STRUCTURED BASED ON JOBS, PEOPLE, OR BOTH
EXHIBIT 4.1 Many Ways To Create Internal Structure
Collect, summarize work
Content information Job Descriptions
Determine what Job Evaluation:
To value classes or
Asses relative value Factors degrees and
Translate into structure Job based structure
Exhibit 4.1 outlines the process for constructing a work-related internal structure. No matter the approach, the process begins by looking at people work. Job-based structures look at people are doing and the expected outcomes; skill and competency-based structures look at person. However, the underlying purpose of each phase of the process called out in the left-hand side of the exhibit. JOB-BASED APPROACH: MOST COMMON
EXHIBIT 4.3 shows how job analysis and the resulting job description fit into the process of creating an internal structure. Job analysis provides the underlying information. It identifies the content of the job. This content serves as input for describing and valuing work. Job analysis is the systematic process of collecting information that identifies similarities and differences in the work. Exhibit 4.3 also list the major decisions in designing a job analysis: (1) why are we performing job analysis? (2) What information do we need? (3) How should we collect it? (4).Who should involve? (5) How useful are the result? EXHIBIT 4.3
Job Description Job evaluation
Work relation- the systematic summary reports that comparison of
an ordering Ships within
identify, define, and jobs within an
of job based The organiza- collecting
describe the job as it is organization
on their Tion information
content or that
identifies similarities and
relative differences in the
Some Major Decisions in Job Analysis
* Why perform job analysis?
* What information is needed?
* How to collect information?
* Who to involve?
* How useful are the result?
WHY PERFORM JOB ANALYSIS?
Potential uses for job analysis have been suggested for every major personnel function. Often the type of job analysis data needed varies by function. For example, identifying the skills and experience required to perform the clarifies hiring and promotion standards and identifies training needs. In performance evaluation, both employees and supervisors look to the required behaviors and results expected in a job to help assess performance. In compensation, job analysis has two critical uses: (1) it establishes similarities and differences in the work contents of jobs, and aligned job structure. If jobs have equal (unless they are different geographies). If, on the other hand, the job content differs, then the differences, along with the market rates paid by competitors, are part of the rationale for paying jobs differently.
The key issue for compensation decision makers is still to ensure that the data collected are useful and acceptable to the employees and managers involved. As the arrows in the exhibit 4.3 indicate, collecting job information is only an interim step, not end in itself. JOB ANALYSIS PROCEDURES
Exhibit 4.4 summarizes some job analysis in terms and...
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