Use of Job Analysis in HRM Context - Literature review Example

HRM STRATEGIES AND PRACTICE Table of Contents Introduction 3 Definition- Job Analysis 3 Methods used in Job Analysis 3 Observation 4 Interviews 4 Critical Incidents, Work Diaries 5 Questionnaires, Surveys 5 Use of Job Analysis in Organizational Contexts 6 Use of Job Analysis in the process of Recruitment 7 References 8 Bibliography 10 Introduction The method of job analysis has gained popularity over the years. It has become the most widely used instrument in human resource management in organisations. The project aims to bring forth the various methods of job analysis used and their application in the organisational context. It tries to discuss each method along with the associated advantages and disadvantages. The project tries to bring out the importance of the method in the organisations context. Finally, a brief description has been provided to highlight its usage in the process of recruitment and selection in organisations today. Definition- Job Analysis “Job analysis is referred to as the purposeful and systematic process for collecting information on the important work related aspects of a job“ (Gatewood, Field and Barrick, 2008, p.257). The information includes the activities involved in the work, and how they would be conducted. It includes the equipments and tools to be used for performing the work, the working environment, work schedules and working conditions. Lastly, it provides the requirements of the personnel performing the job, like his knowledge, skills and abilities. Methods used in Job Analysis There are various approaches for job analysis, but the collection of information about the job remains the basic backbone in the entire process. The best understanding about the job can be attained by collecting information of the same using the maximum possible ways (Landy & Conte, 2009, p.206). The common methods used in job analysis have been presented below. Observation This method involves careful observation of the works as they are being performed and noting them down simultaneously. At times the observer requires asking questions about the job and even performing the job. The success of the method lies in careful observation and analysis of the job from different perspectives. This is meant to create a better understanding of the work process (Landy & Conte, 2009, p.206). The use of this method has got limited because many of the jobs do not have complete job duties or job cycles (Mathis & Jackson, 2007, p.197). Interviews This method involves talking with the incumbents at the workplace or in other locations. This is also the most frequently used method in job analysis. Questions are placed in front one or more number of employees, mangers and experts while the data are gathered from the answers (Drenth & Thierry, 2001, p.146). There are different ways of conducting interviews for the purpose. Interviews may be conducted for singe employees, group of employees doing the same job, the department supervisor, an employee followed by his supervisor, or the supervisor followed by his subordinate. The most widely used method is interviewing the individual incumbent and then interviewing his supervisor (Caruth & Hanglogten, 2001, p.60). However the method is not free from limitations. The person chosen for the purpose of the interview may not be able to recall everything that he does at once. Interview is considered to be an efficient method only for acquiring a high level overview of the job. It does not prove effective in finding the details of the job (Franklin, 2005). The method is also expensive as there can be many different kinds of jobs to be analysed. It requires great preparation both for the analyst as well as the interviewee (World at work, 2007, p.196). Critical Incidents, Work Diaries The critical incidence techniques are used for the identification of the critical aspects of performance or behaviour in a job that accounts for its success or failure (Landy & Conte, 2009, p.207). Under this method, the respondent needs to identify the examples of the good and bad job performance respectively. He is required to know the details of the incident, the various defining characteristics and the reason behind their successful or unsuccessful performance. From the above details, characteristics are drawn which account for the good and bad performance of individuals. These characteristics are then incorporated in the management development programs in organisations (Woodall, & Winstanley, 1998, p.98). Under the work diaries method, workers are required to keep track of their job activities for a certain prescribed period of time. They are asked to jot down whatever they were doing at different point of time in a day (Landy & Conte, 2009, p.207). The most prominent limitation of this method is that it may become time consuming and add to the cost (Decenzo, 2009, p.131). Questionnaires, Surveys The questionnaire method is a quantifiable method of data collection covering various work oriented tasks. A five point scale is used for determining the extent to which different tasks or job elements are associated for performance of the job (Bohlander & Snell, 2009, p.155). This is considered to be the most economical and rapid method in job analysis. It involves employees in different positions to fill up a questionnaire. “Questionnaire methods of job analysis generally present the incumbent with a series of job components or elements that they tick or rate in terms of their relevance to the job” (Fletcher, 2004, p.11). The questions can be both open ended and structured. Open ended questions are meant to provide details about the job contents while the close ended ones give the detailed information about the job (Berman et at., 2009, p.159). The analyst collects the data collected and compiles it, and then evaluation of the data is done (Price, 1997, p.62). Use of Job Analysis in Organizational Contexts It is to be noted that human resource functions remain embedded in the context of all organisations. Job analysis is the basis on which evaluation of a job is conducted in order to establish the worth of a particular job. This is required for making comparisons between different jobs in the organisation. It is also meant to establish the fairness of the organisation’s compensation structure by comparing the same with other companies (Catano, 2009, p.119). Organisations operate in large environments. Thus the way organisations design jobs and supervise employees plays the most critical role. Thus it is important that jobs and job analysis must fit into the large environment in which the organisation operates because most of the time the large environments influences the job nature (Ployhart, et al, 2006, p.107). Figure 1: Purpose of Job Analysis (Source: Compton & Nankervis, 2009, p.28) Use of Job Analysis in the process of Recruitment One of the most critical activities in HR is recruitment. It is important to collect detailed information about the job before recruiting in a new position. This includes having the details about the content of the job as well as identifying the job’s purpose, the required outputs associated with the job and its position in the organisation structure. (CIPD, 2010). It helps to make an assessment of the organisation’s requirement in the future. It helps to rightly identify the person with the required skills and abilities for the organisation (Elearn, 2009, p.2012). Job analysis provides a clear understanding about the requirements and nature of the post in the organisation. Thus, before operating the advertising campaign, it must be ensured that the post requirements are perfectly analysed. This helps to ensure that the recruitments remain non- discriminatory and are conducted in line with the job requirements. Human resource planning and the process of job analysis help to create the overall view of the post. (Erasmus, et al., 2005, p.206). The process of recruitment involves those activities “which are undertaken in order to attract sufficient job candidates who have the necessary potential, competencies and traits to fill job needs” (Erasmus, et al., 2005, p.207). Most importantly, job analysis results are used for designing new recruitment plans (Jackson, et al., 2008, p.161). References Berman, E. M., Bowman, J. S., West, J. P. & Wart, M. R. V. 2009. Human Resource Management in Public Service: Paradoxes, Processes, and Problems. SAGE. 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