Johnson Enterprises - Research Paper Example

? Common Assessment and number) submitted) Introduction Johnson Enterprises is arapidly growing business, having multiple locations throughout the United States. Its fast growth and absence of a unified selection and hiring process has resulted to some positions having varied job descriptions, performance measures and job requirements. This paper presents to the executive leadership team comprehensive information detailing the justification for a thorough job analysis of all the positions required. Job analysis Job analysis may be described as the process that is utilized to gather information regarding the duties, responsibilities, outcomes, relevant skills and work environment relating to a particular job (Franklin, 2005). As such, the process of job analysis requires as much information as possible that puts the job description that is the frequent outcome of the analysis together. Other outcomes may include the recruiting plans, advertisements and postings of positions, and the performance development plans within the performance management system The activities involved in job analysis include the following: one of the most fundamental activities here is the review of the current job responsibilities of the current employees of the Johnson Enterprises. This should be done with a view to making these responsibilities relevant to the current times while at the same time making the employees more efficient, effective and as productive as possible. The result of this is a competitive enterprise. Job analysis also involves doing the internet research and also viewing the sample job description both online and offline and highlighting those jobs that happen to be similar. Job analysis also involves the analysis of duties related to the work of the employees in an organization, in this case, Johnson Enterprises. The tasks and responsibilities that have to be accomplished by the employees intended to fill certain positions are also analyzed. Moreover, the exercise involves carrying out research on other companies with similar jobs and possibly sharing their experiences and accomplishments (Cheminais, Waldt, Bayat, & Fox, 1998). This is a very important step towards the success of an enterprise since it ensures that the organization emulates positive attributes of another thereby leading to its upward movement and realization of its broad objectives. Another very fundamental aspect of the job analysis includes the articulation of the most significant results or contributions required from the position. Job analysis has to specify the major job functions or duties, common personal interactions, work tasks, skills or competencies, critical situations faced by incumbents, the work related knowledge, physical abilities, career paths, work environment factors and work experience requirements. Also, very significant is the decision making authority, training requirements, certification requirements, related job families, competency models, and determination of the hiring criteria and the definition of new positions (Jackson, Schuler, & Werner, 2011). The analysis should move forward to communicate the said job responsibilities and identify the training content needs while reconstructing jobs and businesses and determining appropriate measures for performance appraisals. Legal Implications of Job analysis There are certain legal implications related to the process of job analysis. Certain legal, uniform guidelines exist with respect to job analysis. A job analysis ought to describe every important work behaviors, the relative significance of these behaviors and difficulty levels. A validity study on job analysis should be based on review information about the job. Any of these studies ought to be based on a legal procedure that is acceptable by law. All the important work behaviors should be supported by law (Kleynhans, 2006). In a situation whereby the work behavior is not observable as should always be the case the analysis should identify and analyze those aspects of behavior that may be observed and the observable work products. Job analysis has embarked on a very important step going by the passage of the Americans with Disabilities Act. It can now be used to define the very fundamental elements of the job, including but not limited the physical demands that the job requires. No covered entity is allowed to discriminate against a qualified individual with respect to job application procedures, the hiring for a particular job, job advancement compensation and remuneration, discharge of employees, training and many other terms and conditions and privileges of employment (Gatewood, Feild, & Barrick, 2010). People with disabilities who are qualified can, therefore, not be discriminated with regard to all these elements of job analysis. The legal aspects of job analysis reinforce discipline in this important exercise making the opportunities free for all the deserving qualified people. As such, nobody should be denied an opportunity based on his race, sex or disability. The law requires that everyone who qualifies for a job should be given the opportunity to perform. People with conditions such as HIV/AIDS can, therefore, find it easy to work with the rest of the members of the society without the fear of discrimination or intimidation. Without proper legal structures in place, these may not be possible. Example of a court case Several legal cases of selection practices have been reported in the recent past. An example of such is one where the California Supreme Court made a ruling that a school district can be found answerable for the actions of its supervisors if the supervisors negligently appointed, supervised or maintained a school guidance counselor who is contended to have abused a scholar. The case C.A. v. William S. Hart Union High School, involving specific California statutes related to the liability of the public entities (Dresch & Sheffrin, 1997). Overall, the point is the same: employers who knew an individual’s criminal history is liable for negligent hiring. This law suit was reported by a juvenile who alleged that he was sexually abused by a female school guidance counselor on various instances. The school district knew this but still hired her. The court did not address the liability of the school districts liability for the misconduct of the counselor which was not in the scope of employment. However, the court stressed that it was the alleged acts of the school administrators in negligently appointing and supervising the counselor that made potential liability for the distric (California District Courts of Appeal, 1997)t. Uniform Guidelines on employee selection procedures and implications The need for the federal government to establish a kind of uniform set of principles on the use of selection procedures has been recognized for a long time. The Civil Service Commission, Equal Employment opportunity Commission, the Department of Justice and that of labor have jointly adopted the uniform guidelines to meet the need of curbing issues of discrimination in job offers. These guidelines have had certain implications. First and foremost, the guidelines have shaped the employment decisions ensuring that they are uniformly based on the qualification of the person to be selected for a job. Discrimination has been rendered a thing of the past, and equal opportunity for all job applicants is highly emphasized. Therefore, no one individual should be discriminated because of race, sex or ethnicity (United States General Accounting Office, 1988). These uniform guidelines have had positive implications on acceptable selection procedures thereby eliminating fears while restoring confidence among the job seekers regardless of where they come from, the language they speak or the color of their skin. The most important thing is what a person is able to discharge. Performance Standards Performance standards for jobs should be set for all employees. If well met, this has significant implications on both the enterprise and employees. It is what keeps an organization moving forward. The productivity and efficiency of employees are very fundamental issues at the job place. As such their performance standards have to keep with the demands of the organizations clientele and also meet the goals and objectives of the organization. Having established performance standards clearly set for all the employees of an enterprise, the performance management becomes increasingly easy (Ployhart, Schneider, & Schmitt, 2006). The management is able to review the performance of the employees in relation to the set standards. This is both possible at individual and corporate level. It is the stuff of which a successful organization is made. References California District Courts of Appeal. (1997). California Compensation Cases. California: Workmen's Compensation Reporter. Cheminais, J., Waldt, G. V., Bayat, M. S., & Fox, W. (1998). The Fundamentals of Public Personnel Management. Cape Town: Juta and Company Ltd. Dresch, M., & Sheffrin, S. M. (1997). Who Pays for Development Fees and Exactions? Carlifornia: Public Policy Instit. of CA. Franklin, M. (2005). A Guide to Job Analysis. Virginia: American Society for Training and Development. Gatewood, R. D., Feild, H. S., & Barrick, M. R. (2010). Human Resource Selection. Stamford: Cengage Learning. Jackson, S. E., Schuler, R. S., & Werner, S. (2011). Managing Human Resources. Stamford: Cengage Learning. Kleynhans, R. (2006). Human Resource Management. Cape Town: Pearson South Africa. Ployhart, R. E., Schneider, B., & Schmitt, N. (2006). Staffing Organizations: Contemporary Practice And Theory. London: Routledge. United States General Accounting Office. (1988). Uniform Guidelines on Employee Selection Procedures should be reviewed and revised (Vol. 34). New York: The Office. Read More