The Process of Job Analysis and Its Usefulness for Organisations - Essay Example

Job Analysis Name Course Tutor’s Name Date The process of job analysis and its usefulness for organisations The process of job analysis involves the identification and determination of the requirements and duties of a specific job. In the process, a view of how a job contributes to the larger organisation is provided. Additionally, jobs are identified for analysis and the techniques for data collection during the analysis are developed. Also, job descriptions are developed and job specifications prepared during the process of job analysis. The ultimate objective of the job analysis process however is to make judgements based on data collected during the process. The judgements relate to the effect that employment processes (such as training, performance appraisal, job evaluation and personnel selection) have on the effectiveness or lack thereof of human resource performance (Van der Waldt, Bayat & Fox 1998, p. 119). The usefulness of the process of job analysis to an organisation is related to the reasons why it is carried out. Van der Waldt et al (1998, p. 119) for example observe that job analysis is conducted for two main reasons namely: determining what the job is all about; and ascertaining the type of personnel required for the job position. Consequently, it would be assumed that a job analysis processes must support an organisation to identify facts about a job, define the tasks of such a job, and identify the personnel skills and behaviours necessary to accomplish the identified tasks. Without indulging in the job analysis processes therefore, organisations would have a reduced chances of identifying the nature of the job, its scope, and competencies, skills, attitudes, and/or experiences needed to effectively accomplish specific job-related tasks. Hodgets and Kroeck (1992, cited by Van der Waldt et al. 1998, p. 120) observes that the job analysis process helps organisations link their goals and structures to the human resource plan, job design and operations performed by the employees therein. The process is especially critical to obtaining information, without which, the organisation would be unable to make critical HR-related decisions. The four critical steps in the processes include: identification of job to be analysed; determination of the information required “regarding the activities and tasks involved in the job”; collection of job analysis information; and the analysing, collating and making reports about the job description and specification (Van der Waldt et al. 1998, p. 121). The job description includes: job title, responsibilities, authority, work conditions, summary of the job, effective date, grade level, section/department, nature of the work, the tasks and duties, and the equipment and materials. Job specification on the other hand includes: qualifications, knowledge, experience, emotions, attitudes, initiative, physical abilities, computer skills, judgement, language skills and other skills. Overall, and through the job analysis process, an organisation is able to identify the essential tasks, duties and responsibilities for a specific job, identify the skills and competencies needed for the job position, and facilitate recruitment and selection processes that bring competent and skilful personnel into the organisation. Additionally, the process provides the organisation with the information needed to set performance appraisal standards. 2. The methods of job analysis Several methods are used in job analysis. However, and as noted by Morgesson (2010), none of the methods is perfect and organisations may be forced to use a combination of methods to obtain useful job analysis data. The common methods include: job performance; personal observation; critical incidents; and interviews. Job performance: When used as a job analysis method, job performance requires the analyst to perform the job. Through the first-hand experience, the analyst is able to determine the social demands, physical hazards, mental requirements and emotional pressures involved in the job. Due to the involvement requirements, job performance is only applicable in easy-to-learn jobs, and may not be suitable for high risk jobs or those that require long-term training. In an illustration, job performance would be a useful job analysis method in front office operations or client service. However, it would be ineffective for analysing technical jobs for example in medicine, piloting, and engineering. Personal observation: In this method, the analyst takes on a passive role of observing others as they perform job-related tasks. From the observation, the analyst notes details about the working conditions, the pace with which tasks are accomplished, and the details with which people perform specific tasks. Notably however, personal observation needs to be used as a method when the observed people are working in average (normal) conditions. Additionally, the analyst should avoid involvement with the workers in order to avoid a situation whereby they shape their work behaviour to impress him or pass specific (inaccurate) messages to him. It is also recommended that when using observation, the analyst should pay specific attention to job needs, and not to the behaviours displayed by specific workers. The analyst should also ensure that he obtains a “proper sample for generalisation” (Xage consulting 2009, p. 8). While an important method for understanding the duties in a job, Xage Consulting (2009, p. 9) notes that the method fails to recognise the mental aspects of the personnel working in specific job roles. The importance of recognising the mental abilities of a worker is perhaps best illustrated by a person working in manufacturing factory where sharp equipment is in use. Although an observation method may determine that alertness, precision and knowledge working with machines are necessary qualities in the job, the method would have no way of identifying the mental abilities of a worker to remain alert and focused at work. Critical Incident Technique (CIT): CIT is a qualitative job analysis method, which is used to obtain descriptions of behaviour as expressed towards job-related activities. People working in specific jobs are asked to describe past incidents and experiences, and the analyst then analyses such incidents based on the job areas they relate to. Based on the findings, the analyst is then able to distinguish between effective and ineffective job behaviours. Notably, CIT can only be effective if analysts have analytical skills needed to translate described incidents into meaningful data. Additionally, the analyst needs to be capable of classifying data in a manner that would generate usable job descriptions. Some of the disadvantages of using the CIT method as noted by Xage Consulting (2009) include the long-term time requirement for collecting data, and the fact that different workers may have different perceptions of the same behaviour. It could also be that the behaviour expressed in relation to one incident is dissimilar. While working in a restaurant in the past, a CIT method was used to gauge how waiters approached or welcomed a patron to the restaurant. One of the male waiters stated that he treated all patrons irrespective of gender in the same manner, but there are days he would be inclined to treat women better especially if he encountered an incident that frustrated him from a male patron. This explanation by the waiter was an indication that workers are not always consistent in handling job related activities, and that consumers appreciated services offered differently. The differences in consistency by workers and appreciation by consumers therefore undermine the effectiveness of CIT as a job analysis method. Interview: As a method of job analysis, the interview method involves the analyst asking workers and their supervisors job-specific questions. Job holders provide job-specific answers, while their supervisors comment about job relationships, expectations placed on workers, and performances. According to Xage Consulting (2009, p. 9), an analyst using the interview method needs to possess “proper interviewing techniques”. Additionally, the analyst needs to follow other interviewing guidelines such as establishing rapport with the workers, making the interview’s purpose clear, using clear language, and controlling the time and subject of discussion during the interview among other things. While interviewing is a good method of eliciting information from workers, the analyst has to be aware that interviewees may distort information they provide specifically for purposes of adding more weight to their duties. For example, the waiting staff in a restaurant I once worked for indicated that they had an extra role of being nice and welcoming to the patrons in the hotel, in what was later discovered to be genuinely a role that every waiter should willingly engage in. They had hoped that their engagement would be considered as a marketing role that was not initially indicated in their job descriptions, and that through such recognition, their wages would be increased. Problems that occur in relation to job analysis The Management Study Guide (2013) observes that the main problems that occur in relation to job analysis are related to: a lack of support from the management; employees failing to co-operate with the job analyst; the managers’ failure to identify the need for a job analysis; biasness of analysts; and the use of one data source. Lack of support from management is arguably the biggest problem that an analyst can encounter. Failure to support an analyst could also mean that the management does not appreciate the need of a job analysis, and this could mean that there is no facilitation for such an analytical exercise. When the management fails to support the job analysis, they fail to communicate the need and essence of the same to lower-level managers and the employees. As a result, the analyst would probably face frustrations in his/her attempts to engage the employees and/or lower-level managers. Consequently, the findings of the analysis would most likely be sub-optimal. To avoid such a situation, the Management Study Guide (2013) recommends that an analyst has to engage the management before commencing on the analysis. Specifically, the analyst should encourage the management to communicate the need, importance and the use of the analysis to lower-level managers and the employees effectively. Failure by employees to cooperate with the analyst is also another major problem that job analysis encounters. The Management Study Guide (2013, para. 4) observes that “it is almost impossible to get real and genuine data without the support of employees”. To remedy this problem however, the management needs to communicate clearly to the employees and inform them that the analysis is being done to solve work-related problems and not to undermine them. The analyst can also play a role by convincing workers that they will not be victimised and that any data provided would be treated with confidence. The inability by management to identify the need of conducting a job analysis is also another problem that can undermine the results of the same. Without identifying the need, the entire analysis would be futile. To remedy the problem however, the Management Study Guide (2013) suggests that the management should decide the importance of such a process, and must also set out objectives of the process. Additionally, the management should identify the activities that the analyst would need to undertake during the process. A biased job analyst also poses a major problem to the job analysis process. The Management Study Guide (2013) holds the opinion that it would be difficult to obtain real and genuine results from an analysis carried out by a non-objective analyst. To remedy such a problem, organisations should use professional analysts to handle the process rather than using an in-house employee. Alternatively, the organisation can use an in-house analyst whose impartiality cannot be doubted. The use of single sources of data is also another problem that occurs in job analysis, and which often leads into sub-optimal representation of facts in the resulting findings. Notably, a single source of data can result in inaccurate results, which would undermine the entire purpose of conducting a job analysis. Management Study Guide (2013) recommends that a job analyst should consider several data sources in the analysis process, since such sources would enable him collect more accurate information. Other problems that are likely in job analysis include insufficient resources (and especially time), distortion of information by employees, poor communication, poor data gathering techniques, and the absence of a review and verification procedure for the results obtained from the analysis. In each case, solutions can be obtained by first identifying the problem, and then engaging the concerned people in a manner that would resolve the same issue. If a verification procedure for the results is for example deemed important, the management should decide on the best method to verify the results. If lack of proper communication is on the other hand deemed as posing a problem to job analysis, the management (perhaps with consultation with the entire workforce) should device a more effective communication approach. References Management Study Guide (2013). Problems with job analysis. Retrieved 2 April 2013, from http://www.managementstudyguide.com/job-analysis-problems.htm Morgeson, F. P. (2010). A framework of sources if inaccuracy in job analysis. In Wilson, M., Harvey, R., Alliger, G., & Bennet, W (Eds.), The handbook of work analysis: the methods, systems, applications, and science of work measurement in organisations. London: Taylor and Francis. Van der Waldt, G., Bayat, M. S., & Fox, W. (1998). Fundamental of public personnel management. New Delhi: Juta and Company Ltd. Xage Consulting (2009). Lesson 9: Job analysis. HR Library. Retrieved 2 April 2013, from http://xageconsulting.com/HR%20Library/09%20Job%20Analysis%20-%20Masters.pdf Read More