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$GPLQ Oliveira Henrique
Autoria: Raquel de

Tema 02
Anlise e Descrio de Cargos

7HPD
Anlise e Descrio de Cargos
Autoria: Raquel de Oliveira Henrique
Como citar esse documento:
HENRIQUE, Raquel O. Administrao de Cargos, Salrios e Benefcios: Anlise e Descrio de Cargos. Caderno de Atividades. Valinhos:
Anhanguera Educacional, 2014.

ndice

CONVITELEITURA
Pg. 3

ACOMPANHENAWEB

PORDENTRODOTEMA
Pg. 3

Pg. 17

Pg. 18

Pg. 20

Pg. 21

Pg. 22

Pg. 23

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Neste tema Anlise e descrio de cargos voc ir compreender de que forma so desenvolvidas as anlises
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da descrio de cargos.
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vantagens e desvantagens de cada um deles.
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PORDENTRODOTEMA
Anlise e descrio de Cargos
A anlise e descrio de cargos so imprescindveis para a rea de Gesto de Pessoas, pois contribuem para
o bom desenvolvimento do processo de recrutar e selecionar pessoas, dando apoio para administrao de salrios,
facilitando, assim, a compreenso de cada cargo que compe a estrutura.
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das funes, ou seja, as responsabilidades envolvidas, o grau de instruo e a capacidade de desenvolvimento. Estas
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tema mais adiante.
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 Descrio de Cargo:eRUHODWRGDVWDUHIDVGHVFULWDVGHIRUPDRUJDQL]DGDSHUPLWLQGRDROHLWRUDFRPSUHHQVmRGDV
atividades desenvolvidas pela pessoa.
 (VSHFLFDo}HVGH&DUJR o relato dos requisitos, responsabilidades e incmodos impostos aos ocupantes dos cargos.
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Requisitos/Fatores

Mental

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e complexidade das tarefas.
adequadamente suas funes.

Responsabilidade

Responsabilidades por erros, superviso,

Determina as exigncias impostas ao ocupante do
numerrio, ttulos ou documentos, contatos,
cargo para impedir danos produo, ao patrimnio e
GDGRV FRQGHQFLDLV PDWHULDO IHUUDPHQWDV H
imagem da empresa.
equipamentos.

Fsica

Determina os desgastes fsicos impostos ao ocupante do

Esforo fsico, concentrao mental e visual,
cargo em decorrncia de tenses, movimentos, posies
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assumidas e etc.

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os riscos a que est submetido o ocupante do cargo.
Fonte: Pontes 2011 (Adaptado pelo Autor)

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A anlise de cargo se assenta nos requisitos do mesmo, que so as exigncias que este impe ao seu ocupante.
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pontos de referncia para se analisar e comparar uma grande quantidade de cargos de maneira relativa, mas
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isoladamente as diferenas entre os cargos, conforme mostra Pontes (2011, p. 47).
Nesse sentido, Pontes (2011) acrescenta que os fatores so diferentes em cada grupo ocupacional. O fator condio
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administrativo.
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Etapas para Anlise de Cargos
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$VHWDSDVVmRGLYLGLGDVHPIDVHVHXPDYH]TXHVmRFRQFOXtGDVRSURGXWRQDOpRFDWiORJRGHFDUJRV
 Fase de Coleta de Dados:
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 Coleta de Dados.
 )DVH'HVFULomRH(VSHFLFDomRGH&DUJRV
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 Redao da descrio dos cargos.
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 Catlogo de cargos.

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As mais comuns consideram a complexidade e nveis de responsabilidade dos cargos. Quanto mais complexas forem s
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A anlise de cargosQmRpXPDWDUHIDVLPSOHVHODpGHPRUDGDHWUDEDOKRVDSRUpPRSURGXWRQDOTXHpRFDWiORJR
de cargos, dar subsdios para a tomada de decises e servir no somente a administrao de cargos e salrios, mas
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 Avaliao de cargos.
 Pesquisa Salarial.
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 Enquadramento do pessoal nos cargos.
 Administrao dos Salrios.
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 &RQWHVWDo}HVHPUHFODPDo}HVWUDEDOKLVWDV
 Treinamento e desenvolvimento de pessoal.
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 Implantao de programas de qualidade.
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Mtodos de Coleta de Dados
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 Observao Local.
 Questionrio.
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cargos do grupo ocupacional operacional, onde as tarefas envolvem operaes manuais ou tarefas simples e repetitivas,
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devem ser distribudos aos colaboradores ou, no caso do grupo ocupacional operacional, para os gerentes. Todos
os colaboradores devem estar cientes e esclarecidos sobre o real objetivo da anlise de cargos, de modo que no
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entre outras. O questionrio deve ser aplicado de forma simples e clara, sendo indicado que em sua elaborao se
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 Desvantagens:3RUIDOWDGHFRQKHFLPHQWRSRUSDUWHGRVFRODERUDGRUHVUHIHUHQWHjVWpFQLFDVXWLOL]DGDVQDDQDOLVH
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acordo com os grupos ocupacionais.
Entrevista: (VVH p R PpWRGR PDLV DSURSULDGR SDUD D REWHQomR GDV LQIRUPDo}HV QHFHVViULDV j DQiOLVH H GHVFULomR
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estruturar a entrevista em cinco etapas conforme mencionado abaixo:
 Informaes gerais.
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 Anlise das tarefas do cargo.
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 Encerramento da entrevista.

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 Desvantagens: 3RGHUmRVXUJLUUHDo}HVQHJDWLYDVSRUSDUWHGRHPSUHJDGRFDVRDHQWUHYLVWDWHQKDVLGRHVWUXWXUDGD
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 A descrio de cargos deve ser clara e objetiva.
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 $GHVFULomRpLPSHVVRDO
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de Cargos, Salrios e Benefcios explicita apenas o objetivo de cada tarefa, ou seja, RTXHID].
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em cada uma das tarefas relatadas.
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Exemplo 1:
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&RPR)D])RUUDQGRDVFDPDVH/LPSDQGRRFKmR
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Neste caso a tarefa pode ser descrita da seguinte forma:
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Exemplo 2:
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&RPR)D]2IHUHFHQGRSURGXWRVH6HUYLoRV
3RUTXHID]3DUDDXPHQWDUDOXFUDWLYLGDGHGDHPSUHVD
Neste caso a tarefa pode ser descrita da seguinte forma:
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Exemplo 3:
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 Descrever Cargos a partir de dados obtidos em entrevistas com os ocupantes, para oferecer uma sntese
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JHUDOPHQWHRSHUDFLRQDLVRLQGLFDGRpGHVFUHYrODVGHIRUPDFURQROyJLFD
1RFDStWXORGR/LYUR7H[WRYRFrYHUiXPTXDGURGHHVSHFLFDo}HVGHFDUJR9HMDXPH[HPSORGHSUHHQFKLPHQWR
completo de uma descrio de cargo, inclusive com abordagem que contempla a descrio sumaria e a descrio
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Ttulo do Cargo: Analista de Cargos e Salrios
Descrio Sumria
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aumentos e reajustes salariais.
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 'HVFUHYHHHVSHFLFDFDUJRVEDVHDQGRVHQRVSODQRVGHDYDOLDomRSUHYLDPHQWHHVWDEHOHFLGRVGHFRQIRUPLGDGH
com anotaes constantes em questionrios e/ou entrevista com ocupantes do cargo.
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e/ou pesquisas, para anlise e comparaes internas.
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estabelecido na poltica de administrao salarial.
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PROCESSO
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Fonte: Pontes (2011, p. 100)

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operador de mquina de corte, operador de mquina de dobra, operador de mquina de solda, operador de parafusadeira,
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Fonte: Pontes 2011 p.103



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REFERNCIAS
%21(75RFLR&$33(//,3HWHU+$025,0RQLNDQuem ocupar os altos cargos? Disponvel em: <KWWSZZZKEUEUFRPEU
PDWHULDTXHPRFXSDUDRVDOWRVFDUJRV>. Acesso em: 13 mar. 2014.
&+,$9(1$72,GDOEHUWRGesto de Pessoas(G5LRGH-DQHLUR&DPSXV
'$7$)2/+$,167,7872'(3(648,6$6'LVSRQtYHOHP<KWWSGDWDIROKDIROKDXROFRPEUVDODULRVVREUHLQGH[VKWPO>.
Acesso em: 14 mar. de 2014.
)5$1&2-RVpGH2OLYHLUDCargos, Salrios e Remunerao. Disponvel em: <KWWSERRNVJRRJOHFRPEUERRNV"LG UUT+,QQB
+<& OSJ 3$ GT &DUJRV6DO&$ULRVH%HQHILFLRV SJ 3$Y RQHSDJH T I IDOVH>. Acesso em: 10 mar.
de 2014.
JESUS, Gisele Oliveira de. Descrio de Cargos e Salrios. Disponvel em: <KWWSZZZUKSRUWDOFRPEUDUWLJRV
UKSKS"UK 'HVFULFDR'H&DUJRV(6DODULRV LGFBFDG ETONFJ>. Acesso em: 12 mar. de 2014.
0$1(&+,1,*XLOKHUPHQuem paga bem vende mais e melhor. Disponvel em: <KWWSH[DPHDEULOFRPEUUHYLVWDH[DPH
HGLFRHVQRWLFLDVTXHPSDJDEHPYHQGHPDLVHPHOKRU>. Acesso em: 14 mar. de 2014.
2/,9(,5$$ULVWHXGH Manual de descrio de cargos e salrios. 4 Ed. So Paulo: Atlas 2013.
PONTES, Benedito Rodrigues. Administrao de Cargos e Salrios carreira e remunerao. 15 Ed., So Paulo: LTR 2011.



GLOSSRIO
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Questo 2
Resposta: alternativa E.
Questo 3
Resposta:
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Questo 5
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