The paper 'Theory and Practice of Employment Relations' is a great example of a Management Assignment. Job analysis is a very important exercise in an organization. In the contemporary management environment, different organizations are faced with very diverse challenges with regard to knowing to what specific jobs should entail and the specific attributes required. Job analysis is a conceptualization of Fredrick Tailor and Lilian Moller Gilbert during the start of the 20th century. In the conceptualization, the two sought to demonstrate that job analysis was used to ensure that employees were the best fit in their jobs and could deliver in the functions in a more effective manner.
It is in this regard that job analysis is preferred in determining the kind of employees wanted in particular jobs in an organization. Job analysis is a managerial process that is being carried out by human resource management professionals, describes the duties that the incumbent of a given job should do, nature and the conditions one should work, and finally, the basic qualifications required of somebody (Nel, et al 2011). It is in this regard that this exercise is working to discuss in detail, the process of doing job analysis, the methods used in job analysis, and the process that might be encountered when carrying job analysis and how they can be avoided. Process of doing job analysis Job analysis entails a number of steps which have to be followed if at all good results are to be realized.
The following discussion, is the specific process of carrying out a job analysis: Step 1: Involving and empowering employees to take part in the process.
Since job analysis affects all employees, it becomes very necessary to involve them in order to get a greater insight of what a job entails. Job analysis cannot therefore go without consulting the employees. For an organization, consulting the employees and allowing them to participate in the process of conducting job analysis, helps build confidence in the process. Step 2: Investigating and establishing how different jobs can fit in an organization. In an organization, it is expected that each and every job has either directly or indirectly affects the overall performance of an organization and therefore cannot operate in isolation.
This process is therefore important in determining the interdependence that exists among different and how they can be related in an organizational chart to enhance organizational performance and effectiveness. Step 3: Determining the reasons for carrying out job analysis: Job analysis in an organization must be objective. This is to say that at the end of the process, the organization is certain of attaining predetermined goals. For instance, job analysis could be taken to help restructure the organization and also plan for employee training and development or even enhance performance. Step 4: Choosing the job to be analyzed and the different sources of data.
An organization is always concerned with how time is being managed and used for its good. It is therefore not appropriate to do a job analysis for every job as it will consume quite a lot of time. It is in this regard that it becomes very important for an organization to be selective and decide which job to analyze.
Bray, M., Warring, P. and Cooper, R. (2009). Theory and practice of employment relations. London: McGraw-Hill.
Dickson, P. (2011). Global shift: Mapping the changing contours of the World Economy, 6th edn. London: Sage publications.
Plessis, A.J. (2009). An overview of the influence of globalization and internationalization domestic human resource management in New Zealand. International Review of Businesss Research Papers, 5(2), p. 1-18.
Marx, A., Net, P.S. and Du Plessis, A.J. (2007). Human resources: what should the profile be in 2010? Management Today, 23(2), p. 49-52.
Nel, P.S., Welner, A., Polsat, P., Du Plessis, A.J. and Ngalo, O. (2011). Human Resource Management, 8th edn, Cape Town: Oxford University Press.