Process of Job Analysis - Coursework Example

Job Analysis Name Course Name and Code Instructor’s Name Date Discuss the process of job analysis and why it may be useful for organisations to undertake Process of Job Analysis Managers face numerous challenges in their daily company activities in a scenario, which requires efficiency and effectiveness. These goals and objectives can be achieved through having competent and right human resource that can complete an array of tasks (Woods, West and Michael, 2010). Obtaining appropriate human resource involves numerous tasks that can be achieved by the human resource management department (Brannick, Levine and Morgeson, 2007). Some of the requirements that can be addressed by human resource management include performance, selection, recruitment and employee satisfaction and also ensuring that duties and responsibilities are audited appropriately. Therefore, it is appropriate to choose an employee who can accomplish duties and be responsible with organisation’s requirements. This can be achieved through job analysis process. Job analysis process involves numerous stages that are illustrated in the following chart: The stages mentioned above are then discussed: Step 1: Involvement and empowerment of employees – the employees should be informed and consulted before proceeding with collection of the data. Consultation ensures that employees ‘buy-into’ the process and support the process (Woods, West and Michael, 2010). Step 2: Orientation of jobs within the organisation – jobs within an organisation relate meaning that there is no job that exists in isolation. It is important to understand interdependence between jobs in an organisation. Step 3: Reasons for conducting job analysis – Step reason should be stated for the purpose of job analysis. Some of the factors that should be considered include restricting purposes and compensation structures (Woods, West and Michael, 2010). Step 4: Identify jobs to be analysed and also identify possible data sources – Analysis is an expensive process to be commissioned by an organisation. Moreover, job analysis consumes a lot of resources. Thus, it is important to identify a specific job and identify numerous sources of information. Step 5: Data collection method – collection of information should depended on whether job analysis should be employee oriented or job oriented. Moreover, the two perspectives may be combined to ensure a better result is obtained. Step 6: Data collection – data for the job is obtained through the method chosen. The information is then analysed by different stakeholders to ensure the information is factual, objective and easily understandable by the stakeholders. Step 7: Processing of information into job description and person specification – the information collected is utilised in forming person specifications and job descriptions. The information analysed will be utilised to fulfil the requirements of job analysis. Step 8: Design or redesign jobs – person specifications and job descriptions are compared with information which is already available. If extreme differences exist, the information collected with the utilised in redesigning the job descriptions (Woods, West and Michael, 2010) Step 9: Review and update the process – the value of the process is assessed to determine whether the entire process was worthwhile. Importance of Job Analysis Some of the benefits associated with job analysis include: It allows for determination of the job rather than focusing on the person Determination of training needs (Woods, West and Michael, 2010) Determination of appropriate compensation Provides a background of doing performance review Discuss the methods for conducting job analysis and illustrate your discussion with your own job, or one with which you are familiar. Discuss the problems that can occur in relation to job analysis, and how they might be avoided. (30 marks) Job Analysis Method Even though numerous methods exist of collecting appropriate information for job analysis, specific organisation may utilise one or more methods but are dependent to organisation and objections of the process. All methods are utilised in collecting job related information but more than one method can be utilised to ensure more and appropriate information is collected. Other factors that guide in choosing the appropriate job analysis method include hierarchical levels, organisational structure, duties and responsibilities (Woods, West and Michael, 2010). Approaches to data collection can take two forms, which are job oriented and employee oriented. Job oriented approaches forces collection of information of the work itself rather than behaviours of employees. This method introduces methods such as questionnaires, interviews and observation. Conversely, employee oriented strategy focus on skills, behaviours and abilities of the employees and in most instances tend to be subjective. Utilisation of employee oriented method requires a trained information collector and interpreter. Some of the job analysis method utilised include: Observation method When this method is utilised, a job analyst or a manager observes a person perform his or her duties and starts taking information regarding the individual. Collection of information can be achieved through intermittent sampling or through continuous method (Woods, West and Michael, 2010). Three techniques associated with this method include work method analysis, direct observation and critical incident technique. Direct observation strategy allows an individual to observe and record information through observing an individual in different situations and circumstances. Work method analysis involves the study of motion and time and is commonly utilised in scenarios associated with factory workers and assembly line. On the other hand, critical incident technique allows for identification of work behaviours that is associated to performance. Observation method has numerous advantages and disadvantages (Daft & Marcic, 2010). Some of the advantages include verification of information from many sources, it is a simple method to utilise, allows for first hand information collection and it is appropriate method for collecting psychomotor tasks and manual tasks. Conversely, observation method has some disadvantages that includes small sample size, time consuming and requires a skilled observer (Woods, West and Michael, 2010). Other shortcomings associated with observation method include biasness, reliability and validity of information collected. In addition, the method may not be suitable for mental related tasks. Interview method This method requires a human resource specialist or manager to visit each job site and interview employees while accomplishing each job. Information is usually recorded through the use of a standardised interview form. In most instances, the employee’s supervisor and employee are interviewed to understand the job requirements. In addition, group interviews can be utilised in difficult to define jobs so that appropriate information can be collected and appropriate employee identified. Interview method as an analysis method can also be utilised for employees who have applied for the job previously and hence understand some information regarding the job role. Interview method can yield important information that cannot be observed such as psychomotor and cognitive processes. In addition, qualitative data can easily be examined, the incumbent can describe the work and it is an appropriate strategy for those jobs with log job cycles. Some of the disadvantages associated with the process include subjectivity and verification of any information gathered (Woods, West and Michael, 2010). It is also difficult to combine data from interviews which are disparate. The method also requires an interviewer who is experienced and the questions should be well defined. In addition, another challenge associated with the process is elicit extraneous data. Questionnaire method This strategy is commonly utilised in collecting information on jobs. A survey instrument is created and then it is given to both managers and employees and they are requested to complete the instrument. Different type of questionnaires can be utilised, which includes checklist, open-ended questionnaire. The goodness of checklist is that it is simple way in which employees and managers can provide information. However, the weakness of checklist is its difficulty in constructing it. In addition, questionnaire itself has numerous benefits and challenges as a job analysis method. Questionnaire technique has numerous advantages that include data is standardised, it is a cheaper method for collecting information and also can reach more workers compared to other methods that can be utilised in job analysis (Woods, West and Michael, 2010). Moreover, the interviewer should not be trained because information from employees and management is collected and utilised effectively. However, questionnaire as a method has numerous shortcomings that may include incomplete responses, low response rate and it may be difficult to construct it. Moreover, in those questions that are open-ended, answers for these questions may be difficult to interpret. Technical Conference Technical conference is an employee oriented method. In this method, several experts sometimes referred to as subject matter experts come together and collaborate in providing appropriate information about the work to be performed (Bohlander and Snell, 2009). A job analyst is an important person in this group behave the analyst is responsible in preparing and processing information based on technical experts recommendations. The method like other methods has its benefits and weaknesses (Hernandez and O’Connor, 2009). Some of the benefits associated with this method includes data is comprehensive, information obtained from experience is better compared to data obtained from observation and it is appropriate process because it is associated with competence and expertise (Woods, West and Michael, 2010). However, some disadvantages associated with the process include requiring a lot of time, the experts may have difficulty in breaking down tasks and differences in opinion should be solved through consensus. Application to an Organisation Job analysis process is an important requirement that guides human resource management to determine the appropriate information to ensure tasks are completed effectively. It also means that job description and persons required to fulfil the tasks are at the same level. In one of the organisation that I know, two strategies are usually utilised, which are interviews and questionnaires. The organisation develops two of questionnaires: checklist and open-ended, which are utilised in collecting information required. The purpose of the interview is to access information that is hard to be presented through writing (Condrey, 2010). The information collected during interviews is digitally recorded and experts are brought to interpret the information. In the organisation, the process has been successful and as ensured that job description and job requirements complements each other. Generally, the organisation has been addressing job analysis effectively ensuring the organisation operates optimally. Challenges associated with Job Analysis Some of the challenges and solutions to issues involving job analysis include: Time consumption – job analysis requires a lot of time especially in those periods who jobs change frequently. This can be achieved through periodically job evaluation and determining in advance the length in which an employee can work. Moreover, it is important to ensure motivational and working conditions are conducive to the employees to prevent high employee turnover (Woods, West and Michael, 2010). Biasness – job analyst may be biased especially when it involves internal process. The job analyst may be biased because the person may dislike an individual and thus prevents collection of accurate and genuine data. This issue can be avoided through utilisation of two approaches, which are either utilisation of external consultant or involving more than one person in job analysis process. Huge human efforts requirements – job analysis process requires a lot of human effort in ensuring the process is accomplished successfully. This is because every job requires and contains different information since there is no definite set pattern or any customised information. It means information should be collected for different jobs and thus may be cumbersome (Woods, West and Michael, 2010). This problem can be avoided through human resource department formulating and implementing a process and plan that ensures information is readily available. This can be fulfilled through customisation and frequent update on job descriptions and business environmental changes. Observation of certain abilities is not possible – Some mental abilities cannot be measured or observed such as knowledge, emotional characteristics, psychic and aptitude. General standards regarding mental abilities cannot be achieved. However, this can be solved through putting in place appropriate frameworks and measures to ensure appropriate training and human resource development is in place to guarantee appropriate mitigation of any problem can be championed. Generally, identifying the appropriate method for job analysis is the first important step, which determines whether a given process is viable. Choosing the wrong job analysis method may make the entire process to have numerous challenges that include mismatch of job description from the person who is supposed to accomplish a given task. References Woods, S., West, M., and Michael, W. (2010). The psychology of work & organizations. London: Cengage Learning EMEA Brannick, M., Levine, E., and Morgeson, F. (2007). 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