Essays on Applicability of Job Analysis and Design in Modern Organizations Literature review

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The paper “ Applicability of Job Analysis and Design in Modern Organizations” is a persuasive variant of literature review on human resources. There have been various varied arguments in relation to the application of job analysis in the modern organization. Sanchez Brannick and Levine have discussed in detail the various setbacks in relation to job analysis for example been too inconsistent and rigid with the current nature of modern organizations. Through job analysis organizations have been able to identify the various characteristics that are needed to make the best staff function in the modern organization.

For instance, Milan and Tucker 1992, have used an example of the British petroleum, in which various teams of the staff members who were from different locations and divisions worked collaborative and they eventually developed a skills matrix and it also included descriptors of the various family skills and their immediate level of performance. The matrix guided the employees in having a clear understanding of their roles in the company as well as the essential level of performance, and they were eventually enabled to take charge of their individual development. In his book, Laabs 1993 also used Gillette Co as an example, the company was able to benefit a lot on identifying various broad characteristics of the staff for example aggressiveness, adaptability, and enthusiasm and through them, the organization was able attracting new graduates that we're able to meet their global and competitive needs.

Thus given that the job analysis of an organization is up-to-date, it can act as the road map for various companies, and they can use them when selecting the adequate staff members.

Another applicable of job analysis that was successful is in Dixie Group Inc. , this company is a major carpet industry that is based in the United States. The company was able to apply job analysis and they used it as a basis of staff development and training; this enabled them to be at par with the technology and deliver better results irrespective of the increasingly changing technology. Measurement methods and suggestion of the most appropriate method of measurement and its relative success if applicable to the context and the type/kind of organization chosen in your study There exist various measurement methods that are used by human resource managers when it comes to getting the task lists of what will be performed by a certain employee.

They include but are not limited to observation, questionnaires and surveys, critical incidents, interviews, and position analysis questionnaires. The most applicable measurement method for Dixie Group Inc. is the JASR (job analysis at the speed of reality). This seems to be the most appropriate one based on the fact that it seems to be more reliable as compared to the other methods (Lawler & Finegold 2000).

The result can also be used for various other processes and it is seen as being the basis for a number of the potential training opportunities that are available. Another relative success of the methods is that it uses the quickest and best possible technology so as to be able to complete the job analysis task. The method also allows the analysts in completing the job analysis task in a typical job scenario with a team of subject matter specialists as well as with the mangers within a period of about two to three hours and then afterward deliver a confirmed task list.

References

Branick, M & Levine, E 2002, Job analysis: Methods, research, and applications for human resources, Sage Publications, Thousand Oaks, CA.

Laabs, J 1993, ‘Building a global management team’, Personal Journal, vol. 72, No. 8.

Lawler, E & Finegold, D 2000, Individualizing the Organization: Past, Present, and Future. Organizational Dynamics, Vol, 29, pp. 1–15.

Lazarova, M 2006, International Human Resource Management in Global Perspective, in M.J. Morley, N. Heraty and D.G. Collings (Ed.).

Lee, S 2000, A Managerial Perspective of the Objectives of HRM Practices in Singapore: an exploratory study, Singapore Management Review, Vol. 22, No. 1, pp. 65 - 82.

Marchington, M & Wilkinson, 2005, Human Resource Management at Work: People Management and Development, 3 RD Ed., CIPD, London.

Meyer, J & Lynn H 2001, Commitment in the Workplace: Toward a General Model, Human Resource Management Review, Vol. 11, No. 3, pp. 299-326.

Milan, M & Tucker, R 1992, Job Descriptions for the 21st Century, Personal Journal, Vol. 71, No. 6.

Mondy, R, Noe, R & Premeaux, S 2002, Human Resource Management, Prentice Hall, NJ.

Morgeson, F & Humphrey, S 2006, The Work Design Questionnaire (WDQ): Developing and Validating a Comprehensive Measure for Assessing Job Design and the Nature of Work, Journal of Applied Psychology, Vol. 91, pp. 1321–1339.

Sanchez, J 1994, From documentation to innovation: Reshaping job analysis to meet emerging business needs, Human Resource Management Review, Vol. 4, pp. 51-74.

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