Job Analysis Process and Approaches Applied to Match the Supply and Demand of Human Resources - Assignment Example

?Human Resource exam questions Grade (3rd, Nov. Human Resource exam questions Job analysis refers to the process of evaluating the job content, by formally recognizing all the activities that the job entails. It evaluates the requirement for the suitable candidate for such a job, and the attributes necessary to undertake the job (Schwind, Das, & Wagar, 2010). The rationale for job analysis is to help an organization determine the right candidate to take up a certain job. Therefore, it is necessary to introduce job analysis in an organization where it does not exists, since it sets records straight for each job position that a company has. This eliminates conflict of interests, through hindering individuals from undertaking some tasks, exert authority or interfere with certain duties outside the confines of their jobs (Schwind, Das, & Wagar, 2010). Job analysis creates order, discipline and responsibility, by defining the duties and responsibilities of each worker (Schwind, Das, & Wagar, 2010). Additionally, Job analysis helps in preparing job description and job specifications necessary for hiring the right individuals for a job (Schwind, Das, & Wagar, 2010). Observation and interview methods of collecting job analysis information are recommended. This because, through observation, the investigator has an opportunity to get first hand information, since he/she can observe the tasks as they are being undertaken. This improves the validity of the information obtained (Schwind, Das, & Wagar, 2010). Interview method allows an opportunity for employees to give their suggestions on top of the already existing tasks. This improves the nature of the information collected (Schwind, Das, & Wagar, 2010). Job description refers to a factual statement of the duties and responsibilities that are involved in a certain job task (Schwind, Das, & Wagar, 2010). On the other hand, Job specification refers to a statement of the exact human qualities that are desirable for the performance of duties and responsibilities of a certain job, as stipulated by the job description (Schwind, Das, & Wagar, 2010). 2. There are various approaches applied to match the supply and demand of human resources: Trend analysis This is an approach to planning for human resource needs, based on the past labor patterns of an organization. Under this approach, an organization looks at its labor audit data, where it observes patterns such as the hiring, retirement, turnover and productivity (Schwind, Das, & Wagar, 2010). The approach is applied based on an assumption that the trend will remain stable. Therefore, an organization plans to increase or decrease their labor force, depending on the past trends, which are used to predict the future patterns (Schwind, Das, & Wagar, 2010). Depending on the predicted future situation, an organization can hire, reduce or maintain its work force. This approach is advantageous in that, it helps the organization predict its future demand and supply needs, based on the real data and experience that the organization has had in the past (Schwind, Das, & Wagar, 2010). However, the limitation is that the future needs may vary with the past and the current patterns, making an organization experience either a shortage or a surplus of human resources in the future (Schwind, Das, & Wagar, 2010). Replacement chart This approach entails focusing on the available positions within an organization, and planning on how such positions will be taken up by internal employees, when their occupants exits the organization (Schwind, Das, & Wagar, 2010). This approach is futuristic, aiming at ensuring that all the key positions of the organization has potential replacement, while also planning for the occupation of other positions that might arise out of the expansion of the organization. This approach is beneficial since it ensures that the operations of an organization are not disrupted due to exits from the organization. The limitation for this approach is that the potential candidates for taking up the positions might exit the organization and leave a gap (Schwind, Das, & Wagar, 2010). 3. There are various plausible arguments that HR managers can give for making relatively large recruiting budgets. First, the Human Resource function helps an organization save on some direct costs. Without the HR function, an organization would be required to hire the services of Human resource consultants, which are relatively costly, compared to direct hiring (Schwind, Das, & Wagar, 2010). Therefore, a relatively higher recruiting budget is required for Human resource managers to effectively undertake the hiring process without enlisting the services of the HR consultants (Schwind, Das, & Wagar, 2010). Considering that the role of the human resource manager is to recruit individuals who are best qualified for a certain job, various activities such as job analysis, recruiting and interviewing such individuals requires time and resources (Schwind, Das, & Wagar, 2010). This justifies the relatively high recruitment budget. Additionally, the high recruitment budget is justified by the fact that the Human resource function makes money for the organization, more than any other function. It is the planning, organizing and executing roles of the labor force that helps an organization to execute its operations and achieve its set targets (Schwind, Das, & Wagar, 2010). Therefore, considering the great ability of the HR function to generate income for the organization, a high recruitment budget is justified, so that the HR function can hire the most efficient, experienced and motivated individuals to steer the organization towards its goal achievement (Schwind, Das, & Wagar, 2010). The indices that can be applied to show that recruitment is cost effective include the Return on Investment (ROI) and the Cost Benefit Analysis (CBA) (Schwind, Das, & Wagar, 2010). ROI measures the returns generated by the HR function, in relation to the resources it consumes. The CBA analysis measures the benefits an organization generates from having the HR function in place, compared to the costs the organization incurs in its HR function (Schwind, Das, & Wagar, 2010). 4. There are five major steps that are used by an interviewer in the interviews process. Preparation Interviewer Preparation This refers to the first stage of the interview process, where the interviewer receives the application for a certain job position from the prospective interviewees (Schwind, Das, & Wagar, 2010). This can occur through the email, posted letter or physical presentation by the applicant. Creation of Rapport This is the second stage in the recruitment process, where the interviewer or a panel of interviewing team reviews the applications presented by the applicants, to determine whether such applicants meet the minimum criteria for the specified job (Schwind, Das, & Wagar, 2010). This stage helps the interviewer to differentiate between the potential interviewees and those who do not qualify. The potential interviewees are shortlisted for the interview. Information exchange This is the next stage in the interview process, where the interviewees are assessed on their suitability for the job position available. The employment test is set to obtain objective information that match candidates with the requirements of the available job position (Schwind, Das, & Wagar, 2010). The tests administered could range from oral, written, math tests, computer applications and demonstrations, depending on the job position. Termination This is the next stage after exchanging information with the potential candidates, where the interviewer closes the interview and gives the interviewee opportunity to ask any question. Evaluation This is the last stage in the interview process, where the successful candidate is selected and then notified of the job offer, based on their suitability as ascertained during the interviews. To conduct a proper interview, an interviewer should determine the required information to obtain from the interviewee in advance, based on the job requirement. There are various benefits obtainable from orientation programs both the employee and the organization. 5. Employee benefits from orientation programs It helps to reduce employees work errors, since they already know all the requirements of their jobs. The orientation programs also enable employees to attain the required job performance quickly, since they are well versed with the job operations (Schwind, Das, & Wagar, 2010). Orientation programs also help to reduce employee anxiety, since they are well knowledgeable of the organizational and the job requirements (Schwind, Das, & Wagar, 2010). Organizational benefits from orientation programs Orientation programs help an organization to reduce employee turnover, since employees are well acquainted with their job requirements, making them comfortable. Additionally, Orientation programs improve organizational stability, since they reduce points of conflicts between the employees and the organization (Schwind, Das, & Wagar, 2010). Through Orientation programs, an organization reduces the grievance it receives from the employee, since the employees are fully aware of the job and organizational requirements (Schwind, Das, & Wagar, 2010). I disagree with the statement that Orientation programs should not be given if the employees are well recruited because; it is vital to induct new employees to the job and organizational requirements. This helps to avert misconceptions, delays and grievances (Schwind, Das, & Wagar, 2010). 6. There are various measures of performance that can be applied by an organization. However, direct and objective measures of performance are superior to the indirect methods of performance evaluation due to various reasons. First, direct methods of performance appraisal are verifiable by others (Schwind, Das, & Wagar, 2010). This makes them superior to the indirect methods, since their level of validity, credibility and reliability are high. Additionally, direct and objective measures of performance have low chances of bias (Schwind, Das, & Wagar, 2010). Considering that objective measures of performance apply quantitative methods, their reliability is high and the chances of error associated with these methods are low. Therefore, direct and objective measures of performance are superior, since their level of accuracy is high (Schwind, Das, & Wagar, 2010). Further, the superiority of the direct and objective methods of measuring performance is increased by the fact that, direct methods are not dependent on personal opinion, as happens with the indirect methods (Schwind, Das, & Wagar, 2010). While evaluating employee performance using the subjective methods, evaluators should be aware of the potential bias applicable, such as the halo effect, which makes it difficult for evaluators to rate their friends accurately (Schwind, Das, & Wagar, 2010). Additionally, the evaluators should be aware of the leniency and strictness bias, where an evaluator rates their friends by applying leniency, while rating others by applying strictness (Schwind, Das, & Wagar, 2010). 7. Equal pay for equal work This is a payment policy requirement that states that men and women should be paid the same salary when they do the same work for an organization (Schwind, Das, & Wagar, 2010). Equal pay for work of equal value This is a payment policy requirement, stating that men and women who does work of the same content in terms of conditions, skills, efforts and responsibility should be given equal pay (Schwind, Das, & Wagar, 2010). The significance of the difference between these two concepts for an employer is that, while Equal pay for equal work prevents an employer from discriminating workers based on their individual characteristics such as sex and color, the concept of Equal pay for work of equal value hinders an employer from discriminating their employees with equal job qualifications (Schwind, Das, & Wagar, 2010). Point system is a superior method of payment evaluation, which is beneficial than other methods, since it evaluates critical factors related to a job in a more detailed manner than any other method (Schwind, Das, & Wagar, 2010). However, the disadvantage of this method is that it is difficult to apply, thus requires very experienced evaluators to use it. Additionally, this method is not common. Therefore, it requires any organization willing to use it to develop its system from scratch (Schwind, Das, & Wagar, 2010). References Schwind, H. F., Das, H., & Wagar, T. H. (2010). Canadian human resource management: A strategic approach. Whitby, Ont.: McGraw-Hill Ryerson. Read More