Gallarde Indpsych

IMPORTANC
E OF JOB
ANALYSIS
Gallarde Dimple Mae B.
Psychology 3A
WRITING JOB DESCRIPTIONS
Job description- a brief,
two- to five- page
summary of the tasks
and job requirements
found in the job
analysis.
WRITING JOB DESCRIPTIONS
Job Analysis- process of
determining the work
activites and requirements
and the job description is the
written result of the job
analysis.
EMPLOYEE SELECTION
Employee Selection is a process of
talent acquisition for a specific job.
It is a procedure of matching
organizational requirements with
the skills and qualifications of
people.
TRAINING
Training- process of learning the skills
you need to do a particular job or
activity.
It is difficult to see how employees can
be trained unless the requirements of
the job are known.
PERSONPOWER PLANNING
Many organizations have a policy of promoting the person
who performs the best in the job. Although it has an
advantages, there’s a tendency that it will result to
Peter principle- promoting employees until they eventually
reach their highest level of incompetence. Ex. Promoting an
employee based on sales alone.
PERFORMANCE APPRAISAL
A performance appraisal is the periodic
assessment of an employee’s job
performance as measured by the
competency expectations set out by the
organization.
Employees are often evaluated with forms

that use such vague categories as
"dependability" "knowledge" and
"initiative"
3J
Job Classification- enables a human
resources professional to classify jobs into
groups based on similarities in requirements
and duties.
Job Evaluation- a systematic way of

determining the value/worth of a job about
other jobs in an organization.
3J
Job Design- refers to the way that a set
of tasks, or an entire job, is organized.
Job design helps to determine (what
tasks are done, how the tasks are done,
how many tasks are done and In what
order the tasks are done.)
COMPLIANCE WITH LEGAL
GUIDELINES
The Uniform Guidelines on Employment Selection
Procedures (1978), (29 CFR Part 1607) provide
a set of generally accepted principles on
employee selection procedures, including
when and how to conduct a job analysis
that will meet the standards of the
Guidelines
ORGANIZATIONAL ANALYSIS
The process of appraising the growth,
personnel, operations, and work
environment of an entity.
Enables management to identify areas of

weakness and then find approaches for
eliminating the problems.
WRITING A
GOOD JOB
DESCRIPTION
PART II
JOB TITLE
• Describes the nature of the job.
• Provi de workers wit h s om e form of ident it y.
• C an al s o affect percepti ons of t he s tat us and worth of a j ob.

BRIEF SUMMARY
• Need be only a paragraph in
length but should briefly describe
the nature and purpose of the job.
• This summary can be used in
help-wanted advertisements,
internal job postings, and
company brochures.
WORK ACTIVITIES
• Lists the tasks and activities in which the
worker is involved.
• Should be organized into meaningful
categories to make the job description easy
to read and understand. The category labels
are also convenient to use in the brief
summary.
TOOLS AND EQUIPMENT USED
• a section should be included that lists

all the tools and equipment used to
perform the work activities in the
previous selection.
• Information in this section is used primarily
for employee selection and training.
JOB CONTEXT
Describe the environment in which
the employee works and should
mention stress level, work schedule,
physical demands, level of
responsibility, temperature, number of
coworkers, degree of danger, and any
other relevant information.
WORK PERFORMANCE
This section contains a relatively
brief description of how an
employee’s performance is
evaluated and what work
standards are expected of the
employee.
COMPENSATION
INFORMATION
• Contain information on the salary
grade, whether the position is exempt,
and the compensable factors used to
determine salary.
• The employee's actual salary should
not be listed on the job description
JOB COMPETENCIES
Contains job specifications or
competencies. These are the
knowledge, skills, abilities, and other
characteristics (KSAOs) (such as
interest, personality, and training)
that are necessary to be successful
on the job.

Gallarde Indpsych

Uploaded by

Copyright:

Available Formats

Gallarde Indpsych

Uploaded by

Document Information

Original Description:

Original Title

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

Gallarde Indpsych

Uploaded by

Copyright:

Available Formats

IMPORTANC

Employees are often evaluated with forms

Job Evaluation- a systematic way of

Enables management to identify areas of

• C an al s o affect percepti ons of t he s tat us and worth of a j ob.

• a section should be included that lists

You might also like