Lecture Notes on Strategic Human Resource Management

Chapter 4
Job Analysis

Q. Explain Job Analysis. What are the objectives of job analysis?

Job analysis, contains a simple term called "analysis", which means detailed study or examination of a job
in order to understand more about it (job). Therefore, job analysis is to understand more about a specific
job in order to optimize it. Job analysis is a systematic process of collecting complete information pertaining
to a job. Job analysis is a procedure through which you determine the duties and responsibilities, nature of
the jobs and finally to decide qualifications, skills and knowledge to be required for an employee to perform
particular job.

Objectives of Job Analysis

(a) to determine most effective methods for performing a job.

(b) to increase employee job satisfaction.
(c) to identify core areas for giving training to employees and to find out best methods of
training.
(d) development of performance measurement systems, and to match job-specifications with
employee specifications while selection of an employee.

Q. What are the benefits of Job Analysis?/ Purpose of Job analysis.

1. Organizational structure and design: - Job analysis helps the organization to make suitable
changes in the organizational structure, so that it matches the needs and requirements of the
organization. Duties are either added or deleted from the job.

2. Recruitment and selection: -Job analysis provides information about what the job entails and
what human characteristics are required to perform these activities. This information, in the
form of job descriptions and specifications, helps management decide what sort of people to
recruit and hire.

3. Performance appraisal and training and development: - Based on the job requirements
identified in the job analysis, the company decides a training program. Training is given in
those areas which will help to improve the performance on the job. Similarly when appraisal
is conducted we check whether the employee is able to work in a manner in which we require
him to do the job.

4. Job evaluation :- Job evaluation refers to the method or technique of determining relative
worth of the job and classifying the job ranking or grading. The information regarding job is
found from the job analysis. Therefore, job analysis is the primary work of job evaluation.

5. Promotions and transfer :- When we give a promotion to an employee we need to promote

him on the basis of the skill and talent required for the future job. Similarly when we transfer
an employee to another branch the job must be very similar to what he has done before. To
take these decisions we collect information from job analysis.

6. Career path planning :- Many companies have not taken up career planning for their
employees. This is done to prevent the employee from leaving the company. When we plan

Faculty: Dr. S.M. Rezaul Ahsan, Director-HR, General Pharmaceuticals Ltd.

Lecture Notes on Strategic Human Resource Management

the future career of the employee, information will be collected from job analysis. Hence job
analysis becomes important or advantageous.

7. Labor relations :- When companies plan to add extra duties or delete certain duties from a
job, they require the help of job analysis, when this activity is systematically done using job
analysis the number of problems with union members reduce and labor relations will improve.

8. Health and safety :- Most companies prepare their own health and safety, plans and programs
based on job analysis. From the job analysis company identifies the risk factor on the job and
based on the risk factor safety equipment are provided.

9. Acceptance of job offer :- When a person is given an offer/appointment letter the duties to be
performed by him are clearly mentioned in it, this information is collected from job analysis,
which is why job analysis becomes important.

Q. Explain the method of job analysis.

The various job analysis methods are enumerated as below:

Personal Observation Method:

Under this method, the job analyst watches and observes the person, performing the job, and
takes notes to describe the tasks and performed duties. During a complete work cycle, various
aspects, like, the tasks performed, the working conditions, the hazards involved, and the pace
at which the activities are carried out etc., are observed by the job analyst. For the jobs, that
involve manual/physical, standardized and short job cycle activities, this method is very much
suitable. Machine operator, bus driver, flight attendant, house keeper are examples of such
jobs. However, there are many aspects of a job that involve mental process and unforeseen
circumstances, cannot be directly observed by this method. This method also involves personal
biases, likes or dislikes, as every person has their own way of observing the things, and
different people think differently and interpret the findings differently. The efficiency and
effectiveness of this method depends on job analyst, whether the job analyst is skilled enough
to know what to observe and how to analyze what has been observed.

Advantages:

➢ This method provides firsthand knowledge and information about the job that is being
analyzed, as compare to other method of job analysis, in which the information is
obtained indirectly.
➢ By this method, job analyst is able to see the actual work environment, tools and
equipment used, inter relationship among workers and the complexity of the job.
➢ This method is very simple.
➢ Verification of the data, collected through this method, can be done through other
sources.

Disadvantages:

➢ In the presence of an observer, the incumbent may alter their normal work behaviour,

Faculty: Dr. S.M. Rezaul Ahsan, Director-HR, General Pharmaceuticals Ltd.

Lecture Notes on Strategic Human Resource Management

if they know that they are being observed. All this reduces the effectiveness of this
method.
➢ For the jobs, that involves significant amount of mental efforts, this method is not
very suitable.
➢ Job analyst may not be skilled enough to know what to observe and how to analyze
what has been observed.
➢ This method is very time consuming.
➢ This method leads to personal biasness, likes or dislikes, as different people have
different ways of thinking

Interview Method:

This technique involves discussion between job analyst and job occupants. Through this
method, the occupants can come up with their own style of working, problems faced by them,
use of particular skills and techniques while performing their job, and insecurities and fear
about their career. This method enables the interviewer to know exactly what an employee
thinks about his or her job. This method actually involves analysis of the job by the employee
himself.

Interviews can be individual interview or group interview. Individual interviews are one to one
basis whereas interviews with two or more occupants in a group are group interview. Interview
with a small panel of experts such as, supervisors or long time employees are called technical
conferences. Technical conferences reflect a census of experts’ thinking.

Interviews can be unstructured or structured. In unstructured interviews, the questions and

the area of discussions are unspecified. In structured interview, each point for discussion is
clearly laid down. There is a possibility that all aspects of a job are covered in an interview by
using structured format. Generally, a standard format is used to collect the information from
different employees so that the information can be used to identify the common and critical
aspects of the job.

Advantages:

➢ This method is most commonly used.

➢ Through this method, qualitative aspects of the job can also be examined.
➢ This method works very well for jobs that have long job cycles.
➢ This method generates information that can never appear on written format.
➢ Jobholders are most familiar with the job, therefore, they can provide better analysis of
the job as compare to anyone else.
Disadvantages:

➢ The efficiency of this method depends on the interviewer’s ability to take interview.
➢ This method of job analysis may become faulty if the interviewer puts ambiguous
questions to workers.

Faculty: Dr. S.M. Rezaul Ahsan, Director-HR, General Pharmaceuticals Ltd.

Lecture Notes on Strategic Human Resource Management

➢ With the purpose to add greater weightage to their position, the workers may
exaggerate their job duties.
➢ If a number of jobs are to be studied, then this method is very time and money
consuming.
➢ In order to show that their job is very complex, the workers may distort information.
➢ If the purpose of interview is not clear, employees may provide information to protect
their own interests.
Questionnaire:

In this method of collecting job analysis information, a questionnaire is developed and given
to the employees and supervisors / managers, to provide the answers. This questionnaire is
related to the nature of duties, tasks and responsibilities, related to the job. The questionnaire
can be of two types: structured questionnaire and unstructured questionnaire. Structured
questionnaire is like checklists. Each employee gets an inventory of perhaps hundreds of
specific duties or tasks. Employee is required to answer whether he or she performs each task
or not, and if performs, how much time is normally spent on each one. The unstructured
questionnaire is open – ended that simply asks the employees to describe the major duties of
their job. The best questionnaire generally falls between the two extremes. A questionnaire is
a quick and efficient method of collecting information from a large number of employees. This
method is less costly as compare to the interviewing method of collecting information. But
this method is expensive and time consuming.

Various organizations use standardized questionnaires that have been developed by some
agency. Most of these questionnaires are of two types: 1) Position analysis questionnaire 2)
Management position description questionnaire, which are discussed as follows:

Position Analysis Questionnaire method:

It is a structured questionnaire that is designed to collect quantitative information, about the different
aspects of the job. In this method, the job and human characteristics are identified individually, and then
inter relationship between them is developed, for the purpose of analysis. The PAQ covers 194 job
elements that are divided into six major categories: 1) Information input 2) Mental processes 3) Work
output 4) Relationship with others 5) job content 6) other job characteristics. The job descriptors, who
explain the job based elements, are rated on a scale of extent of use, importance, time, the possibility of
occurrence, applicability and a special code for certain jobs. The job analyst decides what role each item
plays, and to what extent. The analyst can do this online by using the site www.paq.com. The PAQ
results are used to compare one job with the other, and then to assign pay levels for each job.

Management Position Description Questionnaire:

Managerial jobs differ in character, from other jobs, with clearly identifiable routines and procedures.
Therefore, some specialized methods have evolved for their analysis. One of widely used methods,
known as management position description questionnaire, was developed by a computer company. This
is a structured questionnaire, containing 208 items, related to the responsibilities, restrictions, demands,

Faculty: Dr. S.M. Rezaul Ahsan, Director-HR, General Pharmaceuticals Ltd.

Lecture Notes on Strategic Human Resource Management

and other miscellaneous position characteristics of the managers.

Diary or Log of Job Incumbent method:

The daily listings, made by the workers, what they do during the day are called maintaining the dairy or
log. In this technique, the workers maintain the diary, on daily basis, by recording the job duties,
frequencies of the duty etc. This technique, when supplemented with subsequent interviews with the
workers and the supervisors, produces the complete picture of the job.

In order to have good information about the job, the diary or log should be updated. An examination of
the routineness or non-routineness of the job, duties can be made by comparing the daily, weekly or
monthly figures of the dairy. Some jobs are very difficult to observe, like that of engineers, scientists,
and senior executives etc. In these types of jobs, diary or log provides a useful basis for gathering
information, related to the job. The problem, with this method of collecting the job related information,
is that the individuals are not disciplined enough to keep such a dairy or log. But in order to avoid such
pitfalls, some firms take a high-tech approach to dairy or logs. Pocket dictating machines and pagers are
given to the employees. The employers page the workers at random times, during the day, who dictate
what they are doing at that time.

Checklist method:

The appearance of questionnaire and checklists is similar but the checklist is more structured than a
questionnaire. A checklist contains fewer subjective judgments and tends to be either yes or no variety
but a questionnaire depends on the job holders to provide narrative description of the tasks, skills,
knowledge, abilities, working conditions etc., involved in the performance of their job. A checklist
includes a large number of activities and the job holder is required to tick only those activities that are
included in their jobs. The preparation of checklists requires a lot of efforts by the specialists who
prepares this list. While preparing this list, all the relevant information about the job can be collected by
asking the supervisors, industrial engineers and other familiar with the work. After the preparation of
the checklist it is sent to the job holder. The responses of the job holder are clustered by applying some
statistical methods and then that will be the basis for tabulating job related data.

This method of collecting job related information is very useful in large firms that have a large number
of employees, assigned to one particular job. This technique is amenable to tabulation and recording on
electronic equipment. However, this technique is very costly and not suitable for small firms.

Faculty: Dr. S.M. Rezaul Ahsan, Director-HR, General Pharmaceuticals Ltd.

Lecture Notes on Strategic Human Resource Management

Q. Explain job descriptions and job specifications and their purposes? Distinguish between job
descriptions and job specifications.

Job Description

Job description includes basic job-related data that is useful to advertise a specific job and
attract a pool of talent. It includes information such as job title, job location, reporting to and
of employees, job summary, nature and objectives of a job, tasks and duties to be performed,
working conditions, machines, tools and equipment to be used by a prospective worker and
hazards involved in it.

Purpose of Job Description

➢ The main purpose of job description is to collect job-related data in order to advertise
for a particular job. It helps in attracting, targeting, recruiting and selecting the right
candidate for the right job.
➢ It is done to determine what needs to be delivered in a particular job. It clarifies what
employees are supposed to do if selected for that particular job opening.
➢ It gives recruiting staff a clear view what kind of candidate is required by a particular
department or division to perform a specific task or job.
➢ It also clarifies who will report to whom.

Job Specification

Also known as employee specifications, a job specification is a written statement of

educational qualifications, specific qualities, level of experience, physical, emotional,
technical and communication skills required to perform a job, responsibilities involved in a
job and other unusual sensory demands. It also includes general health, mental health,
intelligence, aptitude, memory, judgment, leadership skills, emotional ability, adaptability,
flexibility, values and ethics, manners and creativity, etc.

Purpose of Job Specification

➢ Described on the basis of job description, job specification helps candidates analyze
whether are eligible to apply for a particular job vacancy or not.
➢ It helps recruiting team of an organization understand what level of qualifications,
qualities and set of characteristics should be present in a candidate to make him or her
eligible for the job opening.
➢ Job Specification gives detailed information about any job including job responsibilities,
desired technical and physical skills, conversational ability and much more.
➢ It helps in selecting the most appropriate candidate for a particular job.

Faculty: Dr. S.M. Rezaul Ahsan, Director-HR, General Pharmaceuticals Ltd.

Lecture Notes on Strategic Human Resource Management

Job description and job specification are two integral parts of job analysis. They define a job
fully and guide both employer and employee on how to go about the whole process of
recruitment and selection. Both data sets are extremely relevant for creating a right fit between
job and talent, evaluate performance and analyze training needs and measuring the worth of a
particular job.

Job Description Job Specification

Taken From The job description is prepared The job specification is
from the job analysis. prepared from the job
description.
Definition The Job description is about the The job specification is about
nature of the job, including the the eligibility and skills
duties and tasks to be done. required for the vacancy.
Comprises of The job description comprises of Job specification gives the
information about the workplace, specific information about
duty-timing, salary, the age-limit, minimum
responsibilities and other general qualification, certificates, and
information. experience.
Main Function The job description tells about the The job specification is about
‘do’s of an individual he/she is the eligibility for that post.
selected for the post.

Faculty: Dr. S.M. Rezaul Ahsan, Director-HR, General Pharmaceuticals Ltd.

Lecture Notes on Strategic Human Resource Management

Q. Write compete job descriptions for the position of Marketing Manager, HR Manager, Supply
Chain Manager.

Answer: Job description format/ template

Job Profile
POSITION DETAILS:

Designation :

Department :

Reports to :

PURPOSE STATEMENT:

KEY RESPONSIBILITIES:

JOB SPECIFICATION:

• Education:

• Skills:

• Experience:

Approval:

Faculty: Dr. S.M. Rezaul Ahsan, Director-HR, General Pharmaceuticals Ltd.

Lecture Notes on Strategic Human Resource Management

Q. What is job rotation? What are the objectives and benefits of job rotation?

Job Rotation is a management approach where employees are shifted between two or more assignments
or jobs at regular intervals of time in order to expose them to all verticals of an organization. It is a pre-
planned approach with an objective to test the employee skills and competencies in order to place him
or her at the right place. In addition to it, it reduces the monotony of the job and gives them a wider
experience and helps them gain more insights.

Job Rotation Objectives

Reducing Monotony of the Job: The first and foremost objective of job rotation is to reduce
the monotony and repetitiveness involved in a job. It allows employees to experience different
type of jobs and motivates them to perform well at each stage of job replacement.

Succession Planning: The concept of succession planning is ‘Who will replace whom’. Its
main function of job rotation is to develop a pool of employees who can be placed at a senior
level when someone gets retired or leaves the organization. The idea is to create an immediate
replacement of a high-worth employee from within the organization.

Creating Right-Employee Job Fit: The success of an organization depends on the on-job
productivity of its employees. If they’re rightly placed, they will be able to give the maximum
output. In case, they are not assigned the job that they are good at, it creates a real big problem
for both employee as well as organization. Therefore, fitting a right person in right vacancy is
one of the main objectives of job rotation.

Exposing Workers to All Verticals of the Company: Another main function of job rotation
process is to exposing workers to all verticals or operations of the organization in order to
make them aware how company operates and how tasks are performed. It gives them a chance
to understand the working of the organization and different issues that crop up while working.

Testing Employee Skills and Competencies: Testing and analyzing employee skills and
competencies and then assigning them the work that they excel at is one of the major functions
of job rotation process. It is done by moving them to different jobs and assignments and
determining their proficiency and aptitude. Placing them what they are best at increases their
on-job productivity.

Developing a Wider Range of Work Experience: Employees, usually don’t want to change
their area of operations. Once they start performing a specific task, they don’t want to shift
from their comfort zone. Through job rotation, managers prepare them in advance to have a
wider range of work experience and develop different skills and competencies. It is necessary
for an overall development of an individual. Along with this, they understand the problems of
various departments and try to adjust or adapt accordingly.

Faculty: Dr. S.M. Rezaul Ahsan, Director-HR, General Pharmaceuticals Ltd.

Lecture Notes on Strategic Human Resource Management

Benefits of Job Rotation

Helps Managers Explore the Hidden Talent: Job Rotation is designed to expose employees
to a wider range of operations in order to assist managers in exploring their hidden talent. In
the process, they are moved through a variety of assignments so that they can gain awareness
about the actual working style of the organization and understand the problems that crop up at
every stage. Through this process, managers identify what a particular employee is good at
and accordingly he or she is assigned a specific task.

Helps Individuals Explore Their Interests: Sometimes, employees are not aware of what would
like to do until they have their hands on some specific job. If their job is rotated or they are
exposed to different operations, they can identify what they are good at and what they enjoy
doing. They get a chance to explore their interests and hidden potential.

Identifies Knowledge, Skills and Attitudes: Job Rotation helps managers as well as
individuals identify their KSA (Knowledge, Skills and Attitudes). It can be used in determining
who needs to improve or upgrade his or skills in order to perform better. This helps in
analyzing training and development needs of employees so that they can produce more output.

Motivates Employees to Deal with New Challenges: When employees are exposed to
different jobs or assigned new tasks, they try to give their best while effectively dealing with
the challenges coming their way. It encourages them to perform better at every stage and prove
that they are no less than others. This gives rise to a healthy competition within the organization
where everyone wants to perform better than others.

Increases Satisfaction and Decreases Attrition Rate: Exposing employees to different tasks
and functions increase their satisfaction level. Job variation reduces the boredom of doing
same task everyday. Moreover, it decreases attrition rate of the organization. Employees
develop a sense of belongingness towards the organization and stick to it till long.

Helps Align Competencies with Requirements: Alignment of competencies with

requirements means directing the resources when and where they are required. It assesses the
employees and places them at a place where their skills, competencies and caliber are used to
the highest possible extent.

Faculty: Dr. S.M. Rezaul Ahsan, Director-HR, General Pharmaceuticals Ltd.

Lecture Notes on Strategic Human Resource Management

Q. What are the differences between JOB ENLARGEMENT AND JOB ENRICHMENT?

BASIS FOR
JOB ENLARGEMENT JOB ENRICHMENT
COMPARISON
Meaning A technique of job design in which the A management tool used to motivate
task related to a single job are increased employees, by adding responsibilities in
is known as job enlargement. the job is known as Job Enrichment.
Concept Quantitatively expanding the scope of a Qualitatively extending the range of
job. activities performed by a job.
Objective To decreases the boredom in performing To make the job more challenging,
a redundant task. interesting and creative.
Outcome May or may not be positive The result of job enrichment is always
positive.
Requirement of No Yes
additional skills
Expansion Horizontal Vertical
Supervision More Comparatively less

Q. What is job evaluation? What are the purposes of job evaluation? Describe the methods of job
evaluation.

Job evaluation is a systematic way of determining the value or worth of a job with other jobs in an
organization. Job evaluations are a step-by-step process to determine how much money a position should
earn.

Purposes
Job evaluation helps following purposes:

(1) It helps in devising an acceptable wage

(2) It helps in proper placement of workers in job.

(3) It helps the personnel department to recruit the right person for a job since requirement of each job
are clearly indicated.

(4) It helps in formulating the internal training plan.

(5) It helps to avoid wage and other discrimination for similar jobs in same organization or a group of
organizations under the same management.

Faculty: Dr. S.M. Rezaul Ahsan, Director-HR, General Pharmaceuticals Ltd.

Lecture Notes on Strategic Human Resource Management

Job evaluation methods

There are different methods that can be used for job evaluation. The easiest way to split these up is to make
a distinction between qualitative and quantitative methods.

Four common job evaluation methods:

Qualitative Method Quantitative Method

Ranking method Factor-comparison method

Job classification method Point-factor method

Qualitative Method

i. Ranking Method

Ranking method Perhaps the simplest method of job evaluation is the. According to this method, jobs are
arranged from highest to lowest, in order of their value or merit to the organization. Jobs can also be
arranged according to the relative difficulty in performing them.

The jobs are examined as a whole rather than on the basis of important factors in the job; the job at the top
of the list has the highest value and obviously, the job at the bottom of the list will have the lowest value.
Jobs are usually ranked in each department and then the department rankings are combined to develop an
organizational ranking.

The variation in payment of salaries depends on the variation of the nature of the job performed by the
employees. The ranking method is simple to understand and practice and it is best suited for a small
organization. Its simplicity however works to its disadvantage in big organizations because rankings are
difficult to develop in a large, complex organization. Moreover, this kind of ranking is highly subjective in
nature and may offend many employees.

ii. Job Classification Method

This method works by assigning each job a grade, level, or class that corresponds to a pay grade. For
instance, Grade I, Grade II, Grade III, and so forth. These grades or classifications are created by identifying
gradations of some common denominations, such as job responsibility, skill, knowledge, education
required, and so on as follows.

1. Class I-Managers: Further classification under this category may be all department Managers,
Deputy Office Manager, Office superintendent, Departmental supervisor, etc.

2. Class II-Skilled workers: Under this category may come the entry level management positions
such as Officers, Executives, Cashier, Computer operators etc.

Faculty: Dr. S.M. Rezaul Ahsan, Director-HR, General Pharmaceuticals Ltd.

Lecture Notes on Strategic Human Resource Management

3. Class III-Semiskilled workers: Under this category may come to Steno typists, Machine-
operators, Switchboard operators, technicians, electricians etc.

4. Class IV-Semiskilled workers: This category comprises Drafters, File clerks, office boys,
support staff etc.

This method requires a decision at the initial stage on the number of pay grades to be included in the wage
and salary plan. Of course, the actual amount to be assigned to pay grades is made after the job evaluation is
completed.

Qualitative Method

i. Factor Comparison Method

Under this method, each job is ranked according to a series of factors such as mental effort, physical effort,
the skill needed, responsibility, supervisory responsibility, working conditions, know-how, problem-
solving abilities, accountability etc.

Pay will be assigned in this method by comparing the weights of the factors required for each job, i.e. the
present wages paid for key jobs may be divided among the factors weighted by importance. In other words,
wages are assigned to the job in comparison to its ranking on each job factor.

ii. Point Method

The point method is widely used currently. Here, jobs are expressed in terms of key factors. Points are
assigned to each factor prioritizing each factor in order of importance. The points are summed up to
determine the wage rate for the job. Jobs with similar point totals are placed in similar pay grades. The
procedure involved may be explained thus:

1. Select key jobs. Identify the factors common to all the identified jobs such as skill, effort,
responsibility, etc.

2. Divide each major factor into a number of sub-factors. Each sub-factor is defined and expressed
clearly in the order of importance, preferably along a scale. The most frequent factors employed
in point systems are:

A. skill (key factor): Education and training required, Breadth/depth of experience

required, Social skills required, problem-solving skills, Degree of discretion/use of
judgment, and Creative thinking.

B. Responsibility/Accountability: Breadth of responsibility, Specialized

responsibility, Complexity of the work, Degree of freedom to act, Number of nature
of the subordinate staff, Extent of accountability for equipment/plant, Extent of
accountability for product/materials.

Faculty: Dr. S.M. Rezaul Ahsan, Director-HR, General Pharmaceuticals Ltd.

Lecture Notes on Strategic Human Resource Management

C. Effort: Mental demands of a job, physical demands of a job, Degree of potential

stress.
D. Find the maximum number of points assigned to each job (after adding up the
point values of all sub-factors of such a job). This would help in finding the
relative worth of a job.

3. Once the worth of a job in terms of total points is expressed, the points are converted
into money values keeping in view the hourly/daily wage rates. A wage survey is usually
undertaken to collect wage rates of certain key jobs in the organization.

Q. Describe the steps of job evaluation.

The job evaluation process involves four steps. These steps are:

1. Planning and Diagnosis

In this phase, the job evaluation project is started with an initial workshop. During this workshop, the
evaluation is scoped and approaches for evaluation are decided on. In terms of scope, decisions need to be
made on cost, time constraints, the degree of rigor applied, administration, tooling & software, how much
external help is required, how to build on previous projects, and how job evaluation will be used to support
equal pay. The organization also needs to decide on their job evaluation scheme. There are multiple
schemes with different degrees of customization such as proprietary, customized, tailor-made etc.

2. Design & Development

In the next phase, the evaluation elements and levels are determined. This step includes designing or
customizing the methods whether the organization is going to apply qualitative or quantitative analysis of
job evaluation. Once the method designing is done, data on the different roles in the organization is
collected.

3. Validation & Modeling

In the third phase, the results from the data collection are analyzed and the ratings or weightage of the
different elements are discussed. This may require some fine-tuning as initial definitions may skew the
results. Next, a pay grade structure is drafted, and jobs are categorized. There will always be a set of jobs
that do not match the pay grade structure.

4. Communication & Roll-out.

In the final phase of the job evaluation process, the structure is implemented. Best practices are to explain
everyone affected why their pay grade structure may have changed. There should also be an opportunity to
appeal decisions that are perceived as unfair. Here it is important to hear and investigate what employees
have to say. This phase will be easier if there is buy-in from the organization.

Faculty: Dr. S.M. Rezaul Ahsan, Director-HR, General Pharmaceuticals Ltd.

Lecture Notes on Strategic Human Resource Management

Q. What are the differences between job analysis and job evaluation?

Job Analysis Job Evaluation

Job analysis is a systematic process of collecting Job evaluation is a systematic way of determining the
complete information pertaining to a job. value or worth of a job with other jobs in an
organization.
Focuses on the tasks and responsibilities of a specific Focuses on the relative value of different jobs.
job.
Used to develop job descriptions and job Used to determine pay scales and compensation
specifications. packages.
The process is Comprehensive The process is Comparative

Questionnaire, Checking, Interview, Site etc. Non-Analytical system press Analytical system.

Faculty: Dr. S.M. Rezaul Ahsan, Director-HR, General Pharmaceuticals Ltd.