Theory and Practice of Employment Relations - Assignment Example

Job Analysis Methods Student’s Name: Instructor’s Name: Course Code: Date of Submission: Introduction Job analysis is a very important exercise in an organization. In the contemporary management environment different organizations are faced with very diverse challenges with regard to knowing to what specific jobs should entail and the specific attributes required. Job analysis is a conceptualization of Fredrick Tailor and Lilian Moller Gilbert during the start of the 20th century. In the conceptualization, the two sought to demonstrate that job analysis was used to ensure that employees were best fit in their jobs and could deliver in the functions in a more effective manner. It is in this regard that job analysis is preferred in determining the kind of employees wanted in particular jobs in an organization. Job analysis being a managerial process that is being carried out by human resource management professionals, it describes the duties that the incumbent of a given job should do, the nature and the conditions one should work and finally the basic qualifications required of somebody (Nel, et al 2011). It is in this regard that this exercise is working to discuss in detail, the process of doing job analysis, the methods used in job analysis and the process that might be encountered when carrying job analysis and how they can be avoided. Process of doing job analysis Job analysis entails a number of steps which have to be followed if at all good results are to be realized. The following discussion, is the specific process of carrying out a job analysis: Step 1: Involving and empowering employees to take part in the process. Since job analysis affects all employees, it becomes very necessary to involve them in order to get a greater insight of what a job entails. Job analysis cannot therefore go without consulting the employees. For an organization, consulting the employees and allowing them to participate in the process of conducting job analysis, helps build confidence in the process. Step 2: Investigating and establishing how different jobs can fit in an organization. In an organization, it is expected that each and every job has either directly or indirectly affects the overall performance of an organization and therefore cannot operate in isolation. This process is therefore important in determining the interdependence that exists among different and how they can be related in an organizational chart to enhance organizational performance and effectiveness. Step 3: Determining the reasons for carrying out job analysis: Job analysis in an organization must be objective. This is to say that at the end of the process, the organization is certain of attaining predetermined goals. For instance, job analysis could be taken to help restructure the organization and also plan for employee training and development or even enhance performance. Step 4: Choosing the job to be analyzed and the different sources of data. An organization is always concerned with how time is being managed and used for its good. It is therefore not appropriate to do a job analysis for every job as it will consume quite a lot of time. It is in this regard that it becomes very important for an organization to be selective and decide which job to analyze. Step 5: Determining the methods to be used in collecting data. It is always important to have full information about a given job before determining who should be in charge. However, two factors are to influence which method of data collection to be used. The first one is the job itself and the second one, is the employee. In other situations, a combination of both is preferred. Step 6: Collecting the job data. After the appropriate data collection method has been decided, the step that follows, is collecting data. The data collected is then reviewed by various stakeholders including the employees, managers and other stakeholders to ensure that it's relevant in terms of objectives, facts and that it can be easily compared to other jobs. Step 7: Processing of the data collected to make good job descriptions and employee specifications. At this point, the information that has been collected is used to formulate what the job descriptions should and the specific person specifications to fit in that job. Step 8: Redesigning or designing of jobs. If the job analysis was being done on the job that already existed, in line to new revelations, redesigning could be done. On the other hand, if job analysis was in respect to establishing establishing new job, then it will be appropriately designed and right people employed. Step 9: Reviewing and ensuring continuous updating of the process. Once the process of job analysis completed and the intended objective achieved, reviewing is advised so that the value of the exercise to the organization is determined. For instance, the reviewing process could be used to determine if the data collected and used in carrying out job analysis was worthy. Usefulness of undertaking job analysis In an organization, job analysis is very critical especially when the company is challenged with issues related to performance. Job analysis is a very important process that involves collecting data about a given job and determining the employee requirements in an organization. In an organization it could be very challenging if an organization does employee people without being certain of what it wants to attain (Marx et al 2007). In general, job analysis is useful in the process of determining different activities in an organization and that can require the employment of certain skills and experiences. Further, job analysis is critical in workforce planning, setting organizational objectives, recruitment, improving employment relations, job evaluation and much more (Dickson 2011). Methods of job analysis As identified earlier, job analysis is a very elaborate exercise and it takes a number of steps. However, because of its complexity, it requires that the most appropriate approach be used in that case so as to help simplify the process and make it more viable. While they're over 15 approaches to doing job analysis, according to literature by various researchers, it is important to recognize that these different methods have classified into two broad categories namely: job-oriented also referred as related approach and employee-oriented which is also referred as behavior approach (Marx et al 2007). Before engaging in detailed analysis of these two methods, it is important to point out that the difference in two main approaches is founded on the specific tasks, and duties as well as outcomes and even the level of performance required for the job and this is in respect to job-oriented approaches. In the case of employee-oriented, the distinguishing features are about the behaviors of the workers which exist in the form of knowledge, skills, personal attributes and abilities. Job-oriented methods A number of methods for carrying out job analysis under job-oriented approaches include use of questionnaires, interviews, direct observation, systematic activity logs, job performance and position analysis questionnaire. Questionnaires Many organizations across the board, are known to use questionnaires in collecting any kind of information that they may require about the company jobs. These questionnaires are given to various respondents including the employees, the managers, other stakeholders and even consultants to give their view of the same. Use of questionnaires is mainly preferred because it helps save time. Both unstructured and structured questionnaires. The unstructured questionnaires are used to describe a job from the respondent’s view in unlimited terms which the structured ones are specific in the kind of information sought and are time-saving (Bray et al 2009). Interviews The interview method is also one of the commonly used methods in conducting job analysis. The method is used in collecting data from the respondent who is in this case is the job holder also referred as the incumbent. The interview could also be administered to other groups of people including those that perform similar roles, functions and duties as well as responsibilities (Marx et al 2007) . However, it should be noted that while this approach is important where practical observation cannot be made, the accuracy and relevance of the information given by the respondent is very vital. Direct observation Direct observation as one of the approaches to carrying out job analysis, entails the process where the analyst need to be there in person at the work area of the incumbent. This is particularly important in determining how different pressures influence the behavior of the job holder. Further, while applying this method to the analyst makes random observations to determine especially how standardized work activities are being done (Dickson et al 2011). Systematic activity logs The systematic activity logs are also known as the ‘job holder’s diary’ whereby the respondent who is an incumbent to keep track of all activities in the form of a register. This method is preferred because it helps save time, cost and also allowing the incumbent to be in charge of the job analysis process. However, since trust is the most critical element here, its reliability can be put into question since the process is under the management of the incumbent himself. This fact can also be attributed to the fact that the employees may be reluctant in filling the diary or by giving biased information (Marx et al 2007). Job performance In the case of job performance, the analyst does different jobs repetitively in order to have first hand information. For instance, the analyst might be involved in some marketing, finance and operational roles from which he can personal experience. Under this method, the analyst does not use one approach exclusively but instead can apply different other methods in an integrative manner. For example, apart from taking part in various roles, he analyst can choose to questionnaires, interviews and observations to make his deductions. However, what should be noted is that the choice of the method the analyst should use, is the nature of the job itself (Marx et al 2007). Employee-oriented approaches The specific four employee-oriented job analysis methods include critical incident technique (CIT), management position description question (MPDQ) and functional job analysis (FJA). One important thing with employee-oriented approaches, is that they mainly concentrate individual behaviors, skills and abilities and in many occasions, they tend to be subjective and above all they call for special training and learning to be able to comprehend the results (Bray et al 2009). Critical incident technique (CIT) The CIT involves the process of observation what should entail effective or ineffective employee performance. In this case, an incident is considered critical if there is a clear link between a certain behavior and a certain consequence which can be positive or negative. The idea behind this approach is to try and establish those positive behaviors among the employees that could to success in terms of performance. This analysis method helps identify behaviors exhibited by competent and incompetent workers (Bray et al 2009) . Position analysis questionnaire (PAQ) The PAQ is used to measure the job characteristics and try to relate them with human characteristics rather than as opposed to describing different tasks, technologies and even duties of different jobs. This is a standardized questionnaire and used to analyze different elements like information input, job content, work output and many more. Management position description questionnaire (MPDQ) In many organizations, analysis of different of different managerial jobs in an organization becomes a very challenging role and this is because of the position. This challenge is also heightened by organizational hierarch and type of industry. The MPDQ therefore is used to analyze different aspects that relate to responsibilities of managers. Functional job analysis (FJA) The FJA is an employee-oriented method that is used to describe the nature of the job, its descriptions and job specification. This method pays attention to three major areas when undertaking job analysis and which include data, people and things. The role of FJA is to measure the complexity of the data collected, people involved and things that happen in each job (Bray et al 2009). Illustration While job analysis is a very important exercise in an organization, it has emerged t that no single method of job analysis that is standard and that can be applied across in all organizations. While many organizations may prefer the use of questionnaires, others may prefer the use of interviews, job performance, systematic activity logs and many more in job-oriented approaches. This is because of the organizational context and the nature of work and the same also applies in employee-oriented approach (Plessis 2009).. To illustrate this, the example of Xerox inc. could apply. In the company, everything is about interviewing the incumbents. This is done from the call center that has been established by the company. The incumbents are called by the analysts to submit on very issues related to work and performance. Problems with job analysis and ways to avoid them 1. First and foremost, there is a problem of lack of managerial support. Thus if the top management does not see the value attached to the process. This problem could be avoided if the top management is committed to organizational goals and objectives. 2. Limited means of collecting data. It is always important to note that with a variety of information, credible job analysis is possible. This problem could be avoided if different means for collecting data are used 3. Finally, there is an issue related to employee fear and this could be as a result of being victims of any changes that may follow thereafter. This problem could be avoided if the whole purpose of job analysis is explained to the employees. Conclusion This analysis has covered a number of aspects related to job analysis which include the process undertaking job analysis and its usefulness, the methods of doing job analysis with an illustration, the problems associated with job analysis and how they can be solved or avoided. In general it can be concluded that job analysis is a very important process in an organization and its effectiveness could only be achieved if an appropriate method is used together with the means of collecting data. References Bray, M., Warring, P. and Cooper, R. (2009). Theory and practice of employment relations. London: McGraw-Hill. Dickson, P. (2011). Global shift: Mapping the changing contours of the World Economy, 6th edn. London: Sage publications. Plessis, A.J. (2009). An overview of the influence of globalization and internationalization domestic human resource management in New Zealand. International Review of Businesss Research Papers, 5(2), p. 1-18. Marx, A., Net, P.S. and Du Plessis, A.J. (2007). Human resources: what should the profile be in 2010? Management Today, 23(2), p. 49-52. Nel, P.S., Welner, A., Polsat, P., Du Plessis, A.J. and Ngalo, O. (2011). Human Resource Management, 8th edn, Cape Town: Oxford University Press. Read More