Name: Abdelrahman Mohammed Abdallah

ID: 20194332
Group: A
Course: Introduction to Human Resources Management (HRM 101)
Professor : Shady Niazi
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Uniform Guidelines and legal Significance

There is a legal need for job analysis as established in an article by Christopher Daniel titled as (Selection's Uniform Guidelines Help, Hindrance, or
Irrelevancy? ). Job analysis is a important element to the three types of validation: content, criterion-related, and construct as stated in the guidelines.

The need by government and business to manage work and the human resources of an organization requires studying , analyzing and organizing work activities which
make up jobs. The need to manage work activities established a need for job analysis before the Uniform Guidelines is called attention to its legal significance.

Adhering with guidelines results in legal personnel system not just that but also helps and improves process of obtaining , retaining and managing the organizations
work and its human resources
Most job analysis procedures was developed before the guidelines which makes Most job analysis procedures complicated and require a difficult and costly validating
procedures .

Job Analysis Basis/principles

Uniform Guidelines states that “Any job analysis should focus on the work behavior and the tasks associated with them. If work behavior are not observable, the
job analysis should identify and analyze those aspects of the behavior that can be observed and the observed work products“. ref technical standards for content validity of the
Guidelines.

A job analysis should describe all important work behaviors, their relative importance, and their difficulty level.
A job analysis should include:-
-an analysis of the important work behaviors required for successful performance and their relative importance and, if the behavior results in work products,
-an analysis of the work products.
-Any job analysis should focus on the work behaviors and the tasks associated with them.
-If work behaviors are not observable, the job analysis should identify and analyze those aspects of the behaviors that can be observed and the observed work products.

-The work behaviors selected for measurement should be critical work behaviors and/or important work behaviors constituting most of the job.

As states in guidelines job analysis is a record of observable behaviors or observable work products. Job analysis is not a record of thought processes, attitudes, traits,
constructs or initiatives. This definition is important from much of the job analysis procedures which preceded the Guidelines. The Uniform Guidelines call for a
different approach to job analysis than those practiced in the past. There are a number of fundamental principles concerning jobs and the process of analyzing them
have been identified. Which are :-
1)Analyzation and recordation can be done to all jobs.
2)Enhancing communication by job analysis . 2
3)Process of analyzing jobs can easily accommodate change .
4)The process can be clear enough so employers and employees can understand and contribute to the process .
5)All major personnel decisions can be based on data resulted in which process can be designed.
6)skill, knowledge, ability these are defined as operational terms
7)efficient human resources management is contributed by job analysis based on observable behaviors etc.
1)Analyzation and recordation of all jobs
Job analysis is the process of defining the work, activities, tasks, products, services, or processes performed/produced by an employee or employees.
When employees review a written job description of their duties three to six months after the analysis was performed, they readily recognize the description as their
job. Finally, all employees at every level in an organization are trained to do their job. That training could not occur if it were not possible to analyze and define jobs
2)Enhancing communication by job analysis
Different number of approaches to job analysis evolved this principle
If the job analysis does not improve communication and the understanding of what is to be done, it impedes communication and may be more detrimental than
beneficial to the organization. Good quality job analysis can and should improve communication in the organization.
3)The Process of analyzing jobs can easily accommodate change .
Job analysis has been and still tedious work and tiresome . A lot of amount of resources is needed to conduct job analysis in which some organizations tend to avoid.
The data about the jobs which are out of date or not valid may be misleading in most cases because the employment decision is based on that data . That’s why job
analysis data should be reviewed/revised periodically by employers for better reflection of changes over time The system for analyzing jobs should be designed to
take full advantage of computer technology. Personal computers and mainframe computers are used for job analysis .changes over time can easily be made to data base
and updated job descriptions. In terms of technology organizations have no excuse not to have job analysis data and job descriptions .
4) employers and employees can understand and contribute to the process .
There are approximately 300-500 tasks per jobs average of 300 that can be identified by employees and can grow over time. Employers and employees understand that
the difficulty level and required time of these tasks vary .In a single job with hundreds of tasks measurements for difficulty and frequency result in a great deal of data.
If minimum skill levels are set for the tasks, there will be additional data added for each job. So with around 100 jobs in a organization job analysis will generate
massive amount of data. Therefore the steps of the processes need to be simple, easy and reasonable .which enables confidence and more understanding of employees
towards the process. 3
5)All major personnel decisions based on Job analysis
Quality job analysis data can contribute greatly to the recruitment , performance evaluation, training and development, compensation, job design, work force
projections, and work force reduction or expansion decisions. An Audit trail should be made from the job analysis to the decision. Doing critical tasks of a job is
required in an individuals ability during his/her selection to the job. An audit trail should be created to critical tasks of the job for performance evaluation. As well as
standards or level of proficiency statements for the critical tasks .
Two questions to consider :-
1) Did the employee do what he/she was asked to do
2)Was the task done in an acceptable quality level
A job analysis is an essential element to the development of an efficient training program. It should serve as the basis for the needs analysis which is the first step in
developing training programs. It can be used to identify the different skills needed for each job and the marginal skill differences between different jobs.
Employees and the employer, should understand the marginal skills necessary to be proficient at different jobs in an organization. Information about the marginal skills
will help employees plan their own professional development. It will also help the employer develop training programs.
6) Skills, Knowledge and Ability operationally defined
The Guidelines state that if these terms are used in assessment they must be operationally defined. Skills, knowledge, and ability have been widely used in a variety of
applications in personnel work in the past. These terms are used in determining relative compensation in the area of human resources development and management.
These terms are used in a hierarchical order in a well worked approach. For example skill is for having performing the work, knowledge is knowing how to perform
the work but have not performed it , ability is for having the physical, emotional, intellectual, psychological ability to perform the work but have never done the work
neither trained for it . Another example:-
Skill: Ahmad is skilled and can fix a car of a customer
Knowledge : Ali has the information on how to fix cars and got trained but has never fixed a car for a customer
Ability: Mohamed has the ability to fix cars while he never fixed a car before and never got trained on how to fix cars
Most Employers Hire a skilled person if its not available then a knowledgeable person is hired , at the end if both skilled and knowledgeable are unavailable an able
person is chosen.

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• ref technical standards for content validity of the Guidelines.
• Christal, Raymond E. The United States Air Force Occupational Research Project, Occupation Research Division, Air Force Human Resources Laboratory (AFSC) Lackland AFB, Texas, 1974.
• Daniel, Christopher, Selection's Uniform Guidelines Help, Hindrance, or Irrelevancy?, Review of Public Personnel Administration, Spring 1989.
• Gail, Sidney, Job Analysis, San Fransico, 1987.
• Gilpatrick, Eleanor, A Job Analysis Method for Developing Job Ladders and for Manpower Planning, The Research Foundation, City University of New York, 1971.
• Kearney, Thomas J., Bessie J. Kuhn, Irene Lopez, Earl Lee, William Machintosh, Harry Nussberger, and Barbara Taylor, Handbook For Analyzing Jobs, Washington D.C. 1972.
• Manese, Wilfredo R., Occupational Job Evaluation A Research-Based Approach To Job Classification, New York, 1988.
• National Task Bank, Tasks in Social Welfare, U.S. Department of Health, Education, and Welfare Social and Rehabilitation Service State Manpower Development Staff, Washington D.C. November 1975.
• Uniform Guidelines on Employee Selection Procedures (1978), Federal Register, Friday August 25, 1978 Part IV.
• Yoder, Dale, Herbert G. Heneman, Jr., Staffing Policies and Strategies, ASPA Handbook of Personnel and Industrial Relations, Vol. 1, Washington D.C, 1974.