Organizational Structure - Research Paper Example

1. Three Elements of a Job Analysis and their significance to Hiring and Employee Development Aspect of HRM A job analysis is considered inclusive and meticulous approach through which different aspect of a given occupation can be highlighted. Besides, a job analysis is defined in various ways; in fact, it is considered to be purposeful in terms of its aspect of being systematic in the process of gathering information regarding significant work related features of the Job (Gatewood & Field, 2001). On the other hand, job analysis can be considered a collection of information regarding the tasks and discernible work behaviors, which are undertaken on a job that is verifiable through direct or indirect inference (Heron, 2005). Actually, this section of the paper will identify and explore three elements of job analysis proposed by Heron (2005) and they include; a. The purpose of the job: this element requires the analysis to facilitate comprehension of each particular job in the entire context of enterprise or organization. Nevertheless, this does not require making of a detailed analysis of actual task during this stage. However, emphasis is laid explaining the reason for the job’s existence and its contribution to entire performance of the organization (Heron, 2005). b. Task: this is a stage that involves identification of particular tasks, which are involved in a certain job; in fact, this element forms a significant part of the job analysis. c. The environment: this is an element that focuses on specifying the working environment in which the job performed. It also involves identifying the adaptations to work environment, tools, and equipment that are needed (Heron, 2005). The significant of these job analysis elements to hiring in aspect of human resource is that it facilitates identification of certain essential skills, which are required for undertaking job to a satisfactory echelon (Heron, 2005). In this case, these elements enable human resource managers to identify the skills that are required for each task. On the other hand, these elements have a contribution in facilitating employee development, whereby they provide a basis of evaluating the employees’ needs for increasing their performance such as training (Heron, 2005). Therefore, elements of job analysis facilitate setting of foundation for training needs and the process of learning (Heron, 2005). 2. Importance of Position Analysis and Questionnaire (PAQ) and two ways it can be used for redesign customer service job to increase efficiency and improve quality. Position Analysis and Questionnaire (PAQ) is considered to be a sophisticated and straightforwardly applied technique in the process of job analysis. It entails a standard form, which requires approximately two hours to be filled; in fact, it is easily scored due to its applicability to a broad variety of jobs. One of the PAQ’s significance involves its contribution to job analysis process, whereby it enables analysis based on 187 job elements (Brannick & Levine, 2002). In this case, these elements involve worker-oriented nature, whereby they are characterized to imply human behaviors, which are involved in various jobs. Firstly, Position Analysis Questionnaire (PAQ) is designed in a way that gathers detailed information regarding duties and responsibilities of the position that exists in the organization; this aspect can be utilized for redesigning customer service job to increase efficiency and improve quality, since HRM have can set standards for desired capacity of applicants based on information gathered through PAQ. On the other hand, this information facilitates establishment or revising of position description in order to facilitate redesigning process of customer service job. In addition, information gathered through PAQ facilitates evaluation of position for relevant classification to ensure that human resource managers have a consistent approach in the redesigning process. Furthermore, PAQ facilitates the process of capturing the tasks required for redesigning the customer service job by accomplishing in a given position, which include Knowledge, Skills, and Abilities (KAS’s). Basically, PAQ facilitates capturing required KAS’s in for redesigning of customer service job in terms of organizational context and tools and equipments (Brannick & Levine, 2002). Secondly, Position Analysis Questionnaire (PAQ) enables organizations to gather information required for job analysis by recruiters in the process of selection and placement. In fact, this information is also used for organization planning, job design, job evaluation, training, compensation programs, and resolving problems. Apparently, these are the features that are required for redesigning of customer service job. For instance, this job can be redesigned through establishment of new job descriptions for job evaluation, while inferring to the employees work activities (Brannick & Levine, 2002). Nevertheless, this process requires a job analyst to gather information using Position Analysis Questionnaire (PAQ) and analyze job information in order to make reasonable judgments that facilitates redesigning process of customer service job, and this result to increased efficiency and quality. 3. Two Strategies in Selection of Qualified Applicants for A Customer Service Position Based on the Fleishman Job Analysis System Firstly, selection of qualified applicant for a customer service position, through a process based on Fleishman Job Analysis System involves a strategy, which recognizes multi-rater approach to job analysis (Fleishman, 2007). In this case, this strategy provides information required for establishing a scientific and legally defensible personnel decision during the selection process. Besides, this strategy incorporates broad range of job abilities, which are recognized via broad research on capabilities of human performance. Moreover, this strategy focuses on cognitive, psychomotor, physical, sensory-perpetual, and social-interpersonal necessities of work (Fleishman, 2007). Actually, Fleishman Job Analysis System entails a series of seven point rating scales, which is “behaviorally anchored” to enable those who have familiarized with the task involved in customer position to evaluate and rate the level of their ability to perform, and this forms a basis of selecting those with high performance level (Fleishman, 2007). The second strategy of through which Fleishman Job Analysis System can be applied in selection of a qualified applicant for a customer service position involves generic approach. This generic approach is utilized for discovery of widespread elements in various occupations, which include abilities such as verbal, logical, creation of ideas, quantitative, thoughtfulness, spatial, visual, manipulative, sensory, flexibility, physical potency, emotional attributes, remembrance, fortitude, stability, and movement control (Fleishman, 2007). This lead to assumptions that there is a disparity between various forms of tasks and jobs; for instance; each selected attitude towards the task of customer service is required to foster prosperous performance of the task or the job. Apparently, people differ based on the level of their performance based on each attribute. However, Fleishman Job Analysis System offers a way through which a given individual’s attribute profile is compared to the specifications of customer service position (Fleishman, 2007). On the other hand, this strategy requires a job profile to offer required information for developing valid and legally defensible selection method, which is based on scientific principles of Fleishman Job Analysis System. 4. a). Two challenges of designing a job for customer service representative who handles consumer inquiries for a company that sells items online and by catalog I) Negative Attitude: employees can develop a negative attitude towards the new job design, which is manifested through resistance against from the employees (Galbraith, 2005). Therefore, this poses challenges in the process of implementing the new design. II) Inadequate skills: Some employees in the customer services representative team may lack necessary skills for in order to facilitate adoption of the new design and this may also pose a challenge in the process of designing the job (Galbraith, 2005). b). Redesigning the Job of a customer service representative who handles consumer inquiries for a company that sells items online and by catalog to make it more effective I) Job Enrichment: this approach focuses on offering a customer service representative and chance to be more responsible, take accountability, and be independent in situation involving new tasks through increased participation and offering new opportunities (Galbraith, 2005). II) Job Enlargement: this involves altering the jobs in a way that results to inclusion of different task and adding interest to work and this is also achieved by giving employees more responsibilities (Galbraith, 2005). 5. Three Ways of Measuring Performance of the Customer Service Representatives Using Information Obtained from a Job Analysis Firstly, job analysis is considered a valuable process even in the foreseeable future; for instance, it is a valuable information tool in human resource management. In this case, it job analysis facilitates evaluation of tasks performed in terms of knowledge, skills, and abilities (KSAs). Apparently, job analyses can measures job performance of customer service representatives through information obtained from the analysis (Jones & Schilling, 2000). In this case, this approach is based on the idea that performance of the customer service representative team is based on their volatility. Secondly, job analysis can be used to measure team adaptability to changes in the market, their orientation among other characteristics, which are considered significant to prosperous job performance (Jones & Schilling, 2000). The third approach involving use of job analysis for measuring performance include essential job element, which are applied in basis of performance evaluation. In fact, these elements are customized for assessment of customer service representatives’ performance for both new and experienced staff. References Brannick, M.T. & Levine, E.L. (2002). Job Analysis: Methods, Research, and Applications for Human Resource Management in the New Millennium. Thousand Oaks, CA: Sage Publishers Fleishman, E. (2007). Fleishman Job Analysis Survey (FJAS): Job Analysis Report. Management Research Institute, Inc. Retrieved On 9 August 2013: http://romania.testcentral.ro/media/fjas-sample-en-pdf-D0Y794KG.pdf Gatewood R.D., & Field H.S. (2001). Human Resources Selection (5th ed.). Orlando, Fl: Harcourt, Inc. Galbraith J.R. (2005). Designing the Customer-Centric Organization: A Guide to Strategy, Structure, and Process, San Francisco: Jossey-Bass. Heron, R. (2005). Job and Work Analysis Guidelines on Identifying Jobs for Persons with Disabilities. International Labour Organization Geneva. Retrieved on 9 August 2013 from: http://www.ilo.org/wcmsp5/groups/public/@ed_emp/@ifp_skills/documents/publication/wcms_111484.pdf Jones, S. D., & Schilling, D. J. (2000). Measuring team performance: A step-by-step, customizable approach for managers, facilitators, and team leaders. San Francisco: Jossey-Bass. Read More