Job Analysis and Design of Work Contribution to Building Human Resource Management Systems - Coursework Example

Job analysis and design Name Institution Lecturer Date Job analysis and design Introduction There are several factors affecting labor, human capital and global work places. Some of them include high industrial competition, the changing process of globalization and internationalization and rapid innovations in technology. These factors affect all organizations necessitating the discovery of solutions to problems of human resource so that the organization and the human resource department can be able to cope with both destructive and beneficial effects resulting. All things that affect job composition must be specified after clarification to ensure that future difficulties with employees are controlled. This happens to be among the most important idea in job analysis. Job analysis therefore is the foundation for every activity in human resources Bae, and Lawler (2000). Job analysis and design of work contribution to building human resource management systems Job analysis is a process whereby job investigation is carried out systematically by use of various methods so that there can be achieved a determination of responsibilities, duties and essential tasks. Job analysis helps in identifying relevant competencies or skills. It helps in achieving objectives and information concerning job requirement as well as those competencies needed to attain the strategy of the organization. Job design goes with job analysis and it refers to a process for the establishment of job content, work methods and the existing relationships among various jobs in a particular organization Michael A (2007, From these definitions it is clear that job design and job analysis are very important methods which are useful in building HR management systems. The existence of job analysis in an organization is purposive. From this we can obtain a justification for the use of job analysis in the satisfaction of the needs of individual employees and also in the achievement of the strategic goals of an organization Peetz, D. (2006 pp. 43, 3, 502– 517).When job analysis has been well established in an organization, it becomes foundational to all activities concerned with human resources which are necessary for an organization to be able to function in a productive manner. Together with many other purposes job analysis is critical in strategic planning and human resources. The first responsibility of human resource management is to attract a productive workforce by use of a particular process. This happens to be selection of employees in which the organization seeks to pick those with the best qualities to take up various positions (Michael , 2007) Recruiting is also a section of the staffing function of the overall management which plays a big role to ensure that the strategies of the organization are going to be implemented. Staffing needs the procedure of attracting then selecting competencies and capabilities of prospective personnel with the position of the particular company. According to Heery, E., & Bacon, N. (2008). This principle happens to be the initial step in the development of staff. Recruitment of staff is also seen as a fundamental step because mismanaging the process of staffing may result into wasted resources, time and finances in the company. Skills, abilities and knowledge include information related to the job and the required human abilities for performing the various activities at the job. It is not possible to overstate the importance of valid abilities skills and knowledge since the existing relationship between these three and individual performance is already established. Job analysis is distinctively complementary mechanism that gives direction to the management about which people to select among the many applicants to take up a given job position. The major steps in job analysis are done before, in the course of and after these functions. These steps in job analysis include the identification and isolation of job component tasks, examination of task performance, identification of major responsibility areas, noting of prevailing work conditions in terms of financial, physical and social aspects in the job and the identification of the personal demands that jobs make on those individuals joining the workforce Bae, Chen, Wan, Lawler and Walumba, (2003). Effective application of the job analysis steps results in the formation of a workforce that is competitive, strong and competent. In different organizations, competencies are maintained and recognized always in the company’s workforce. Job analysis is very critical to potential employees. Job analysis turns out to be a fundamental thing in the development of selection procedures that are valid based on both the legal and professional guideline for testing. In interviews job analysis enhances the relatedness of the job partially since it makes it possible for the interviewer to get samples of the behavior of the applicant which are related to the job. Job analysis also enhances the quantity of job related information that comes in the interview and in the process it reduces deficiency (B ray, M., & Cooper, R., 2011). When the interview is focused on content that is related to the job then contamination is also avoided. Where there is no job analysis to give a common reference frame it is possible that the interview may be based on job requirement beliefs that are idiosyncratic. Job analysis and more so on the person specification aspect is important in selection activities, recruitment as well as other human resource activities in days to come. In staffing activities job analysis constantly attributes the skills, knowledge and abilities and other characteristics which are seen to be important to the general condition of a job and way of performance. Job analysis can also be very important in that organization which is boundary-less and when work activities are formed their evolution is very rapid compared to those organizations with traditional structures and where jobs tend to be static for a very long time Robert L. Mathis, John H. Jackson (2010). Design of work is also very critical in the HRM systems. It ensures that the tasks that need to be done are done in the right manner and in the right amounts. Proper accomplishment of these tasks ensures that the HRM department is run with no problems. Work design satisfies the organizational and technological requirements together with the personal and social requirements of workers. This is important because when the welfare of the worker is taken care of it is obvious that the performance of the workforce will be increased. Job analysis and design of work contribution to organizational strategy Job analysis also plays a critical role in the realization of the strategy of an organization and its objectives. The reason for this is that when there is a good human resource management function in preliminary steps leading to the hiring of the best workforce is equitable to organizational performance that is successful and free of risks. As long as the human resource management activities are founded on job analysis it is acceptable to conclude that when there is a good specification and definition of the jobs and the right people for the jobs recruited then it is possible to achieve the strategic objectives of the organization Sappey, R., & Burgess, J. (2009). With the goal of creating human workforce by use of effective human resource management practices it is possible to realize the objective of whatever organization that may be. Design of work which is the rearrangement or arrangement of work in order to reduce and overcome the dissatisfaction and the alienation of workers is a major contributor to organizational strategy attainment. It determines which tasks should be done, how they are done, the number of tasks done, and the order in which they are done. Through designing its work an organization raises the levels of productivity and performance Green, Wu, Whitten, and Medlin (2006). Techniques used in designing work include job enrichment, job enlargement, job simplification and job rotation. These techniques ensure that the workers are more satisfied with their assigned responsibilities and that none of them is alienated. Organization of work contributes to the achievement of the strategy of an organization by avoiding things such as lack of coordination among offices, too much conflicts and friction between internal groups, misuse of resources, unclear roles, poor flow of work, and low responsiveness to changes all of which have the potential to affect organizational performance negatively. Design of work helps to create harmony among various groups, well spelt out duties and responsibilities thereby causing a smooth flow in the activities of the organization. When things are working smoothly within the organization it is possible to have the strategic objectives of the organization being achieved. The achievement of the strategy of the organization is a collective responsibility which requires that the work be designed properly to give the workforce an easy time and the opportunity to perform well in their individual responsibilities (George M, 2006, 2006, p 1308– 1332). Conclusion In conclusion, job analysis and design of work play an important role in HRM systems. Job analysis will ensure that the right employees with the right qualities are hired while design of work ensures that these workers get the right environment to deliver on their responsibilities. The two result into better organizational performance especially in the human resource area. Design of work contributes to strategy because it enhances good performance of the job and the tasks asked to employees. This leads to good performance in the achievement of the strategic objectives of the organization. Bibliography Bae, J., Chen, S., Wan, T.W.D., Lawler, J.J., and Walumba, F.O. (2003), ‘Human Resource Strategy and Firm Performance in Pacific Rim Countries,’ International Journal of Human Resource Management, 14, 8, 1308– 1332 B ray, M., & Cooper, R. (2011). Employment re relations: theory & practice. Sydney: McGraw Hill Bae, J., and Lawler, J.J. (2000), ‘Organizational Performance and HRM strategies in Korea: Impact on Firm Performance in an Emerging Economy,’ Academy of Management Journal, 43, 3, 502– 517 Heery, E., & Bacon, N. (2008). The SAGE Handbook of Industrial Relations. London: SAGE Publications Green, W.K., Wu, C., Whitten, D., and Medlin, B. (2006), ‘The Impact of Strategic Human Resource Management on Firm Performance and HR Professionals’ Work Attitude and Work Performance,’ International Journal of Human Resource Management, 8, 3, 263– 276 George M, (2006), Systems analysis & design: an active approach, McGraw-Hill/Irwin, Indiana University, 442 Michael A (2007), a handbook of employee reward management and practice Kogan Page Publishers, New York City Robert L. H, (2002), Strategic reward management: design, implementation, and evaluation IAP Publisher .New York City. 520. Robert L. Mathis, John H. Jackson (2010), Human Resource Management, Economics. Human Resources & Personnel Management; Cengage Learning, Publisher, Texas. Lansbury, D., & Wailes, D. (2010). International and Comparative Employment Relations. London: SAGE. Lewer, J., & Gahan, P. (2008). Understanding Australian Industrial Relations. Melbourne: Thomson. Peetz, D. (2006). Brave New Workplace: How individual contracts are changing our jobs. Sydney: Allen & Unwin. Sappey, R., & Burgess, J. (2009). Industrial Relations in Australia: Work and Workplaces. Melbourne: Routledge Read More