HUMA UNIVERSITY OF MAKATI

J. P. Rizal Ext., West Rembo, Makati City

COLLEGE OF BUSINESS AND FINANCIAL SCIENCE
Department of Office Management
Course Title Title
Module No. 6 Job Evaluation and Work Flow
Analysis
HUMAN RESOURCE
Module Leaders Prof. Ligaya T. Pascobillo
MANAGEMENT
Prof. Jerome Samson
Prof. Ligaya T. Pascobillo
Module Contributors
Prof. Jerome Samson
Time frame: How long the students should take this module? The students
are expected to finish all the activities, assignments, and
assessments of this module in one week.
How to Complete this This module will be completed by the students with the following
module? instructions:
1. Watch/Read all the lectures given to them thru power point
presentations and/or soft copy.
2. View the interactive learning links provided to them.
3. Participate actively in the discussion on the topic presented.
4. Take online quizzes, activities, and assignments.

Teaching Strategies The students will be provided with video lectures thru power point
presentations and/or soft copy of the module. Additional interactive
learning links will be shared to students.

Online discussions and sharing of insights via zoom, google meet or

even thru class group chat may be done every after the end of each
topic of the module.

The students will be given quizzes, activities and assignments at the

end of the module.
INTRODUCTION

This module will help the students understand the Job Evaluation and Work Flow Analysis.
They will be able to establish and document the “job relatedness” of employment procedures.
They will also identify or develop training, equipment to be used in delivering the training
methods. Students will be able to determine skill levels, compensable job factors work
environment, responsibilities and required level of education.

After this module, students should be able to:

LEARNING OUTCOMES

 Establish and document the “job relatedness” of employment procedures;

 Identify or develop training content, assessment tests to measure effectiveness of
training, equipment to be used in delivering the training and methods of training.
 Identify or determine skill levels, compensable job factors work environment,
responsibilities and and required level of education;
 Identify job duties in advertisements appropriate salary level for positions minimum
requirements, interview questions, selection tests/instruments, appraisal/evaluation
forms, orientation material for applicants/new hires;
 Identify or develop goals and objectives, performance standards, evaluation criteria,
length of probationary periods and duties to be evaluated.
 I. THE RATIONALE FOR JOB ANALYSIS

The conduct of job analysis has behind it 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 considered as the building block of anything that human resource management does, as
any personnel action requires information that is gleaned from job analysis.

The following are the uses of job analysis:

CONTENT

1. To specify the duties and responsibilities of the position.

2. To provide job-oriented recruitment and selection guides.
3. To provide guides in operation - based compensation determination the process of job
evaluation involves the relative peso value of each job to the organization to set up equitable
pay structures.
4. To provide information and tools for careers planning and counseling.
5. To have a guide in the construction of performance evaluation criteria.
6. To serve as guide in methods improvement.
7. To obtain background information about working conditions.
8. To serve as guide in the development of training programs.
9. To assist supervisor in the supervision employees.
10. To provide the conceptual basis for position classifications to the employee who will occupy
the position.

II. THE JOB ANALYSIS PROGRAM AND ORGANIZATIONAL STRUCTURE

Job analysis starts with a careful study of organizational structure. This would reveal the
relationships of jobs within the organization. Organizational structure is often seen in
organizational charts that convey the vertical and horizontal relationship of the two.

III. THE ROLE OF HUMAN RESOURCE IN JOB EVALUATION

Job analysis is not the sole responsibility of the Human Resource Development but a
cooperative effort of all operating departments.

IV. THE GATHERING OF JOB INFORMATION

Job Analyst

The study of job is the responsibility of the personnel department thru the job analyst who is
trained to conduct the job evaluation program. The job analyst studies the duties,
responsibilities, and the specification requirements of the job.

A good job analyst must have the following qualifications:

1. Good knowledge of organizational system.

2. Good intelligence and analytical skills.
3. Good judgment and acumen.
4. Clarity and facility of language.
5. Familiarity with organizational and company policies.
6. Good personality and good relationships with others in the organization.
7. Tact and diplomacy in getting along with others.
Getting Process in job information

Job analysis starts with a careful understanding of 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 assigned to do the job.

The following factors are important considerations in job analysis:

1. What is the job requires the employee to do?

2. How effectively does the employee perform his assigned duties and responsibilities?
3. Why should the worker do the job?
4. Supervision required in the job.
5. Working environmental conditions.

V. THE IMPORTANCE OF A JOB TITLE

The correct title of a particular job is very important in the organization. Similar job performing
similar duties and responsibilities must have the same job titles. The title of the job must show
clearly the area of job activity and must show its relationships with the other jobs in the unit or
department.

The following are suggested guidelines in job title selection:

1. The title must be standard used in the industry.

2. It must be suggestive of the nature and function of the jobs.
3. It must be different from other jobs based on major duties of employees who hold the position.
4. The job titles must be brief but suggestive of its functions.

VI. THE NATURE OF JOB ANALYSIS INFORMATION

1. The Job Description

The result of any job analysis program is the writing of the job description. The job description
contains the tasks, duties, and responsibilities that the job entails. This information is derived
from the job analysis report.

The following are the uses of job description:

a. It helps identify and distinguish one job from other jobs.

b. It is used as a tool in the proper employee recruitment, selection and training.
c. It helps establish job relationships within the salary bracket.
d. It serves as a guide in structural departmentalization.
e. It could be used as a guide in the horizontal and vertical promotion employee’s thereby and
promoting morale.
2. Job Specification

The job specification contains information about employee’s qualifications and traits required in
the effective performance of the work assigned. It specifies the qualifications as to education,
training, experience and the statement as to the nature of the environment where the employee
is assigned.

This information could be used in the following personnel activities:

a. It serves as a guide in interviewing applicants.

b. It is a guide in the proper selection of the employee as to his qualifications for the proposed
vacant positions.
c. It used in the assessment of employees for training and development.

Specific Duties and Responsibilities

1. Assists in the processing of application by conducting preliminary interviews to applicants to

determine their initial qualification for the position being applied.
2. Determines the qualification requirement for the positions and makes reports to the immediate
supervisor for the applicants that meet the initial evaluation.
3. Assist in the giving of examination to applicants to determine their suitability to the position
being applied for and makes reports of the results.
4. Assist in the orientation program to ascertain that the new employees are properly oriented
with company rules and regulations and other company policies.

5. Prepare reports to the Social Security System, Pag-Ibig Fund, PhilHealth and other
government instrumentalities to comply with government requirements as directed by the
immediate superior.
6. Assist in the periodic Performance Evaluation of employees and makes records in their HIRS
or 201 file for references in terms of salary adjustments or promotion.
7. Assist in Job Evaluation program conducted by the department through the distribution and
retrieval of questionnaires for further analysis of the job analyst.
8. Coordinates with other department on employees requirements such a leave of absence, sick
leave notice, maternity leave and other benefits.
9. Does other related duties and assignments that may be required from time to time.

VII. JOB ANALYSIS METHODS

There is no best method in job analysis. The method to use depends upon the purpose of the
analysis, the time element devoted to it and the amount of money that the company would like to
spend for the activity.

1. The job Questionnaire Method

2. The Interview Method
3. The Combination of Interview and Questionnaire Methods
4. Observation and Interview Method
 A. Quizzes
B. Chapter Test
C. Activity:

View the following Interactive Links

ASSESSMENT

HR Basics: Job Evaluation

https://www.youtube.com/watch?v=Jjgy67XI4V0

Classification Method of Job Evaluation

https://www.youtube.com/watch?v=5DSaNVMUDFQ

Job Analysis
https://www.youtube.com/watch?v=qy09Ls6NqEo

D. Online recitations/Discussions/Collaborations

Rubrics for written activities:

RUBRICS

1) Comprehension of the topic and Organization of ideas

2) Grammar and spelling
3) Format

Essay: a. Is job analysis important? Why?

ASSIGNMENTS

b. Why do we conduct a job analysis?

c. Are they any HR functions that are not affected by the job analysis process? If so,
what are they?

Case study: Job Evaluation for Managerial Positions

 Prescribed textbook:

Ferrer, Marissa R.; Arcega, Raymundo P.; Pereda, Pedrito R.: “Human Resource
Management” second edition 2020

Other references:

Corpuz, Cristina R. (2016), Human Resource Management, Rex Bookstore Manila

ESREFERENC

Payos, Ranulfo P. LLB, FPM: “Human Resource Management”, 2013

Interactive links:

https://www.youtube.com/watch?v=Jjgy67XI4V0

https://www.youtube.com/watch?v=5DSaNVMUDFQ

https://www.youtube.com/watch?v=qy09Ls6NqEo