Job Analysis and Modern Organizations Staffing - Literature review Example

Job Analysis and Modern Organizations Staffing Student’s Name Subject Professor University/Institution Location Date Abstract Job analysis is key elements surrounding the human resource practice, making it a significantly essential management activity in any organization. With increasingly evident competition, shorter life cycles of products, advancing technological innovations, and the inconsistent nature of organizational structures necessitates an appropriate job analysis. An appropriately done job analysis causes organizational success. From this perspective methodologies of traditional job analysis may not be applicable for many and new emerging jobs. As such, getting the best staff for modern and rapidly changing organization as well necessitate modern job analysis methodologies and applications. This paper seeks to outline the role of job analysis in obtaining best staff for modern and rapidly changing organizations. It defines job analysis, outlines job analysis process, exemplifies modern organizations phenomenon, and finally looks at role of job analysis on modern and rapidly changing organizations` management. Table of Contents Abstract 2 Table of Contents 3 3.0 Definition 4 4.0 Job Analysis Process 5 4.1 Data Collection 5 4.2 Preparing and Validating Job 6 4.3 Application Step 6 5.0 Modern organization phenomenon 7 5.1 Flat organization 7 5. 2 Flexible Organization 8 5.3 Networked organization 8 5.4 Diverse Organization 8 5.5 Global Organization 9 6.0 Job Analysis in Modern and rapidly changing Organizations Management 9 6.1 Job Analysis for best employee characteristics 10 6.2 Validates Measuring Tools Best Staff Hiring 11 6.3 Training for Best Staff Rentention 11 6.4 Job Analysis Aids in Employee Evaluation 12 7.0 Conclusion. 13 References 14 2.0 Introduction The modern organizations are ever changing due to various factors such as modernized policies, restructured worldwide market as well as more varied and elastic employment arrangement. Inevitably, all these factors have significant implication for any organization, and the entire human resource management (Hough & Oswald 2000). Considering, embryonic nature of the work environment, analysts propose two major trends to be employed in future development of job analysis. Thus, accurate and competent job analysis ensures great facilities for diverse organizational activities. It also assists in valuable information for specific position, hence facilitating handling of complex issues in an organization (Stone 2005). According to Rehman 2009, job analysis provides a platform and a foundation to the HR decision making purposes in regard to an organizations staff. That is, it contributes to selection and the hiring of staff, performance evaluation, compensation, projections of workforce, training employees and development, job design, labor force reduction or increase decisions. Job analysis contribution to overall selection and recruitment is exclusively significant. It captures the elasticity, multiplicity nature of work and interdependency. This in turn, ensures the efficiency and soundness of the staffing process (Gary 2003). Some analysts have questioned the applicability of job analysis in modern and rapidly changing organizations of the 21st century due to their modern nature. However, numerous researches have been carried out and proven job analysis indeed applicable in modern organizations. It can adapt and incorporate methods that enable modern organizations get the best staff for their changing needs. Generally, an innovative job analysis method is needed for efficient, rapid, and reliable for modern and ever changing organizations. 3.0 Definition Cornelissen, 2009 observes that, numerous researches have provided various literatures that have exclusively defined job analysis. From a human resource management perspective, Singh, 2008 defines job analysis as the diverse activities linked with determination of the responsibilities, duties and tasks done by the incubents. This analysis identifies a worker`s needed requirements such as skills, knowledge, abilities and any other related quality that an employee must have to adeauately perform the job. In regard to compensation system determination, job analysis is the systematic procedure of collecting information used to make judgment in regard to renumerations and service provisons depending on nature of job (Cornelissen 2009). In the perspective of staffing, Heneman and Judge, 2003 termed job analysis as the process of studying the specific job in order to collect, analyse, blend, and give information regarding the job conditions and rewards. Simply put, Job analysis is the practice undertaken formally in an organization to define job in regard to tasks, responsibilities, and identifies the skills, qualifications and abilities required to successfully perform it. However, despite the slight differences in definition of job analysis, all analysts agree with the outcome of job analysis. That is, the production of a document referred to as job description holding inclusive and critical information about a job (Singh 2008). 4.0 Job Analysis Process Job analysis is valid only when it is able to remain abreast with the dynamic requirements of an organization (Spector 2000). That is, it is proficient enough to get best human resources to work in modern organization. Modern organizations have shifted from technical and static system to dynamitic ones. Likewise, the characteristics of best staff required for these modern organizations are changed as well (Safdar et al 2010). As such, job analysis process engaged must yield to these demands. 4.1 Data Collection According to Safdar et al, 2010, in general, job analysis process can be done in three phases. To begin with, first and most vital stage is data collection. This process must be associated with applications and objectives of job analysis. Frequently, interview is the most used method of collecting data, where employees, managers or experts with better knowledge of jobs are asked questions. Another method for data collection is through written questionnaire. From prearranged questions, employees supply information on themselves and the job. Data can be collected through observations of work activities and understanding staff situations the analysts gets to know some important requirement for the job. In most cases, analysts use more than one method of collecting data in order to gain the best one for the specific job (Sanchez & Levine 2000). 4.2 Preparing and Validating Job After collecting sufficient data, the second phase of job analysis is preparing and validating job descriptions along its format. A typical format of job description constitutes job identity, responsibilities, summary, duties, tasks, working relationships, qualifications and competencies needed, and each part is filled up with the collected data. Validations of the job description are then done after high level of analysts’ judgment. According Hough and Oswald, 2000 problems associated with job analsysis arise from job desritpion and not the entire procedure of job analysis. Therefore, this stage must be handled with a lot of care and soundness. 4.3 Application Step The final phase of job analysis is application. Each job description is applicable at a different function of the HRM. For instance, a recruitment and selection purpose, a certain standard is required different from one applicable in the case of compensation function. In other words, a job description must have differentiable information on duties, tasks, abilities and behaviours to enable an efficient job values calculation. Accordingly, information on job description is essential for HRM decision on making functions (Sanchez & Levine 2000). Technically, job analysis methodologies for modern organization may be subdivided into two areas: work and worker oriented. Work oriented analysis focuses mainly on work related tasks, while worker related technique looks at human behaviours engaged in work activities. According Hough and Oswald, 2000 worker oriented technique seems of greater essence, consindering the modern, rapidly changing and dynamic enviroment. This because it provides the business`s flexibility needs, as well as focusing more on tasks and qualities, abilities and skills of workers. 5.0 Modern organization phenomenon Compared to inflexible and steady working atmosphere of traditional organizations, modern and rapidly changing organizations are flexible , competitive, less hierarchial or more broken organizational structure chains , dynamic, multidimensional, technological, social, worldwide changes and political influenced (Schilling & Werr 2009; Carrasco 2009).Thus, a modern organization is an extra organic structure as it constitues involvement of employees, authority distribution as per skills and ablities, fewer bounderies and rules. Their designs are drawn from numerous fields to ensure dynamics in communication and merge organizational and individual solutions into a interconnected whole. Modern organizations are highly networking and collaboratin through theory of boundryless organization. From this perspective, modern organizations are therefore defined in five fundamental constituents namely; flat, networked, diverse, flexible and global (Schatten & Zugaj 2011). 5.1 Flat organization Flat organization are modern organizations depicted in the context of control and hierachy. In consequence, this type of organization is flat due to few hierachial heights. That is, the number of authority levels are minimal compared to traditional organizations. in turn, a single manager is assigned control of a large number of employees. Therefore, employees must be very competent under minimal supervison to ensure survival of the company. Thus, a job analysis to provide employees who maximize perfomance under minimum supervison is vital. Researches have proven that the flatter the organization and larger span of control, then, the more effective it is (Schatten & Zugaj 2011). 5. 2 Flexible Organization This organization is has the ability to adapt and adjust to new changes and demands well and effictively, particulary in hypercompetitave and vibrant markets (Bonabeau 2001). This organizational structure capability is refered to organic, since knowldege communication and capability are the main variables rather than fatcors such as ranks or posistions. In flexible organization, the notion of decentralization is applicable. For a quick and most effective results currently and in the future, delegation of decision making part and parcel of flexible organizations. In such a case, the organization requires best staff for this type of enviroment. With this understanding, engaging an effective job analysis ensures organizations success (Schatten & Zugaj 2011). . 5.3 Networked organization Another major organization in the modern world is networked organization. This constitutes of intra and interim networks which must be well differentiated. Schatten and Zugaj, 2011 asserts that the distinction between two is mainly through communication in intra-firm employees degree of communication is departmentally, divisionally and inter-functionally. The dialogue promotes effectiveness through exchange of ideas within the organization. As a result, inventive and innovative answers for the hanging demands of the marketplace are provided. On the other hand, interim networks mean an substitute for vertical or the horizontal integration. It can also mean on one occasion market business. Generally, organizations are establishing organizational partnerships such as strategic associations; mutual ventures among other arrangements to enable them profit through reduced cost of transaction, and still maintain their independence. This implies job analysis that can help in getting most excellent staff to work in such dynamic networked organization and ensure effectiveness is essential (Schatten & Zugaj 2011. 5.4 Diverse Organization Diverse organization is another type of modern organization. According to Safdar et al, 2010 diversity in an organization is both in age and generational differences. Moreover, diversity is calculated in terms of gender,altitudes, levels of experiences, personalities, and backgrounds. As a result, diversity offers and increases probability and opportunities for new and many ideas, skills to solve problems, alternatives through creativity and flexibility. Staff with an understanding of others diversity are the best staff to work in a diverse organization. These staff must be willing to cope with others` political, legal, cultural, social and other varying enviroments the organization functions in (Jenner 2004). For that reason a good job analysis to obtain staff for a diverse organization is imperative. This because the organization must draw proficiency from a diverse background to ensure its competative advantage. This implies that a job analysis is essential for best staff to work in the modern diverse organization (Safdar et al 2010). 5.5 Global Organization Finally, global organization is type of business in the modern era. To be considered global an organization must establish worldwide links (Schatten & Zugaj 2011). In this type of modern organization local happens are shaped by events taking place thousands of miles away. As well, happens from other far corners of the globe must be shaped by local happenings. The impact is evident in processes of decision making, communication, investments, teams for the work, and capital flow. In global organizations, competations is against both local and global competitors. Employees with capability to handle such happens are the best to work in this enviroment. Staffs who can facilitate an organizations cor competence in domestic, national, and international markets. In the above context, employees are intended to depict organization`s headquarter country type of services, as well as international standardazed servcies. Thus, job analysis is essential in order to get the most exceelent to work the modern organizations, which is very prone to rapid changes consindering the nature of its workin enviroment. New demands, challenges, and changes are also very possible especially with globalization and technological advancements (Safdar et al 2010).. 6.0 Job Analysis in Modern and rapidly changing Organizations Management From above perspective and definitions, job analysis aims at getting hold of the best staff for organizations. Modern organizations are characterized by flexibility nature and inconsistency. Considering this work context, staffs to work in modern and rapidly changing organization must be those who are flexible, dynamic, self-selected, open to learn, empowered, and able and ready to repsond to changing command of the job (Hinton & Biderma 2005). Accordingly they should have good interpersonal and communal skills to accommodate team work. Additionally, ability to manage and handle difficult tasks, and related skills are vital imperative. Bearing in mind the characteristics of contemporary organizations in which jobs are changing constantly, a traditonal method job analysis seems in inadequate. This is because its focus is on particular job discriptors and staff characteristics. Thus, a modern type of job analysis, wherein employees are selected on the base of capability to perform effectively in a dynamic enviroment is much better. As result, demands of modern working enviroment are met through a proper use of the new methods of analysis. In this regard, job analysis done in a down to business way and can contain and adjust to rapidly changing demands, is imperative to obtain best employees for modern organizations. the various methods (Hinton & Biderma 2005). 6.1 Job Analysis for best employee characteristics Firstly, job analysis is vital for achieving best employees in modern organizations, due to its competence to adapt to organizational requirements as it provides applicable information to elucidate jobs and work conditions. Best characteristics of an employee for the business is described. Informations obtained provides new and dynamic ways to describe organization culture, staff characteristics required for best perfomance, jobs and work enviroment. As scuh, the purpose of aligning organizational needs and employees characteristics is achieved. Indeed, modern job analysis methods such as worker worker-oriented or compency focused methodologies provide extensive information on qualities like motivation, flexiblity, skills on conflict management. These qualities are vital for success in all jobs withing modern organizations. Collaboration is facilitated in teaming nature of contemporay organizations is facilited (Sanchez & Levine 2000). Sanchez and Levine, 2000, posits the changing nature of jobs in modern organizations necissitate indetifyin characteristics of work enviroment. Analysts urgue this apprach is more appropriate for identifying attuned staffs compared to particular job descriptors. Likewise, job analysis matches the employees to organization`s culture through operationalising and presenting a structure for organizations culture, and esstintial employee characteristics that’s is right for the culture. In view of the above, a well planned and implemented job analysis offers an organization a roadmap for selecting paramount employees withing as well as outiside the firm. 6.2 Validates Measuring Tools Best Staff Hiring Secondly, job analysis strengthens the soundness of tools used in measuring and discovering characteristics of staffs and jobs. As long as the measuring tools are valid, then, job and work specifications and descriptions for getting paramount staff is valid. Valid and consistent development of measuring tools is achieved when the measure tasks expresses right standards. For instance a personality inventory measuring tool is strengthened if the staff selected staffs deliver required results on the job for modern organizations (Sanchez & Levine 2000). 6.3 Training for Best Staff Rentention Thirdly, training needs for staffs personal and proffesion development are identified through job analysis. Acquiring best staff in modern organanization is not not only about matching their characteristics with the organization`s need, rather, once they are in place withing the organization, their continued competence highly depends on training and education provided to them (Schatten & Zugaj 2011; Stone 2005; Singh 2008). Proper training with modern organization is essential for proper adjustment of skills and information, and for versatility to organizational changes. Job anaysis aids in assessing staff needs in training and education for modern organizations. In actual fact, job analysis identify competence and handiness that requires advancement and development (Singh 2008) Moreover, analysis will help identify predict skills required for futre organizan`s responsibilities. Additionally, job analysis ensure both organization and its staff dtermine educationalc and training needs for planning proffesional growth. As well, job analysis provides a platform for strengthening legality of training methods, when essential characteristics are matched with trainings to deliver best result possible amidst rapid advancing technology. As a consequence, job analysis in staff training for rapidly changing and modern organization is important (Singh 2008). 6.4 Job Analysis Aids in Employee Evaluation Fourthly, its offers a platform for enhancing employees performance by evaluating their their current performance. Having hired, positioned correctly, trained and educated the employees, evaluation is then needed to measure the perfomce quality (Singh 2008). Objectively, evalution will put in the picture if indeed it is the best staff in place in the business. Evaluation is mainly a clear principle or standard governing accomplishment of tasks and jobs. Latest information regarding adequate standards of perfomin gthe job and used in assesing quality of work done by employees are provided through job analysis. Hence, an evaluation process runs smoothly should duties and standards be clearly stated through job analysis. Evaluations through job analsysis manifests areas of training needs and plans, resulting to staffs personal and proffessional improvement. What is more, evaluation present a means for reassinging staff jobs they excel in (Heneman & Judge 2003; Stone 2005). In regard to evaluation of employees for compensation purposes through job analysis is vital. Rapidly changing and modern organizations oftenly get high caliber staff should their compensation packages are competative, are proportional to employees responsibilities and qualifications. Through job analysis, information for this decision accomplishment is given (Heneman & Judge 2003; Stone 2005). . Finally, data required to bring in conducive working enviroment for motivating the staff is obtained through job analysis. Having obtained bests, and organization is demands to motivate them to ensure they are at their best for job. Only stimulating working atmospheres will keep best, flexibale and talented staff in an organization (Hinton & Biderman 2005). From this perspective, job analysis is fundament for scheming, redesigning , motivating jobs that promote team work, challenge, empowerment and reposnibility, in this manner , staffs are retained and also at their optimal level of perfomance (Heneman & Judge 2003; Stone 2005; ). 7.0 Conclusion. Numerous literatures have proven the vital role of job analysis in gaining the best staff for modern and rapidly changing organizations. Despite the initial fears of it inapplicability in staffing modern organizations, researchers have affirmed the relevance of modern types of job analysis. This paper has given various definitions of job analysis, emphasizing the definition in regard to staffing for organizations. In the perspective of staffing, analysts have defined ob analysis as the process of studying the specific job in order to collect, analyse, blend, and give information regarding the job conditions and rewards and necessary staffing. The implication here is that job analysis is indeed applicable in staffing modern organization. The best and main job analysis process constitutes of three mains steps including data collection, preparing and validating job descriptions, and thirdly, application. Job analysis methodologies may be subdivided into two areas: work and worker oriented. Work oriented analysis focuses mainly on work related tasks, while worker related technique looks at human behaviours engaged in work activities. Modern organizations are expressed as flexible , aggressive, with more broken organizational structure chains , dynamic, multidimensional, technological, social, worldwide changes and political influenced, and with fewer boundaries. These are easily summarized through the five key components of modern organizations namely; flat, networked, diverse, flexible and global. Moreover, job analysis in vital for modern and rapidly changing organizations management. This management is facilitated through recruitment and selection of employees, positioning employees correctly, training and education staff for best performance, evaluation of employees perfomance, and finally for staff motivation to ensure they remain optimal in perfomance. Above and beyond, job analysis is essential for staffing modern and rapidly changing organization. A valid and adequate job analysis will not only give the organization a competitive advantage in the current market place, but also guarantee it survival in the future through competent staff. In general, job analysis is significant and essential, and ought to be emphasized. References Bonabeau, E. &. (2001). Swarm Intelligence – A Whole New Way to Think About Business. 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