The paper "Role and Importance of Job Analysis and Job Design" is a good example of a human resources assignment. Job analysis and job design are terms that are often confused. Job analysis involves the study of jobs as they are currently performed by the employees within an organization. It involves identification of the job duties and the requirements necessary to perform the task or work successfully (Bohlander & Snell 2004, p. 162). On the other hand, job design, which is a development of job analysis, encompasses structuring jobs in order to improve any given organization’ s efficiency as well as employee satisfaction (Bohlander & Snell, p.
162). It involves changing, modifying, and adding value to the jobs in order to utilize the talents that employees have while also improving the organization’ s performance. For instance, companies such as PageNet, Google, Harley-Davidson and so forth are continuously involved in improving or re-engineering their jobs in order to get rid of unnecessary jobs or seek better ways of performing work. Job analysis is essential for an organization in the purview of planning and development of recruitment and selection strategies as well as training development programs.
It also provides the basis for a multiplicity of HRM functions. Job analysis is also essential for developing compensation systems, identifying job-related competencies to employee performance, restructuring work activities, and evaluating risks in the workplace (Pynes, p. 167). In the same perspective, job design facilitates the attainment of an organization’ s goals and recognition of the capabilities as well as the needs of the people who perform the job. Job design involves a combination of factors that ensure the objectives set forth by the HRM are attained while ensuring that each department of the organization remains satisfied (Pynes 2009, p.
167). Benefits and limitations associated with job analysis and job design and how the two phenomena are connected Job analysis is beneficial to an organization in that information about jobs can be collected and used to develop other job descriptions, create job specifications and define job standards. Through a job description statement, an organization defines the aim, scope, duties, as well as responsibilities of any particular job. The organization states the human characteristics involved in the job and is, therefore, able to evaluate the aptitudes, knowledge, skills, mental demands, physical demands and the expertise required in order to carry out the defined job.
The organization then sets performance standards and the minimum acceptable levels of efficiency (Bratton & Gold 2001, p. 252). In the same breath, job design is an important aspect of an organization since it enables the organization to introduce a mix of tasks that are not only beneficial in terms of the organization but which also aim to keep the employees satisfied.
This implies that employees enjoy the benefits of doing a multiplicity of tasks rather than the same task every day. Since is arrived on after a thorough analysis of job analysis information, job analysis and job design are closely related. The downside of job analysis is that the methods used may rouse legal concerns (Smith 1995, p. 68). For instance, it may involve thorough scrutiny of employees’ personal information, which may not be appropriate in the purview of confidentiality. There are also problems of accessibility of records as regards job evaluation and proper documentation (Smith 1995, p.
68). On the other hand, job design is hampered by the fact that the circumstances under which changes are made to work characteristics may not be effective (Parker & Wall 1998, p. 42). In addition, job design is not a panacea for overcoming production problems an organization such as employee discontent. Hence, inasmuch as the job is enriched, productivity will not rise if employees remain dissatisfied with the prevailing conditions (Bohlander & Snell 2004, p. 162).
Armstrong, M A 2003, Handbook of human resource management practice (9th ed.), Kogan Page Publishers, London.
Bacal, R. 1999, Performance management, McGraw-Hill, New York.
Bohlander, G W & Snell, S 2009, Managing Human Resources, Cengage Learning, New York.
Bratton, J & Gold, J 2001, Human Resource Management: Theory and Practice (2nd edition), Routledge, New York.
Cardy, R L 2004, Performance management: concepts, skills, and exercises, M.E. Sharpe, London.
Compton, R. L. & Nankervis, AR 2009, Effective recruitment & selection practice, CCH Australia Limited, Sydney
Hale, R & Whitlam, P 2000, Powering up performance management: an integrated approach to getting the best from your people Gower Publishing, Ltd., Sydney.
Parker, S & Wall, T D, 1998, Job and work design: organizing work to promote well-being and effectiveness, SAGE, London.
Pynes, J 2004, Human resources management for public and nonprofit organizations, John Wiley and Sons, New York.
Roberts, G E 1997, Recruitment and selection: a competency approach, CIPD Publishing, Sydney.
Smith, E A 1995, The productivity manual (2nd edition), Gulf Professional Publishing, London.