JOB ANALYSIS, JOB DESCRIPTION, JOB DESIGN AND

JOB EVALUATION AND JOB EVALUATION METHODS

INTRODUCTION
In previous sessions, we discussed the nature, techniques and importance of HRP. Now, in
order to achieve effective HRP, the duties involved and skills required for performing; all the
jobs in an organization have to be taken care of. This knowledge is gained through the analysis
of work, popularly called JOB ANALYSIS.
Job Analysis was almost non-existent 3 decades ago. The major thrust behind Job Analysis
has been the civil rights movement which requires that the factors governing hiring, firing and
promoting should be job related. This has led to identifying what each job entails, what an
incumbent worker must possess to perform successfully on the job. Job Analysis helps
establish this.

Manpower planning is concerned with determination of quantitative and qualitative

requirements of manpower for the organization. Determination of manpower requirements is
one of the most important problems in manpower planning. Job analysis and job design,
provide this knowledge. Before going through the mechanism of job analysis and job design,
it is relevant to understand the terms which are used in job analysis and job design.

Definition of JOB

Let’s first understand what is JOB –

- Job is defined as labour activities that generate income, monetary or in kind,
without violating fundamental rights and principles at work.
- Job can take the form of wage employment, self-employment, farming.
- They can be formal or informal.
- Job is work – physical / mental
- Money consideration is crucial in determining whether or not an activity is
really a work.
- Example a person cooking for himself at home is not a job as he / she is not
doing it for money. However if he/she employs a cook and pays the cook then
the cook performs a job.

NATURE OF JOB ANALYSIS

Developing an organizational structure, results in jobs which have to be staffed. Job analysis
is the procedure through which you determine the duties and nature of the jobs and the kinds
of people (in terms of skills and experience) who should be hired for them.’ It provides you
with data on job requirements, which are then used for developing job descriptions (what the
job entails) and job specifications (what kind of people to hire for the job). Some of the
definitions of job analysis ate given as follows, to understand the meaning of the term more
clearly.
According to Michael L. Jucius, “Job analysis refers to the process of studying the operations,
duties and organizational aspects of jobs in order to derive specifications or as they called by
some, job descriptions.”

According to DeCenzo and P. Robbins, “A job analysis is a systematic exploration of the

activities within a job. It is a basic technical procedure, one that is used to define the duties,
responsibilities, and accountabilities of a job.”

According to Herbert G Herman “A job is a collection of tasks that can be performed by a

single employee to contribute to the production of some product or service provided by the
organization. Each job has certain ability requirements (as well as certain rewards) associated
with it. Job analysis process used to identify these requirements.”

Flippo has offered a more comprehensive definition of job analysis as, “Job analysis is the
process of studying and collecting information relating to the operations and responsibilities of
a specific job. The immediate products of the analysis are job descriptions and job
specifications”

Thus, job analysis involves the process of identifying the nature of a job (job description) and
the qualities of the likely job holder (job specification).

- Job related information includes knowledge, skill and ability (KSA) required to
discharge a job effectively.
- Knowledge may be understood as the extent to which the job holder is familiar
with his or her job.
- Skill is the specific capability to operate a machine/system. This also includes
information about the use of tools, equipment and machinery.
- Abilities refers to the physical and mental capacities needed to perform tasks.

• Job Analysis results in 2 sets of data

i. Job Description
JD indicates what all a job involves tasks and responsibilities attached to a job
• Job title
• Duties
• Machines
• Tools & equipment
• working conditions and hazards
• Supervision given or received
• Materials and forms used
• Location
ii. Job Specification
JS indicates human qualifications necessary to do the job
• Education
• Experience
• Training
• Judgement
• Initiative
• Physical effort
• Physical skills
• Responsibilities
• Communication skills
• Emotional characteristics
• Unusual sensory demands such as sight, smell, hearing
The capabilities that the job-holder should possess should form part of job specification. It is
very important that there should be a fit between job demands (job description) and abilities
required to discharge the tasks (job specification). Any mismatch is likely to result in job
dissatisfaction that carries dysfunctional consequences like low productivity, absenteeism and
turnover.
• THE PROCESS OF JOB ANALYSIS
1. Strategic choices
Strategic choices involve decisions on employee involvement, level and details of data
analysis, frequency of data analysis and sources of job data
2. Gather Information
Information gathering addresses at least 3 question: what type of data to be collected,
what methods to be used, who should collect data.

3. Process Information
Job data collected needs to be processed using simple or sophisticated techniques. This data
helps Job Description and Job Specification. Once job analysis information has been collected,
the next step is to place it in a form that will make it useful to those charged with the various
personnel functions. Several issues arise with respect to this. First, how much detail is needed?
Second, can the job analysis information be expressed in quantitative terms? These must be
considered properly.
Job information which has been collected must be processed to prepare the job description
form. It is a statement showing full details of the activities of the job. Separate job description
forms may be used for various activities in the job and may be compiled later on. The job
analysis is made with the help of these description forms. These forms may be used as reference
for the future.
Uses of Job Description and Job Specification
❖ Personnel Planning
❖ Performance Appraisal
❖ Hiring
❖ Training & Development
❖ Job Evaluation and Compensation
❖ Health and Safety
❖ Employee Discipline
❖ Work Scheduling
❖ Career Planning

METHODS OF COLLECTING JOB DATA

1. OBSERVATION
The Job analyst carefully observes job holder at work and records what she / he does, how he
/ she does and how much time is needed for completion of a given task.
This is the simplest method. However this method is time consuming and inapplicable to jobs
which involve high proportions of unobservable mental activities and those that do not have
easily observable job cycles. This method may be used for analyzing repetitive, short-cycle,
unskilled and semi-skilled jobs.

2. INTERVIEWS
There are three types of interviews you can use to collect job analysis data: individual
interviews with each employee; group interviews with groups of employees having the same
job; and supervisor interviews with one or more supervisors who are thoroughly
knowledgeable about the job being analysed. The group interview is used when a large number
of employees are performing similar or identical work, since this can be a quick and
inexpensive way of learning about the job. As a rule, the worker’s immediate supervisor would
attend the group session; if not, you should interview the supervisor separately to get that
person’s perspective on the duties and responsibilities of the job.
This is a time consuming method
The effectiveness of interview method depends on the interviewer and on the ability of the job
holder to make meaningful responses. This method might be affected by the bias of the
interviewer. Also the person being interviewed might answer questions based on what he feels
is the correct answer and not what he is actually doing.
 3. QUESTIONNAIRES
Job holders fill in the given structured questionnaires, which are then approved by their
supervisors. The filled-in questionnaires provide enough data on jobs.
Each questionnaire should contain the following information:
1. Job title of job holder
2. Her / his supervisor or manager’s job title
3. Staff reporting to job holder
4. Brief description of role or purpose of job
5. List of main tasks / duties that the job holder has to carry out
The questionnaires method has its own advantages and limitations. The major advantage of
this method is that information on a large number of jobs can be collected in a relatively short
period of time. But some follow up observations and discussions are necessary to clarify
inadequately filled-in questionnaires and interpretation problems.

4. CHECKLISTS
Checklist is similar to a questionnaire, but response sheet contains fewer subjective judgements
and tends to be either yes or no variety. Checklists can cover as many as 100 activities and
job holders tick only those tasks that are included in their jobs.
5. TECHNICAL CONFERENCE METHOD
In this method, services of supervisors who possess extensive knowledge about a job are used.
It is from these experts that details about the job are obtained. Here a conference of supervisors
is used. The analyst initiates discussion which provides details about jobs.
Although it is a good data gathering method, this method lacks accuracy because the actual job
holders are not involved in collecting information.
DIARY METHOD
Workers can be to keep participant diary/long or lists of things they do during the day. For
every activity he or she engages in, the employee records the activity (along with the time) in
a log. This can provide you with a very comprehensive picture of the job, especially when it’s
Supplemented with subsequent interviews with the worker and his or her supervisor. This
method provides more accurate information if done faithfully. However, it is quite time
consuming. Further, each job holder may maintain records according to his own way which
presents problems in analysis at later stage. Therefore, it has limited application.

6. QUANTITATIVE TECHNIQUES
These techniques are used where it is desired to assign a quantitative value to each job so that
jobs can be compared for pay purposes. Under this, three popular techniques of job analysis
are :
a. Position Analysis Questionnaire
The PAQ is a highly specialized instrument for analyzing any job in terms of employee
activities. The PAQ contains 194 job elements on which a job is created depending on
the degree to which an element (or descriptor) is present. The primary advantage of the
PAQ is that it can be used to analyze almost any job.
b. Management Position Description Questionnaire
MPDQ is a highly structured questionnaire containing 208 items relating to managerial
responsibilities, restrictions, demands and other miscellaneous position characteristics.
c. Functional Job Analysis
Functional Job Analysis is a worker-oriented job analytical approach which attempts to
describe the whole person on the job.

8. ELECTRONIC DEVICES
• In this method questionnaires are sent to job-holders electronically who fill them up
and return to the analysts.
• Conventional interviewing, observation and other methods are dispensed with.
• Electronic method facilitates sharing the information and scope for discussion.
The above methods are the most popular ones for gathering job analysis data. They all provide
realistic information about what job incumbents actually do. They can thus be used for
developing job descriptions and job specifications. Caroll L. Shartle, Otis and Lenhert have
provided the following suggestions for making the job analyst’s task simple.

Introduce yourself so that the worker knows who you are and why you are there.
Show a sincere interest in the worker and the job that is analysed
Do not try to tell the employee how to do his job.
Try to talk to the employee and supervisors in their own language;
Do a complete job study within the objectives of the programmer: and
Verify the job information obtained.
The methods described above are not to be viewed as mutually exclusive. None of them is
universally superior. The best results can be obtained by a combination of these methods.

PURPOSES OF JOB ANALYSIS

Job Analysis is useful for overall management of all personnel activities.
Job-related data obtained from a job-analysis programme are useful in Human resource
planning, employee hiring, training, job evaluation, compensation, performance appraisal,
computerized personnel information systems, and safety & health.
1. Human Resource Planning – The number and type of personnel are determined by the
jobs which need to be staffed. Job related information is therefore, necessary for HRP.

2. Recruitment & Selection – Recruitment needs to be preceded by job analysis. Job

Analysis helps HR manager to locate places to obtain employees for openings
anticipated in the future. An understanding of the types of the skills needed and types
of job that may open in future, enables managers to have a better continuity and
planning in staffing their organization.
Similarly, selecting a qualified person to fill a job requires knowing clearly the work to
be done and qualifications needed to perform the work. Without a clear and precise
understanding of what a job entails, the HR manager cannot effectively select someone
to do the job.
3. Training & Development – Job analysis is useful for an HRD manager in as much as it
helps her / him know what a given job demands from the incumbent in terms of
knowledge and skills. Training & Development programs can be designed depending
on the job requirements.

4. Job Evaluation – Job evaluation involves determination of relative worth of each job
for the purpose of establishing wage and salary differentials. Relative worth is
determined mainly on the basis of job description and job specification.

5. Remuneration – Job evaluation helps determine wage and salary grades for all jobs.
Employees need to be compensated depending on the grades of jobs which they occupy.
Remuneration also involves fringe benefits, bonus and other benefits. Clearly
remuneration must be based on the relative worth of each job. Ignoring this basic
principle results in inequitable compensation. A perception of inequity is a sure way of
demoting an employee.

6. Performance Appraisal – performance appraisal involves assessment of the actual

performance of an employee against what is expected of her / him. Such assessment is
the basis for awarding promotions, effecting transfers, or assessing training needs. Job
analysis facilitates performance appraisal in as much as it helps fix standards for
performance in relation to which actual performance of an employee is compared and
assessed.

7. Personnel Information – Organizations generally maintain computerized personnel

information systems (HRIS). Such information provides various uses in decision
making, improving administrative efficiency.

8. Health & Safety – The process of conducting a detailed Job Analysis provides an
excellent opportunity to uncover and identify hazardous conditions and unhealthy
 environmental factors (noise, fumes, dust), so that corrective measures can be taken to
minimize and avoid the possibility of human injury.

JOB DESIGN
The logical sequence to job analysis is job design. Job analysis provides job-related data as
well as skills and knowledge expected of the incumbent to do the job.
Job Design involves conscious efforts to organize tasks, duties and responsibilities into a unit
of work to achieve certain objectives.
Job design is of comparatively recent origin. The human resource managers have realized that
the design of a job has considerable influence on the productivity and job satisfaction; poorly
designed jobs often result in boredom to the employees, increased turnover, job dissatisfaction,
low productivity and an increase in overall costs of the organization. All these negative
consequences can be avoided with the help of proper job design.
Job design involves three steps:
i. the specification of individual tasks
ii. The specification of the method of performing each task
iii. The combination of tasks into specific jobs to be assigned to individuals
Steps i. and iii. Determine the content of the job. Step ii. Indicates precisely how the job shall
be performed.

FACTORS AFFECTING JOB DESIGN

The three factors affecting Job design are
1. Organizational factors
2. Environmental factors
3. Behavioral factors

Organizational Factors
Include characteristics of task, work flow, ergonomics, and work practices.
- Characteristics of Task : Job Design requires the assembly of a number of tasks into a
job or a group of jobs. In more complex jobs, individuals may carry out a variety of
connected tasks, each with a number of functions, or these tasks may be allocated to a
group of workers or divided between them. Complexity in a job may be a reflection of
the number and variety of tasks to be carried out, or the range and scope of the decisions
that have to be made or the difficulty of predicting the outcome of decision.
Each task consists of
1. Planning (deciding the course of action, timing and the resources required).
 2. Executing (carrying out the plan).
3. Controlling (monitoring performance and taking corrective action when required).

- Work flow : The flow of work in a firm is strongly influenced by nature of the product
or service. And this influences the work flow. Example : the frame of a car must be
built before doors can be added.

- Ergonomics : is concerned with designing and shaping jobs to fit the physical abilities
and characteristics of employees so that they can perform their jobs effectively.
Ergonomics helps employers design jobs in such a way that workers physical abilities
and job demands are balanced. Ergonomics does not alter the nature of job tasks but the
location of tools, switches and other facilities, keeping in view that the handling of the
job is the primary consideration.

- Work Practices : these are set ways of performing works. These methods may arise
from tradition or the collective wishes of employees.

Environmental Factors
Environmental elements affect all activities of Human Resource Management. The external
factors that have a bearing on job design are employee abilities and availability, and social and
cultural expectations.
- Employee Abilities and Availability: Efficiency consideration must be balanced against
the abilities and availability of the people who are to do the work.
When Henry Ford made use of the assembly line, for example he was aware that most
potential workers lacked any automobile-making experience. So jobs were designed
simple and required little training. Therefore, considerable thought must be given as to
who will actually do the work.
- Social and Cultural Expectations: In previous years getting a job was the primary
consideration and workers were prepared to do any job under any working condition.
Not any more, Literacy, knowledge and awareness among workers has improved, so
also their expectations from jobs. Hence jobs must be designed to meet the expectations
of workers.

Behavioural Factors
These deal with human needs and the necessity to satisfy them.
- Feedback : individuals need to receive meaningful feedback about their performance,
preferably by evaluation their own performance and defining the feedback. This
 implies that they need to ideally work on a complete product or on a significant part of
it.
- Autonomy : autonomy is being responsible for what one does. It is the freedom to
control one’s responses to the environment.
- Use of Abilities : the job must be perceived by individuals as requiring them to use
abilities they value in order to perform the job effectively.
- Variety : lack of variety may cause boredom. Boredom, in turn, leads to fatigue and
fatigue causes mistakes. By injecting variety into jobs, errors caused due to fatigue can
be reduced.

JOB DESIGN APPROACHES

• Five popular approaches to job design are :

1. JOB ROTATION
Job rotation refers to moving employees from job to job to add variety and reduce boredom by
allowing them to perform a variety of tasks. When an activity is no longer challenging, the
employee would be moved to another job at the same level, requiring a similar skill.
For example, an employee may spend two weeks attaching bumpers to vehicles and the
following two weeks making final checks of the chassis. During the next month, the same
employee may be assigned to two different jobs. Therefore, the employee would be rotated
among four jobs. The advantage of job rotation is that employees do not have the same routine
job day after day. Job rotation only addresses the problem of assigning employees to jobs of
limited scope; the depth of the job does not change. The job cycle of the actual daily work
performed has not been lengthened or changed. Instead, employees are simply assigned to
different jobs with different cycles.

Because job rotation does not change the basic nature of jobs, it is criticized as nothing more
than having an employee perform several boring and monotonous jobs rather than one. Some
employees dislike job rotation more than being assigned to one boring job because when they
are assigned to one job they know exactly where to report and what work to expect each day.
Workers quickly realize that job rotation does not increase their interest in their work.

Although it seldom addresses the lack of employee motivation, it gives managers a means of
coping with frequent absenteeism and high turnover. Thus when absenteeism or turnover
occurs in the work force, managers can quickly fill the vacated position because each employee
can perform several jobs. Job rotation is often effectively used as a training technique for new,
inexperienced employees.
At higher organizational levels, rotation also helps to develop managerial generalists because
it exposes them to several different operations.

Advantage of Job Rotation Technique:

The employee experiences variety of work, workplace and peer group.
Job rotation helps to broaden the knowledge and skills of an employee.
The main advantage of job rotation is that it relieves the employee from the boredom and
monotony of doing the same job.
With the help of this method, people become more flexible. They are prepared to assume
responsibility especially at other positions.
Job rotation broadens the work experience of employees and turns specialists into
generalists.
It is beneficial for the management also as the management gets employees who can perform
a variety of tasks to meet the contingencies.
This method improves the self-image and personal worth of the employee.

Disadvantage of Job Rotation Technique:

Job rotation also creates disruptions. Members of the work group have to adjust to the new
employee.
Productivity is reduced by moving a worker into new position just when his efficiency at the
prior job was creating organizational economies.
Training costs are increased.
The supervisor may also have to spend more time answering question and monitoring the
work of the recently rotated employee.
It can demotivate intelligent and ambitious trainees who seek specific responsibilities in their
chosen specialty.

2. JOB ENGINEERING
Job engineering focuses on the tasks to be performed, methods to be used, workflows among
employees, layout of the workplace, performance standards, interdependencies among people
and machines.
Specialization of labour is the hallmark of Job engineering.
Job engineering can also create boring jobs, however, it remains an important job design
approach because the resulting cost savings can be measured immediately and easily.

3.JOB ENLARGEMENT
Another means of increasing employee’s satisfaction with routine jobs is job enlargement, or
increasing the number of tasks performed (i.e. increasing the scope of the job). Job
enlargement, like job rotation, tries to eliminate short job cycles that create boredom. Unlike
job rotation, job enlargement actually increases the job cycle. When a job is enlarged, either
the tasks being performed are enlarged or several short tasks are given to one worker. Thus,
the scope of the job is increased because there are many tasks to be performed by the same
worker. Job enlargement programs change many methods of operation- in contrast to job
rotation, in which the same work procedures are used by workers who rotate through work
stations. Although job enlargement actually changes the pace of the work and the operation by
reallocating tasks and responsibilities, it does not increase the depth of a job.
The focus of designing work for job enlargement is the exact opposite of that for job
specialization. Instead of designing jobs to be divided up into the fewest of tasks per employee,
a job is designed to have many tasks for the employee to perform. An enlarged job requires a
longer training period because there are more tasks to be learned. Worker satisfaction should
increase because is reduced as the job scope is expanded. However, job enlargement programs
are successful with jobs what have increased scope; such workers are less prone to resort to
absenteeism, grievances, slowdowns and other means of displaying job dissatisfaction.
Enlargement is done only on the horizontal level. Thus, the job remains the same, but becomes
of a larger scale than before.
Job enlargement has the following advantages:
Increase in diversity of jobs
Job satisfaction
Provides wholeness and identity with the task and increases the knowledge
necessary to perform it.
Provides variety of skills.
Reduces tension and boredom.
Trains and develops more versatile employees.

Despite these advantages this is not a completely satisfactory method of job design as it does
not increase the depth of a job. Enlarged jobs require longer training period as there are more
tasks to be learned.

4. JOB ENRICHMENT
Job enrichment means adding a few more motivators to a job to make it more rewarding. To
be specific, a job is enriched when the nature of the job is exciting, challenging and creative
and gives the job holder more decision making, planning and controlling powers.
For the employee the reward lies in gaining a new skill an being able to do another job if she /
he exhibits the skill to do it effectively.
If the job is designed in such a manner that it becomes more interesting and challenging to the
job performer and provides him opportunities for achievement, recognition, responsibility,
advancement and growth, the job itself becomes a source of motivation to the individual.

Advantages of Job Enrichment: The advantages of job enrichment are as follows:

It enriches the role.
Job enrichment is the most widely used of job design as it provides a meaningful learning to
employees.
It makes the work interesting and employee get motivated.
It helps in reducing the rate of labour turnover and absenteeism.
It increases skills of the employees.
 It increases morale and performance.
Reduce Boredom and dissatisfaction.
Increase in output both qualitative and quantitative

5. SOCIO-TECHNICAL SYSTEMS
This approach focuses on organizations as being made up of people with various competencies
(the social systems), who use tools, machines and techniques (the technical system) to create
goods / services for customers and other stakeholders.
Thus the social and technical systems need to be designed with respect to one another and to
the demands of customers, suppliers and other stakeholders.
Because of their impact, socio-technical systems are complex and influence the way work is
performed throughout the organization.

JOB EVALUATION
Job evaluation is the process of analyzing and assessing the various jobs systematically to
ascertain their relative worth in an organization. Jobs are ranked and not the job holder. Job
holders are rated through performance appraisal.
Main objective of Job evaluation is to establish satisfactory wage and salary differentials. Job
analysis should precede the actual programme of evaluation.
Job analysis provides job-related data which would be useful in drafting Job description and
Job Specification
Job evaluation programme involves answering these major questions:
i. Which jobs are to be evaluated
ii. Who should evaluate the jobs
iii. What training to the evaluators need
iv. How much time is involved
v. What should be the criteria for evaluation
vi. What methods of evaluation are to be employed
JOB EVALUATION PROCESS

1. Which jobs are to be evaluated

• In any exercise, where there are more than 30-50 jobs to be evaluated, it is necessary to
identify and select a sample of benchmark jobs which can be used for comparisons
inside and outside the organizations.
• The benchmark jobs should be so selected to achieve representative sample of each of
the main levels of jobs in each of the principal occupations.
• Size of sample depends on number of different jobs to be covered.

2. Staffing the evaluation exercise / Who should evaluate the jobs?

• Job evaluation is done by a committee which consists of heads of various departments,
representatives of employee unions and specialist from the National Productivity
Council.
• An HR specialist will be the chairperson of the committee.
• Overall co-ordinations of the Job evaluation programme is allocated to a senior
executive, who also reports progress to the board.

3. Training for the committee / What training the evaluators need?

• Members of Job evaluation committee should be trained in its procedure so as to make
the programme successful
• Training is provided through series of meetings in which key questions are discussed,
and doubts cleared.
• Sample of questions discussed – what is Job evaluation, why does this company need
Job evaluation? How will it work? Does Job evaluation mean that everyone whose job
is in the same grade gets the same rate of pay? Etc.

4. Time factor/ How much time is involved?

Job evaluation shouldn’t be conducted in haste. Any rushing through will lead to appeals
against the grading of jobs. Usually, 8 jobs in a day is an ideal pace.

5. Isolating Job- evaluation criteria/ What should be the criteria for evaluation
The heart of Job evaluation is the determination of the criteria for evaluation. Most Job
evaluation use responsibility, skill, effort and working conditions as major criteria
 • METHODS OF Job evaluation
1. Analytical Methods
- Point Ranking Method
- Factor Comparison Method

2. Non-Analytical Methods
- Ranking Method
- Job-grading Method

Non – Analytic Methods

Ranking and job-grading methods come under this category because they make no use of
detailed job factors. Each job is treated as a whole in determining its relative ranking.
1. RANKING METHOD :
This is the simplest, most inexpensive, most expedient. The evaluation committee assesses the
worth of each job on basis of its title or on its contents. Job are not broken down into factors.
This method has its drawback: Job evaluation may be subjective as jobs are not broken down
into factors, so it’s hard to measure whole jobs.

2. JOB GRADING METHOD :

This is also known as job-classification method. This method does not call for a detailed or
quantitative analysis of job factors. It is based on the job as a whole.
In the ranking method there is a yardstick in the form of job grades. Under job-grading method,
the number of grades is first decided upon, and the factors corresponding to these grades are
then determined. Facts about jobs are collected and matched with grades established.
Job grades are arranged in order of their importance. Lowest grade covers jobs that require
greater physical work under close supervision, carrying little responsibility. Higher grades
reflect skill and responsibility, with less supervision.

Analytical Methods
These include point-ranking and factor-comparison method
POINT RANKING METHOD :
The system starts with the selection of job factors, construction of degrees for each factor, and
assignment of points to each degree. Different factors are selected for different jobs with
accompanying differences in degrees and points.
FACTOR-COMPARISON METHOD :
Under this method, one begins with selection of factors, usually five of them – mental
requirements, skill requirements, physical exertion, responsibility, and job condition. These
factors are assumed to be constant for all jobs. Each factor is ranked individually with other
jobs. Example: all jobs can be compared by factor ‘mental requirements. Then the skill factors,
physical requirements, etc. are ranked. Thus, a job near the top of skill, will be low in physical
requirement. The advantage is that jobs of unlike nature – for example manual, clerical and
supervisory – may be evaluated with the same set of factors.

WAGE SURVERY
This is a part of the Job Evaluation Process. Now that job hierarchy has been established with
help of Job evaluation methods it is time to fix wage and salary differentials. Before fixing
such differentials, the wage rate must be determined. It is here that wage survey assumes
importance.
The first step in a wage survey is to select key jobs, duties of which are clearly defined,
reasonably stable, and representative of all levels of jobs. Thus a sample of jobs is created.
Secondly, a sample of firms in the labour-market area must be chosen. The labour market for
different jobs can vary from local to regional to national. With both samples being selected,
the final task is to obtain appropriate wage information, taking care to ensure that job
comparisons being made are valid. Job content, the varying qualities of personnel on these jobs,
and the total compensation programme must be carefully analyzed, compared and equated.

EMPLOYEE CLASSIFICATION
This is the last part of Job evaluation process. Employee classification is the process of
assigning a job title to every employee in the organization. For clearly definable jobs, employee
classification is easy Example: – cashier in a bank. Cashier’s job is to handle cash and not to
maintain ledgers.
Where job involved are of a family type, classification is a difficult task. Example of job
families are typist, clerk cum typists, stenographers and secretarial group. A person employed
in office may do typing, answer phones, sort and distribute mail, make travel arrangements for
her boss, etc. Then will this person’s designation be receptionist or secretary? This decision
is of vital concern both to employee and the employer.