JOB DESCRIPTION . pdf.pdf
- 1. JOB ANALYSIS: • Job analysis is a process to identify and determine in detail the particular job duties and requirements and the relative importance of these duties for a given job. • Job analysis is a process where judgments are made about data collection on a job. • An important concept of job analysis is that the analysis is conducted of the job, not the person. • While job analysis data may be collected from incumbents (compulsory) through interviews or questionnaires, the product of the analysis is a description or specifications of the job, not a description of the person. • Job analysis is a procedure which determines the duties and responsibilities, nature of the job and finally to decide qualifications, skills and knowledge to be required for an employee to perform particular job. • Job analysis helps to understand what tasks are important and how they are carried on. • Job analysis forms basis for later HR activities such as developing effective training program, selection of employees, setting up of performance standards and assessment of employees (performance appraisal) and employee remuneration system or compensation plan TYPES OF JOB ANALYSIS: i) Qualitative job analysis: gather information for personal purpose of an organization, includes information about duties, tasks, skills, knowledge, responsibilities, efforts, working conditions, equipment’s etc. ii) Quantitative job analysis: done for production purpose i.e duties, tasks, time required etc. PURPOSES OF JOB ANALYSIS: ✓ Preparations of human resources. ✓ Training and development of employees. ✓ Recruitment, selection and placement of employees. ✓ Performance appraisal of employees. ✓ Reward management. ✓ Welfare safety for employees. ✓ Job design and redesign. ✓ Job evaluation. PROCESS OF JOB ANALYSIS: 1. Organizational analysis: identification of overall link between jobs and organizational objectives and contributing factors. 2. Selection of strategic choices: decide a particular job to be selected for analysis i.e the level of organization, employee’s involvement, timing and frequency of analysis and sources of data. 3. Collection of job analysis data and information processing: data are collected as the characteristic of the job, required qualification and behavior in personnel for that job. 4. Preparation of job description: the job in terms of functions, duties, responsibilities, operations are prepared in a particular format. 5. Preparation of job specification: describing the specifications of the job including the personal attributes in terms of traits, skills, training and experience.
- 2. DATA COLLECTION METHODS FOR JOB ANALYSIS: Observation method: observation of the nurse performance by the nurse manager, by direct observation, working method analysis and critical incidence technique. Interviews: asking questions to both supervisor and nurse individually or in a group. Highly reliable data/ information may be collected if trained interviewer does the work. Panel of experts: highly experienced/ experts collects information from the group. Diary method: employees are asked to keep diary to note their daily activities. Use of questionnaire: this is the standard method and widely used to gather reliable information’s in a short period of time. JOB DESCRIPTION A job description is a useful, plain-language tool that describes the tasks, duties, function and responsibilities of a position. It outlines the details of who performs a specific type of work, how that work is to be completed, and the frequency and the purpose of the work as it relates to the organization's mission and goals. A job description is the details of the skills and abilities needed to fulfil the job's responsibilities. According to Ellis and Harley (2004) and the job description serves as the starting point for a performance appraisal. It is a written description of a position, covering title, duties, and responsibilities, and including its location on the organization chart. Before employees can be recruited, recruiters must have some clear regarding the activities and responsibilities required in the job being filled. Job analysis is therefore an early step in the recruitment process. IMPORTANCE OF A WELL-WRITTEN JOB DESCRIPTION A poorly written job description often results in a significant amount of unqualified applicants and it fails to attract qualified applicants due to uninformative and non-targeted job postings. The benefits of a well written job description include increased employee satisfaction, enhanced motivation and desire for professional growth, and improved quality and reliability of annual performance reviews. When an applicant is provided a detailed job description, he or she only applies when there is significant interest in the job requirements. Therefore, when selected, the new employee is fully aware of responsibilities, expectations and working conditions, which eliminate the likelihood of experiencing dissatisfaction. This not only increases employee satisfaction but it fosters realistic and honest expectation for communication. USES OF JOB DESCRIPTIONS Job descriptions are used for a variety of reasons, such as a tool for recruiting, determining salary levels, conducting performance reviews, clarifying missions, establishing titles and pay grades and creating reasonable accommodation controls. Job descriptions are useful for career planning, training exercises and legal requirements for compliance purposes. A job description gives an employee a clear and concise resource to be used as a guide for job performance. Likewise, a supervisor can use a job description as a measuring tool to ensure that the employee is meeting job expectations. a. Uses by supervisors Faculty and staff supervisors can use a well-written job description to: • Explain the core functions of the position when interviewing applicants or orienting a new employee • Determine work objectives
- 3. • Perform organizational analysis and planning • Improve employee performance through feedback based upon assigned duties and responsibilities • Improve employee morale by clearly defining job requirements and expectations • Provide an organized, defensible basis for personnel decisions b. Uses by employees • Upon hire, give employees a copy of their job description to help them understand the specific duties and responsibilities of their new position. Employees can refer to their job description to measure whether or not they are performing satisfactorily and meeting expectations. If written properly, job descriptions can help employees understand how they fit in the organization and how their work helps achieve the organization's goals. c. Uses by employment and compensation agencies Human resources staff members use job description to compare one position to another. The comparison assures that job classification, pay decision, and benefit allocation are fairly and accurately handled. This helps to provide a basis for manpower planning of different member cadre of health team members. Assist with recruitment, selection, placement, orientation and evaluation of employees and provides carrier. Elements/ Content of an effective job description The best thing an organization can do for its workforce is to develop an informative, comprehensive, and standardized job description, which results in an accurate picture of job responsibilities and duties. In order to be job description worthwhile and effective, it must include the following components. 1. Job title and location: Although a job title is not meant to describe exclusively what a position entails, it is an effective way to illustrate the general nature of a job. In addition to being categorical in nature, a well- written job title provides a sense of identity for workers, especially when attempting to group employees who perform similar functions within the organization. 2. Job summary: The next critical component is a brief summary depicting the position's responsibilities, duties, nature of work, and purpose. This summary serves as an introduction to the remaining components of a job description, and it allows one to develop a general understanding of a position without being initially overwhelmed by specific job requirements. 3. Working environment: This section of a job description is used to provide a contextual reference. This component should describe the general working condition one can expect to endure such as immediate working environment, surrounding equipment and tools, anticipated involvement with coworkers and management, potential stressor and dangers, internal competition levels, expected schedule, physical and mental demands, and level of responsibility. 4. Work Activities: This piece of a job description details the specific tasks and activities in which the worker is involved. Since this list can be quite long, tasks are often organized into meaningful chunks of similar activities. The categories can be based on intellectual differences (manual and intellectual tasks), technological differences (tasks requiring similar equipment and tools), divisional differences (tasks performed in, or for different areas or departments), or another logical system specifically related to the position. 5. Performance expectations: This section details expectations of performance relative to departmental and organizational standards of productivity. Performance expectations can be organized according to the type of work activities. 6. Compensation and benefits: This section of a job description is merely for legal purposes. It lists the method, frequency, and amount of compensation as well as any potential variable compensation components. If the compensation amount is based on experience, it is critical that the description define what elements are evaluated when determining pay grades and positioning
- 4. within the range. The final information specifies whether the position is exempt or non-exempt and if the individual holding the position is eligible for benefits. 7. Job competencies: Also known as job specification, the final segment is arguably the most important component of a job description. The job competencies section describes the knowledge, skills, abilities, and other characteristics necessary to be successful in the job. This part is used by prospective candidates to determine if one has the necessary experience and education to qualify for the position, and it is also used by hiring managers to weigh candidates' levels of competence in relation to other applicants Skills and specifications Education and qualifications Reporting relationship Extent of supervision Structure of a job description With all these uses for job description, an explanation of the elements they contain is in order. Generally, each job description including the following:- S.N Title Description 1 Organizational information Information such as the job title, department name, reporting relationships, and whether the job is regular or temporary and full- time or part - time. 2 Job summary Two to four sentences to answer the questions " Why does this job exist?" 3 Duties/ responsibilities/ percentage of time A listing of the major duties and responsibilities of the position organized from essential to non- essential or most important to least important or most time spend to least time spent. 4 Working condition The physical, mental, and environmental conditions in which the work is performed. 5 Job specification The minimum education, work experience, knowledge, skills, and abilities required to do the job. Also lists any needed licenses or certifications. Step of developing job descriptions Step 1: Decide whom and who is going to develop job descriptions Step2: Perform a job analysis This process of gathering, examining and interpreting data about the job's tasks will supply information about the job so that an organization can perform efficiently. Performing a analysis includes the following steps: • Interviewing employees to find out exactly what tasks are being performed. • Observing how tasks are performed. • Having employees fill out questionnaires or worksheets. • Collecting data on jobs from other resources such as salary, surveys and the Occupational Outlook Handbook.
- 5. The results should be documented and reviewed by the employee who is currently in the position and his or her supervisor for any changes regarding the knowledge, skills, abilities, physical characteristics, environmental factors and credentials/experience of the position. Step 3: Establish the essential functions Once the performance standard for a particular job has been made, essential functions of the position must be defined. Defining the essential functions encompasses the following steps: • Ensure that the tasks as part of the job function are truly necessary or a requirement to perform the job. • Determine the frequency at which the task is performed or how much time is spent performing a task. • Determine the consequences of not performing the function and whether this would be detrimental to the employer's operation or result in severe consequences. Determine if the tasks can be redesigned or performed in another manner. Determine if the tasks can be reassigned to another employee. Once the essential functions are defined, the employer can make a determination as to whether the functions are essential or marginal. The use of the term "essential function" should be part of the job description, and it should explicitly state how an individual is to perform the job. This will provide future guidance as to whether the job can be performed with or without an accommodation. Step 4: Organize the data concisely The structure of the job description may vary from organizations to organizations; however, all the job descriptions within an organization should be standardized so that they have the same appearance. The following topics should be included: • Job title: name of the position. • Classification: exempt or nonexempt under the Fair Labor Standards Act (FLSA). • Salary grade/level/family/range: compensation levels, groups into which jobs of the same or similar worth are placed in and/or range of pay rates, including minimum and maximum pay bands. • Reports to: title of the position to whom need to report. • Date: date when the job description was written or last reviewed. • Summary/objective: summary and overall objectives of the job. • Essential functions: essential functions, including how an individual is to perform them and frequency at which the tasks are performed; the tasks must be part of the job function and truly necessary or required to perform the job. Competency: knowledge, skills and abilities needed. • Supervisory responsibilities: direct reports, if any, and the level of supervision. • Work environment: the work environment; temperature, noise level, inside or outside, or other factors that will affect the person's working conditions while performing the job. • Physical demands: the physical demands of the job, including bending, sitting, lifting and driving. • Position type and expected hours of work: full time or part time, typical work hours and shifts, days of week, and whether overtime is expected. • Travel: percentage of travel time expected for the position, where the travel occurs, such as locally or in specific countries or states, and whether the travel is overnight. • Required education and experience: education and experience based on requirements that are job-related and consistent with business necessity. • Preferred education and experience: preferred education and experience based on requirements that are job-related and consistent with business necessity. Additional
- 6. eligibility qualifications: additional requirements such as certifications, industry specific experience and the experience working with certain equipment. • Affirmative action plan/equal employer opportunity (AAP/EEO) statement: clause(s) that outlines federal contractor requirements and practices and/or equal employer opportunity statement. • Other duties Step 5: Write the summary statement, providing the brief job overview. Determine the degree of supervision and include this in the summary if applicable. Step 6: Add the disclaimer It is a good idea to add a statement that indicates that the job description is not designed to cover or contain a comprehensive listing of activities, duties or responsibilities that are required of the employee. Other duties, responsibilities and activities may change or be assigned at any time with or without notice. Step 7: Add the signature lines Signatures are an important part of validating the job description. They show that the job description has been approved and that the employee understands the requirements, essential functions and duties of the position. Signatures should include those of the supervisor and of the employee. A draft of the job description should be presented to upper management and the position supervisor for review and approval. A draft allows a chance to review, add or subtract any detail before the final job description is approved. The final job descriptions should be kept in a secure location, and copies should be used for job postings, interviews, accommodation requests, compensation reviews and performance appraisals. Employers may also wish to post them on their intranet. Evaluating the job description periodically as needed is key function to revise it. Functional verb Definitions While Developing Job Descriptions It is important that the stated job functions are similarly interpreted by the writer of the job description as well as the evaluator of the job description. The following list is intended to provide you with "working definitions" for some commonly used verbs to ensure clarity amongst many leaders and prevent the use of indefinite or ambiguous expressions. • Administer: Manage or direct. (Generally requires some additional explanation to show specific detail. • Advise: Offer an informed opinion or give specialized information to others. • Allocate: Assign or apportion for a specific purpose or to a particular person. • Appraise: Judge as to quality or value; compare critically with established standards. • Approve: Exercise final and decisive authority. Analyze: Identify the elements of a whole and critically examine and relate these component parts separately and/or in relation to the whole. • Assign: Specify or designate tasks and duties to be performed by others. • Authorize: Approve or commit an act implying subsequent action by others. • Compile: Put together information or assemble data in a new form. • Control: Direct, regulate, or guide the use of money, methods, equipment, and materials. Also, the process of monitoring activities to ensure conformance with planned results. • Coordinate: Regulate, adjust or direct the related actions of others in order to attain desired results. • Create: Produce through imaginative skill.
- 7. • Delegate: Entrust to another person tasks or duties that require exercise of some authority of the person originally responsible, as "to delegate an administrative assistant to represent the department at conferences." • Develop: Disclose, discover, perfect, or unfold a plan or idea in detail, gradually. It implies study and/or experiment unless otherwise stated. (When used as "to develop subordinates," see "Train".) • Devise: Form in the mind by combinations of ideas, new applications of principles, or new arrangements of parts. • Direct: Govern or control work operations by establishing and implementing objectives, practices, and methods. • Estimate: Forecast future quantities, values, sizes, extents, etc., either on the basis of judgment or calculations. • Execute: Put into effect or carry out methods, plans, etc. • Forecast: Predict future events based on specified assumptions. • Implement: Carry out or fulfill by taking action. • Inform: Communicate knowledge to others. Initiate: Set in motion or introduce. • Inspect: Examine materials, equipment, reports, work, etc. • Interpret: Explain to others (orally or in writing) the meaning or significance of something. Investigate: Uncover facts by systematically finding them, conducting a searching inquiry, and examining various sources. • Maintain: Keep in satisfactory condition. • Manage: Plan, organize, direct, control, and evaluate operation of an organizational unity with responsibility for the output. • Negotiate: Confer with others to reach an agreement. • Propose: Suggest for consideration or adoption. • Recommend: Present a matter for action or approval. • Research: Specific inquiry involving prolonged and critical investigation, having for its aim the study of new facts and their interpretation, the revision of accepted conclusions or theories that may be affected by newly discovered facts, or the practical application of such new or revised conclusions. • Review: Consider or examine facts or results for accuracy, completeness, and suitability. • Study: Apply thought to any subject of investigation. • Supervise: Personally oversee or control work performance and conduct of others where there is opportunity for control or inspection of work performed. • Train: Teach, demonstrate, or guide others in the performance of assigned work. EXAMPLE Job description of Auxiliary Nurse Midwife (Health Post) Job title: Auxiliary nurse midwife (ANM) Level: assistant 4th , 5th , and officer 6th Qualification: completion of ANM course from recognized institution Place of work: health post Experience: according to health service act Responsible to: incharge of health post Responsible for: VHW, office assistant, and FCHV Relation/ Co-Ordination: Sub Health Post, PHC, District Public Health Office, District Health Office and Other Related Governmental and Non-Governmental Organization Roles: those ANM working in health post have roles as maternal and new born health service provider under health post incharge’s supervision. The ANM will carry out the following reproductive health related to safe motherhood, child health and other primary health related
- 8. activities. Stated activities should be followed according to the code of conduct made by Nepal Nursing Council. 1. Collect and record basic information By coordinating with VHW, FCHV, School Teacher and Local Leaders to update and help to update necessary information to plan, analyze and monitor programme. • Total population -under one children -under three children -under five children -Youths between 10-19 years -Women of reproductive age between 15-49 years • Keep record of pregnant women • Child studying in 1-3 class in school • Couples of reproductive age willing to sterilize • Keep records of above 60 years group (male/female) • Others (as necessary) ANM will be responsible to update these data. 2. Prepare work plan • Prepare work plan of immunization programme, outreach clinic, FCHV meeting, and meeting of mother group, follow up services and given or casual schedule by discussing with health post incharge, MCHW and other personnel according to supervision. 3. Immunization • Supervise clinic run by VHW and MCHW and help to maintain quality service. • Conduct immunization clinic according to determined guidelines and submit report to related institution in the absence of VHW and AHW. • Conduct regular immunization clinic of that health institution regularly. • Participate own self and for other in national immunization programme run by governmental and non-governmental organization like polio, measles vaccination, JE vaccination camping etc. 4. Nutrition • Provide information about health problems aroused by malnutrition and its preventive measures in community. • Refer children of malnutrition in related health institution and provide health education according to need. • Record growth chart of under 5 children and counsel mother according to the growth chart. • Help or distribute vitamin A to prevent night blindness and albendazole to prevent worm infestation according to National Clinical Protocol to children of 6months to 5 years. • Distribute Iron tablet and Albendazole according to National Clinical Protocol to prevent anemia to pregnant women. • Distribute vitamin A capsule and iron tablet according to National Clinical Protocol to prevent night blindness and anemia to post natal mothers. • Provide iron tablet and vitamin A capsule to FCHV if necessary. • Advise to community people to use iodized salt (emblem of two children) to prevent iodine deficiency problems. 5. Diarrhoeal diseases control (in absence of HA or AHW) • Provide information to community people about problem and preventive measures of diarrhea. • Assess dehydration and provide rehydration therapy to patients according to IMCI guidelines. • Refer cases after first aid treatment of severe dehydration to appropriate institution.
- 9. • Provide treatment with zinc tablet to 6 months to 5 years children suffering from diarrhea where zinc tablet treatment is available. • Provide health education to the mother about rehydration treatment at home. • Provide JeevanJal to FCHV regularly. 6. Control of respiratory tract infection (in absence of HA or AHW) • Provide information to community people about the consequences and preventive measures to acute respiratory tract infection. • Provide health education to the mother about home treatment of common cold and cough. • Assess the type of pneumonia and provide treatment according to IMCI guideline and refer cases to appropriate health care centers as necessary. 7. Family planning services • Provide counseling service to individual / couple/ postnatal mother about family planning. • Provide condom, pills, depo to individual/ couple/ postnatal mother according to their choice under national clinical protocol. • Provide counseling and service of emergency contraception. • Provide IUCD or Norplant/inplant insertion service if services are available or refer to appropriate health institution. • Monitor, manage side effect and refer contraceptive users regularly as needed. • Help in sterilization camp as needed. • Investigate default user / couples and provide service counseling as necessary. 8. Safe motherhood • Communicate effectively to provide holistic care related to maternal health. • Take history, perform physical examination and specific screening tests as required, including voluntary counseling regarding HIV/AIDS testing as well as advice and direct accordingly. • Educate women and their families about the importance of making a birth plan (where the delivery will take place, how they will get there, who will attend the birth and in case of a complication, how timely referral will be arranged). • Assist pregnant women and their families to make a birth plan. • Identify complications in mothers and newborns, perform first line management (including performance of life saving procedures and administration of the lifesaving drugs according to the National Clinical Protocol when needed) and make arrangement for effective referral. • Perform vaginal examination and interpret the findings. • Identify the onset of the labor. • Monitor maternal and fetal wellbeing during labor and provide supportive care. • Record maternal and fetal well-being on a partograph, identify maternal and fetal distress and take appropriate action including referral when required. • Identify prolong labor and take appropriate action including referral where appropriate. • Conduct normal vaginal delivery. • Manage active third stage of labour using oxytocin drug. • Assess newborn baby at birth and provide immediate care. • Identify the threatening conditions in the newborn baby and take essential lifesaving skills and perform resuscitation to asphyxiated newborn baby and if required make effective referral. • Provide postnatal care top the mother and her newborn baby. Provide post abortion care as needed • Assess postpartum hemorrhage and hypertension; prevent life threatening condition by providing first line lifesaving skills in emergency obstetric care service. If needed, refer to appropriate institution as soon as possible.
- 10. • Assist newborn baby to establish early and exclusive breastfeeding, including motivation and education to mother and their families to maintain successful breastfeeding. • Identify complicated diseases and health condition of postnatal mother and newborn baby, perform first line management according to the National Clinical Protocol and if required make arrangement for effective referral. • Ensure care provided by health technician, MCHWs, TBAs as well as non-skills and semi skills attendants is qualitative or not during pregnancy, labor and postnatal period. • Provide advice, counseling and services on postnatal family planning method and refer if needed. • Educate women and their families on how to prevent sexually transmitted infection including HIV. • Collect and report relevant data, collaborate in data analysis and case audits. • Promote a sense of shared responsibility and partnership with individual women, their family members, supporters and community for the care of women and newborns throughout pregnancy, labour and postnatal period. • SBAs working in primary health institution in remote areas with limited access to BEOC/CEOC facilities should provide following services compulsorily according to national policy on SBA: -Conduct vacuum delivery. -Perform manual vacuum aspiration (MVA) for the management of incomplete abortion. -Repair vaginal tears. -Perform manual removal of placenta (MRP). 9. Newborn care • Provide newborn care as needed and resuscitated if necessary and keep newborn warm and dry (kangaroo mother care) and encourage colostrum feeding. • Assist mother for breast feeding to newborn immediately after birth and provide health teaching for exclusive breast feeding for 6 months. • Identify newborn complications and provide first line management according to National Clinical Protocol and refer cases if necessary. • Provide treatment to neonatal sepsis according to training. 10. Safe abortion •Ensure abortion and perform pelvic examination if safe abortion service available. •Provide first aid treatment and refer to appropriate health centers. •Provide family planning counseling service to prevent unwanted pregnancy. •Manage and provide services to pregnant woman for at least 4 antenatal visits. •Motivate to colostrums feeding. •Provide knowledge to mother about newborn danger signs and give advice to bring to PHC if needed. •In case of newborn infection, provide treatment according to training and refer to physician if danger signs seen. •Provide weekly work plan for antenatal, postnatal and other services and provide service accordingly. 11. Adolescence health • Provide counseling service about different health problems in adolescence period and provide service as needed as well as provide information about availability of free of cost family planning devices. • Provide reproductive health services to adolescence as needed. • Conduct school health programme. 12. STD/ HIV/ AIDS • Increase public awareness about preventive measures of STD and HIV/AIDS to individual, family and community.
- 11. • Diagnose suspected case of STD and treat according to National Clinical Protocol (if trained) or refer to appropriate health institute. 13. Epidemic control and natural disaster management •Increase awareness about preventive measures to community people and use preventive measures in case of epidemic and natural disaster. •If epidemic and natural disaster problem not solved, inform to concern health institution. 14. Conducting outreach clinic •Assess to keep expenditure record to outreach clinic management committee. •Provide list of medicine needed for outreach clinic to be purchased by outreach clinic management committee. •Provide scheduled services of safe motherhood, family planning, as well as counseling services through outreach clinic regularly. •Coordinate with governmental and non-governmental organization to make outreach clinic sustainable and effective. •Provide information to the targeted group, key person, social worker and community people about outreach clinic through FCHV. 15. Essential health care services (absence of HA and AHW) • Provide treatment of minor injury, wound, scabies, eye infection, night blindness, worm infestation etc. 16. Health education Provide following health education to the individual and community: • Reproductive health to adolescence. • Brushing teeth twice a day with fluoridated paste. • Encourage FCHV, mother’s group as well as the community people to listen and interact about health and family planning programme broadcasted in radio. • Promote a sense of shared responsibility and partnership with individual woman, their family members, supporters and the community for the care of women and newborns throughout pregnancy, labour and postnatal period. • Distribute health related pamphlet, poster, booklet to community people. • Involve community people for awareness to eliminate gender discirimination. 17. FCHV programme •Supervise at least 50% FCHV of that VDC every month and provide training if needed. •Participate in mother’s group and executive committee meeting. •Participate in quarterly review meeting of FCHV in health institution compulsorily. •Assist in selection and training of FCHV, formation and reformation of mother’s group. •Supervise FCHV and record their activities and report monthly. •Provide necessary items like jeevanjal, condom, pills, medicines, educative materials in bag too FCHV. •Help to celebrate FCHV day in October 1st . •Help to establish fund at VDC level. •Update record of daily activities of VHW/FCHV according to HMIS 29. 18. Supervision, monitoring and evaluation •Supervise and monitor about quality of work provided by trained and untrained persons in related subject (eg. TBA, mother’s group, social mobilize, MCHW, VHW etc) 19. Recording and reporting • Collect monthly report from FCHV and collaborate record according and submit report to own health institution. • Keep record of safe motherhood and family planning services provided by other organization and own according to HIMS reporting format through HMIS 31 in time. 20. Others •Participate in different health related orientation programme and workshop organized by VDC.
- 12. •Work as acting incharge in absence of health post incharge by ANM and AHW as seniority based. Job Specifications Job specification is a statement of the minimum acceptable qualifications that an incumbent (person inpossession of an office) must possesses to perform a given job successfully. -A job specification defines the knowledge, skills and abilities that are required to perform a job in an organization. Job specification covers aspects like education, work-experience, managerial experience etc. which can help accomplish the goals related to the job. Job specification helps in the recruitment & selection process, evaluating the performance of employees and in their appraisal & promotion - Job specification usually developed with the co-operation of personnel department and various supervisors in the whole organization. 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 ofcharacteristics 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. Importance of Job Specification The importance and purpose of job specification is a thoroughly understand the specific details of a job. Jobs can be of different types and can require a different skill sets to get the maximum output from a particular. Job specification gives important details related to the job like education & skills, prior work experience, managerial experience, personality traits etc. which would help an employee accomplish the objectives of a job. For a recruiter, job specification lays down the guidelines basis of which the company can recruit and select the best possible candidate who would be best suited for the job. Apart from actually finding the right candidate or employee, job specification can be used for screening of resumes & shortlist only those candidates who are the closest fit to the job. Hence, a job specification gives specific details about a job and what kind of skill sets are required to complete the job. Components of Job Specification There are many parameters which are considered while giving the job specification for a certain profile. 1. Educational Qualification This parameter gives an insight on how qualified a certain individual is. It covers their basic school education, graduation, masters degree, other certifications etc. 2. Experience Job specification clearly highlights the experience required in a particular domain for completing a specific job. It includes work experience which can be from a specific industry, position, duration or in a particular domain. Managerial experience in handling and managing a team can also be a job specification criteria required for a particular position
- 13. 3. Skills & Knowledge This is an important parameter in job specification especially with knowledge and skill based profiles. The higher the position in a company, the more niche the skills become and more is the knowledge required to perform the job. Skills like leadership, communication management, time management, team management etc. are mentioned. 4. Personality traits and characteristics The way in which a person behaves in a particular situation, handles complex problems, generic behaviour etc. are all covered in the characteristics of a job description. It also covers the emotional intelligence of a person i.e how strong or weak a person is emotionally Job Specification Example Here is a sample job specification, which is prepared for a marketing manager in a telecom company. Education Must be an engineer and MBA in marketing for a reputed MBA institute Work experience Must have prior work experience in marketing & sales (preferably telecom or FMCG) Skills & Knowledge 1. Must be a good communicator and must be able to lead a team. 2. Prior experience in handling ATL-BTL activities and managing promotional events. 3. Must be able to handle social media like Facebook, Twitter and help build online brand 4. Experience in managing PR and media 5. Strong analytical skills and problem solving skills 6. Must understand business, come up with innovative products and launch them Personality Traits & Characteristics 1. Must be presentable and a good orator 2. Should be calm in complex situations and show leadership skills in managing multiple teams 3. Should be emotionally strong and should give timely deliverables The above table is a sample of job specification. More specific details can also be put to give a better understanding about the job. Advantages of Job Specification There are several benefits of having a comprehensive job specification. Some advantages are listed below: 1. Job specification highlights all the specific details required to perform the job at its best 2. Helps in screening of resumes and saves time when there are multiple applications by choosing those who are closest to the job specification 4. HR managers can used job specification as a benchmark to evaluate employees and give them required trainings 5. It helps in job evaluation. 6. It helps the management to take decisions regarding promotion, transfers and giving extra benefits to the employees. 7. The job specification is also useful for distribution in social media, for screening resumes, and for interviewers. 8. Job specification helps candidates analyze whether are eligible to apply for a particular job vacancy or not.
- 14. Disadvantages of Job Specification There are certain limitations of job specification. Some of the disadvantages are mentioned below: 1. The process may take very long and consume lots of human efforts. Since, it involves collecting detailed information. 2. Job description is time bound and changes with changing technology and changing knowledge & skill requirements. 3. The data collected may not be 100 percent genuine. 4. It can only give a framework of emotional characteristics and personality traits but cannot specify the experience or forecast complex issues is any Job Rating/ Job Evaluation INTRODUCTION Job evaluation is a systematic procedure for determining the relative worth of job in an organization. Once the worth of the job is determined it becomes easier to fix a wage structure that will be Fair. Job evaluation is the process of analyzing and assessing various jobs systematically to ascertain their relative worth in an organization. DEFINITION Job evaluation is an assessment of the relative worth of various jobs on the basis of a consistent set of job and personal factors, such as qualifications and skills required. “ A process to determine the relative worth of various jobs within the organization, so that differential wages may be paid to jobs of different worth.” Wendell L French The objective of job evaluation a. To establish an orderly, rational, systematic structure of jobs based on their worth to the organization. b. To justify an existing pay rate structure or to develop one that provides for internal equity. c. Te assists in setting pay rates that are comparable to those of in similar jobs in other organizations to compete in market place for best talent. d. To provide a rational basis for negotiating pay rates when bargaining collectively with a recognized union. e. To ensure the fair and equitable compensation of employees in relation to their duties. f. To establish a framework of procedures to determine the grade levels and the consequent salary range for new jobs or jobs which have evoked and changed g. To identify ladder of progression for future movement to all employees interested in improving their compensation. h. To copy with equal pay legislation and regulations determining pay differences according to job content. i. Te develop a base for merit or pay-for-performance Advantages • Reduction in inequalities in salary structure- It is found that people and their motivation is dependent upon how well they are being paid. Therefore the main objective of job evaluation is to have external and internal consistency in salary structure so that inequalities salaries are reduced.
- 15. • Specialization - Because of division of labor and thereby specialization, a large number of enterprises have got hundred jobs and many employees to perform them. Therefore, an attempt should be made o define a job and thereby fix salaries for it. This is possible only through job evaluation. • Helps in selection of employees- The job evaluation information can be helpful at the time of selection of candidates. The factors that are determined for job evaluation can be taken into account while selecting the employees. • Harmonious relationship between employees and manager - Through job evaluation, harmonious and congenial relations can be maintained between employees and management, so that all kinds of salaries controversies can be minimized. The process of determining the salary differentials for different jobs become standardized through job evaluation. This helps in bringing uniformity into salary structure • Relevance of new jobs - Through job evaluation, one can understand the relative value of new jobs in a concern. Limitations a. Though there are many ways of applying job evaluation in a flexible manner, rapid changes in technology and in the supply of and demand for particular skills, create problems of adjustment that may need further study. b. When job evaluation requires in substantial changes in the existing wage structure, the possibility of implementing these changes in a relatively short period may be restricted by the financial limits within which the firm has to operate. c. When there are a large proportion of incentive workers, it may be difficult to maintain a reasonable and acceptable structure of relative earnings. d. The process of job rating is, to some extent, inexact because some of the factors and degrees can be measured with accuracy e. Job evaluation takes a long time to complete, requires specialized technical personnel and quite expensive. REFERENCES: • Pandey. N and Dhakal. K “Leadership and Management in Nursing”1st edition 2014, Makalu publication house, Dillibazar, Kathmandu • Pathak S, Sapkota S, A Textbook of leadership and Management For nursing, second edition, 2020, Vidyarthi Pustak Bhandar, bhotahity, Kathmandu • https://www.mbaskool.com/business-concepts/human-resources-hr-terms/1792-job- specification.html • https://www.scribd.com/document/114024099/2-Job-Analysis-Job-Description-Job- Specification • https://www.businessmanagementideas.com/human-resources-management/job- specification/job-specification/21246 • https://www.managementstudyguide.com/job-description-specification.htm •