Human resource TOPIC: Discuss the extent it would be worthwhile performing job analysis on complex and senior job roles - Outline Example

Job analysis on complex and senior job roles al affiliation Job analysis on complex and senior job roles This essay shall aim at giving the definition of job analysis and the importance of conducting job analysis on complex and senior job roles. According to Pynes (2008) job analysis is the practice whereby job descriptions as well as the requirements of a particular job are put into perspective. To conduct successful job analysis, it is vital that data on various jobs are collected and analyzed.

Analysis of leadership capacity among senior officials has indicated to be an uphill task for many officials in the organizations. It is in light to this argument that, a myriad of assessment tools have been devised over the years. The introduction of the essay shall commence with a debate on the importance of carrying out job analysis in the workplace. In this case, it is vital that prior to carrying out job analysis, companies must always guarantee that prior to recruiting employees, definition and articulation of job requirements is properly done.

Focus shall also be shifted on ensuring that, the parties concerned with hiring are keen to ensure that the organization is in a much better position to establish if the new executives are well informed on their tasks as employees. The introduction shall also confer whether the work of executives is really quantifiable. The body of the essay revolves around questions of whether job analysis of senior positions is really worth and applicable to the contemporary workplaces. The purposes of job analysis will also be discussed which are inclusive of the fact that job analysis is vital for making decisions regarding the training needs of the employees.

This can be done through coming up contents that need to be assessed and what methodologies can be applied to come up with the best forms of training in the organizations. In this case, the employers are also able to devise the equipment that would allow for effective training in the workplace. Secondly, job analysis is a good basis on which compensation of employees would be possible in the workplace, through description of what would happen in the case of deviating from the job responsibilities or exposure to hazards in the workplace.

Additionally, job analysis is useful for selecting specific roles an individual should perform, the salary levels, evaluate the employees as well as devise the best evaluation strategies. Finally, job analysis is useful for identification of the objectives of the job, setting the evaluation criteria, and what aspects should evaluated, so as to assess if the employees are on the right track. This concept shall be linked to organizations that are keen to assess the performance of its employees and weigh if the employees are fit enough for their jobs.

The leaders are also assessed on their ability to lead their organizations and impart a change on the existing systems. This is only possible through job analysis of the employees selected for the senior positions in then organization. Secondly, the body of the essay shall draw attention to the concept of job analysis by focusing on the probability to quantify the kind of jobs in an organization. This is to mean that, there is a possibility that evaluation on top jobs can only be done through job analysis.

Focus on the developments that have taken place in the field and the benefits of job analysis, will also be scrutinized. However, in as many developments have occurred through job analysis, it is imperative that employees follow strictly the aspects of job analysis, not on the employees but the jobs. Job analysis can only be possible if the entire system is designed in such a way that it is good enough to provide applicable outcomes a good portion of the time. Werner, Schuler & Jackson (2011, pp.151) indicate that massive changes have been indicated in terms of job analysis through an expansion of the field of psychological and attitudinal testing.

In this line to this argument, the body shall endeavor to highlight the strengths of job analysis. With time, Human resource managers seem to embrace a philosophy that every worker can be assessed and that every job can be quantified. Many companies embraced the assessment of employees at the highest levels, promoting the idea that executives should not be subject to such demeaning treatment (Kossen & Drafke, 2002). This means that it would not be worthwhile performing job analysis on complex and senior job roles.

However, the question of how human resource persons measure, what they could not see, define, or even articulate is of great concern. Lastly, the body shall focus on the viability of human resource tools in measuring senior level capacity, such as questionnaires and interviews on employees. Accuracy cannot be jeopardized in the case of job analysis, and as Zaccaro, et al. (2006, pp. 140) indicates, selection of the analysis of jobs must be based on well thought- of ideas and that the executive leaders cannot be assessed on the confines of job analysis of a particular measure, as the entire concept is too broad.

On a brief overview, job analysis can only be possible through imposition of an objective means of assessment. In as much job analysis has been linked with the ability to assess senior and complex roles of senior officials, all the niches must be filled to come up with the best assessment model. The conclusion shall be based on the fact that it is important that the human resource officials come up with the best model for job analysis, as the current systems are associated with a lot of errors.

This is backed up with the comprehensive research done regarding the topic. Job analysis of the senior role in an organization is beneficial (Hogan & Kaiser, 2008, pp.22). This is for the reason that, selection of the best candidates is done with minimal errors and favoritism. References Hogan, R., & Kaiser, R. B. (2008) Learning a lesson in executive selection. Leadership in Action, 27, 22-24. Kossen, S. & Drafke, M. (2002). The human side of organizations. New York: Prentice Hall. Pynes, J. (2008). Human resources management for public and nonprofit organizations: a strategic approach.

New York: John Wiley & Sons. Werner, S., Schuler, R. & Jackson, S. (2011) Managing Human Resources. London: Cengage Learning. Zagorsek, H., Stough, S. J., & Jaklic, M. (2006) Analysis of the reliability of the leadership practices inventory in the item response theory framework. International Journal of Selection and Assessment, 14, 180-191.