Job analysis on complex and senior job roles - Essay Example

? Job analysis on complex and senior job roles al affiliation Job analysis on complex and senior job roles The theme of job analysis is one of the many contentious issues that have created numerous debates in the human resource management field. Various analysts and researchers have brought forward their thoughts and explanations on the concept of job analysis. Brannick, et al. (2002) define job analysis as the steps followed by the employers to stipulate what is required by the employees, that come along with the demands of their jobs. Among these specifications are inclusive of the requirements of the employees, the procedures that must be followed and the roles they must play as soon as they agree to the employment contract. The concept of job analysis is of great importance since the employer is in a better position to direct its employees towards successful carrying out of roles that will make the business competitive. Job analysis can; in essence be referred to as the basic practices that set the pace for the success of the business. 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 (Howard, 2007) and Byham, et al. (2007). It is in light to this argument that, a myriad of assessment tools have been devised over the years. This essay shall aim at giving the definition of job analysis and the importance of conducting job analysis on complex and senior job roles. Job analysis as discussed above is a task that cannot be alienated if the organization or business has to succeed. Carrying job analysis of senior positions is really worth and applicable to the contemporary workplaces. According to Oswald (2003) job analysis takes shape in three forms. First, the job tasks have to be clearly outlined by the employers prior to employment, then the job duties well stipulated, and finally the job responsibilities given to the employees. A clear understanding of these attributes creates a situation whereby there will be minimal confusion on what functions each employee is supposed to serve in the course of carrying the duties in the workplace. An application of job analysis on employees of senior positions can equally benefit form clear depiction of job description, responsibilities, and duties. Through these, the senior employees will have a clear understanding of what confines they ought to operate within and what steps to take if the terms put in place are breached. This is according to Valet & Palmer (2001) who hold the belief that no organization can operate without the inclusion of the systematic gathering of information that pertain to giving a clear outline of what employees need to do in a particular job. Job analysis among the senior employees, according to Wilson & Dierdorff (2005) is useful for planning in terms of human resource and counseling the employees on issues regarding their careers. As discussed earlier, job analysis is inclusive of job descriptions and job duties. It is only through job analysis that employees specify at what levels they expect to be promoted and what they are willing to offer to attain such levels. Employees of senior job roles can benefit in such instances as they have specific roles to play and have to report on the kind of job they have completed after a specific time period. In this case, therefore, it becomes easier to weigh the ability of specific senior employees and the roles they perform. Additionally, it becomes easier to assess promotion methodologies on such employees performing such senior roles. Job analysis is useful for training employees in the organization. Job analysis is vital for making decisions regarding the training needs of the employees (Wilson & Harvey, 2000).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. In the analysis compiled by Cronshaw & Fine (1999), job analysis on senior positions would indeed be beneficial since training would see the employees provide their best on the organizations; consequently, competitive on the market. Since job analysis give a clear description of what is difficult and what is the most important role to carry out in the organization, then it becomes easy to place the best employees on those particular jobs. Placing employees on these roles explains the kind of remuneration they should expect from the jobs ascribed to them. It is warranted to make the assumption, that it would be extremely difficult to compensate employees on senior job roles without carrying out job analysis. Job analysis is, hence, 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. On another point of view, job analysis is useful for selecting specific roles an individual should perform, the salary scales, as well as devise the best evaluation strategies. This is possible since job analysis requires employees on the senior job roles are allowed to check on the roles that are part of their supervisory activities and what they describe as effectively completed roles. Among the senior job roles are inclusive of hiring, supervisory, counseling, budgeting, termination roles, amongst others. In the case of hiring for instance, Bennis & O’Toole (2000) and Clifford (2006), bring out the view that, it is vital that the human resource managers become keen whilst making selection of employees. It is, therefore, essential that employers conduct job analysis on senior and complex roles. Finally, job analysis is useful for identification of the objectives of the job, setting the evaluation criteria, so as to assess if the employees are on the right track. From job analysis, it is clear that the duties employees perform are clearly depicted as well as periodic and irregular duties. With a clear highlight on the kinds of duties performed and at what intervals, it becomes easier for the management to assess the extent in which the senior job roles are being conducted and whether the employees need counseling on the best way forward or if the job is on the right track. In an attempt to validate the tools for measuring job analysis, it is important to assess the viability of human resource tools in measuring senior level capacity. Accuracy cannot be jeopardized in the case of job analysis, and as Zaccaro, et al. (2006) 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. Through the use of interviews, human resource personnel have managed to conduct job analysis on the complex job roles among the organizations. Interviews are mere well thought-out questions between the job analysts and experts in the field. After compilation of these questions, they are then subjected to the employees who give their views regarding the questions given by the job analysts. Subjection of employees of senior job roles to such interviews in one way or another create an open forum whereby the employees air their views regarding their jobs which ends up being beneficial to the employers who end up assessing what is required of them in the job. At most times the content and context of the jobs are well defined by the employers through the interview questions and to the employees through responses on the interview questions. Details on the interview questions on descriptions by employees on the kind of roles they perform, the manner in which the roles are conducted, and how they perform the roles, creates a situation whereby the employers are in a position to give their assessment on the analysis of senior job roles in the organizations. Prien, et al. (2009) indicate that through the interviews, the employers are able to oversee the responses of the employees and analyze if there are amendments that need to put so as the employees can perform their roles more comfortably. In this case, it is justified to argue that performing job analysis on senior job roles is worthwhile, since the results of the interview allow for training of the workers after careful review of the employees; responses. It is also possible to train employees on the expectations of their jobs, and the employee requirements. Additionally, according to the Prien, et al. (2009) interviews are a channel in which employers are able to access information if interviews are used frequently. In as much as conducting interviews is time consuming and strenuous, the amount of information collected from interviews are important sources of information for the employers regarding senior job roles. Employers may find it beneficial to carry faction interviews to save on both time and energy, since the importance of interviews cannot be overruled. In addition, observations are an important source of information while carrying out job analysis on employees of senior job roles. It would be futile to carry out job analysis on employees relying on only one source of information. The employees are able to appraise the employees by watching what they involve themselves in the course of duty. Observations offer first hand information on the employers’ side, who in turn, describe what needs to be changed in the organization or improved. Without these changes, the organization stands a chance of being swept away from the market. Barrick, Field & Gatewood (2010) emphasize that job analysis allow the employers steer their employees towards performance in the organization. This job analysis is on the other hand, only possible through observation of employees in the organization. Observations may take place with an emphasis on the employees’ response through video taping and later employing the responses to improve the performance of the employees in the senior job roles. Despite the critics on prejudice that come along with interviews, the fact remains that employers are able to come up with data on the job responsibilities and duties performed by the employees in the organization. However, Joss (2007) emphasizes that job analysis must not be alienated if the business has to be successful. Observations allow employers devise outstanding methodologies of assessing the tasks being performed by employees inclusive of those of senior job roles. Through the use of questionnaire, employers are able to record a lot of information that pertain to the performance of senior roles in the organization. These questionnaires are referred to as job analysis questionnaires. Whether close ended or open ended, the responses from the questionnaires have been indicated to be extremely resourceful for the employees. For instance, in the case of senior job roles, the employer may apply the use of a job analysis inventory that entails the roles that employees of senior job roles may be performing. The inventory also is inclusive of the ability of learners to perform certain tasks in the workplace and the importance they ascribe to the tasks allocated to them. With the employees on the senior position specifying the amount of time they spend on certain tasks whilst carrying out their jobs, it becomes easier for carry out job analysis and assess the amount of input employees put in their jobs. Upon collection of this data from employees the organization is well prepared to train employees on the various tasks in the organization. Prien, et al. (2009) indicate that, it becomes effortless for the employers to determine what their employees need by assessing their abilities in the course of duty. With this in mind it is almost obvious that job analysis among the employees even those performing senior roles in the organization is worthwhile. This results from the fact that employers are able to select the criteria for conducting job analysis, determine on what aspects to train employees, and how to evaluate if the employees have grasped the concepts that were seemingly too tasking to them or rather recorded to produce low marks in terms of management. The concept of job analysis and focus on the probability to quantify the kind of jobs in an organization has caused a lot of debates in various organizations. Other scholars attest to the fact that there is a possibility that evaluation on top jobs can only be done through job analysis while other analysts question the tools- interviews, questionnaires and observations, used to conduct analysis on senior roles in the organization. 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 regarding the required changes. Werner, Schuler & Jackson (2011) indicate that massive changes have been indicated in terms of job analysis through an expansion of the field of psychological and attitudinal testing. Evaluation of senior job roles in the organization has yielded positive results in terms of training of employees in the organization. This, according to Franklin (2005) emanates from the fact that through job analysis, employers are able to come up with appropriate training styles and approaches that will be of use to the instill change to the employees. To prove the fact that job analysis has imparted change in the employees; the management must endeavor to ensure that its employees attain the required performance levels whilst carrying the required tasks in the organization. Job analysis specifies what is expected of the employees and how they will attain the set goals and objectives by the employers. On the other hand, Aamodt (2012) validates the statement that, ‘it would be worthwhile performing job analysis on complex and senior job roles’ by bringing forth the argument that through job analysis, the employers are better placed to come up with appraisal forms that at most times specify what performance level is expected of each level of the organization. A situation whereby the organization is deprived of the practice of job analysis, the entire organization is likely to rely on assumptions on the ability of employees to carry out specific roles and what aspects need to be improved so as the employees can give their best in the organization. In this case, job analysis can be described as a worthwhile practice among the senior job roles in the organization. Job analysis has been credited to its ability to develop proper communication strategies among the employers and the employees (Joss, 2007). This kind of communication is through feedback from the employees to their employers on what needs to be improved in the workplace; thus, the human resource personnel must come into place to make the necessary changes in the workplace. In this case, it is advisable that employers invest a lot of money and resources in job analysis in their organizations (Kleiman, 2004). Through job analysis, the organization is in a better position to come up with development programs in the organization, and identify the levels of performance in the organization. On the contrary, many companies embraced the assessment of employees at the highest levels, promoting the idea that executives should not be subjected 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. Conclusively, from the essay, it is justified to argue that it would be worthwhile performing job analysis on complex and senior job roles. Despite the critics on job analysis tools- observations, interviews and questionnaires, it is of great importance that human resource officials come up with the best model for job analysis. Job analysis of the senior role in an organization is beneficial (Hogan & Kaiser, 2008, pp.22) for the reason that, it makes it easier for the human resource managers to easily hire and specify remuneration. In the long run, the organization has a better competitive advantage in the market since its employees are well conversant with their roles and responsibilities in the organization. On the whole, job analysis is the blueprint in which all human resource activities must operate within (Barrick, Field & Gatewood, 2010). 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