1. JOB ANALYSIS, DESIGN
AND EVALUATION

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

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.

5. RANK CLASSIFICATION SYTEM
vs.
POSITION CLASSIFICATION

6. RANK CLASSIFICATION SYTEM POSITION CLASSIFICATION
•it is the person or incumbent of the
position or job who is classified.
•The person’s official rank in the
organization will depend on
educational qualifications, training,
experiences, achievements and
seniority.
•The employee is paid in accordance
with the rank and not according to
the kind of work that is actually
performed.
•This means that the rank is
attached to the person and that is
carried to wherever the person is
assigned including the salary grade
attached to the rank
• Each rank requires certain
credentials such as masters or
doctorate’s degree, experience and
seniority.
•The faculty maintains his/her rank
regardless of the discipline he/she
specializes in and regardless of the
courses he/she teaches, whether
graduate or undergraduate courses.
• it is the position that is classified
and not the person or the
incumbent. The classification is
based on the duties and
responsibilities required by the
position or the functions that are
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

14. HR
PLANNING, RECRUITMENT
AND SELECTION

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. Human Resource Planning
The Human Resource Planning Process
Strategic Planning
Forecasting
Human Resource
Requirements
Comparison of
Requirements
and Availability
Forecasting
Human Resource
Availability
EXTERNAL ENVIRONMENT
INTERNAL ENVIRONMENT
Demand
=
Supply
Surplus
of
Workers
Shortage of
Workers
No
Action
Restricted Hiring,
Reduced Hours;
Early Retirement
Layoff
Recruitment
Selection

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