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create a topic, activities, discussion, outcomes, observation and experiences about this topic CHAPTER 6:
JOB EVALUATION AND WORIKELOW ANALYSIS
A sound human resource management program requires knowing the different, jobs in the company, The manager and supervisor must get a comprehensive picture of each job in his organization. This involves- what each worker does, how he does it, why he does it and under what conditions he performs his job, and what special qualifications each worker must possess to perform his job satisfactorily. Analysis of the organizational structure is the vertical and horizontal interconnections among jobs. We must have a thorough understanding of how one job relates to those above the organization and those down the line of the organization and those at the same level of the functional areas, Analysis of the organization structure can be a leverage to gain a competitive advantage for the company, but how one does this depends on the firm's strategy and its competitive environment.
A major quality program is a need to identify clearly the output requirement for a particular type of job. To design work systems that are mnaximally efficient, a manager needs to understand the processes required in the development of the products for their work units. Without a clear understanding of the tasks necessary for the production of the desired output, it would be difficult to determine whether the work is under-staff or over-staff. 
The Rationale for Job Analysis
The conduct of įob 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 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:
1. To specify the duties and responsibilities of the position. It examines what the employee will perform, what skills are needed the condition under which work shall be done, and the range of difficulty or complexity of the action.
2. To provide job-oriented recruitment and selection guides. Those in the recruitment and selection of employees must be familiar with the duties and responsibilities of the vacant position. To identify which applicant is most qualified, it is necessary to determine the tasks that will be performed by the individual hired as to skills, knowledge, and abilities.
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. To get the peso value on jobs is necessary to get information about different jobs, and which job deserves a higher pay than others.
4. To provide information and tools for career planning and counseling. Career planning entails matching individual skills and aspirations that are or may become available in the organization. This matching process requires that those in charge of career planning know the skill requirements of the various jobs. This allows them to guide individuals into jobs that will fit their qualifications and where they will be happy and satisfied. Counseling refers to the giving of advice and problems that the employees meet in the performance of their tasks and duties in the positions where they are assigned.
5. To have a guide in the construction of performance evaluation criteria. Performance criteria deal with getting information about how well each employee is performing his job in order to reward those who are effective. The information generated by job analysis unveils the aspect of the jobs that are measurable and should logically be evaluated in the performance appraisal of the employee.
6. To serve as a guide in methods improvement. Job designs consist of different steps or processes. Job analysis provides the information to design the work process most effective in carrying out the tasks. This involves improving methods and developing more efficient systems at work.
7. To obtain background information about working conditions. The environment of work positively affects the productivity and morale of the workers. This information is available in job analysis and could be used by management in positively identifying the hazards and other conditions that affect job performance.
8. To serve as a guide in the develcpment of training programs. Almost all employees hired by an organization will require training in their jobs. Some training programs may be more extensive than others. Job analysis  provides the required information to ensure that the training program will prepare the individual to perform the job effectively.
9. To assist the supervisor in the supervision of the employees. Supervisors are provided with precise and detailed descriptions of the jobs under their respective areas or departments and they can make this serve as ba