The document discusses job analysis, which is defined as the process used to collect information about the duties, responsibilities, necessary skills, and work environment of a particular job. It notes that a job analysis provides the foundation for various human resource management systems and processes. Key steps in conducting a job analysis include identifying job tasks, required skills and abilities, knowledge requirements, and performance standards. The job analysis enables organizations to identify training needs, improve job performance, develop performance measurement systems, and ensure proper matching of job requirements with employee qualifications.
The document discusses job analysis, which is defined as the process used to collect information about the duties, responsibilities, necessary skills, and work environment of a particular job. It notes that a job analysis provides the foundation for various human resource management systems and processes. Key steps in conducting a job analysis include identifying job tasks, required skills and abilities, knowledge requirements, and performance standards. The job analysis enables organizations to identify training needs, improve job performance, develop performance measurement systems, and ensure proper matching of job requirements with employee qualifications.
The document discusses job analysis, which is defined as the process used to collect information about the duties, responsibilities, necessary skills, and work environment of a particular job. It notes that a job analysis provides the foundation for various human resource management systems and processes. Key steps in conducting a job analysis include identifying job tasks, required skills and abilities, knowledge requirements, and performance standards. The job analysis enables organizations to identify training needs, improve job performance, develop performance measurement systems, and ensure proper matching of job requirements with employee qualifications.
The document discusses job analysis, which is defined as the process used to collect information about the duties, responsibilities, necessary skills, and work environment of a particular job. It notes that a job analysis provides the foundation for various human resource management systems and processes. Key steps in conducting a job analysis include identifying job tasks, required skills and abilities, knowledge requirements, and performance standards. The job analysis enables organizations to identify training needs, improve job performance, develop performance measurement systems, and ensure proper matching of job requirements with employee qualifications.
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HRM-JOB ANALYSIS Human Resource Management JOB ANALYSIS What is a job? Group of related activities and duties Made up of Tasks Basic elements of jobs “ what gets done” The JOB ANALYSIS A job analysis is the process used to collect information about the duties, responsibilities, necessary skills, outcomes, and work environment of a particular job. Process of defining a job in terms of its component tasks or duties and the knowledge or skills required to perform them DECISION IS MADE TO CHECK THAT: Whether already existing post is valuable or not. To create a Post. What to do?? Discuss the nature of job analysis, including what it is and how it’s used. Use at least three methods of collecting job analysis information, including interviews, questionnaires, and observation. JOB ANALYSIS PROCESS Steps in Job Analysis Process Job descriptions. Task requirements Statement that explains duties working conditions, etc. of a job. Job specifications. Person requirements Statement of what a job demands of the incumbent E.g., knowledge, skills, abilities (KSAs) and other characteristics required to perform job. Performance standards What is expected of workers A may provide performance standards for job where performance is readily quantified, measurable, etc. May need to be augmented – e.g., participative goal-setting All of these uses form foundation for various HRM systems.
Questions to Ponder 1) Safety. The job analysis can help to identify opportunities to reduce risk or the causes of accidents or injuries. Work tools, the work environment, and work processes can be improved using job analysis data. SCH
1) Skipping Steps. Although conducting a job analysis may seem to be a detail-oriented and time consuming process, with effective planning the process can be conducted both quickly and correctly. Unfortunately, a common error made in many organizations is the skipping of steps in the process due to the press of time and other responsibilities. The result of skipping steps is often the costly error of developing an inaccurate job analysis – a mistake which can create a negative domino effect throughout many parts of an organization. 1) Systematically Collect Information about the Job. There are many sources of job information, ranging from such resources as a previously developed job description, classification standards, established performance measures, and specialized job audits Identifying job tasks, relationships, performance outcomes, required skills, specialized abilities, necessary knowledge, and other job- related criteria form the foundation of the job analysis. The department head for transportation asked Julie to place an ad for a new driver. Knowing how outdated the job descriptions were, along with the sheer number of job descriptions which were in need of review and likely revision, Julie formulated a plan. She was a one-person office and knew it would take time to gather input from key stakeholders and structure a review of all job descriptions. Julie also felt uncomfortable posting an open position without an accurate job description in place.
a) The hiring department head did not want to leave an open position for an extended period of time. The organization was lean, and every worker was important to fulfillment of the mission and delivery of services. The job analysis is a building block of HRM because it focuses on the important tasks upon which competitive advantage, service to customers, and constant improvement are based. Although there are many useful methods for conducting a job analysis, the focus of this chapter has been on understanding the job analysis role, identifying its organizational significance, and articulating errors to avoid in the job analysis process. Thus, there are three major contributions of this chapter.
The job analysis, like so many key foundational tasks, must be done correctly and efficiently if it is to be a valuable tool for effective HRM. As HRPs review the key steps required in conducting a job analysis, the insights from this chapter are a helpful resource with ramifcations organization-wide.
The technical skills of Human Resource Management (HRM) are logical and straight forward, but rarely fully understood by individual employees, managers and supervisors, the Top Management Team--or even by some Human Resource Professionals (HRPs). Although it is generally understood that the job analysis is a critical foundation element of HRM, errors are frequently made in conducting a job analysis, documenting job requirements, and using that information to insure that an organization is able to accomplish outcomes that are critical to an organization’s success.
2) Training. The job analysis enables an organization to identify types of training needed by employees in various positions. Training improves individual performance, stimulates workplace learning, and facilitates constant improvement. Typical outcomes of the job analysis include identifying the most efficient ways of performing work tasks, the enhancement of employee job satisfaction, opportunities to improve training, development of performance measurement systems, and matching job requirements with individual qualifications as part of employee selection and development Conducting a job analysis begins by first understanding the purpose of an organization, its structure and design, its context within its external environment, and its available resources.
1) Upon revision of the job descriptions, how would you proceed with updating the performance review process? Utilizing the information generated by the job analysis, many HRM functions depend upon that information in serving the organization. Brannick and Levine have identified twelve distinct HRM systems and processes, which they describe as HRM “purposes or uses,” that are directly affected by the job analysis.
1) What role could the HRM staff have played in this process? Would HRM staff have been able to assist the Vice President of Operations in only three weeks? When Julie came on board as Director of Human Resources, she was surprised how outdated many HR functions had become. There was a 4 inch red binder in Julie's office containing the organization's job descriptions. Unfortunately, the job descriptions were ten years old. There were no records to clarify if and how job analysis was conducted. Further, the performance review form was a template that did not 'fit' many of the jobs within the organization.
2) When matching job content with competencies and requirements, Michael definitely met the requirements of the job. Do you think Michael could have been perceived as overqualified or overzealous? 2) Who would be key external stakeholder participants? This department provides much needed transportation in an area without other public transportation. Riders travel to various destinations. Fares are based on ridership and input costs of operation. 3) Worker Mobility. The job analysis can aid organizations in identifying qualified candidates as positions change, as promotional opportunities arise, and as employees consider career opportunities beyond their current positions. 4) Workforce Planning. Information about employee qualifications and capabilities can assist organizations as they consider the impacts of organization growth, succession planning, and technological impacts on the organization.
