Kampala International University

School of Engineering and Applied Sciences

BSEE 3.2 (BSc. Electrical Engineering)

Management of Organization
CIV3216

Memo

To: Dr. Ismail Bakheit Eldouma

NAME REG NUMBER
From: KULABA JOHN 2022-01-09373
SSEKITOLEKO STEPHEN 2023-01-13656
ELIAH
KALUNGI ASHER 2022-01-09374

Department: Electrical, Telecom and Computer Engineering

Program: Electrical Engineering
Date: 2024-10-22
Subject: Homework 1 (Management of Organization)
QUESTION NUMBER 17.
JOB ANNALYIS, JOB EVALUATION AND MERIT RATING.
1.1 JOB ANNALYSIS
DEFINITION
Job analysis refers to a systematic process of collecting all information about a specific job,
including skill requirements, roles, responsibilities and processes in order to create a valid job
description. Job analysis also gives an overview of the physical, emotional & related human
qualities required to execute the job successfully.

Job analysis is an important step in ensuring that the right candidate is selected. Job analysis
helps the employer in recruitment and selection, performance management, choosing
compensation and benefits, etc. It helps the employees to have a clear picture of what is actually
required of them.

COMPONENTS OF JOB ANNALYSIS

1. Job Position
The position of the job and the employee holding that position in the organization are known as
the position of the job. Job status serves as the basis of the compensation system in the
organization. Highly placed jobs as well as job holders get higher returns than lower returns.

2. Job Description
Each situation is different from each other because each situation requires different tasks and
responsibilities, e.g. Experience, expertise and level of knowledge. These tasks, duties, roles, and
responsibilities are detailed in how to perform this job.

3. Job Worth
Work value refers to the calculation of the value of work in the organization. In other words, job
value is an estimate of how much the job contributes to the overall goal of the organization.

METHODS USED IN CONDUCTING JOB ANNALYSIS

1. Interviews
Asking an employee to give details about their job is one way to create an accurate job
description. Employers will ask questions about specific tasks and also request a breakdown of
the duties performed by those in a certain position.

2. Observations
An employer may also choose to watch as employees complete their jobs, noting the tasks they
complete and the skills needed for those tasks. Observations work well for processes related to
physical task and product related outcomes.

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 3. Surveys
Survey are tools used to find out how often a certain task is completed or how much a skill set is
used. These surveys can be highly structured forms where employees use a scale to answer
questions about the job. Surveys can also be used more informally for employees to answer
open-ended questions.

4. Work logs
Employers may request a written account of daily work for a certain period of time. This allows
an employee to give a clear description of the regular duties of their job and the timeframe
required for each task.

STEPS INVOLVED IN CONDUCTING JOB ANNALYSIS

1. Gather information about a position
Observe and interview employees who are currently employed. Encourage employees to
perform their duties and be as specific as possible when defining responsibilities. Read
the manual or document that explains your current position. Compare your current job
description with what your employees are actually saying and doing. Record results by
department or individual position. Create an account for all the tasks and skills involved
in the job.

2. Evaluate the importance of each task and competency

Once you understand what skills are needed to perform each task, you can rate the
difficulty of each task and skill. Determine the top-level skills for each location. Note
which skills require entry level and more experience. You may think differently from this
job as you thought it was an important part of the job.

3. Research industry standards

Find status data in your job analysis to make sure you're tied to your current workforce.
Test your results using information from government literature and corporate
organizations. Seek expert advice on the subject that can explain the tasks you need to do
your job. Compare your network and data with other businesses.

4. Revise job descriptions and standards

Once you've identified and discovered the most important qualifications needed to do the
job, make a list for each job and skill. Use this to edit an existing job description or create
a new one to suit your analysis. Create a set of criteria for each position that matches your
employees' feedback and your own work observations. Include expectations that you may
not have met, but are based on professional guidelines from your research.

5. Use data to make changes

Look at the entire organization. Based on the analysis, determine if the right task is
assigned to the right task. If you find that a job in one department is suitable for another
team, move these tasks to another job. You may also find that some departments handle

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 more than others. You can use job analysis data to find ways to transfer job
responsibilities based on the capabilities of each job.

IMPORTANCES OF CARRYINGOUT JOB ANNALYSIS

1. Manpower Planning
Job analysis is a qualitative aspect of manpower needs, as it determines job requirements in
terms of skills, qualities and other human characteristics. This facilitates the division of labor
into different occupations.

2. Recruitment, Selection and Placement

In order to hire a good person for the job, it is very important to know the requirements of the job
and the qualities of the person who will be doing the job. Information on these two elements
comes from the job description or job description and helps management to tailor the job
requirements as closely as possible to the attitudes, skills, interests of employees, etc.

3. Training and Development

Job analysis determines standard levels for job performance. Helps manage learning
development programs.

4. Job Evaluation
Job analysis provides the basis for job evaluation. The purpose of a job appraisal is to determine
the relative value of the job which in turn helps determine job compensation.

5. Performance Appraisal
Job analysis data provides a clear standard of performance for each job. Employee performance
can be objectively evaluated against the job performance standard.

6. Job Designing
Industrial engineers may use the job analysis information in designing the job by making the
comprehensive study of the job elements.

7. Safety and Health

Management can take corrective actions to ensure the safety of workers and reduce the risk of
various hazards to eliminate harmful conditions.

8. Promotions
The job analysis is mainly based on the effective policies. Effective policies may be formulated
in regard to promotions and transfers.

9. Employment Guidance

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Job description, which is basically carried out on the basis of Job analysis, helps the aspirates in
ascertaining the job, for which they have the necessary ability and skills.

10. Labor Relations

Job analysis serves as the basis for resolving disputes that may arise due to quality of
performance expected of workers.

DISADVANTAGES ASSOCIATED WITH JOB ANNALYSIS

1. Time consuming
The biggest drawback of the job review process is being very time consuming. This is a serious
limitation, especially when jobs change frequently. This emphasizes personal bias: if the
supervisor or analyst is an employee of the same organization, the process may involve their
personal likes and dislikes. This is a major obstacle for the collection of reliable and accurate
data.

2. Too much human effort

The process involves a lot of human effort. Because each job has different information and there
is no set pattern, custom information must be collected for different jobs. The process must be
carried out separately to collect and record order-related data.

3. Lack of Skills

If the analyst is unaware of the purpose of the job analysis process and doesn't have the proper
skills to carry it out, it is a waste of company resources. You must be trained to obtain reliable
data.

4. Lack of mental abilities

Last but not least, mental abilities such as intelligence, emotional characteristics, knowledge,
competence, mental and endurance are intangible things that cannot be directly observed or
measured. People work differently in different situations. Therefore, general standards for mental
abilities cannot be set.

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1.2 JOB EVALUATION
Job evaluations are a step-by-step process to determine how much money a position should earn.
JOB EVALUATION METHODS
There are mainly two methods used namely:
i. Qualitative
ii. Quantitative
QUALITATIVE METHODS
It includes the following.
1. Job ranking. This method requires you to rank each role in a hierarchy based on the value
they bring to the company or how difficult the role's duties are. Job ranking is a good job
evaluation method for smaller companies as it is simple and you can consider up to 100
jobs. It is also a good method for reducing positions as you can pair similar roles together
when ranking them and choose to keep the one that has the biggest impact on the
company. The job ranking method has limitations as it is subjective, so combining it with
a quantitative method can help make the results more accurate.
2. Classification The job classification method first requires you to develop a grading
system or classification method to help you sort roles. For example, you could create the
following four categories: executives, skilled workers, semiskilled and unskilled workers.
Then, sort each role into a category, helping you determine the salary for each position in
that category. This method is also subjective and it can be hard to fit every unique role
into a category.
Quantitative methods
1. Point factor. With the point factor method, you evaluate jobs by assigning each role
points and then rank them. Start by developing a detailed point system. For example,
every skill a position requires could be a point, or each job responsibility could be a
point. Once you have your point system, you can go through each role and assign it a
total number of points. Then, rank the jobs from the highest number of points to the
lowest to help you determine their salaries.
2. Factor comparison. The factor comparison method is a combination of the job ranking
and point factor methods. Start by ranking each job based on certain factors, such as the
number of skills each role requires or the knowledge candidates need to have. Then,
assign these factors points. The total number of points each role has determines the job's
ranking.
STEPS INVOLVED IN JOB EVALUATION
1. Have a planning meeting
To start the job evaluation process, set a meeting or workshop to discuss the scope and
approach of the job evaluation. In this initial stage, answer the following questions:
 What is our budget for this process?
 How long will it take?
 Who participates and what are their roles?
 What method of job evaluation are we using?

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  What roles are we evaluating?
 How will we collect data?
 What is our communication plan (i.e. will we meet every week or update each other via
email)?
It may take more than one meeting to go through each of these questions, but it is important
to avoid rushing this stage. Discussing and planning your job evaluation process can make it
more efficient.
2. Design and develop the plan
The next phase consists of designing and developing your job evaluation plan. You need to
determine the exact terms for how you're going to evaluate each role. For example, if you
used the point method, you can create your point system in this design and development
stage. You can also collect and analyze data about the roles you're discussing, such as their
job descriptions or market pay.
3. Categorize roles in your company
Using the results from your research and analysis in the second stage, you can categorize
jobs, rank them, and draft a pay structure. This step may take the longest as you have to
create and update your rankings constantly until you're happy with the list. If you have jobs
that are a challenge to fit into certain categories or benchmarks, you may need to discuss
them with your team separately to determine a ranking for them.
4. Communicate and implement your structure
Once you have a pay structure you're happy with, you can implement it. If you have existing
employees whose pay structure changed, you need to communicate those changes with them.
You can do this by preparing individual letters, scheduling individual meetings, or even
scheduling a team briefing to discuss the job evaluation you performed. Some employees
may be unhappy with the changes, so it's important you listen to their concerns. Offer them
an opportunity to appeal your decision to show that you want to make the company's pay
structure as fair as possible.

1.3 MERIT RATING

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Merit rating is the systematic evaluation of the performance of an employee on the job in terms
of the requirements of the job. It may also be ascertained by comparing the superiority of an
employee over others. Quantity and quality of work, attendance, obedience, skill, desire to learn,
loyalty, family background, personality, etc. are some of the factors that are taken into
consideration in assessing merit.
ADVANTAGES OF MERIT RATING
(1) This Helps in the Development of Personnel:

Development policies like construction of promotion lines, transfer, training and their
development are most important instruments by which these programs are prepared logically
and systematically.

(2) Utility for Management:

The main advantage of the merit rating goes to management. They know the abilities of the
person and on that basis the management sets right the programme for their promotion,
transfer, forced leave and discharge. It serves in determining a sound and suitable wage
structure; appraisals can be used to evaluate the training programme also.

(3) High Moral:

A properly planned merit programme gives chances to a person to know about himself and
motivates them for development. This increases their mental strength and gets self-
satisfaction.

(4) This Helps in the Rise of the Standard of Living:

Merit rating helps the personnel in knowing their abilities and they try to make improvement
in that. If they feel that there is some defect in it, they try to improve and thereby earn more
money.

(5) Mutual Comparison:

This is a scientific basis of merit rating for all persons. Therefore, on this basis a scientific
and comparative study can be made of personnel with regard to their abilities.

(6) Advantage to Supervisors:

By this, the supervisor knows the efficiency and weaknesses of the personnel working under
him and then he suggests the management various measures to improve the weaknesses of
the workers.

(7) Helpful in Proper Placement:

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Merit rating is helpful in the placement of the personnel. This means that the personnel
should be placed on the right job. Besides the workers kept on probation should be placed
according to his abilities so that he may be kept at the proper place.

COMPARISON OF JOB ANALYSIS AND

EVALUATION
JOB ANALYSIS JOB EVALUATION
It is a process of analyzing and examining It is a determination of worthiness of a job
specific job
It in an input for job evaluation It is an output of job analysis
Comprehensive in nature Comparative in nature
It is helpful for recruitment and selection It is helpful for job rating and determining
pay structure
JOB EVALUATION MERIT RATING
It rates the occupation to determine job It looks at employee performance to
differentials determine his relative contribution to the job
The object of it is to fix a fair base wage rate Its object is to decide on any differential pay
over and above the base wage
Not concerned with promotion and transfer of It forms the basis for promotion and transfer
employees of employees.

COMPARISON OF JOB EVALUATION AND MERIT RATING

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REFERENCES
Shaeffer, R. E. (1949). Merit rating as a management tool. Harvard Business Review, 27(6), 693-
705.

Ash, P. (1948). The reliability of job evaluation rankings. Journal of Applied Psychology, 32(3),
313.

Raymond, M. R. (2001). Job analysis and the specification of content for licensure and
certification examinations. Applied Measurement in Education, 14(4), 369-415.

Mitchell, J. B. (1961). Merit rating: Past, present, and perhaps. The Phi Delta Kappan, 42(4),
139-142.

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