
to be competitive in the global economy.
Any changes in structure carry additional
duties and responsibilities or
simplifications of functions. These
changes need job redesigning to conform
to organizational needs for greater
efficiency and productivity.

8. THE ROLE OF HUMAN RESOURCE IN
JOB EVALUATION
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Job analysis is not the sole responsibility of the
Human Resource Department but a cooperative
effort of all operating departments.
While it is more of personnel function, the greater
bulk of information must come from the persons
who are job holder of the position.
The supervisor or manager must immediately
inform the HRD of any changes in the duties and
responsibilities of the position due to the
introduction of new technology or changes in the
production process that improve that production
efficiency.
This will entail job redesigning or reclassifying of

9. Some companies get the service of
management consultants to conduct a job
analysis program to be more objective.
 Management consultants are more
objective as they have more experience in
conducting the job analysis program due
to their exposure to different organizational
system.
 Another reason is that their managers who
try to overstate the functions and duties of
different position, as they know that they
have great implications in the company’s
pay scale.
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10. GATHERING OF JOB INFORMATION
THE JOB ANALYST
The study of jobs is the responsibility of
the personnel department thru the job
analyst who is trained to conduct job
evaluation program.
 The job analyst studies the
duties, responsibilities, and specification
requirements of the job.
 This involves careful understanding of the
conditions around the functions and tasks
of the positions.
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11. A GOOD JOB ANALYST MUST HAVE THE
FOLLOWING QUALIFICATIONS:
Good knowledge of organization system
 Good intelligence and analytical skills
 Good Judgment and acumen
 Clarity and facility of language
 Familiarity with organizational and company
policies
 Good personality and good relationships with
others in the organization
 Tact and diplomacy in getting along with
others
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12. GATHERING PROCESS IN JOB
INFORMATION
Job analysis starts with a careful
understanding of the relationship of
the jobs in the organizational
structure.
 This relationship is concerned with the
details of the job rather than with the
worker who is assign to do the job.
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13. THE FOLLOWING FACTORS ARE
IMPORTANT CONSIDERATIONS IN JOB
ANALYSIS:
 What the job requires the employee to
do. Job requirements involve the
activities that workers have to do, the
importance of the duties or
activities, the amount of time that is
involved in doing the job and the other
minor duties required of job.
 How effectively does the employee
perform his assigned duties and
responsibilities? This involves the
details on how the workers perform

14. Why should the worker do the job? This
cover the reason why the employee has to do
the task assigned to him, and the purpose of
the job in relation with those of other jobs in
the organization. The task should satisfy its
contributions to the effective and efficient
functions in the organizational work systems.
 Supervision required in the job. The details of
supervision requires the amount of
supervision involved, or the assistance
needed in carrying out the job, the extent of
employee’s authority in carrying out the
functions, and the extent of relationships of
the job with those of others in the
organization setup.
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