The paper "The Process of Job Analysis" is a wonderful example of a report on management. This part of the report will revolve around the discourse of job analysis and its inherent competency drivers that should be adopted by firms to bolster performance improvement. As suggested, the job analysis discourse is a process and not a single activity. The process ubiquitously anchors on the manager’ s decisions as regards where to effectively situate human resources in order to optimize skills and talents, and how to determine the time when the company requires additional employees.
Bohlander & Snell (2009) adds that the job analysis process underscores the utility of managerial tools that maintain only necessary job functions in the organization and installation of leadership instruments that aid in the development of realistic performance assessment standards. Additionally, the job analysis process helps in the identification of core jobs and in preparation for a strategy to have them filled with appropriate skills. It cannot be overemphasized that efficacy in the management’ s job analysis process is a great relief and a core driver of performance. As to why companies should adopt proper job analysis processes, it is important to note the inherent tools that help firms in maintaining the right quality and quantity of human resources.
Moreover, proper job analysis aids the firm in the assessment of performance on realistic standards, and the process is merged useful in measuring existing or upcoming training and development needs that enhance productivity. This implies that a proper job analysis that includes all crucial features is warranted. The sequence of Job Analysis As aforementioned, the primary purpose of job analysis is to identify the worth of a particular job within an organization, which highlights the mechanisms of optimizing human talent, rooting out dummy employees, and creating performance measurement standards that are reasonable and reliable.
These premises underscore the clear sequence of steps that necessitates logical job analysis. The initial step in the job analysis processes involves the identification of a clear purpose that must be defined based on the stated job context. The manager in charge must discern the need and expected results before deploying an analysis process in order to define the type and nature of data to be collected. In any information-dependent human resource management process, the outputs are as good as the person conducting the analysis.
This premise points at the appointment of a competent lead analyst that understands the full scope of the purpose of the process and the desired outcomes. The lead job analyzer must not only be competent but also unbiased in the provision of impartial advice, guidelines, and the deployment of prerequisite methods. Although the other strategic steps may appear negligible, the process requires a definitive approach to how the analysis is conducted and strategic decision making.
According to Bohlander and Snell (2009), the lead job analyzer should lay down a clear and objective plan that indicates every step of the analysis including expected output. Moreover, there should be an explicit statement of the extent of employee involvement in the process, the amount and quality of target data, and how much would be recorded. The job analysis processes require clarity about the sources of data, collection methods, and finally the data procession and storage.
Aswathappa, K. (2005). Human resource and personnel management. (4th ed.). Santa Barbara, CA: Tata McGraw-Hill Education.
Bohlander, G.W., & Snell, S.A. (2009). Managing human resources with infotrac. (15th ed.). London, UK: Cengage Learning.
Sims, R.R. (2002). Organizational success through effective human resources management. New York, NY: Greenwood Publishing Group.